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In an increasingly interconnected world wine market, evolving consumer demands, technologies, and climate have all contributed to large shifts in global patterns of production and consumption of wine. These shifting patterns of wine production and consumption have entailed changes in the vineyard in terms of total area planted, production practices, and the mix of grape varieties grown. In this book, for the first time, we have a detailed empirical picture, country by country and region by region within countries, of which varieties of grapes have been grown where, and how those varietal choices have changed over time. This statistical compendium will be directly useful for anyone interested in knowing about and understanding the changing patterns of production of wine and wine grapes around the world. It also will serve as an invaluable resource for economists and others who seek to analyze those patterns and their causes

Whisky: Technology, Production and Marketing explains in technical terms, the science and technology of producing whisky, combined with information from industry experts on successfully marketing the product. World experts in Scotch whisky provide detailed insight into whisky production from the processing of raw materials, to the fermentation, distillation, maturation, blending, production of co-products and quality testing, as well as important information on the methodology used for packaging and marketing whisky in the twenty-first century. No other book covers the entire whisky process from raw material to delivery to the market in such a comprehensive manner and with such a high level of technical detail.

* Only available work to cover the entire whisky process from raw material to delivery to the market in such a comprehensive manner
* Includes a chapter on marketing and selling whisky
* Foreword written by Alan Rutherford, former Chairman and Managing Director of United Malt and Grain Distillers Ltd.

Of the many challenges in public sector management, few are as complex as the management of whistleblowing. Because it can lead to the discovery and rectification of wrongdoing, public interest whistleblowing is widely acknowledged as being positive for organisations and for society at large. However, the conflicts and reprisal risks often associated with whistleblowing also support a widespread belief that every whistleblower is destined to suffer, and nothing can be done to protect them from reprisals. Even if they did it once, sensible employees are often seen as unlikely to ever blow the whistle a second time around. The extensive research in this book reveals a more complex and, fortunately, more positive picture. The product of one of the world's most comprehensive research projects on whistleblowing, evidence from over 8,000 public servants in over 100 federal, state and local government agencies shows that whistleblowers can and do survive, and that often their role is highly valued. Public sector managers face significant challenges in better managing and protecting whistleblowers. There is great variation between the many public agencies making the effort, and the many agencies where the outcomes — for managers and whistleblowers alike — are still likely to be grim. This book is compulsory reading for all public sector managers who wish to turn this negative trend around, and for anyone interested in public accountability generally.

This guide sets out results from four years of research into how public sector organisations can better fulfil their missions, maintain their integrity and value their employees by adopting a current best-practice approach to the management of whistleblowing. This guide focuses on: the processes needed for public employees and employees of public contractors to be able to report concerns about wrongdoing in public agencies and programs; and managerial responsibilities for the support, protection and management of those who make disclosures about wrongdoing, as part of an integrated management approach. The guide is designed to assist with the special systems needed for managing 'public interest' whistleblowing-where the suspected or alleged wrongdoing affects more than the personal or private interests of the person making the disclosure. As the guide explains, however, an integrated approach requires having good systems for managing all types of reported wrongdoing-including personal, employment and workplace grievances-not least because these might often be interrelated with 'public interest' matters.