TWE 2021 Sustainability Report - Treasury Wine Estates
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
30 September 2021 ASX ANNOUNCEMENT
TWE 2021 Sustainability Report
Treasury Wine Estates Ltd (ASX:TWE) is pleased to present its Sustainability Report for the
year ended 30 June 2021.
For the purposes of ASX Listing Rule 15.5, TWE confirms that this document has been
authorised for release to the market by the Board.
Contacts:
Media Investors
Melissa O’Neill Bijan Taghian
Tel: +61 3 8533 3923 Tel: +61 3 8533 3568
Mob: +61 467 555 175 Mob: +61 433 173 664
TREASURY WI NE ESTATES LIMIT ED
ABN 24 004 373 862
LEVEL 8, 161 C OLLINS STR EET
MELBOUR NE V IC 3000 AUSTRAL IA
WWW.TWEGLOBAL.COM
Cultivating a brighter future Sustainability Report 2021
About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Contents
About Treasury Value chain 8 Health, safety and wellbeing 24
Wine Estates Stakeholder engagement
Corporate governance
9
10 Fostering
Inclusion and diversity
Consumer health and
25
Page 2
Risk management 12 healthy and responsible drinking 27
Message from Chairman and CEO 3 Tax transparency 12
inclusive Product quality and food safety 29
F21 sustainability highlights
Our approach to sustainability
4
5
Managing human rights
About this Report
13
15
communities
Page 23
Material topics 6 Key performance indicators 16
Climate risk and GHG emissions 18 Sustainable growing and production 31
Water stewardship 22 Responsible supply chain 32
Building Producing Sustainable packaging and
a resilient sustainable circular economy 33
business wine
Page 17 Page 30
IMPORTANT INFORMATION
This 2021 Sustainability Report (Report) has been prepared to provide a general overview of TWE’s performance with respect to environmental, social and governance (ESG) topics. It should be read in conjunction with TWE’s 2021 Annual Report, which
provides a detailed overview of TWE’s financial and operating performance for F21.
The Report contains certain forward-looking statements, which may be identified by the use of terminology including ‘expects’, ‘believes’, ‘targets’, ‘likely’, ‘should’, ‘could’, ‘intends’, ‘aims’ or similar expressions. These forward looking statements are
not guarantees or predictions of future performance and involve known and unknown risks, uncertainties and other factors, many of which are beyond the control of TWE, and which may cause actual results to differ materially from those expressed
or implied in such statements. Readers are cautioned not to place undue reliance on forward looking statements.
Whilst TWE has, where appropriate, verified the source and accuracy of the information contained in the Report, no independent assurance has been obtained in relation to it.
Information in the Report is current as at 30 June 2021 unless otherwise stated. References to ‘TWE’, ‘Company’, ‘we’, ‘us’ and ‘our’ are to Treasury Wine Estates Limited and/or, except where the context otherwise requires, its subsidiaries. References
to ‘F20’ and ‘F21’ are to the time periods 1 July 2019 to 30 June 2020 and 1 July 2020 to 30 June 2021 respectively. All currency referred to in the Report is in Australian dollars, unless otherwise stated.
TWE takes the health, wellbeing and safety of its team, customers, consumers and its communities seriously. Given the COVID-19 global pandemic and the restrictions in place, TWE chose to largely use imagery, particularly those showing more than two people,
photographed prior to the start of the pandemic. As a result some photos may not show social distancing and other social health practices that remain in place in markets in which we operate and sell wine.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 1 
About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
About Treasury OUR AMBITION
To be the world’s most
Wine Estates admired premium
wine company
2,600
Team members
70+
Countries
We pride ourselves on Our iconic wines are loved by
employing world-class consumers around the world
talent across Australia, and are available in major
New Zealand, Asia, America, retailers, premium wine stores,
the United Kingdom, the restaurants, bars, and online.
Middle East, Africa and Europe.
3
Key divisions
12,700
Hectares
A brand portfolio-led Our global multi-regional
operating model with three sourcing model is at the heart
key divisions – Penfolds, of our business and includes
Treasury Premium Brands vineyards and production
and Treasury Americas – assets in some of the world’s
supported by centralised best wine regions.
business, supply, and
corporate functions.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 2 
About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Message from “We believe that embedding
Chairman sustainability into our business
is fundamental to our longevity.”
and CEO
TOWARDS SUSTAINABILITY LEADERSHIP
We are delighted to present our 2021 Sustainability Report As a result, sustainability is embedded into our TWE 2025 Whilst we have made good progress on our sustainability
which sets out our enhanced strategy, goals and an strategic blueprint and is increasingly influencing our agenda, we recognise there is much work ahead of us
expanded suite of targets and commitments. decision making across our value chain – from the way and that success will come through partnership with our
we source a range of fruit varietals and produce our wine team and other stakeholders. We continued to support
Our ambition to be the world’s most admired premium
through to how it’s packaged, transported and sold. It also the United Nations Sustainable Development Goals
wine company saw us take a much bolder step towards
requires us to listen and think deeply about what matters (UNSDGs) and are a signatory to the United Nations
sustainability leadership in F21 with the release of our
to our communities, partners, and our consumers across Global Compact. We remain committed to supporting its
enhanced sustainability strategy. The strategy reflects
all markets. principles – on human rights, labour rights, environment,
our ambition to cultivate a brighter future for everyone
and anti-corruption – wherever we operate.
who touches our business and our products. Our plans and initiatives are focused on delivering against
three newly established goals – building a resilient During the next 12 months we’ll continue to mature
We recognise that this is a bold ambition, but we believe
business; fostering healthy and inclusive communities; our sustainability roadmap with clear priorities and
it needs to be.
and producing sustainable wine. commitments in the areas that we believe we can
Growing awareness of the threats to our environment and make the most impact, and also improve our approach
Alongside the updated ambition and goals, in F21 we
the importance of sustainability are increasingly shaping to governance and reporting. This includes implementing
announced a number of new targets and commitments
the expectations of our consumers, customers, and a Taskforce on Climate-related Financial Disclosures (TCFD)
focused on enhanced water stewardship and working
partners around the world. reporting roadmap that is aligned with our approach
towards net zero emissions including a 100% renewable
and targets and embedded into our business strategy.
As the custodian of some of the world’s most iconic wine electricity target across our global operations by 2024.
brands and with a large agricultural footprint as well as These are in addition to our existing priorities in regard to We look forward to sharing more about our sustainability
global sourcing, production, and distribution capabilities, health, safety and wellbeing through initiatives such as our journey and more importantly working with a range
we believe that embedding sustainability into our business Destination Zero Harm program and inclusion and diversity of stakeholders to drive change and make an impact
is fundamental to our longevity. targets as well as our sustainable packaging targets. so that together we can cultivate a brighter future.
This is not only due to our exposure to the physical and In this Report, we reflect on the progress we have made in F21 Kind regards,
transitional risks of climate, but our ability to respond whilst setting out our strategy, contextualising our material
to a range of global and regional social, economic topics and disclosing further commitments to consumer
and consumer trends – all of which require new ways health and responsible drinking, sustainable growing and
of thinking, innovation, and partnerships to adapt. production, and responsible supply chain management.
Access to markets is critical to our long-term, sustainable We’re leading by example with our targets and
success and we believe that our ability to innovate, build commitments and building trust through transparent Paul Rayner Tim Ford
meaningful partnerships and the responsible production reporting of our progress, reflecting the important steps Chairman Chief Executive Officer
of our products will ensure we can grow and attract new in our sustainability journey.
consumers, and gain access to new, growing markets.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 3 
About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
F21 sustainability highlights
33%
EBITS of Committed to rapid Achieved a
$510.3 million
decarbonisation
of our operations decrease in
Serious Incident
96.7%
recycling rate
Frequency Rate
ROCE improving
0.6ppts
Assessed
to 10.8%
45.1%
of senior leaders
855
suppliers for their
Achieved are female ethical, social and
68%
favourable in our inaugural
carbon neutrality
for Lindeman’s
in Europe
Expanded low
environmental
performance
and no alcohol
engagement and inclusion survey product range Refreshed our
Responsible
Refreshed our Procurement
Code of Conduct Code
Ambition
TWE
TWE
Way
We boldly lead
To be the world’s
Launched our valuesmost admired change in the
premium wine world of wine
– TWE DNA – which company
underpin how we
think
TWE and act, and
GAME
Plan we value
what
How we
- We bring our
whole self
- Consumer focused
will win premium brand WHAT ARE THE ELEMENTS - We are
portfolio & HOW DOES IT ALL courageous
- Multi-regional & multi- COME TOGETHER? - We deliver
channel sales models together
- World class talent
TWE
- Sustainable & multi-
regional sourcing
& winemaking
Our cultural
- Deep, long-term
partnerships & code
networks
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 4 
About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Our approach to sustainability
This year we have taken a considerable step forward,
Cultivating
launching a new sustainability strategy and an ambitious
suite of targets. a brighter future
Our approach to sustainability is embedded in our
Ambition and Game Plan, and its driven by our TWE DNA. Y AND
HEALTH
It reflects a clear commitment to innovation, partnership ERING OMMUNITIES
ST EC
and taking a sustainability leadership role not just across FO LUSIV
the global wine sector but looking to leading the INC MER
ONSU
C INC
H AND AND DLUSION
beverages sector more broadly. HEALT NSIBLE IVERSIT
RESPO KING Y SU
, DRIN S
We know our ambition is bold, but we recognise that we TH D ANPAC TAIN
EAL Y AN G D KA AB
C S
need to take a more integrated approach to sustainability. H ET EIN EC IR GIN LE
F B ON CU G
SA ELL
US
PR IN
We need to focus on long-term value creation and on OM LA
W Y R
TA
OD AB
innovation, as well as committing to leadership and
UC LE W
ISS GH ISK
SU OW UC
GR ROD
collective action if we are to effectively manage risks
S
IN
ES
ST ING TIO
P
EM ND TE R
IO G
BU A
NS
and make the most of new and emerging opportunities.
AIN A N
G INE
SIN
IENT NG
A A
IM
AB ND
We are also investing to ensure our data and systems
CL
LE
RESIL BUILDI
support this ambition.
This strategy responds to our material topics and reflects
SUPPL
RESPO CHAIN
HIP
the areas in which are able to make the greatest impact
WATER
RDS
for our company, industry and in response to pressing
Y
NSIBLE
STEWA
global issues, including those identified by the
Sustainable Development Goals (SDG).
Sustainability governance
Our Sustainability Leadership Group is a cross-
functional governing body that has oversight of our
sustainability approach and performance. The group Our sustainability agenda
comprises members from the Executive Leadership has three focus areas:
Team (ELT) and senior representatives from regional
and functional areas of the business. Our ELT and BUILDING A RESILIENT BUSINESS FOSTERING HEALTHY PRODUCING SUSTAINABLE WINE
Board receive regular updates and routinely review AND INCLUSIVE COMMUNITIES
We want to ensure our business We want every consumer to
and approve initiatives and targets. As we implement We want to foster safe, sociable,
is resilient in the face of increasing experience wine that is sustainably
our strategy and embed deeper consideration of and connected communities
uncertainty, complexity, and grown, made, and packaged.
social and environmental issues into our business where our brands are promoted,
change. For more detail refer For more detail refer to page 30
we will further refine our governance of sustainability. and our wine consumed safely
to page 17 of this Report. of this Report.
and responsibly. For more detail
refer to page 23 of this Report.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 5 
About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Material topics
This year, we conducted an extensive assessment High
of the environmental, social and governance (ESG) BUILDING A RESILIENT BUSINESS
issues, risks and opportunities of greatest significance TWE’s material topics
1 CLIMATE RISK AND GHG EMISSIONS
to our stakeholders and our company. Our approach
1 2 WATER STEWARDSHIP
was guided by the GRI Standard and the AA1000
4
Accountability Principles. 6
FOSTERING HEALTHY AND INCLUSIVE COMMUNITIES
Prioritised by external stakeholder
Our materiality assessment consisted of:
3 INCLUSION AND DIVERSITY
• A desktop review of key documents including consumer
8 2 4 CONSUMER HEALTH AND RESPONSIBLE DRINKING
research, investor insights, global mega-trends,
industry analysis and sustainability reporting practices 7 5 3 5 HEALTH, SAFETY AND WELLBEING
to identify an initial list of material topics
PRODUCING SUSTAINABLE WINE
• Stakeholder engagement including interviews and
focus groups with internal stakeholders such as 6 SUSTAINABLE PACKAGING AND CIRCULAR ECONOMY
11 10
members of the ELT to prioritise these topics 7 SUSTAINABLE GROWING AND PRODUCTION
• Development of an initial materiality matrix with 8 RESPONSIBLE SUPPLY CHAIN
prioritised topics plotted according to their relative
9
importance to our business and its stakeholders
14 13 12 9 Developing talent
• A workshop with cross-functional representatives
to validate the material topics and their priority. 10 Community engagement
We identified eight high priority topics through our 11 Ethical corporate conduct and transparency
assessment. These, and their relative importance are Prioritised by internal stakeholder 12 Product quality and safety
detailed in the matrix on this page. It should be noted that
while there were a number of topics, such as Corporate Medium High 13 Authenticity and provenance
governance and Product quality and safety, that our 14 Corporate governance
stakeholders did not identify as material to our sustainability
strategy, they continue to be critical to our long term
success and remain a priority for the business. More
specific information on these topics, their relevance and
our performance can be found throughout this Report.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 6 
About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
TARGETS
To hold ourselves to account and ensure we focus our efforts on where we can make the most impact we have set a range of targets, aligned to each of our material topics.
They are also aligned with the United Nations Sustainable Development Goals, and help to bring our ambition, path to deeper integration and value-creation to life.
BUILDING A RESILIENT BUSINESS FOSTERING HEALTHY AND INCLUSIVE COMMUNITIES PRODUCING SUSTAINABLE WINE
TARGET TARGET TARGET
100% renewable electricity by 2024 10% reduction in Serious Safety Develop a plan for expanding
Incident Frequency Rate sustainability certification through our
Net zero by 2030 (scope 1 and 2)
grower and bulk wine network in F22
CLIMATE RISK HEALTH, SUSTAINABLE
AND GHG SAFETY AND GROWING AND
EMISSIONS WELLBEING PRODUCTION
TARGET TARGET TARGET
Comprehensive review of our water 50% women in senior leadership In F22, develop TWE’s Supplier
usage and footprint at a catchment by 2025 Governance Framework and
level in F22 commence implementation
42% female representation overall
WATER INCLUSION RESPONSIBLE to strengthen controls through
by 2025
STEWARDSHIP AND DIVERSITY SUPPLY CHAIN our supply chain
30% female representation on Board
TARGET
100% of product packaging to be
TARGET
recyclable, reusable, or compostable
Establish an advocacy strategy by 2022
that emphasises consumer
health outcomes 100% of product packaging to comprise
CONSUMER SUSTAINABLE 50% average recycled content by 2025
HEALTH AND PACKAGING
RESPONSIBLE AND CIRCULAR
DRINKING ECONOMY
Collaborate with glass and carton
partners on a closed loop packaging
solution by 2025
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 7 
About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Value chain
We are part of the global economy, meaning our value chain is connected to people, communities, ecosystems and other businesses around the world. This also means
our economic, social and environmental impacts extend beyond our own operations and our direct control. We believe in deep long-term partnerships and networks that
use the size and scale of our business to leverage change – from the producers and manufacturers that supply us all the way to our customers and consumers.
The diagram below identifies the key stages of our value chain. To learn more about the material topics and relevant SDGs for each stage please refer to our website here.
FINED, FILTERED
TWE VINEYARDS GROWER VINEYARDS BULK WINE CRUSH FERMENT PRESS BARRELS/TANK AND BLENDED
1 GROW 2 WINEMAKING
OFF PREMISE ON PREMISE DIRECT TO CONSUMER SALES MARKETING AND INSIGHTS DISTRIBUTION PACKAGED
CONSUMPTION 5 MARKETING AND SALES 4 PACKAGING AND
DISTRIBUTION 3
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 8 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Stakeholder engagement
We consider our stakeholders to be any group or individual who influences or is impacted by our business.
We aim to build stakeholder trust by being transparent, responsive, and accountable. Our engagement can take many forms, be it direct through face-to-face interactions,
surveys and market research. We are also active in industry groups and participate in industry networks, forums and as part of the broader business community. The following table
includes a list of our key stakeholder groups and the key topics in F21.
Stakeholder Key topics in F21 include: Stakeholder Key topics in F21 include:
Consumers • Responsible drinking including shifting consumer Investment community • Implementation of duty rates on Australian wine imports
We have millions of consumers preferences towards moderation (including low Our investor community comprises into China and China business model enhancements,
around the globe and want them or no alcohol) institutional investors, analysts, proxy including plans to drive incremental growth for Penfolds
to enjoy our brands responsibly. • Sustainability performance and credentials, especially advisors, lenders and around 85,000 • COVID-19 impacts on business performance
for luxury wine consumers domestic shareholders in Australia.
• US business performance including commercial
• Demand for sustainably produced wine portfolio reduction and restructuring
• New operating model for TWE
Customers • Responsible drinking
We market, sell and distribute our • Sustainability performance and credentials Industry bodies • Supporting comprehensive community education
branded wine to a range of We are active members of many initiatives on safe and responsible alcohol consumption
• On-going response to COVID-19
customers in more than 70 countries industry associations throughout • Developing new trade opportunities, removing barriers
around the world. the world and play a leadership for Australian wine exports and advocating for
role through regular engagement favourable outcomes through trade negotiations
Employees • Health, safety and well-being
in our key operating regions.
As a global business we have • New operating model • Modernisation of tax and excise duties
a diverse and talented workforce
• Inclusion and diversity Suppliers • Conducted a supplier summit to inform supplier
with 2,600 employees.
• On-going response to COVID-19 During F21 we engaged with partners of our sustainability aspirations
• Employee value proposition including development, around 6,000 suppliers. • Implemented joint business planning
capability and benefits processes into new contractual arrangements
to drive a co-investment into product quality,
Communities • Responsible drinking sustainability, innovation
We actively engage with communities • Sustainability performance and credentials • Implemented mandatory sustainability
including non-profit organisations,
• On-going response to COVID-19 practices and improvement targets into new
community groups and individuals
• Support of local community groups and organisations contractual arrangements
in all operating locations.
through fundraising and in-kind support
Governments • Engagement with ministers, departments and key
Treasury Wine Estates is a signatory to, participant in, or supportive of,
We routinely engage with agencies in various jurisdictions on a range of topics
departments, minister and staff of importance to our business and the broader industry the following voluntary sustainability initiatives:
from all levels of government. • Australian Packaging • Swedish Beverage Industry’s Climate Initiative
Covenant • Sustainable Development Goals (SDGs)
Regulators • Ongoing engagement with alcohol advertising bodies
• Global Reporting Initiative • Sustainable Wine Roundtable
We work with regulators in all to ensure the marketing and promotion of our products
markets towards safe and legal are compliant with the relevant codes and guidelines • Porto Protocol • Task Force on Climate-related Financial Disclosures (TCFD)
consumption of our products. • Ongoing engagement to ensure our products are • RE100 • United Nations Global Compact (UNGC).
produced and sold in compliance with relevant legislation
• Supporting regulatory investigations Our sustainability certifications are covered in detail on page 31.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 9 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Corporate governance
APPROACH
TWE believes that transparent and robust governance
practices are critical to delivering value to shareholders;
promoting investor confidence; and meeting our ambition
of being the world’s most admired premium wine company.
PROGRESS
ionbition
TWE TWE
mbAitm ayWay
During F21 we refreshed our ambition and strategic
blueprint with the launch of TWE 2025. The ambition
is underpinned by a commitment to being bold in our A TWE
WTWE
We boldly
Welead
boldly lead
decision making and the way we innovate so we can To be the
To world’s
be the world’s
drive change in the world of wine. Supporting this is our most admired
most admired change change
in the in the
‘DNA’ – our cultural code that defines who we are and premium
premium
wine wine world ofworld
wine of wine
how we behave so that we create a positive experience company
company
for everyone who touches our business.
See the diagram to the right for further information.
The TWE 2025 strategic blueprint, including our DNA, led TWE GAME TWE GAME
PlanPlan
to the adoption of a new Code of Conduct, with new
training modules established and now being rolled out - We bring
- Weour
bring our
across the entire organisation. The Code of Conduct, How weHow we whole self
whole self
- Consumer
- Consumer
focused focused
the TWE ambition, Game Plan and DNA focus on doing will win will winpremiumpremium - We are- We are
brand brand WHAT ARE WHATTHE
ARE
ELEMENTS
THE ELEMENTS
business the right way and TWE’s responsibility to operate portfolioportfolio courageous
courageous
& HOW &DOES
HOWITDOES
ALL IT ALL
sustainably and with each of our stakeholders and - We deliver
- We deliver
- Multi-regional
- Multi-regional
& multi- & multi- COME TOGETHER?
COME TOGETHER?
communities in mind. This thinking has been woven sales models
channel channel sales models togethertogether
into our performance appraisal, goal setting and
- World -class talent
World class talent
development goals across the organisation. TWE TWE
- Sustainable
- Sustainable
& multi- & multi-
In late F21, TWE adopted a new Compliance Management sourcingsourcing
regional regional
Framework. The Framework will be led by a newly appointed & winemaking
& winemaking
Our cultural
Our cultural
Compliance Manager with support and input from the - Deep, long-term
- Deep, long-term
business. More detail on this framework will be included partnerships
partnerships
& & code code
in the 2022 Sustainability Report following its first year networks networks
of operation.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 10 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
GOVERNANCE OF SUSTAINABILITY TWE’s governance practices provide for continuous
The Sustainability Leadership Group (formerly known monitoring and reporting of non-financial risks across
WhaT’We Think
as the Global CR Council) is the program’s governing the organisation. Regular reporting is conducted on a
body with oversight of our sustainability approach and range of topics including inclusion and diversity, Code
performance. The cross-functional group comprises of Conduct breaches, whistleblower reports, litigation
members from the ELT and senior representatives and compliance, anti-bribery and corruption matters, The results of our global engagement and inclusion survey1
from regional and functional areas of the business. HSE performance and compliance, internal audit – WhaT’WE Think – reinforce the importance and value of our
The governance structure of sustainability at TWE outcomes and private sessions with internal and external Ambition, Game Plan and our DNA. The results show that
is represented in the diagram below. audit. These reports extend beyond management level these ideas have become part of who we are and a reason
and are submitted to the Board. people want to work at TWE. Despite the survey being
TWE’s governance structure ensures that the Board conducted during our transition to the new global operating
oversees TWE’s approach and management of ESG model, WhaT’We Think reported an engagement score of
matters and receives updates on sustainability and the 68% favourable. Additionally, we heard:
F21 Corporate Governance Statement
status of key priorities. In May 2021, the Board approved • TWE demonstrates genuine care and support for people’s
A comprehensive summary of TWE’s corporate
TWE’s new sustainability targets outlined in the material wellbeing – 82%
governance practices for the year ended
topics on page 7. The Board also has oversight of the • Our people feel valued, connected and appropriately
30 June 2021 can be found in our Corporate
Company’s key ESG disclosures, including this Sustainability involved in our business – 81%
Governance Statement available here.
Report, the UN Global Compact Communication on
• Our people feel connected and confident with their
Progress, and the Statement on Human Rights and
immediate manager – 80%
Modern Slavery.
• Our people demonstrate our TWE DNA – 74%.
We continue to strive to improve our employee experience
Sustainability governance by building on our strengths, further embedding our DNA into
everything that we do, and building the capability of our
leaders. We are also addressing the opportunities raised
BOARD LEVEL BOARD
through the survey, including improving communication
capability and making learning and development
opportunities more accessible to everyone.
MANAGEMENT RISK, COMPLIANCE AND
LEVEL Social and GOVERNANCE COMMITTEE
environmental risk
SUSTAINABILITY
LEADERSHIP
GROUP
SUSTAINABILITY TEAM
REGIONAL AND
FUNCTIONAL
REPRESENTATIVES
1 Employee engagement measures the extent to which our people feel
connected to, motivated by and committed to TWE. We use Culture
LEGAL AND PEOPLE AND TREASURY BUSINESS Amp’s 5-item engagement scale. The score represents the average
MARKETING SALES SUPPLY GOVERNANCE CULTURE FINANCE
SOLUTIONS of the percentage of survey respondents who agreed or strongly agreed
with each item.
Current as at 30 June 2021
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 11 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Risk management Tax transparency
APPROACH APPROACH
Our continued growth and success depends on our We place significant importance on transparency
ability to understand and respond to the challenges of and maintaining high standards of tax governance
the environments in which we operate. By understanding and compliance. Our Tax Governance Policy includes
and managing risk, we provide greater certainty and the following core guiding principles:
confidence for all our stakeholders that we will achieve
• Comply with all tax laws in the countries in which
our growth strategy in a sustainable way.
TWE operates
PROGRESS • Maintain effective relationships with revenue
TWE has implemented a strategic and consistent authorities in countries in which TWE operates
enterprise-wide approach to risk management,
• Adhere to the Board approved Tax Risk
underpinned by a risk-aware culture. Our Risk
Management Framework.
Management Framework (Framework) defines the
approach and standards for risk assessment including PROGRESS
periodic identification, analysis and evaluation of TWE paid approximately $173.61 million in federal taxes
financial and non-financial risks at group level and in within Australia in respect of its operations in the 2021
each major function or region. The Framework includes income tax year which is made up of a number of
both financial and non-financial risks such as different costs relating to employee benefits, Wine
environmental and social risks. Equalisation Tax (WET), excise tax and producer rebates,
TWE’s material business risks and how they are managed research and development and company income tax.
are set out in the F21 Operating and Financial Review (OFR)
of the Annual Report.
Tax Transparency Report
Over the last 12 months, we reviewed TWE’s environmental TWE produces an annual Tax Transparency
and social risk assessments including material risks such Report which meets the voluntary tax
as the impacts of climate-related change. We continue transparency code principles and outlines:
to build our understanding and disclosure of the risks
and opportunities that climate change presents. • tax governance & strategy
Further detail is available in the climate risk and GHG • income tax reconciliation
(Greenhouse Gas) section. • Australian federal tax contribution
• international related party dealings.
View TWE’s most recent Tax Transparency
Report here.
1 Note this amount includes an estimate of the final income tax payment due in relation to the 2021 income year and is based on the current income tax
liability disclosed in TWE’s 2021 Annual Report. This number will be finalised after the completion of the Australian income tax return in December 2021.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 12 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Managing human rights
APPROACH The Charter sets out three core commitments:
At Treasury Wine Estates, we believe that human rights • We protect human rights – we believe in acting fairly
recognise the inherent value of each person and and making decisions based on merit
encompass the basic freedoms and protections that
belong to every single one of us. In doing business, we • We respect human rights – we believe respect for
are committed to respecting human rights and seek human rights is the cornerstone of a culture in which
to support and uphold the principles within the United everyone can make a contribution and feel included
Nations (UN) Universal Declaration of Human Rights, so we strive to conduct business in a way that respects
the UN Guiding Principles on Business and Human Rights, the rights and dignity of people and avoids complicity
the ILO 1998 Declaration on Fundamental Principles and in human rights abuses
Rights at Work as well as specific legislation in the • We remedy human rights – we encourage all
markets in which we operate. Our business and people stakeholders to report and express concerns relating to
can only thrive when human rights are safeguarded. suspected violations of our policies, including the Charter.
PROGRESS To further strengthen TWE’s commitment to upholding
In F20, the business completed a Human Rights Impact human rights, we aligned our Global Diversity and
Assessment (HRIA) across TWE operations to better Inclusion strategy and policy to our human rights
understand our human rights risks, and how the business agenda, with respect for human rights forming the
can improve its policies, procedures and processes. foundation of our approach. Our ELT are expected to
In response, we created a roadmap to strengthen and actively uphold TWE’s human rights commitments and
progress our commitment to protecting human rights. this is reinforced through a key performance objective
tied to remuneration outcomes.
In F21, TWE progressed the roadmap against three
key priorities: We also completed a comprehensive review of TWE’s
policies to ensure all core policies explicitly reflect our
• Policies commitment to upholding human rights, including
• Education and awareness the Code of Conduct, Diversity and Inclusion Policy,
Recruitment and Selection Policy, and Responsible
• Supply chain responsibility.
Procurement Code. Our core policies were translated
POLICIES into several business languages to ensure they are easily
accessible and understood.
In F21, we launched TWE’s Human Rights Charter (Charter)
which sets out our commitment to upholding human TWE also introduced paid leave to victims of family
rights and the prevention of modern slavery. The Charter, and domestic violence in addition to confidential
translated into the main languages of the markets in support in Australia and New Zealand.
which we operate, sets out the expectations across our
business from our Board to our brands and the role they
each need to play in upholding human rights. The Charter
is underpinned by global policies and programs, including
risk assessment processes that are designed to identify
potential impacts and adopt preventative measures.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 13 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
EDUCATION AND AWARENESS MODERN SLAVERY
Throughout F21, TWE focused on improving employee Building on the HRIA, TWE undertook further risk assessment
Australian temporary
education and awareness of human rights matters work in F21 to progress our understanding of modern
through a series of targeted campaigns and events slavery risk. This identified forced labour, child labour,
or contracted labour
including a Human Rights campaign providing human trafficking, and forced marriage as the most
information and resources relating to Human Rights Day, salient modern slavery risks in our global operations
World Aids Day and eliminating gender-based violence. and supply chains. In addition to this we identified the
This included Chief People Officer, Katie Hodgson, hosting following areas to be at highest risk of modern slavery: Due to the seasonal nature of vineyard work, we use a
a global panel event to recognise Human Rights Day on combination of labour hire and subcontracted labour
• Temporary or contracted labour in our vineyards
10 December, with panelists including TWE CEO Tim Ford, to support us during peak periods such as pruning and
and wineries
and a speaker from the UN Global Compact Network harvest. While not employed directly, TWE takes very
Australia. Approximately 300 employees from across TWE • National and international logistics of our dry good seriously our obligations and responsibilities to workplace
participated in a courageous conversation about human supplies, bulk wine and finished goods entitlements for, and working rights requirements of,
rights, why they’re important and how we can all tackle all workers.
• Low-skilled labour and migrant labour used
bias and discrimination in the workplace. by our varied service providers including cleaning During F21, additional work was undertaken in Australia with
In support of the Diversity Council Australia’s and maintenance. all our labour providers for TWE-managed vineyards to
#IStandForRespect campaign, our CEO Tim Ford signed reinforce the importance of robust processes and controls
Based on this work – which looked at a combination
a pledge to stand against gendered harassment and to ensure workers hold appropriate rights to work and
of risk factors such as geography, industry and spend receive all their entitlements. Through written questionnaires,
violence in all its forms and to taking steps to address – we consider that the vast majority of our suppliers and conversations and inspection of documentation we identified
sexual and sex-based harassment. spend do not present a high risk of modern slavery. We areas for improvement, and a small number of instances
acknowledge that we have more work to do in a number where remediation was required.
SUPPLY CHAIN RESPONSIBILITY
of areas including improving our systems and processes
In F20, TWE rolled out a comprehensive supplier We also partnered with a third-party technology solution
as well as ensuring supplier compliance with our policy
onboarding platform to enable us to identify supplier that enables our subcontractors to simplify their process
and expectations.
risks, which was further embedded into business of ensuring their employees hold appropriate working rights.
operations in F21. Please refer to the Responsible Supply We will also seek to further improve our understanding Work in this area is expected to be completed for our ANZ
Chain section of this Report for further information. of modern slavery and how it manifests in these industries business in F22 and learnings will be shared across our
as well as more targeted engagement with suppliers global operations.
from these sectors.
TWE’s statement on Human Rights and
Modern Slavery (Statement) sets out the
actions taken by TWE and our reporting
entities to understand, mitigate, and address
human rights and modern slavery risks.
It is available here.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 14 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
About this Report
SUSTAINABLE DEVELOPMENT GOALS
OUR REPORTING
The United Nations Sustainable Development Goals provide a blueprint to achieve a better and more sustainable future
TWE’s 2021 disclosures comprise this Sustainability Report, by 2030. TWE has reviewed and aligned its Sustainability strategy to seven priority SDG’s that are highlighted below and
the 2021 Annual Report, and our 2021 Corporate Governance our work to drive action towards these goals is highlighted throughout this Report.
Statement. They should be read in conjunction with each
other and where possible we have drawn links between
the documents. They are all available for download on
Priority SDGs
our website, as are a number of policies and documents
referred to throughout this Report. 3. Good Health and Well-Being
5. Gender Equality
THIS REPORT 6. Clean Water and Sanitation
This Report provides an overview of our approach, 7. Affordable and Clean Energy
12. Responsible Consumption
progress and performance in relation to TWE’s most
and Production
material topics and is structured according to our 13. Climate Action
Sustainability strategy. Our material topics have been 17. Partnerships for the Goals
identified through a materiality assessment and reflect
topics that are important to our company and our
stakeholders. This Report discloses performance EALTHY
ING H
information for the financial year 1 July 2020 STER INCLUSIVE
to 30 June 2021 (F21) unless otherwise stated. FO AND MUNITIES
M
CO SU P
RO TA NE
ALIGNMENT WITH REPORTING STANDARDS
S WI
DU INAB
This Report has been prepared with consideration to
A RES DING
NE T
CI LE
BUSI ILIEN
SS
NG
relevant reporting standards including the Taskforce on
BUIL
Climate Related Financial Disclosures (TCFD), the Global
Reporting Initiative Standard (GRI) and the United Nations
Global Compact (UNGC). We intend to increase our
alignment with relevant reporting standards over time.
VERIFICATION
We utilise a range of internal verification processes and
controls to help ensure the completeness and accuracy
of information within this Report. These internal processes
and controls relate to data collection, recording, collation
and presentation for reporting purposes. There are
a series of reviews and verification steps conducted,
with a particular focus that any significant variances The F21 UNGC Communication
or discrepancies are accurate and readily explainable. on Progress is published in
We intend to seek independent limited assurance for conjunction with this Report
future Sustainability Reports. and is available here.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 15 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Key performance indicators
METRIC MEASURE F19 F20 F21 1 Absolute figures include all wineries, packaging centres, company-
owned or leased vineyards, cellar doors as well as offices with
BUILDING A RESILIENT BUSINESS more than 20 employees. Cellar doors and offices excluded prior
to F21. This change in scope reflects more complete capture of our
Total water consumed1 Gigalitre (GL) 28.8 24.9 25.3
operational impacts. We will continue to improve our data capture
Water efficiency 2
L/9LE 26.9 28.6 23.8 in F22 and beyond.
2 Water and energy efficiency for TWE’s wineries and packaging centres
Total energy consumed1 GJ x 103 468.6 423.3 465.6
include non-TWE volumes packaged at our facilities under contract.
Renewable electricity3 GJ x 103 – 12.4 15.3 TWE uses a unit of nine litre equivalent (9LE) to represent volume.
Efficiency is based on production and what is bottled. It does not include
Renewable electricity3 % – 2.6 3.3 water or energy used at Company-owned or leased vineyards, offices,
cellar doors or 3rd party packaging facilities. Production of wine is a
Energy efficiency 2
MJ/9LE 9.9 9.6 8.4 multi-year process (i.e. grapes crushed may not be bottled in the same
Scope 1 greenhouse gas (GHG) emissions 4, 5
Kilotonnes CO2e – 14.8 14.0 year) meaning efficiency may not be reflective of what is bottled that
year. Water and energy consumed on vineyards, offices and cellar doors
Scope 2 GHG emissions4, 6 Kilotonnes CO2e – 34.1 33.3 is captured in absolute figures.
GHG emissions7 Kilotonnes CO2e 47.2 48.98 47.3 3 Renewable electricity generated on our owned/leased sites or bought
via Power Purchase Agreement (PPA).
GHG emission intensity ratio7 Kg CO2 -e/9LE 1.07 1.03 0.93 4 Includes all wineries, cellar doors, packaging centres and Company-
Environmental incidents # of non-compliance with owned or leased vineyards and offices.
environmental regulations 0 0 0 5 Scope 1 refers to the emissions released to the atmosphere as a direct
result of an activity, or series of activities at a facility level.
FOSTERING HEALTHY AND INCLUSIVE COMMUNITIES
6 Scope 2 refers to emissions released to the atmosphere from the indirect
Employee engagement9 Score in annual survey – – 68 consumption of an energy commodity.
7 Includes all wineries, cellar doors, packaging centres and
Lost time injury frequency rate10 Lost time injuries per million Company-owned or leased vineyards and offices. Does not include
hours worked 5.2 5.3 5.3 Scope 3 emissions.
Serious incident frequency rate10 Serious incidents per million 8 Total CO2e emissions for F20 have been restated to align with F21 carbon
hours worked 1.7 1.8 1.2 emissions reporting boundary, refer to note 1 for more detail. We have not
updated other metrics (e.g. efficiency).
Safety Conversation frequency rate10 Safety conversations per million 9 Employee engagement measures the extent to which our people feel
hours worked 229 441 697 connected to, motivated by and committed to TWE. We use Culture
Amp’s 5-item engagement scale. The score represents the average of
Female representation in senior leadership roles11 % 39.0 41.2 45.1
the percentage of survey respondents who agreed or strongly agreed
Overall female representation % 39.6 39.1 40.2 with each item.
10 Global frequency rate calculations incorporate all TWE regions, all
Female representation on TWE’s Board % 37.5 44.4 44.4 employees and casual workers. Contract workers not under the direct
Alcohol Policy training % compliant employees 96.3 98.0 95.9 supervision of TWE are not included in the calculations.
11 TWE defines senior leadership roles as senior leaders, professionals and
Non-compliance findings with marketing # of findings specialists, including general, department and functional management.
regulation or voluntary codes – 1 1
Non-compliance findings with labelling # of findings
codes or regulations – – –
PRODUCING SUSTAINABLE WINE
Total solid waste generated Kilotonnes 65.9 59.7 52.4
Solid waste diverted from landfill (recycling) 1
% 96.8 96.2 96.7
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 16 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Our ability to deliver over the long-term relies on the health
of our planet and the people around us. To thrive, our
business needs to be resilient in the face of increasing
uncertainty, complexity, and change. Being able to adapt
to the trends impacting our business such as climate
change, requires new ways of thinking, innovation,
and new partnerships.
Building
a resilient
TARGETS F21 HIGHLIGHTS
• 100% renewable electricity Committed to rapid
by 2024
decarbonisation
business
• Net zero emissions by 2030 of our operations
(scope 1 and 2)
• Comprehensive review of Achieved carbon
TWEs water strategy, footprint neutrality for
and usage at a catchment Lindeman’s in Europe
level in F22
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 17 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
Climate risk and GHG emissions
APPROACH HOLDING OURSELVES TO ACCOUNT to show leadership, work with other organisations to drive
TWE is a global viticultural business We have a responsibility to be part of the journey towards real market change as well as push economies towards
and is exposed to both physical a low carbon economy whilst managing the impacts and a low carbon future.
and transitional climate risks. opportunities that climate change presents to our business. 2. Net zero emissions by 2030 (scope 1 and 2)
Accordingly, we have a responsibility This year we set ourselves two ambitious targets, aimed
to minimise and mitigate the at eliminating emissions from our own operations. By 2030, we are aiming to eliminate carbon emissions
CLIMATE RISK negative impacts of our operations from our own activities and from energy we purchase
AND GHG 1. 1 00% renewable electricity across our global and use. Electricity accounts for 70.4% of our scope 1 and 2
EMISSIONS
and to build resilience to climate
operations by 2024 emissions, so achieving 100% renewable electricity is
change. We have implemented
management strategies to deal with TWE has invested in renewable electricity for a number the quickest path to decarbonisation. The source of
the challenges of short-term cycles of years and we are committed to doing more. We are our scope 1 emissions are varied – from lawnmowers
and long-term climate change. This includes the ability currently planning our approach which will include and generators to gas fired boilers. We will reduce our
to manage the impact of heatwaves, drought, increased the use of behind the meter solar and Power Purchase consumption of energy, focusing on efficiency, switching
fire risk, and salinity to mitigate their effect on grapevine Agreements (PPA). As part of this commitment, we have technologies and to alternative fuel sources where
physiology, and grape and wine quality. also joined RE100, a global initiative bringing together the possible, ultimately sequestrating remaining limited
world’s most influential businesses who are committed to hard-to-decarbonise emissions.
TWE supports the ambitious aim of the Paris Agreement,
100% renewable electricity. This reflects our commitment
to limit global temperature rise to 1.5°C above preindustrial
levels and intends to reach net zero emissions (scopes 1
and 2) by 2030 to do our part to ensure we can avoid the Taskforce on Climate Related Financial Disclosures
worst impacts of climate change. We have begun to align our reporting with the recommendations of the TCFD and will continue to evaluate and enhance our
climate-related disclosures to reflect our maturing approach to managing the impacts of climate change. These disclosures
PROGRESS can be found at the following locations:
The science is clear and the evidence is overwhelming. TCFD RECOMMENDATIONS LOCATION
Globally we are experiencing rising average temperatures
as well as an increase in frequency and severity of storms, Governance: Disclose the organisation’s governance around • Corporate Governance Statement: Section 2:
fires and other disasters. We’re tackling our contribution climate-related risks and opportunities Role and responsibilities of the Board
to climate change by accepting the science and • Sustainability Report: Sustainability governance
responding in a number of ways:
Strategy: Disclose the actual and potential impacts of • Sustainability Report: Material topics; Climate risk and
• Measuring, disclosing and reducing our emissions climate-related risks and opportunities on the organisation’s GHG emissions
businesses, strategy, and financial planning where such
• Setting ambitious targets information is material
• Investing in renewable electricity
Risk Management: Disclose how the organisation identifies, • Corporate Governance Statement: Section 2: Role and
• Managing the risks assesses, and manages climate-related risks responsibilities of the board; Section 3: Risk management
and internal controls
• Seeking opportunity through innovation
• Annual Report: Material business risks
• Working with our suppliers and business partners
• Sustainability Report: Managing our risks; Climate-related
to understand their impacts and approach
risks and opportunities
to sustainability.
Metrics and Targets: Disclose the metrics and targets used • Sustainability Report: Material topics; Key performance
to assess and manage relevant climate-related risks and indicators
opportunities where such information is material
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 18 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
ENERGY AND EMISSIONS PERFORMANCE
GHG emission by source (kilotonnes Co2e)
TWE relies on a mix of energy sources and types to
power its operations. The breakdown of our greenhouse
gas emissions profile is shown in the chart to the right.
We currently track, monitor and report scope 1 and 2 8 35
emissions. These emissions are reported annually
under the Australian Governments National Greenhouse 7 30
and Energy Reporting Scheme (NGERS) program. Our
emissions profile has remained relatively constant 6
25
over time, with modest decreases in total emissions
5
over F21 despite an expansion of our reporting scope 20
(see note 1 to Key performance indicators). 4
We seek to maximise efficiency and invest in upgrades 15
to infrastructure and process across our network of 3
vineyards, wineries and packaging centres. Refrigeration 10
2
represents a large component of energy used within
TWE’s wineries, accounting for up to 70% of a winery’s 5
1
electricity consumption. We have implemented a series
of process changes such as shutting down systems 0 0
when not in use, utilisation of variable speed drives, night Fleet Stationary Mobile Fertiliser Electricity
cooling and brine efficiencies to reduce energy use fuels on-site
associated with refrigeration. We also continue to roll-out scope 1 scope 2
pulse cooling across our operations. Pulse cooling allows
the site to close off refrigeration valves for 50% of the time Diesel Petrol LPG Natural Gas Fertiliser Electricity
compared to conventional cooling methods.
GHG emissions vs production
60 40
50
32
40
24
30
16
20
8
10
0 0
F19 F20 F21
Kilotonnes CO2-e Millions 9LE
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 19 About Treasury Wine Estates Building a resilient business Fostering healthy and
inclusive communities
Producing sustainable wine
< >
CLIMATE-RELATED RISKS AND OPPORTUNITIES Underpinning our strategy is a range of measures We continue to monitor and understand emerging trends,
Our products reflect the unique set of circumstances including improving our data and weather forecasting policy developments and changing customer and
where they are grown. As this changes, our ability to abilities, optimised irrigation and changing practices consumer preferences. We believe there is opportunity
grow, make and market quality wines will be affected on the vineyard such as the use of mulch and innovative and a need to be bold in responding to climate change
by physical risk factors such as: agronomic practices such as delayed pruning, improve and its impacts and the companies that move quickly will
canopy and vine architecture. We are also collaborating be well placed to manage transition risks. During F21 TWE
• Changing temperatures affecting yield and quality of with a range of partners, such as universities and industry continued to invest in technology that captures key
vineyards, meaning that grape varieties or root stocks experts, to accelerate our transition to a low carbon future. vineyard data points which will enable the business to
may need to be adjusted in certain regions. Additionally, understand climate impacts in greater detail, improve
harvest times may be compressed or bought forward. Transition risks are those arising from policy, legal,
decision making and our efficiency. We also actively
technology, market and reputation changes associated
• More frequent extreme weather events that can affect participate in industry forums to help inform our thinking
with the transition (or lack of) to a low-carbon economy.
yield and quality of vineyards (e.g. via smoke taint on the emerging policy and regulatory landscape.
from bushfires).
• Water insecurity due to changes in supply and availability
resulting in an escalation of purchasing price.
TWE’s business strategy is climate-adaptive, allowing us
to consider the impacts and leverage the opportunities
posed by climate change. Central to this is a multi- Vintage
compression
regional sourcing program that has been in place since
the business’ inception, as well as an increasingly agile
and efficient production and processing footprint. This
approach is designed to increase resilience in the event The expansion of the TWE Barossa Winery was designed to
of significant weather or climate change impacts. manage increased fermentation capacity for compressed
vintages – which are becoming more frequent as the
climate warms. Grape varieties that have historically been
harvested at separate times, are now coinciding and
regions which were once delivered at different times now
overlap. The production facility has been designed and
engineered to accommodate such compressed vintages
where we have capacity to protect our highest value luxury
fruit; ensuring they can be afforded the appropriate cycle
time to make the best wine possible. Predictive software
helps identify the ripening patterns of our fruit which
provides critical insights as to how to optimally schedule
the vintage process into the winery – not only for efficiency
but to maximise the quality of wine produced.
TREASURY WINE ESTATES SUSTAINABILITY REPORT 2021 – 20 You can also read
