At Château Larose Trintaudon, this calls for a balanced overall performance, not only economically, but also socially and environmentally.
Here are 5 examples of responsible entrepreneurs:
This entails keeping a close watch on technological innovations, changes in rules and regulations, and keeping up with the competition.
Being aware of current legislation – and even anticipating changes – is essential for respecting the law, national and international standards, and commercial agreements. This is even more important when exporting, because it is also necessary to be aware of regulations and laws in other countries.
Knowing one's competitors, their commercial plans, their communication strategy, their results, and their prices are all important ways of staying competitive. It is also essential to watch out for possible counterfeit goods or ones uncomfortably close in appearance.
It is essential to know how the market is developing, as well as the competition's prices and new products, to be competitive. Château Larose Trintaudon thus introduced methods to do this: subscriptions to relevant magazines, ordering of a market survey, visits to supermarkets, etc.
Being aware of the law, and new rules and regulations, of course implies keeping up with all the changes.
Seeing as this takes an ongoing effort, is quite technical and time-consuming, Larose Trintaudon decided to subcontract the task of research and analysis to APAVE, thanks to Avisé, their on-line software. Our database presently has 254 fact sheets corresponding to as many regulatory texts.
To keep abreast of the changes, it is necessary to collect the appropriate data and by identifying the people and resource networks which can provide that data.
The regular analysis of these data is also necessary.
This can be in the form of a regularly-issued report combining the various relevant data gleaned from studying specialised journals and trade publications, taking part in interprofessional meetings, etc., accompanied by figures showing to what extent the firm is in accordance with the regulations.
it is best to start out with the total number of regulations studied, break them down into 4 categories, and then specify if the firm is COMPLIANT, NON-COMPLIANT, if the regulations are FOR INFORMATION ONLY, or if their definition or impact is TO BE DEFINED.
It is useful to be familiar with markets where one's wines are distributed and to compare prices with those of the competition in order to keep up with market trends.
This entails paying close attention to prevent incidents, accidents, breakdowns, errors, etc. This obviously concerns people, facilities, and machines, but also environmental and financial risks, as well as those that can be detrimental to the firm's image. The goal is to reassure both clients and employees, to inspire confidence, and to innovate constantly - not just technically, but also with new ideas.
After having identified all potential risks, these are listed in terms of priority and seriousness, along with the means to reduce or eliminate them. This is called risk cartography. This study should be regularly updated and checked thanks to audits in order to control risks as much as possible.
Ongoing studies and investments ensure employee safety at every stage of production. Possible actions:
- organising a Safety Seminar, in which employees are invited to participate. This is an opportunity to suggest and validate "test scenarios" for urgent situations and to establish "reflex cards".
- identifying employee "risk sentinels", who make sure that the safety rules are applied and respected
- training for using safety systems, such as anti-noise protection
- investing in improving vat room ventilation, protecting barrel rinsers to avoid accidents, etc.
Controlling risks necessitates being vigilant and anticipating. This also implies constantly calling oneself into question and making employees feel responsible.
Actions must be sustained to guarantee loyalty from clients and all partners.
With what is called a Single Document - which is the basis - as well as a risk cartography.
Also, the renewal or maintaining of certification such as OHSAS 18001/ISO 31000) is proof a ongoing and updated risk control.
The frequency of voluntary audits is a useful indicator, as is.
In order to identify potential risks and possible assistance in controlling them, the CHSCT (Comité d'Hygiène, de Sécurité et des Conditions de Travail, or committee on hygiene, safety and working conditions) and the MSA (social protection for the agricultural sector) are worthwhile partners.
The firm's sphere of influence goes far beyond employees and clients to encompass suppliers, partners, shareholders, neighbours, distributors, etc. More than just managing a list of contacts, a relationship between partners should be sought with each stakeholder to achieve a "win-win" situation based on transparency, responsiveness, and dialogue.
The first step is to identify these (suppliers, clients, distributors, etc.) and then to "classify" them according to whether they have an important influence on the firm and the closeness of the relationship.
For example: suppliers have a major impact on a firm's well-being, but dialogue with them can often be limited to questions of a financial nature. Château Larose Trintaudon makes sure to have regular, far-ranging discussions with their suppliers, and to develop their relations with partners and stakeholders thanks to periodic meetings. The information exchanged during these meetings is recorded in order to have a trace of the needs and expectations of all parties.
Seeking a win-win situation, Château Larose Trintaudon guarantees exclusivity to their foreign distributors. This is accompanied by personalised sales support on each market with a designated intermediary. This mutual commitment gives rise to positive, long-lasting relations and increased sales.
The château, their partners, and their shareholders, are reassured by an emphasis on the long term. This commitment has enabled the estate to find new partnerships with clients and distributors who appreciate such an attitude.
Transparency, dialogue, and confidence are the bywords to initiating and maintaining dialogue and good relations. A certain amount of rigour is also necessary in managing contact files, planning meetings, and making each relationship personal.
Number of stakeholders who have answered requests and the number of meetings and discussions.
All stakeholders are potential partners. First identifying the target groups (federations, clubs, instances representative bodies, etc.) will make it easier to study and initiate partnerships.
An efficient firm is well-organised and eliminates real and potential malfunctioning. It is effective on all levels: economic, social, and environmental. The various steps of all operations that contribute to satisfying the client (design, production, sales, after sales service, etc.) are carefully studied, while guaranteeing the firm's viability and the well-being of its employees. The quest for improvement is ongoing. This approach, called operational management not only increases performance, but ensures the firm's viability.
ISO 9001 continual improvement entails providing an outline of the firm's functioning to control all aspects (business process mapping). Illustrated in this way, functioning appears simple and can be shared with all employees.
Efficiency receives a boost, and the firm's performance is ensured. For instance, the organisation of work at Château Larose Trintaudon, (ISO 9001 certified for many years) is broken down into 16 processes, including 4 that focus on management (example: commercial management), 6 on production (example: bottling), and 6 on "support", such as human resources or communication.
The purpose of "non-conformance"reports is to keep colleagues informed of malfunctioning, falling short of targets, potential improvements, etc. They can come from various departments and are centralised by the person in charge of the system. These reports can be followed by corrective or preventive actions.
The efficiency of these reports relies on dynamic leadership that gives employees the means to take the necessary actions. In addition, regular audits should be made and performance assessment tools mastered (for example: Deming, 5M, etc.)
The number of non-conformance reports is a good indication of how dynamic the system is. Associated with the number of reports acted upon, and the number being processed, this gives a good idea of the efficiency of this method as well as employee interest in improving the system.
In order to help firms improve their performance, they can, for a start, turn to representatives of their interprofession (in the present instance, the CIVB, for example,), industry associations (CEPAGES), or corporate clubs (MFQ, Mouvement Française de la Qualité). All these organisations help to meet representatives of other companies, to discuss, and to address common issues.
Having an efficient firm is one thing... but making sure that it will be so tomorrow is quite another!
However, that is the name of the game, and calls for vision and good governance:
Where should the firm be in the years to come, and how to bring it there?
What are the firm's values?
What will we hand down to the people who follow in our footsteps?
How to prepare for the future?
All of these questions necessitate an overall, long-term vision, as well as the will to express it and execute it.
Château Larose Trintaudon offers a good example of what to do. A 3-year strategy was framed in a document revolving around 35 issues and challenges. Corporate aims was obviously set forth, but also figures to accompany them, available resources, and what it will take to attain desired goals. This strategy is shared within the company and helps to motivate employees to accomplish the company's goals.
Plans should involve a long-term strategic vision: how to pass on what is best to future generations. This implies that each project should take into account environmental concerns, as well as its impact on society, for several years. Anticipating in this way makes it possible to instigate a virtuous circle.
Corporate values should be strong, authentic, and embodied by managers and employees. Reflection, taking a step back to see things objectively, and vigilance should be ongoing – keeping in mind that in much the same way that managing a company well constitutes a major responsibility, so does the management of people, suppliers, and successors.
Making an objective evaluation of corporate policy is a true sign of commitment . This is not about seeking certification, but recognition of a level of maturity and the ability to anticipate and ensure sustainable development. Château Larose Trintaudon, for instance, underwent an AFAQ 26000 evaluation in 2008, 2010, and then again in 2013. The estate obtained a score in excess of 700 points out of 1,000, thereby coming into the "exemplary" category – the highest level of performance.
These figures will give an overview of the company's financial health. Analysing long-term developments help to make intelligent predictions, to anticipate, and thus to make the company's future sound
Usually done annually, these are an excellent way of comparing results with strategic aims, and an opportunity to make revisions. These assessments identify successes as well as shortcomings and the ways to overcome them.