"2009 Sustainability Report_ExecutiveSummary"
Executive Summary California Wine Community SUSTAINABILITY REPORT 2009 P r e Pa r e d by t h e C a l if or ni a S u S ta in a bl e W in egr o W ing a l l i a nC e “California is proud to have wineries and winegrape W INE I NSTITUTE the voice for california wine growers who are committed to serving their communities and promoting socially and environmentally responsible farming practices.” – Governor Arnold Schwarzenegger 2009 California Wine Month Proclamation About the California Sustainable and resources to the Sustainable Winegrowing Program. Wine Institute publishes and distributes newsletters about the program Winegrowing Alliance (see www.wineinstitute.org) and participates in alliances – The California Sustainable Winegrowing Alliance (CSWA) including the California Environmental Dialogue and the Cali- is a 501(c)(3) nonprofit organization incorporated in 2003 by fornia Council for Economic and Environmental Balance – that Wine Institute and the California Association of Winegrape bring together stakeholders to concentrate on sustainability, Growers (CAWG) to conduct public outreach on the benefits land use policy, and other issues affecting California. of widespread adoption of sustainable winegrowing practices, to enlist industry commitment and involvement, and to assist About California Association in effective implementation of the Sustainable Winegrowing of Winegrape Growers Program (SWP). CSWA’s mission is to ensure that the California wine community is recognized as a change leader in the global The mission of the California Association of Winegrape Grow- marketplace. CSWA collaborates closely with Wine Institute ers (CAWG) is to provide industry leadership to advocate public and CAWG, thousands of growers and vintners, and other policies, research and education programs, sustainable prac- stakeholders in California. CSWA also continues to develop tices, and trade positions to improve the viability of winegrape partnerships for funding education and outreach to advance the growing as an essential contributor to California’s economy, cul- adoption of sustainable practices. The result of this work will ture, and landscape. CAWG’s membership represents the grow- be a healthier environment, stronger communities, and vibrant ers of approximately 60 percent of the total annual grape crush. businesses. CAWG co-hosts the annual Unified Wine & Grape Symposium to deliver information and ideas for continual improvement of the state’s wine community, and sponsors research and develop- About Wine Institute ment of publications such as Growers’ Guide to Environmental Established in 1934, Wine Institute is the premier voice Regulations & Vineyard Development, California Vineyards & effectively representing wine worldwide. With membership of Wildlife Habitat, Summary of the Labor Law Requirements for more than 1,000 California wineries and affiliated businesses, the Winegrape Growers, and The Winegrape Guidebook for Es- organization initiates and advocates public policy that enhances tablishing Good Neighbor and Community Relations. CAWG the ability to responsibly produce, promote, and enjoy wine. has also played a leading role in the National Grape & Wine Wine Institute works to bolster the economic and environmental Initiative, a strategic research, education, and outreach plan to health of the state and its communities by encouraging sustain- stimulate innovation and accelerate best practices adoption to able winegrowing and winemaking practices and through a help the wine community increase market share and be a world partnership with California Travel and Tourism to showcase leader in value and sustainability while contributing to quality of California’s wine and food offering. The membership represents life in rural communities. 85 percent of U.S. wine production and 90 percent of U.S. wine exports. To advance the goal of global leadership in sustainable winegrowing, Wine Institute contributes significant staff time Highlights of Progress elementS of progreSS covered in the 2009 • The development of new tools including the SWP report include: website and online self-assessment and reporting system, the International Wine Industry Greenhouse • Increased and ongoing participation by the Gas Accounting Protocol, Reducing Risks through California wine community in the Sustainable Sustainable Winegrowing: A Growers’ Guide, and the Winegrowing Program (SWP) involving 1,566 Comprehensive Guide to Sustainable Management of winery and vineyard organizations that have Winery Water and Associated Energy; self-assessed their operations in over 200 workshops throughout the state from November • The publication of several reports to assist growers 2002 to October 2009; and vintners in improving their practices and communicating with external stakeholders includ- • Organization of 184 education events that targeted ing Biodiversity Conservation Practices in California areas in need of improvement and encouraged Vineyards: Learning from Experiences, Vineyard adoption of sustainable practices with more than Management Practices and Carbon Footprints, and 9,239 workshop attendees1; Understanding Adoption and Impacts of Sustainable • Demonstration of improvements in 170 of 283 Code Practices in California Vineyards; and of Sustainable Winegrowing Practices Self-Assessment • Increased interest and visibility for the SWP in news Workbook criteria (60%)2; media coverage, at conferences, and through awards • New and enhanced partnerships to leverage and citations. knowledge and resources for education and outreach _______________________ in critical areas such as air and water quality, energy efficiency, integrated pest management, and 1 Please note, this is a cumulative participation number; some ecosystem management; participants attended more than one event. 2 While there are 227 Code workbook criteria, 283 includes criteria where both vineyards and wineries answer the assessment question. executive Summary i Introduction “California’s wine community has advanced efforts to be responsible tHe california Sustainability Report 2009 shares require time, money, innovation and, in some cases, progress made through the Sustainable Winegrow- outside expertise, new technologies, an improved regu- stewards of the land and good neighbors, as well as ing Program (SWP) over the past five years. Since its latory framework, incentives, and partnerships. launch in 2002, the statewide program has energized A desired outcome of publishing this report is provid- strengthened its viability as businesses that contribute our wineries, winegrape growers, and regional associa- ing information that growers, vintners, neighbors, tions as a collaborative effort that brings us together for community members, nonprofits, government and significantly to the state’s economy and appeal as places a common purpose. The program challenges us to con- private sector professionals can use to collaborate on tinue to find new ways to conserve resources, maintain implementing practical solutions to improve the adop- to work and visit.” and improve the beauty and vitality of our rural com- tion of more sustainable winegrowing practices. munities, and place California wine at the forefront in – Robert P. (Bobby) Koch President & CEO, Wine Institute wine and grape quality, environmental sensitivity, and social responsibility. The full report is organized into 17 chapters. Chapter 1 provides an overview of the California Wine Com- “The scale on which California’s wine community is adopting and expand- munity and the SWP, and Chapter 2 describes how to ing sustainable practices is truly impressive, as the state is the interpret the assessment results and future program targets. Chapters 3-16 present the assessment results fourth leading wine producer in the world. CSWA’s mission is for the thirteen sustainable winegrowing practices chapters from the Code of Sustainable Winegrowing to bring recognition to the California wine industry as a change Practices Self-Assessment Workbook. These chapters include viticulture, soil management, vineyard water leader in the global marketplace. The result of this work will be management, pest management, wine quality, eco- system management, energy efficiency, winery water a healthier environment, stronger communities, and vibrant businesses.” conservation and quality, material handling, solid waste reduction and management, environmentally preferred – Kim Ledbetter Bronson CAWG Board Chair, Vino Farms purchasing, human resources, neighbors and commu- nity, and air quality. In total, there are 227 criteria in the SWP workbook and each criterion has four catego- ries on the level of sustainable practices adoption. The “When you discuss sustainability within the California wine community, report concludes with a chapter on lessons learned and next steps. it is not just a statement of a program but an imbedded The 2009 Report presents the results for all areas where This executive summary is organized into the following philosophy that we live by each and every day. It is the sustainable winegrowing practices information was five sections: collected. At the heart of the SWP is the philosophy of 1. About the California Wine Community commitment to this philosophy and the very positive continuous improvement. Although the report reveals many strengths – highlighting areas where growers and 2. About the Sustainable Winegrowing Program impact it has on our businesses that will ensure the winemakers are doing an exemplary job of balancing 3. Interpreting the 2009 Sustainability Report environmental, social and economic principles in how continued growth of the California wine industry long into the future.” they practice their business – California growers and 4. Sustainable Winegrowing Practices Adoption vintners are committed to improving all areas of their 5. Lessons Learned and Next Steps – Chris Savage CSWA Board Chair, E.&J. Gallo Winery operation. Addressing the most challenging areas will 2 CalIfornIa WIne CommunIty SuStainability report 2009 executive Summary 3 1. about the California Wine Community • Enhancing grower-to-grower and vintner-to-vintner tHe california Wine community’S education on the importance of sustainable practices Self Customized groWing participation in tHe SWp Assessment Reports Winegrapes are grown in 48 of California’s 58 counties, and how self-governance improves the economic vi- Workshops Self Assess A prominent feature of the SWP is the active leadership covering 526,000 acres, with 482,000 bearing acres and ability and future of the wine community; and and participation by vintners and growers in all phases 44,000 non-bearing acres.1 Winegrapes are the third – from development, refinement and on-going imple- • Demonstrating how working closely with neighbors, leading agricultural crop in revenues for California Implement SWP CYCLE mentation to adoption of the practices in their wineries communities and other stakeholders to maintain an Interpret farmers. California is the leading agricultural state in OF CONTINUOUS Change Performance and vineyards. open dialogue addresses concerns, enhances mutual IMPROVEMENT the nation with annual gross farm receipts at more than $33 billion. respect, and accelerates positive results. Self-assessment utilizing the Code workbook represents the first phase in the Cycle of Continuous Improve- California produces an average 90 percent of all U.S. Develop Action Targeted ment. Since 2002, 1,566 wineries and vineyard organi- Action wine with about 240 million cases per year. Wine is the Plan Plan to Improve Education Workshops zations have self-assessed their operations in over 200 state’s number one finished agricultural product in dol- workshops. Please see page 6 for detailed participation lar value. If California were a nation, the state would be data. These statistics demonstrate a 66% increase in the fourth leading wine-producing country in the world SWp approacH: a cycle of continuouS improvement total number of distinct vineyard and winery organi- behind France, Italy and Spain. California wine has an The SWP is designed to stimulate a “Cycle of zations participating in the program since the 2004 economic impact of $58.9 billion on the state, count- Continuous Improvement” among growers and vint- report, with these organizations representing 68.1% of ing revenues to the wine industry and allied industries, ners by enabling them to assess the sustainability of the 526,000 total statewide acres and 62.5% of 240 direct, indirect, and induced economic benefits.2 their operations, learn about new approaches and million total statewide cases. More than 50 regional winegrower and vintner asso- innovations, develop action plans for improvements viSion It is important to note that wineries that have assessed ciations provide education, community outreach, and and implement changes to increase their adoption of their vineyards are also included in the vineyard as- marketing services to local grower and winery members. sustainable practices. The cycle consists of: The vision of the SWP is the sustainability of the Cali- sessment numbers. Nearly all California wineries own fornia wine community for future generations. In the a) Providing participants with the Code workbook, vineyards with some having significant vineyards hold- 2. about the Sustainable Winegrowing context of winegrowing, the program defines sustain- a practical self-assessment tool, and workshops; ings and many purchasing additional grapes from other ability as winegrape growing and winemaking practices sources for use in their wines. Program b) Measuring and tracking the results of that are sensitive to the environment (Environmen- self-assessments; Wine Institute and the California Association of tally Sound), responsive to the needs and interests of tHe california Wine community’S involvement in c) Using customized SWP reports to show participants otHer related programS Winegrape Growers (CAWG) partnered to design and society-at-large (Socially Equitable), and economically their performance against regional and statewide launch the Sustainable Winegrowing Program (SWP) feasible to implement and maintain (Economically Many of the state’s diverse winegrowing regions have averages; in 2002. The California Sustainable Winegrowing Alli- Feasible). The combination of these three principles is sustainable and environmental programs which pro- ance (CSWA) was incorporated a year later to continue often referred to as the three E’s of sustainability. These d) Offering important information and educational vided the foundation for the statewide SWP. These implementing this comprehensive program. These important principles are translated into information opportunities about sustainable practices, focused programs, as well as organic and biodynamic wine- three organizations collaborate and work with many and education about specific practices that are docu- on areas needing improvement to help participants growing, play an important role in the ever-expanding mented in the program’s comprehensive Code work- develop Action Plans; other stakeholders, guided by the mission, vision, and tapestry of the California wine community’s efforts to approach of the SWP summarized below. book and are conveyed during the program’s targeted e) Facilitating exchange of information among growers “green” the industry. In addition to broad participation education events that are aimed to encourage the adop- and vintners; and in the SWP, many vintners and growers are also active miSSion tion of improvements over time. in the following educational and certification programs: f ) Motivating participants to implement effective The long term mission for the SWP includes: _______________________ changes. Lodi Sustainable Winegrowing Program and Lodi Rules (Lodi Winegrape Commission), Napa Green (Napa 1 California Department of Food and Agriculture Final Participants are encouraged to assess themselves again, • Establishing voluntary high standards of sustainable 2008 Grape Crush Report. Valley Vintners and partner organizations), Sustainabil- to continue this cyclical process of evaluation, learning, practices to be followed and maintained by the entire ity In Practice (SIP)TM Vineyard Certification (Central 2 Economic Impact of California Wine 2009, Stonebridge Research. action planning and improvement. California wine community; Coast Vineyard Team), Fish Friendly Farming® 4 CalIfornIa WIne CommunIty SuStainability report 2009 executive Summary 5 (California Land Stewardship Institute), Bay Area targeted education eventS winegrowing regions throughout the state, attracting • Biodiversity Conservation Practices in California Vine- Green Business Program (Administered by the Asso- 9,239 attendees in the following areas: yards: Learning from Experiences As part of the Cycle of Continuous Improvement, ciation of Bay Area Governments), Organic (National CSWA and regional grower and vintner organizations • Water Conservation and Quality (USDA Natural Re- • Comprehensive Guide to Sustainable Management Organic Program), and Biodynamic® (Demeter Associ- collaborate to develop and facilitate educational events sources Conservation Service) of Winery Water and Associated Energy ation). CSWA partners with a number of these orga- that target the more challenging areas in sustainable nizations for self-assessment and targeted education • Air Quality (USDA Natural Resources Conservation • Reducing Risks through Sustainable Winegrowing: winegrowing. Thanks to a number of grants, CSWA workshops to help leverage our respective resources Service) A Growers’ Guide has been able to offer 184 targeted education events in and areas of expertise. • Ecosystem Management and Biodiversity (National • Vineyard Management Practices and Carbon Fish and Wildlife Foundation) Footprints • Energy Efficiency (Pacific Gas and Electric Co.) • Understanding Adoption and Impacts of Sustainable Practices in California Vineyards • Integrated Pest Management (American Farmland Trust, CA Department of Pesticide Regulation) SWp recognized aS a model program Targeted education events such as workshops, field The SWP is creating environmental and social benefits days, and seminars support participants’ efforts in for communities and for the state as a whole, and is action planning and implementing more sustainable helping to ensure that future generations will be able to vineyard and winery practices. continue to produce world-class wines and contribute CSWA solicits input and involvement from growers, to California’s economy. Importantly, the SWP is also a vineyard data compariSon 2004 2009 vintners, government agencies, industry experts, and model for other agricultural sectors and businesses, as scientists to provide event content on areas in need of recognized by the following awards: number of Distinct Vineyard organizations 813 1,237 improvement, as identified by self-assessment results. • California Council for Environmental and Economic total Vineyard acres farmed by the 1,237 organizations 223,971 358,121 (68.1% of 526,000 total statewide acres) The full report highlights Integrated Pest Management Balance (CCEEB), Governor Edmund G. “Pat” Brown number of Vineyard acres assessed by the 1,237 organizations 137,859 241,325 (45.9% of 526,000 total Statewide acres) and Energy Efficiency as two examples that demonstrate Award (2005) number of Vineyard organizations that Submitted assessment results 614 868 (70.2% of 1,237 total organizations) how partnerships, education, and outreach have led to total Vineyard acres from 868 organizations assessed and Submitted 124,576 206,899 (39.3% of 526,000 total Statewide acres) significant improvements on the ground. • Governor Arnold Schwarzenegger, The Governor’s Environmental and Economic Leadership Award (2004) educational reSourceS and toolS Winery data compariSon 2004 2009 • California Environmental Protection Agency, In addition to releasing a second edition and web-based Integrated Pest Management Innovator Award (2003) number of Distinct Winery organizations 128 329 version of the Code of Sustainable Winegrowing Self- total Winery Cases Produced by 329 organizations 145.6m 150m (62.5% of 240 million statewide cases) Assessment Workbook in 2006 and targeted education Other indicators of success in promoting the adoption number of Winery Cases assessed by 329 organizations 126.6m 141.5m (59% of 240 million total statewide cases) events, CSWA has developed new resources and tools of sustainable practices among the state’s wine commu- number of Winery organizations that Submitted assessment results 86 173 (52.6.9% of 329 total organizations) to further disseminate useful information on sustain- nity have been the increased mention of the SWP and able winegrowing practices, including the following, all winery and vineyard sustainable winegrowing practices total Winery Cases from 173 organizations assessed and Submitted 96.8m 134.6m (56.1% of 240 million total statewide cases) of which are available on-line at www.sustainablewine- in various publications, and by invitations to make growing.org. presentations or to host vineyard and winery tours to total individual participantS showcase the SWP. • Sustainable Winegrowing Highlight Newsletters • 1,851 individual participants (individual has attended a workshop or signed up for online application; may or may not have provided assessment data) • International Wine Industry Greenhouse Gas (GHG) Protocol and Accounting Tool 6 CalIfornIa WIne CommunIty SuStainability report 2009 executive Summary 7 3. about the 2009 Sustainability The full report presents the assessment results for each example of a “response Distribution” Graph of the 227 criterion from the 14 workbook assessment report cHapter 3. VITICULTURE CHAPTER 3: viticulture chapters. Each of these chapters includes a “Response Distribution” graph, illustrating the percent distribution NA Category 1 Category 2 Category 3 Category 4 The Code workbook includes a built-in measurement of responses from the winegrowers and/or vintners 100% system. Participants assess their practices according to (see pg. 9). Each chapter also includes a “Background” 90% a four-category system. Category one illustrates prac- section, which provides an overview of current practic- 80% tices which are considered to be the minimum level of Response Distribution es, followed by a detailed examination of the responses 70% sustainability for that criterion but within regulatory to each criterion in the workbook. In addition, each 60% compliance, if regulations exist. For instance, the fol- chapter includes “Best Practices” that use personalized 50% lowing table illustrates the four performance categories stories to illustrate current practices at California win- for the criterion “Organic Matter” in the Soil Manage- 40% eries and vineyards, and “Comparative Results & Next ment chapter. The categories and associated practices 30% Steps” that highlight progress since the 2004 report, as represent increasing sustainability moving from right 20% well as next steps to ensure continuous improvement. to left. 10% More detailed next steps are also described in the con- clusion of the Report. ile ita tion ms o re ce e n n ds s ng ng ks n/C g 20 onse r y r ity e S ut o ine iva ati lon sig tio n sit osu Vig rof oc en en yo ori pli . S paci rm ble eR rva en rea ult dV De 18 17. C tst La Am ilig am il P nit xp ifo Pro s& tD tC run oo ce ard Mo eD rd it E yS Un So & oo example of the 4-category Self-assessment Continuum of Increasing Sustainability . H relli .R lan ya Vin iol cio p/P ey sts Du log Fru tC ard Sh py 9. ine 13 sB ab Ba Vin .T & Te no Cro Bio ita on ey 2. .H .V 3. res 16 1. ow Ca 5. ab vir Vin oil 14 4. oil Soil management - tiltH dd .R .S En 7. .S 6. .A 15 10 19 8. 11 12 When interpreting the results between criteria it is viticulture (Vineyard) criteria category 4 category 3 category 2 category 1 very important to consider that the criteria are not all This chapter provides growers with 7 criteria to assess scaled the same, meaning that categories “4”, “3”, “2” 4-8 organic matter a combination of Some form of resident vegeta- no organic matter the balance of their vines through canopy management and “1” between criteria, and more importantly across organic matter is organic matter is tion is allowed to is added to the soil and crop development practices, and 13 criteria on de- added to the soil added to the soil grow in the winter. other than what chapters, do not represent the same level of sustain- (Skip if organic veloping new or replanting vineyards.3 Balanced vines annually (e.g. annually (e.g. the vine produces, ability. For example, it may be much more difficult to matter sufficient contribute to sustainability through increasing fruit permanent or annual cover crop, and resident vege- implement a category “3” or “4” for some criteria. This for your soil quality (economic), and reducing the need for inputs annual cover crop, compost, manure, tation is minimized is especially true for chapters 9 through 15. type) such as water and fertilizers (environmental, social and compost, and/or or a combination in the winter. manure). of cover crop and economic). The average scores increased for 17 out of And And manure or the vineyard is 4. Sustainable Winegrowing 20 criteria since the 2004 Sustainability Report. tillage is reduced compost). clean tilled. Practices adoption or eliminated to This section summarizes each of the chapters of the lower the rate of organic matter Code workbook, how each contributes to sustainability, _______________________ breakdown. grower and vintner improvements in average scores since the 2004 Sustainability Report, and areas for im- 3 Given the low number of new vineyard developments organic matter improves soil tilth and structure, improves aeration and infiltration, increases water-holding capacity, buffers soil pH, increases the provement. In addition to the practices mentioned be- and replants, workshop participants were asked to use availability of micronutrients, provides a source of plant nutrients, and feeds beneficial micro-organisms. criteria 3-8 to 3-20 as educational tools and to think back low, growers and vintners are encouraged to continue on how they developed or replanted a vineyard sometime to assess their operations and implement site-specific in the past. Consequently, it is not appropriate to interpret increaSing SuStainability plans to continuously improve the sustainability of these results relative to actual new plantings and replants. practices. 8 CalIfornIa WIne CommunIty SuStainability report 2009 executive Summary 9 Soil management (Vineyard) 2004 Sustainability Report. There is an opportunity for ery personnel, conducting appropriate juice chemical their energy efficiency planning, monitoring, goals, and statewide improvement for 2 criteria including the use analysis, tasting wine made from their grapes, possess- results; total energy consumed per ton of grapes and/ This chapter provides growers with 16 criteria to assess of flow meters and the use of evapotranspiration data ing a high-level of knowledge about wine quality, and or gallons of wine produced; extent of energy efficiency their overall soil management program including moni- for irrigation scheduling. determining which viticultural practices contribute to per major operation; and the extent of management toring, nutrient management, soil quality and pollution wine quality. More than 72% of vintners reported best support and employee training efforts to improve prevention. Soil management contributes to sustain- practices for knowledge of wine quality. For growers, energy efficiency. Energy efficiency contributes to all ability through increasing fruit quality (economic), re- peSt management (Vineyard) the average scores increased for 8 out of 8 criteria and three sustainability principles by saving money (eco- ducing the need for inputs such as water and fertilizers This chapter provides growers with 29 criteria to as- for vintners, the average scores increased for 1 out of 2 nomic), reducing regional energy demands (social), (environmental, social and economic), and preventing sess their insect, mite, disease, weed and vertebrate criteria since the 2004 Sustainability Report. There is an and preventing pollution and greenhouse gas emissions pollution from soil erosion and off-site movement of monitoring and management practices and 9 criteria to opportunity for statewide improvement for the grower (environmental, if the energy is from non-renewable nutrients (environmental and social). The majority of assess effectiveness and safety of pesticide application planning and monitoring criteria. sources). Some growers and vintners reported using growers reported implementing practices that together practices. Pest management best practices contribute category “4” or “3” practices for each criterion. The form an excellent overall soil management program. to all three sustainability principles by reducing inputs percent of reported use of category “4” or “3” practices This set of practices includes conducting the appro- ecoSyStem management (Vineyard and Winery) (economic), preventing pollution (environmental), ranged from 10% to 40%, depending on the criteria. priate soil and plant monitoring techniques, building and reducing worker exposure (social). The majority This chapter provides growers with 20 criteria and For growers, the average scores increased for 7 out of 7 soil organic matter through cover cropping and other of growers report practices that together constitute vintners with 11 criteria to assess how they have de- criteria and for vintners, the average scores increased practices, managing nutrients to achieve balanced an excellent insect, mite, disease, weed and vertebrate fined their resource base to be managed, the status of for 7 out of 10 criteria since the 2004 Sustainability vines, reducing nutrient loss, reducing compaction, pest management program. The majority of growers developing a sustainability strategy (mission, vision and Report. There is a statewide opportunity for improve- and limiting soil erosion. The average scores increased also report implementing practices for using pesticides values), the integration of ecosystem processes with ment in 6 grower criteria including planning and for 15 out of 15 criteria since the 2004 Sustainability in an effective and safe manner including calibrating winegrowing practices, and how winegrowing practices monitoring, motors, drives and pumps, lighting, and Report. One criterion on soil erosion was added since and maintaining application equipment, applying for affect environmental quality. Ecosystem management office equipment. There is a statewide opportunity for the 2004 report. proper coverage, using buffer zones, and going beyond practices particularly contribute to environmental and improvement in 6 vintner criteria including planning legal requirements to manage drift and reduce risks social sustainability principles through protecting and and monitoring, refrigeration, tanks and lines, motors, vineyard Water management (Vineyard) during storage, mixing and loading. The average scores enhancing overall environmental quality. The majority drives and pumps, and office equipment. increased for 35 out of 38 criteria since the 2004 of growers and vintners report that they have adopted This chapter provides growers with 13 criteria to as- Sustainability Report. practices that support ecosystem management includ- sess their water management strategy, off-site water Winery Water conServation and Quality (Winery) ing defining resources, implementing sustainability movement, irrigation system set-up and maintenance, strategies, understanding and enhancing ecosystem This chapter provides vintners with 16 criteria to as- irrigation scheduling, and fertigation practices. Wa- Wine Quality (Vineyard and Winery) functions and processes, and implementing practices sess the following: the state of their water conservation ter management contributes to sustainability through This chapter provides growers with 8 criteria to assess that enhance or conserve important habitat types. For and quality planning, monitoring, goals, and results; increasing fruit quality (economic), reducing the need fruit quality, knowledge of wine produced from the growers, the average scores increased for 17 out of 20 total water consumed per gallons of wine produced; for water and fertilizers inputs (environmental, social vineyard, and knowledge of the wine industry. It also criteria and for vintners, the average scores increased the extent of water conservation practices per major and economic), and preventing pollution from soil ero- provides vintners with 2 criteria to assess their knowl- for 4 out of 11 criteria since the 2004 Sustainability Re- operation; and the extent of management support and sion and off-site movement of nutrients (environmental edge of the wine industry. Wine quality is usually relat- port. There is a statewide opportunity for improvement employee training efforts to improve water conserva- and social). The majority of growers reported practices ed to grape and wine prices. Thus, wine quality contrib- in 2 grower and vintner criteria including habitat for tion. Water conservation and quality contribute to all that contribute to an excellent water management utes directly to the economic sustainability of vineyards other birds and partnerships for sensitive species. three sustainability principles by saving money (eco- program. These practices include having a sound water and wineries. Wine quality can also contribute indi- nomic), reducing regional water demands (social), and management strategy, preventing off-site movement of rectly to the social and environmental components protecting water quality (social and environmental). water, using water conserving irrigation systems, using energy efficiency (Vineyard and Winery) by generating sufficient revenue to invest in practices More than 25% of vintners reported using the high- water budgets and deficit irrigation techniques, and that increase environmental and social benefits. More est level of water conservation and quality practices in using appropriate fertigation techniques. The aver- This chapter provides growers with 7 criteria and than 75% of growers reported using best practices for their water quality planning and monitoring, crushing, age scores increased for 12 out of 13 criteria since the vintners with 10 criteria to assess the following: state of evaluating field fruit maturity, tasting grapes with win- pressing, barrel washing, barrel soaking operations, 10 CalIfornIa WIne CommunIty SuStainability report 2009 executive Summary 11 water to ponds, and bottling. For wineries, the average waste generated per ton of grapes and/or gallons of the average scores increased for 7 out of 14 criteria criteria to assess the following: state of their business scores increased for 10 out of 16 criteria since the 2004 wine produced; the extent of solid waste generated since the 2004 Sustainability Report. There is a state- sustainability strategy in the context of being good Sustainability Report. There is a statewide opportunity per major operation; and the extent of management wide opportunity for improvement for 2 grower criteria neighbors and community members; the state of their for improvement in 4 vintner criteria including water support for, and employee training in, solid waste including planning and monitoring and vehicle main- neighbor and community issues planning, monitor- conservation planning and monitoring, storm water, reduction efforts. Reducing and managing solid waste tenance products. There is a statewide opportunity for ing, goals, and results; the current level of awareness cellars and labs. contributes to all three sustainability principles by improvement in 8 vintner criteria including planning regarding neighbor and community issues; and the saving money associated with the handling and dis- and monitoring, service contracts, paper, packaging extent of management support for and employee train- posal of solid waste (economic), reducing the amount from suppliers, glass, capsules, office equipment and ing in being good neighbors and community members. material Handling (Vineyard and Winery) of waste that enters regional disposal facilities (social), vehicle maintenance products. Improving communications about and participation in This chapter provides growers and vintners with 14 and reducing the environmental impacts from waste neighbor and community issues strengthens communi- criteria to assess the following: state of their material generation and disposal (environmental). In 10 of the ty ties (social) and local economies (economic). In 6 of Human reSourceS (Vineyard and Winery) handling planning, monitoring, goals, and results; the 16 criteria, 25% of vintners reported using the highest the 14 chapter criteria, 25% or more of the growers and total hazardous materials handled per ton of grapes or level of solid waste reduction and management prac- This chapter provides growers and vintners with 16 vintners reported the highest level of practices (catego- gallon of wine produced; the extent of pollution re- tices. These criteria include pomace and lees, cooper- criteria to assess the following: state of their operations ry “4s” or “3s”). Grower and vintner strengths include leased by major operations; and the extent of manage- age, glass, cardboard, shrink wrap, packaging, metals, development of a mission, vision and values state- planning and monitoring, water quality and supply, and ment support for and employee training in pollution cork, pallets, and landscape residues. For vintners the ments; the state of their human resource planning, education. For growers, the average scores increased prevention efforts. Material handling best practices average scores increased for 6 out of 16 criteria since monitoring, goals and results; the status of staff levels for 13 out of 14 criteria and for vintners, the average contribute to sustainability by greatly reducing risks the 2004 Sustainability Report. There is a statewide and recruitment to implement sustainable business scores increased for 2 out of 14 criteria since the 2004 from the use of hazardous materials (social and envi- opportunity for improvement in 7 vintner criteria strategies effectively; the extent of employee training Sustainability Report. There is a statewide opportunity ronmental) and potential liability issues (economic.) including planning and monitoring, paper, shrink wrap, and skills to accomplish work effectively; and the status for improvement in 3 vintner criteria including hous- More than 25% of growers reported using the highest packaging, cork, natural cork, capsules, and food and of company culture for creating positive employees ing, health care and outreach. level of material handling practices for handling tires beverages. relations. Human resources contributes to all three and lubricants, oils, and coolants. Twenty-five percent sustainability principles because how a vineyard and/ air Quality (Vineyard and Winery) of vintners reported using the highest level of mate- environmentally preferred purcHaSing or winery operation is organized, staffed and conducts rial handling practices for handling tires, storm water (Vineyard and Winery) business impacts the triple bottom line — the econom- This chapter provides growers with 10 criteria and protection, and janitorial supplies. For growers, the ic, social and environmental performance of a com- vintners with 6 criteria to assess the following: state average scores increased for 12 out of 14 criteria, and This chapter provides growers with 5 criteria and pany. More than 60% of growers and vintners reported of their business sustainability strategy in the context for vintners, the average scores increased for 4 out of vintners with 14 criteria to assess the following: state the highest level of practices for staying informed about of air quality; the state of their air quality planning, 14 criteria since the 2004 Sustainability Report. There of their environmentally preferred purchasing (EPP) the industry and participating in industry activities. monitoring, goals, and results; and the state of practices is a statewide opportunity for improvement in 4 grower planning, monitoring, goals, and results; the purchas- Other reported strengths for both growers and vint- that impact air quality, including management of vine- criteria including batteries, paint and paint thinner, ing impacts by operation; and the extent of manage- ners include safety training, professional training and yard floors and unpaved surfaces, irrigation, pesticide aerosol cans, and lighting. There is a statewide oppor- ment support for and employee training in EPP efforts. development, and participating in salary surveys. For management, energy use and transportation. Improv- tunity for improvement in 7 vintner criteria including EPP contributes to all three sustainability principles by growers, the average scores increased for 15 out of 16 ing practices in this chapter can protect air quality dumpster housekeeping, batteries, lubricants, paint and using environmentally preferred products and services criteria and for vintners, the average scores increased (environmental and social) and reduce regulatory risks paint thinners, aerosol cans, lighting, and storm water and by supporting the growth of private sector compa- for 11 out of 16 criteria since the 2004 Sustainability (economic). This chapter was produced and available protection. nies committed to delivering environmentally preferred Report. There is a statewide opportunity for improve- for self-assessment following publication of the 2004 products and services. Some growers and vintners re- ment in 2 vintner criteria including staffing and recruit- Sustainability Report. The average scores constitute the ported using category “4” or “3” practices for each EPP ing, and interviewing. initial benchmarks against which future progress will Solid WaSte reduction and management (Winery) criterion. The percent of reported use of category “4” or be determined. There is a statewide opportunity for This chapter provides vintners with 16 criteria to assess “3” practices by growers or vintners ranged from 7% to improvement in 3 vintner criteria including planning neigHborS and community (Vineyard and Winery) the following: the state of their solid waste reduction 23% depending on the criteria. For growers, the average and monitoring, chemicals and materials, and energy planning, monitoring, goals, and results; the total solid scores increased for 3 out of 5 criteria, and for vintners, This chapter provides growers and vintners with 14 sources and efficiency. 12 CalIfornIa WIne CommunIty SuStainability report 2009 executive Summary 13 5. lessons learned and next Steps leaders stepped forward to contribute, and a number of ing and reporting sustainable practices data has given Seek additional funding and new partners. Since the in- new leaders have emerged. This grassroots leadership CSWA the ability to provide SWP participants with ception of the SWP, members of the wine community From its inception, the SWP has followed an adaptive was essential in crafting sustainable practices relevant customized benchmark reports and to measure and have contributed the vast majority of the financial sup- management approach, moving through the cycle of to regional conditions and different sized operations. report aggregate statewide data over time. The initial port. CSWA has been fortunate to secure a number design, implementation, documentation, analysis, and Moreover, the high level of participation in the SWP dataset used to establish baselines for all sustainability of grants that have been used to further advance the refinement. During this process, CSWA has identified a over the past five years is directly attributable to the lo- criteria in the 2004 Sustainability Report was the first program, including funding from American Farmland number of lessons learned and next steps that will help cal leadership from regional associations, and the will- time an agricultural sector published a comprehensive Trust, California Department of Food and Agriculture, ensure continuous improvement for both the program ingness of growers and vintners to share best practices set of sustainability results. In that same report, CSWA California Department of Pesticide Regulation, Na- and practices used in California wineries and vineyards. with their peers. established 20% improvement targets for all criteria tional Fish and Wildlife Foundation, Pacific Gas and The lessons learned and next steps may also be use- with a mean less than category “3” over the next five Electric Company, USDA Natural Resources Conser- external Stakeholder partnerships. Partnerships with ful for other groups that are pursuing comprehensive years. The across-the-board targets have yielded mixed vation Service (USDA NRCS), and USDA Risk Man- external stakeholders have been critical to the devel- sustainability programs. results, in large part because the degree of resources agement Agency. The program is seeking additional opment, evolution, and success of the SWP. These required to make 20% improvements are not equal funding and new partners to maintain the momentum In addition, by analyzing the data from the 2009 Report, stakeholders not only provided significant input into between criteria or between categories within criterion. and accomplish the following: CSWA was able to identify relative strengths and op- the both editions of the Code workbook, but continue With five additional years of experience, CSWA has to enable CSWA to leverage resources and expertise increase and retain participation of vineyards portunities, which will help guide the targeted educa- reviewed the initial approach to target setting and does to enhance workshop and educational tools to spur and Wineries. While the initial program goals were tion and program activities over the next five years. not believe it is the best method to evaluate actual im- adoption of sustainable practices. The SWP also fosters exceeded, there are still California vineyards and winer- provements over time. Instead, CSWA is now working positive relationships between growers and vintners ies that have not assessed their operations for sustain- leSSonS learned on developing quantitative performance metrics to set and other stakeholders, cultivating “win-win” opportu- able practices. CSWA will continue to coordinate with new industry-wide targets. Wine community leadership. The leadership demon- nities at the local, regional, state and national levels and regional and state associations to secure more grower strated by the state and regional associations and their further demonstrates the importance of multi-sector cycle of continuous improvement. As described in this and vintner participation in the program. As impor- grower and vintner members was instrumental to collaboration. report, the Cycle of Continuous Improvement is the tantly, CSWA will work with these organizations to launching the program and to its on-going implemen- process CSWA uses to encourage adoption of sustain- increase the number of participants that are engaged measurement and reporting. The SWP’s innovative in the SWP and repeatedly implement Cycle elements, tation. Once a forum was created to define sustainable able practices. While CSWA has been successful in system of confidentially and securely capturing, track- including annual re-assessments. practices and later organize workshops, existing local providing participants with the SWP workbook and workshops, tracking and measuring self-assessments provide targeted education events, resources StrengtHS and opportunitieS for improvement results, offering educational opportunities about sus- and tools. After workshop participants submit assess- tainable practices, and facilitating the exchange of in- ments and receive confidential customized benchmark StrengtHS middle ground moSt opportunitieS formation among growers and vintners, it has not had reports, there is a need to reconvene these growers and a robust mechanism to ensure participants implement vintners for learning how to optimally apply results to Viticulture Vineyard Water management energy efficiency action plans and re-assess their operations. Several of leverage the most value from the adoption of sustain- the “Next Steps” described below are intended to fa- able practices. Since 2004, CSWA has secured grants Soil management Pest management materials Handling cilitate the repeated use of the process, thereby helping and partnerships to support educational events and “close the loop” of the Cycle. the development of educational resources relevant to Wine Quality Winery Water Conservation & Quality Waste reduction the workbook chapters Energy Efficiency, Ecosystem next StepS Management, Integrated Pest Management, Vineyard ecosystem management Human resources environmentally Preferred Purchasing The following “next steps” have been identified as criti- and Winery Water Conservation and Management, cal steps toward increasing the adoption of sustainable and Air Quality. The ultimate goal is to offer targeted neighbors & Community winegrowing practices throughout the California wine education workshops and resources for every chapter community. of the workbook and provide additional workshops and air Quality materials in Spanish. 14 CalIfornIa WIne CommunIty SuStainability report 2009 executive Summary 15 launch and implement certified california Sustainable characterize, quantify, and emphasize links between Winegrowing. CSWA is launching Certified California sustainable winegrowing and economic success. Sustainable Winegrowing (CCSW-Certified), a third- communicating with external Stakeholders. While party certification program related to the SWP, in Janu- most program communication to date has targeted ary 2010. CCSW-Certified is the logical next step in the the wine industry, CSWA has begun an outreach and evolution of the SWP, and will provide California wine- education campaign geared toward other stakeholders grape growers and vintners with the voluntary option and the general public. Given the growing interest in of verifying their adherence to a process of continuous issues pertinent to sustainability by gatekeepers such improvement in the adoption and implementation of as restaurants and retailers, as well as consumers, it is sustainable winegrowing practices. CCSW-Certified increasingly important to spread the message about the aims to advance the industry as a whole. It is intended California wine community’s leadership and accom- to be a catalyst for continual improvement and to sup- plishments in sustainable winegrowing. CSWA will port the entrance of growers and vintners at all stages reach out to key stakeholders and develop communica- of the sustainability journey to participate and benefit tion tools for SWP vintner and grower participants, as from the program, while enhancing program credibility well as CCSW-Certified wineries and vineyards. through third-party verification. Work with research institutions to target Knowledge develop performance metrics. CSWA recently secured a gaps. CSWA has made great strides in strengthen- three-year, national USDA NRCS Conservation Inno- ing ties with viticulture and enology research institu- vation Grant to identify a minimum of five key sustain- tions including UC Davis, California State University ability performance metrics for the industry (energy at Fresno, Cal Poly San Luis Obispo, Sonoma State and water efficiency, GHG intensity, etc.) to be used University, and others over the past five years. Once for benchmarking industry performance and setting again, there is a need to review in detail the assessment targets for improvement. The Stewardship Index for results with the research community to identify priority Specialty Crops, a multi-stakeholder effort to develop research gaps and encourage mission-driven research common sustainability “yardsticks,” will help inform that speeds the adoption of sustainable practices. the final set of metrics. Representatives of the Califor- nia wine industry are actively involved in this related publish progress reports and the 2014 Sustainability project. In the future, participants in CCSW-Certified report. To allow time for the next round of implemen- must consider industry-wide targets when creating tation and data collection and analysis, the next full action plans. These metrics will also help CSWA focus Sustainability Report is not expected to be published its education and outreach to address California wine until 2014. In the interim, CSWA will provide updates community priorities and targets for improvement. on progress. CSWA will continue to make these reports available online at www.sustainablewinegrowing.org. build the business case for Sustainable Winegrowing. Through several projects designed to highlight the Providing leadership in sustainability is a prime economic benefits of adopting sustainable practices, motivator for the vintners and winegrape growers CSWA has begun to build the business case for sustain- participating in the SWP. We hope that our efforts able winegrowing. Several recent publications highlight serve as an inspiration and model for other agricultural practices such as monitoring for pests, reduced tillage, sectors to work with their stakeholders to identify, and energy conservation that simultaneously result in implement, measure, and report on the adoption of reduced environmental and/or social risks as well as best practices that are environmentally sound, socially potential costs. Future program activities will further responsible and economically feasible. 16 CalIfornIa WIne CommunIty SuStainability report 2009 California Sustainable Winegrowing alliance California Sustainable Winegrowing alliance board of directors 2009-2010 Staff and Consultants Chris Savage, Chairman, E.&J. Gallo Winery Allison Jordan, Executive Director Kim Ledbetter Bronson, Vice-Chairman, Vino Farms Joe Browde, Senior Project Manager Steve Smit, Secretary, Constellation Wines US Lisa Francioni, Project Manager Mike Sangiacomo, Treasurer, Sangiacomo Vineyards Consultants Bill Cooper, Cooper-Garrod Estate Vineyards Jeff Dlott, SureHarvest Ben Drake, Drake Enterprises Andrew Arnold, SureHarvest Dennis Groth, Groth Vineyards & Winery John Garn, ViewCraft Michael Honig, Honig Vineyard & Winery Ann Thrupp, Fetzer Vineyards Robert P. (Bobby) Koch, Wine Institute Steve Quashnick, Quashnick Farms In-Kind Staff Ed Matovcik, Foster’s Wine Estates Americas Nancy Light, Wine Institute Neil Roberts, Roberts Vineyard Services Gladys Horiuchi, Wine Institute Karen Ross, California Association of Winegrape Growers Sharlene Garcia, California Association of Winegrape Growers Stephen Schafer, San Joaquin Wine Company Camron King, California Association of Winegrape Growers board Member alternates: Kristin Belair, Honig Vineyard & Winery the Sustainable Winegrowing Nat DiBuduo, Allied Grape Growers Joint Committee John Duarte, Duarte Vineyards See www.sustainablewinegrowing.org for member listing. Camron King, California Association of Winegrape Growers Nancy Light, Wine Institute CSWA values your feedback, questions and concerns. Please contact us at info@ Rodney Schatz, R&G Schatz Farms sustainablewinegrowing.org. Michael Walker, Constellation Brands, Inc. Printed on recycled Paper This report was made possible in part by a Pest Management Alliance grant from the California Department of Pesticide Regulation, funding from Pacific Gas and Electric Company, and contributions from members of Wine Institute and the California Association of Winegrape Growers. California Sustainable Winegrowing Alliance 425 Market Street, Suite 1000 california San Francisco, CA 94105 sustainable winegrowing 415.512.0151 alliance www.sustainablewinegrowing.org firstname.lastname@example.org California Association of Winegrape Growers 1325 J Street, Suite 1560 Sacramento, CA 95814 800.241.1800 www.cawg.org email@example.com Wine Institute 425 Market Street, Suite 1000 San Francisco, CA 94105 415.512.0151 www.wineinstitute.org firstname.lastname@example.org