Swani's sustainable spice solutions
When someone says, “It's 160 years and we're still not done rewriting the rules,” the family has been in business for that long. The late Kuldip Singh Swani, the fifth-generation patriarch and founder of this business, along with four other (non-food) companies, had over 65 years of experience —definitely a business family to reckon with. Hard work and grit are essential for excelling in one's field, not only in the export sector but also for maintaining competitiveness in the Indian market. It feels like the Swani Story has waited long enough to be written in the annals. As their company profile dictates: “In 1864, when the world was writing history, the Swani family was sowing it.” Kashmiri saffron was their first product, which continues till today in the spice trade and in the blueprint of Indian enterprise.
Although spices were his least looked-after business, Kuldip Singh was instrumental in importing the first set of seed-cleaning machines and a gravity separator table from the USA (1960-62). That enabled Swani Spice to become the first Indian company to have the ability to machine-clean seeds and spices for export. Then came in the sixth generation’s steward, Kirandip Swani, who is the MD now. He had 50 years’ insight into the same business and is at the helm of the spice industry today. He has been a member of the Spice Board for 6 years and was the Chairman of the ISFEA (2008-2011). Business India met up with Kirandip to learn more about the business of spice trading.
At 75, Kirandip stands tall amidst the framed memories lining his office. Reflecting on his early days, he recalls: “When I took over this small business from my father (1971), Swani had a 2,500 sq ft warehouse for operations, and one room in this very house, which was also my residence at the time – it doubled as our office. My father’s other ventures at the time included producing isabgol, running a Coca-Cola franchise in Hyderabad, and distributing films in Chennai.” An engineering graduate from Baroda, Kirandip admits that this business was not his first choice. Yet, following in his father’s footsteps – who had joined his own father’s enterprise at an even earlier age (14) – Kirandip entered the family business at the age of 21, assumed significant responsibilities, and was already shaping his own approach to running the company.
Kirandip clearly remembers: “My father was a hard taskmaster, but I have learned that I would not make the same mistakes my father did, with my progeny. And I convey the same to them. However, they feel that I share the same traits as my father, but those very traits shaped their culture and values, giving them the best of both worlds. They have learned unequivocally that business has to be built on trust, and since that was so hard-wired and non-negotiable (because people do not trust easily), it has worked for them.”
The seventh generation
The first to join, in 1997, was Harjiv Swani, now Director of Operations, who combined technical acumen with an instinct for modernisation. A Harvard Business School alumnus and Industrial Engineer (IE&M, BMS Bangalore), Harjiv brought global thinking to Indian manufacturing. He reimagined plant design, introduced automation, and replaced legacy systems with precision-led operations. One could well see that he carried a spark – a restless energy to modernise without compromise. But he also understood the challenging task ahead of him, as he was dealing with two generational heads before him.
Shadowing his father, Harjiv quickly recognised that the company’s foundations were those of a traditional trading house: “The business, when I came in, was built like a normal trading company,” he recalls. “What we envisaged was a process-oriented company, more customer-centric, and for that we had to bring more value-add to the business – literally.” His focus was clear: bring global systems, discipline, and structure to Swani’s operations. He reimagined plant designs, and where the company needed structure, he built it; where it needed systems, he designed them; where it needed scale, he engineered it.
Navigating the weight of two generations before him, Harjiv carried the legacy forward, professionalising the business and embedding efficiency into its very DNA. The framework he laid down was built not just for the present but to withstand the test of scale, scrutiny, and time. Beyond Swani, his influence extends across the industry, where he holds multiple leadership roles: Co-chair of the Industry & Trade Committee at IMC, board member of the Indian Spices & Foodstuff Exporters Association, and a member of the Business Committee of the World Spice Congress.
The year 1997 marked a turning point with the inauguration of a 30,000 sq ft processing unit at MIDC, Navi Mumbai – the beginning of Swani’s technological revolution. By 2000, the company was using Bühler Seed Sifters and Sortex machines – equipment that set a new standard for Indian spice processing. As Kirandip recalls, “Harjiv came in and junked most of the old cleaning machines and brought in some excellent equipment. Of course, I then became the go-between for two generations, easing my father into the expenses of change and explaining that it was the only way to progress.”
When Harjiv speaks of his early days, he recalls nights spent on the shop floor, donning overalls, tools in hand, ready to take charge when managers failed to show up. Never once did he believe that being the ‘boss’ exempted him from the grind; it was the culture instilled in him by his father, one he was determined to carry forward. Determined to step out of the mould of a family-run ‘& Sons’ trading company, both brothers knew they had to reshape the company into a professionally managed enterprise.
Five years after his brother Harjiv, Parneet Swani joined the legacy in 2003, armed with an MBA in International Business and Marketing from Sydney and, now, the distinction of being a Harvard Business School alumnus through the prestigious Owner/President Management Programme. Understandably, there were no shortcuts, and certainly no hand-holding. From the moment he stepped in, he was tasked with observing, learning, and deciphering the workings of an enterprise that had been built, nurtured, and refined over generations.
Parneet knew he had to immerse himself fully, understanding the operations, culture, products, and nuances of the business from the ground up. “I could pitch an idea to my 70-year-old grandfather, and despite generational differences, he would understand it and, with his experience, help move it forward.” By now, both brothers recognised that they needed more than what had carried them this far; they required a complete shift in mindset, clearly defined roles, and professional thinking. Convincing the elders was no small feat. But the brothers laid out their plans, divided portfolios, and made a case for immediate investments, even if profits temporarily shrank. Change meant expenses, hiring management professionals, and challenging long-held norms – something that did not sit easily with Swani Senior. Kirandip stepped in as the mediator, assuring his father that the risk was necessary.
Over the years, Parneet’s role evolved beyond finance and strategy into something far deeper – a pursuit to give the business a conscience as strong as its commercial success. That pursuit took shape as The Green Footprint, a vision that would go on to redefine Swani’s relationship with the land, the farmer, and the planet itself.
The Green Footprint
For Parneet, The Green Footprint is not just another initiative; it is a personal calling. It reflects his belief that progress means little if it does not light the way for others, and growth is hollow if it leaves the earth poorer. “It’s a promise to return more than we take,” he says, a guiding principle that now sits at the core of Swani’s identity. For him, the true measure of success is not in the balance sheet but in the balance achieved between people and profit, innovation and integrity, growth and giving back. “We’ve always believed that doing right by others eventually brings everything full circle,” he says, his words echoing the same grounded wisdom that has guided the Swani family for decades.
Parneet’s approach to leadership mirrors this philosophy. He empowers his teams to think independently, experiment responsibly, and take ownership of their work. “My role,” he often says, “is not to give orders, but to create the space for people to do their best work.” Whether deploying traceability technology, training farmers, or guiding teams through operational challenges, his style is steady, measured, and quietly transformative.
What began as a modest trading set-up is today a processing powerhouse. With facilities spanning seed cleaning, roasting, milling, and steam sterilisation, Swani now commands an annual processing capacity of over 70,000 metric tonnes. From Bühler Sortex lines capable of handling 19,000 metric tonnes of seed cleaning, to a global prototype steamer with a 7,500-metric-tonne capacity, to advanced milling lines exceeding 36,000 metric tonnes, every unit has been engineered for both scale, precision, and flavour retention. The steam sterilisation plant, with a throughput of one tonne per hour, further strengthens Swani’s ability to deliver spices that meet the highest international food safety norms.
Complementing this scale is Swani’s Centre of Excellence – the backbone of its agricultural partnerships and the knowledge base for customers worldwide. NABL-accredited and ISO 17025:2017 certified, the Centre houses advanced analytical, microbiological, and instrumentation labs that use LC-MS/MS and GC-MS/MS methods to screen for pesticides, allergens, and mycotoxins with scientific precision. Yet it is far more than a testing facility: here, farmers gain data-driven insights to optimise their harvests and compliance through Swani’s agri backward integration programme, and customers receive assurance that every batch reflects uncompromising quality. Every number scaled, every process optimised, and every shipment delivered.
The first professional to be hired in Operations Management was Chetan Kaul, who is VP, Operations today. He came in when there were only cleaning units and has remained for the past 17 years. He heads the three units in the MIDC in Navi Mumbai, and says: “My journey with Swani Spice started in the mid-90s as a consultant, but as I began to understand their vision, I joined them full-time.”
“Currently, our exports are directed towards Europe (30 per cent), the US/Canada (25 per cent), Japan/Australia/New Zealand (20 per cent), South Africa, South America (Brazil/Argentina), and the rest. China is a competitor, of course, as are Africa, Turkey, and Afghanistan, among others. Primarily, 93 per cent of spices grown in this country are consumed in India itself, and barely 6-7 per cent is exported, which probably caters to around 55 per cent of the global demand,” he adds.
“Locally, we work with leading names such as Hindustan Lever, Givaudan, Tata, Ajinomoto, Marico, and Nestlé. Expansion is underway, with a new project in the pipeline to better cater to local businesses. Beyond spices and spice blends, we’re seeing strong demand for seasonings and hydrated mixes, along with immense potential in pastes and sauces. The competition is healthy, and there’s always enough work to go around. As regulations evolve and consumer preferences shift, we believe the domestic Indian market, driven by a discerning, upwardly mobile population, is the next big growth frontier for Swani. All in good time, as we prepare to welcome the eighth generation into the business.”
Customer speak
For over 20 years, Mincing Spice, USA, has worked with Swani. According to Mincing, Swani’s commitment to excellence has made them a valued partner in their supply chain. Japan’s AIC Inc., too, has been inspired by Swani’s constant pursuit of progress and consistently engaging in forward-thinking, innovative initiatives.
AB World Foods, UK says, “It is indeed a great pleasure to work with such gentlemen who value trust and integrity. Swani’s professional approach and commitment to quality have been key in supporting our business needs. What truly sets them apart is their deep ethos of sustainability, reflected in everything they do – from their everyday operations to their innovative long-term vision and partnerships.”
The first Rainforest Alliance certification in Indian spices, achieved by Parneet’s team, was a milestone moment – a signal to the world that Indian spices can meet and exceed global sustainability standards. But for Parneet, the recognition was secondary. What mattered was the example it set – that ethical sourcing, regenerative farming, and commercial success could coexist, each reinforcing the other. And this year marks the 20th harvest under Swani’s watchful care, a testament to two decades of commitment.
Under his leadership, over 8,000 farmers cultivate more than 20,000 acres under sustainable, pesticide-free practices, guided by four pillars: Jal for Kal (Water Management), promoting micro-irrigation, rainwater harvesting, and community stewardship; Samriddhi (Soil Health), restoring fertility through regenerative agriculture; Aaira (Climate & Biodiversity), protecting ecosystems and planting over 10,000 trees; and Netra (Community Development), supporting education, sanitation, and fair livelihoods in rural India.
The story continues to evolve – now powered by Agreeta, Swani’s in-house agri-tech platform. Using remote sensing, AI, and real-time monitoring, it provides a 360-degree view of every farm, predicting risks, tracking inputs, and ensuring full traceability. Every spice that leaves Swani can be traced back to its origin, ensuring authenticity from soil to shelf.
The accurate measure of Swani’s strength lies not just in its processing lines or certifications, but in the relationships it has nurtured over decades. Nowhere was this more evident than during the unprecedented uncertainty of the Covid-19 lockdowns. While the world stood still, Swani’s farmers continued to bring their produce to the company. In the first year of the pandemic, every kilogram of produce was bought and paid for, even as the market wavered and logistics faltered. The loyalty of the farmers, despite global chaos, was a quiet, steadfast affirmation of trust – a testament to relationships built over time. They underwent 21 certification audits, covering organic, unannounced, and RFA standards across all their sourcing regions in 2024-25. Parneet, along with his team, has sustainably cultivated more than 12,500 metric tonnes of spices annually, certified by the Rainforest Alliance for sustainable agriculture.
Standing quietly as the backbone of this growth is Anil Binjola, Vice President, Finance. For over 33 years, Binjola has built and safeguarded the financial foundation that allows Swani to innovate and expand without compromise. When he joined, Swani Corporation was a modest family-run business. From bookkeeping to audits and forecasts, he managed every financial layer, ensuring the company’s decisions rested on a solid foundation. Parneet recalls Binjola’s simple yet profound words: “Focus your energy on growing the business; I’ll handle the rest.” Over decades, that steadfast loyalty and unflinching competence have made Binjola not just a finance head but a pillar of trust. “They’ve grown from a small business of Rs2 crore to Rs273 crore – and that’s been possible only because they’ve consistently embraced new ideas and sound practices,” Binjola reflects.
Under Kirandip’s leadership, Swani Corporation became the foundation for new initiatives. In 2015-16, the business was transferred to Swani Spice Mills Pvt Ltd, marking a turning point as the company crossed the Rs100 crore mark. By FY24, revenues had touched Rs273 crore, backed by steady, organic growth over the decade. “Having worked across three generations, my role evolved from managing the accounts to shaping financial strategy and ensuring that Parneet could stay focused on expansion. As the business modernised, our financial systems evolved with it,” he adds.
In FY15, Swani Spice reported revenues of Rs113.50 crore with sales of 7,610 MT. By FY24, this rose to Rs273.99 crore and 10,577 MT, registering a 141 per cent increase in turnover and a 39 per cent rise in volume.
The company’s progress has been both financial and foundational, shaped by systems, partnerships, and values that have stood the test of time. As Kirandip Swani puts it, “What I don’t eat, I won’t sell.” A principle that continues to define Swani’s integrity and its lasting reputation in the spice industry.