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    The Rouvinez family: sustainably preserving vineyards over three generations

    The Rouvinez family: sustainably preserving vineyards over three generations

    The Rouvinez family has been actively involved in viticulture, the science, study and production of grapes, since 1947. Today, this family is the largest vineyard owner in the Valais, Switzerland. Véronique Besson-Rouvinez, who represents the third generation, has her feet firmly on the ground. She is constantly on the lookout for new ideas to develop the company, test innovations and promote sustainability. We invited Véronique to our LO (Women’s Club) event, in Lausanne, where she shared her experience and entrepreneurial vision with us.

     

    What are the three factors that contribute to the success and longevity of your family business?

    I think it has a lot to do with our DNA and our shared values. First of all, our commitment, which has no limits! Second, excellence; our sights are always set on achieving the highest possible level of quality. Finally, training: we believe that it is always possible to improve, not only in the vineyard, but also in business management, sales and marketing. 

     

    The Rouvinez family has won numerous awards for its wines, as well as a Family Business Award. What advice would you give to the next generations?

    I would urge them to be highly motivated and continue to invest in training and further education. Growing up in a family of entrepreneurs certainly helped my brothers and me as we have always been immersed in this culture. From the day we joined the company, we had to show that we merit our place and add real value.

    From the day we joined the company, we had to show that we merit our place and add real value

    You joined the company more than 15 years ago. Was this difficult, in what is still a very male-dominated environment?

    I must say that at the beginning, it was far from easy! Not so much because of my gender, but because at the time I wasn't interested in the wine business and failed to see its innovative side. I was, however, drawn to the food and cookery industry. It was only at the end of my food science studies that I recognised the potential of the wine industry. I wrote a research paper on the white wine grape Petite Arvine, and then discovered that wine was fascinating and required a huge amount of expertise! I actually reproached my father for failing to tell me more about it earlier on.

    Read also: A conversation with Lionel Naccache: from the mysteries of the brain to investment bias

     

    As a mother, what do you think the future holds for your children? Do you envision them joining the company?

    Between my own family and those of my two brothers, there are 11 children, so we hope that maybe one or two might want to take over! As far as I am concerned, I take inspiration from the attitude our parents adopted with us. They encouraged us to be proud of our family business, but made it clear that we should only join the company if we really wanted to. They had learnt from those around them that forcing the next generation does not work.

     

    Today, you work with your two brothers who studied business management. As a woman, did your ETH1 engineering diploma give you additional legitimacy?

    My brothers and I complement each other, which is very fortunate. The institute of technology has certainly given me credibility, and I also completed my training in oenology in Changins. That has given me the credentials to supervise production and the desire to innovate. When I first arrived at the company, I worked as a winegrower and merchant. I wanted to start from the bottom in order to understand the whole production chain. I have also trained some apprentices, which I enjoyed very much.

    We have already started to formalise the family strategy and its governance in order to prepare for the future with peace of mind, given our long-term vision

    Were you prepared for company management and governance?

    The company management aspect essentially came with practice and of course with the guidance of our father and our uncle. I have also just finished studying corporate governance to consolidate what I have learnt. We have already started to formalise the family strategy and its governance in order to prepare for the future with peace of mind, given our long-term vision.

    Read also: Sustainable food initiative wins our FBN Next Generation Lombard Odier Award 2021

     

    You also became Chair of the Valais Excellence business association a few months ago. Why did you commit to this and what are your priorities?  

    We joined the association in the early 2000s. Its goal is to bring together the companies that are committed to the Valais, its inhabitants and sustainable development. I have been on the committee for three years and want to continue this involvement as I have noticed that many SMEs want to become more sustainable, but lack the time and the skills. This association enables us to help one another, exchange ideas and best practice and promote a more sustainable model.

    …many SMEs want to become more sustainable, but lack the time and the skills

    Talking of sustainability, the Rouvinez family is the biggest producer of organic wines in Switzerland. How did you make this shift and what did you learn from the experience?

    We began from the premise that we have a responsibility to preserve our wines and our people, but also our soil, waterways etc. – especially since our name is on the label! We started experimenting with organic viticulture as early as 2008, and began certification in 2017. We now have around 70 hectares of organic vineyards, which accounts for about half our total production. This is possible in areas that are easier to irrigate and maintain, but it would be hard for us to increase this at the moment. We are dependent on the state of the land, as well as on climate conditions and possible diseases: if mildew appears, we cannot let an entire harvest rot. The company’s profitability and viability must also be preserved.

    We now have around 70 hectares of organic vineyards, which accounts for about half our total production

    In 2019, you launched an organic red blend whose history is closely linked to the Valais Blacknose sheep. How did this unusual wine come about?

    It was a happy coincidence! Our vineyard manager has a friend who breeds Blacknose sheep. The breeder was looking for somewhere to keep his sheep in the winter, and our vineyard manager suggested that he keep them in the vineyards just after the autumn harvest. The test proved successful as the sheep came to eat the leaves and grass following the harvest and at the start of spring, and also fertilised the soil. That’s when we decided to call this organic red 'Nez Noir'. One of my nephews created a design featuring one of the sheep, which then became our label.

     

    1 ETH - Swiss Federal Institute of Technology in Zurich

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    This document is issued by Bank Lombard Odier & Co Ltd or an entity of the Group (hereinafter “Lombard Odier”). It is not intended for distribution, publication, or use in any jurisdiction where such distribution, publication, or use would be unlawful, nor is it aimed at any person or entity to whom it would be unlawful to address such a document. This document was not prepared by the Financial Research Department of Lombard Odier.

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