Interview with Alexandra Post

swissVR Monitor: Schenk operates in a sector that is undergoing radical change in response to globalisation, price pressures and changes in consumer behaviour. What factors underpin the company’s resilience?

Alexandra Post: The Schenk Group is a fourth- and fifth-generation family business, so although the sector in which it operates is undergoing far-reaching change, its corporate culture is rooted in a long-term approach and shared values. Additionally, the Group decided some time ago – when the second generation was leading the company – that it would pursue a risk-limitation strategy by focusing on winegrowing and wine production in several different countries (France, Italy, Spain and Switzerland) and marketing its wine in more than 70 countries. Diversification of this kind reduces vulnerability to climate change and economic and regulatory factors. We also have a very harmonious relationship between the Board of Directors and the management team in relation to strategy and how it is implemented. And, of course, we are always challenging ourselves and are aware that we need to continue to expand what we offer and how we market it, so that we are even better at adapting to new customer behaviours. That is our mission!

swissVR Monitor: To what extent can the Board, with its strategic role, have a positive impact on organisational resilience?

Alexandra Post: The Board has an important part to play in promoting transparency regarding the market context and the company’s situation so that there is a shared understanding of the challenges the business faces. It is also vital that the Board supports management in difficult times. It has to be able to voice doubts and question how decisions are being made, but once a decision has been made, the Board’s role is to provide cast-iron support for that decision. This strengthens mutual trust. Finally, clear communications – with people saying what they do and doing what they say – along with decisions that have been discussed and are understandable will help to reduce uncertainty and build collective resilience.

swissVR Monitor: Our survey of Board members suggests that a shortage of individuals with expertise in resilience is one of the major obstacles for any company wishing to boost its organisational resilience. What are the implications of that for Boards? Do they need specialists in resilience?

Alexandra Post: It’s not absolutely essential for a Board to include a specialist in resilience and corporate culture. What is important is that the Board is credible and creates trust. It needs to bring together experienced individuals with complementary skills who can keep a cool head and remain objective in a complex market environment. And sometimes, that means striking a difficult balance between challenge and empathy. I value Boards that include both members who favour objectivity, and members who focus more on the human impact of decisions: it’s often a highly successful combination.

swissVR Monitor: Our findings show that very few management teams regularly brief the Board on environmental resilience and sustainability. What is your view of this area – nice to have or crucial?

Alexandra Post: For us, it’s absolutely crucial. The shareholder family has some very strong views about environmental awareness. The Board reviews Schenk’s sustainability strategy every year and analyses the progress that has been made towards achieving our targets. Until this year, cutting our carbon footprint and taking an environmentally friendly approach to winegrowing were our top priorities. Now, we are broadening our approach to other ESG criteria, including biodiversity and water management. The progress that has been made in our sector makes for valuable comparisons and benchmarking that will enable us to position ourselves and identify further scope for improvement.

swissVR Monitor: Which main aspects should a report on environmental resilience tackle if a company were to take that approach?

Alexandra Post: Well, course, that depends largely on the area the company is working in. In our case, it would focus on our carbon emissions, on environmentally-friendly winegrowing and, more broadly, the key indicators of the company’s environmental and social engagement.