VALUES & MISSIONS
In order to be recognized for our expertise and the quality of our wines, we must remain pioneers and strive for excellence through concerted efforts in the following areas:
FOOD QUALITY AND SAFETY
The SIEUR D'ARQUES Group has had a proven and recognized quality management and food safety system in place for over 15 years. Every year, this certification is reviewed and renewed by the relevant third-party organizations:
ISO 9001: 2008 | ISO 22000: 2005 | IFS version 6 | BRC version 7 | BIO ECOCERT
Thanks to these certifications, we are able to produce still and sparkling wines that meet even the most demanding of specifications (French and international) in terms of food quality and safety.
Our best practice in wine production, our ongoing employee training, and the quality and technical sophistication of our equipment, ensure that our wine quality and safety objectives are met in a sustainable manner. Thanks to the commitment of a dedicated food safety team and an internal audit team (both of whom are volunteers), we ensure that our production model is constantly evolving and improving.
SUSTAINABLE AND ENVIRONMENTALLY-FRIENDLY VITICULTURE
In 2007, Sieur d'Arques joined an ambitious collective initiative designed to meet the needs of sustainable development, known as Les Vignerons en Développement Durable (wine growers for sustainable development).
Since then, SIEUR D'ARQUES has taken account of this philosophy in all its major business decisions.
In 2017, the Board of Directors and the General Management team reaffirmed their commitment to leading SIEUR D'ARQUES’ 205 wine grower members and 119 employees in a further drive for environmentally-friendly viticulture.
This entails an effective mobilisation of all the players to work together in three priority areas :
To manage and reduce the environmental impact of our activities in the vineyards and winery.
To take environmental factors into even greater consideration in the design, packaging and shipment of our wines.
Social and societal
To enable our employees to work in a climate of trust and to grow both personally and professionally.
To guarantee that all employees and members, without exception, have access to training.
To raise awareness and encourage all our partners (service providers, suppliers) and stakeholders to adopt a similar approach.
To reduce economic risks by improving customer loyalty.
To strive for the best possible distribution of added value to our members.
To maintain sustainable and balanced relationships with our partners and stakeholders based on continuous improvement and ensuring that everyone’s expectations and concerns are taken into account.
This Mobilization and Accountability of all our members and employees will be based on the principles of accountability and transparency. Each year, we monitor performance indicators and set ambitious goals and action plans in order to achieve these.
The missions of the analysis and communication of our results, coordination, and facilitation of the action plans are the responsibility of a “winery sustainable development committee” and a “vineyard sustainable development committee”. Each committee has been given a clear scope of responsibility and each has its team work to a transversal and common objective of Continuous Improvement with the full involvement and support of the Board of Directors and the general management team.
This Sustainable Development Policy is the foundation for the achievement of our ambitions, for the total satisfaction of our partners, and for the personal development and fulfilment of the Company’s wine growers and employees, thereby guaranteeing SIEUR D'ARQUES’ long-term success.
12 cooperative wineries constitute this Club today, created to promote all of their best wines. Proud of their terroirs, 4,000 grape growers and special skills, they have selected this name to underscore their modern philosophy. These different actors promote BRANDS, all the while producing estate and chateau wines, and belong to the world of CO-OPS, which is more than ever, a hothouse of talent.
Agricultural cooperatives are positioned in the middle of the food chain, at the interface between the farmers, to whom they belong, and the customers, whether consumers, distributors or processors. Individual talent is best expressed in the collective. The intelligence of the group, the debate and the confrontation of the actors optimize the final decision and its sensory and accounting results.