Turkey’s Wine Policy from 1966 to the Present

In March 1966, Turkey’s State Planning Organization (DPT) published the Special Committee Report on the Wine Industry. More than just a sectoral analysis, this was a visionary document — one that outlined Turkey’s potential in viticulture and winemaking with striking clarity. Looking back at it today is instructive: it helps us see which goals were realized, which were lost along the way, and invites us to reflect on three simple but powerful questions: What were we? What could we have been? What have we become?

HISTORICAL BACKDROP

The report traced Anatolia’s central role in the history of viticulture and winemaking — from the Hittites to the Romans, from Lapseki to Tokat. This heritage is not just a story of the past, but an untapped potential that still remains underutilized.

In the 19th century, during Europe’s phylloxera crisis, Turkey became a crucial supplier, exporting more than 7 million liters annually. Yet by the 1960s, despite state intervention, the industry was still fragmented, underdeveloped, and technologically weak. The DPT report stepped in at this critical juncture.

THE 1966 FINDINGS

Problems identified:

• Outdated, small-scale facilities with poor equipment
• Grapegrowers focused on quantity, not quality
• Heavy taxation, since wine was classified as a “luxury” rather than a food product
• Lack of cooperatives; middlemen dominated the system
• Weak public oversight and no systemic quality control

Recommendations included:

• Support for grape selection and improvement
• State-backed demonstration vineyards and nurseries
• Promotion of cooperatives and collective marketing
• Recognizing wine as a food product, backed by education and public messaging
• Export-oriented growth, with emphasis on coastal production hubs

WHERE DO WE STAND TODAY?

Positive developments:

• Rising interest in indigenous grapes like Kalecik Karası, Narince, Boğazkere
• Growth of boutique wineries, with more emphasis on quality
• Producers with technology investments reaching international standards
• Successful examples of regional collaboration (e.g., Urla, Elazığ)

Persistent challenges:

• Taxation policy unchanged: wine remains under heavy excise
• No state incentives, subsidies, or promotional budgets
• Complex regulations; even obtaining a production license is burdensome
• Domestic consumption remains low, hindered by cultural perceptions

REMEMBERING A LOST VISION

The 1966 DPT report showed that Turkey was not only rich in climate and history, but also capable — with the right planning — of becoming a major voice in the global wine industry. Yet that vision was never pursued. Strategies that could have propelled the sector forward were neglected or forgotten.

Today, despite better conditions than in the 1960s, the most basic principles remain unfulfilled:

• Legally recognize wine as a food product
• Provide technical, financial, and educational support to producers
• Launch national and international campaigns for Turkish viticulture
• Revive cooperative and cluster models
• Integrate wine into gastronomy, cultural, and tourism policies

THE LESSON: BUILDING THE FUTURE IN THE LIGHT of THE PAST

The 1966 report made it clear: with determination, Turkey could climb to prominence in the global wine sector. It offered a roadmap — but for sixty years, the roadmap has gone largely unread.

WHAT CAN WE DO NOW?

Just last week, we asked the question: “Is there light on the horizon?” The DPT’s 1966 report mirrors many of those same concerns. And while some goals cannot be achieved without state support, let’s face it: our businesses already operate without public help. In fact, the burden we carry only grows.

But here’s what we’ve learned at WAYANA: even without systemic change, we can still create impact by acting with a sense of collective responsibility.

At WAYANA, we see ourselves not only as a wine bar, but also as a platform for our producers. We are happy to pour a new producer’s wine as our “Merhaba Wine”, giving them visibility while offering our guests discovery. We introduce not only established wine routes, but also potential new ones, creating curiosity and expectations. And by telling the stories behind every bottle, we remind our guests that wine is more than an alcoholic beverage — it is culture, history, and craftsmanship.

Every business in the sector can play a role in advancing collective interests while pursuing its own. The key is to recognize the value of shared strength. Common interests don’t always need to have a price tag — sometimes all it takes is a broader perspective.This may sound naïve. But for us, this is the path that allows us to say, with honesty: “We did everything we could.”

And we invite you to walk it with us.