ID 23057 RUFFINO_Company Profile
1. Company Plant/Factory Profile
1.1 Ruffino was founded in 1877 by two cousins, Ilario and Leopoldo Ruffino, whodiscovered the ideal place to establish what continues to be the headquarters of thecompany (and Chianti itself) in Pontassieve.
Over 150 years of history, the estates and production facilities belonging to Ruffino havegrown, undergone renovation and have been equipped with the most up-to-datetechnology. It currently employs 240 people across the Group’s 10 estates which sustain
the growth of Ruffino through their daily work.
The company produces and sells approximately 29 million bottles, with 37 labels with 89
countries supplied. Our portfolio is mainly linked to historic appellation in Tuscany
including Chianti, Chianti Classico and Brunello di Montalcino as well as Prosecco andPinot Grigio in Veneto. Ruffino relies on more than 570 hectares of vineyards across its
estates in Tuscany and Veneto: Poggio Casciano, Montemasso, Santedame, Gretole, La
Solatia, Greppone Mazzi, Cà del Duca, La Duchessa and Iulia.
In 2011 the company became part of Constellation Brand, an American multinational
leader in the beer, wine and spirits business.
This acquisition reinforced Ruffino’s international vocation without losing its peculiar
Italian essence.
As part of the long term Ruffino strategy which is aimed to became a key player in the
top quality wine business, at the end of FY23, the Group achieved a long-held goal.
We bought a few hectares of vineyards in the DOC Bolgheri appellation area in
Castagneto Carducci, to which others will be added soon. Bolgheri is a unique place toproduce high-end red wines made from Cabernet Franc, Cabernet Sauvignon andMerlot, as well as whites. Bolgheri represents a new challenge for Ruffino in a region of
established producers, which has become important on the global wine scene over thelast 20 years.
1.2 The total number of employees based in Pontassieve is 153 including Top
Management, Operations, Finance, Marketing, HR, Legal and Sales. Please see
Organization Chart below.

1Wines are produced within our Ruffino Estates or bought from external suppliers andthan moved to our plant in Pontassieve where we have cellars, bottling and warehouse.
Once in the cellars wine can be kept for necessary ageing or prepared and filtered forbottling.
Bottling Department has been the first to be involved on TPM application and is set out
as follows:
3 production lines: line 1 with a 7000 bt/h speed, line 2 with a 13000 bt/h and thePackaging line with a 1500 bt/h that is dedicated to the packaging of the most expensive
products.
2. Milestone on the Journey of Manufacturing Excellence
2.1 TPM philosophy is very close to what we want our team to be: “A group of people withhigh level of interdependence who collaborate to achieve a common Goal, eachmember has a well-defined role based on its own experience and knowledge which arerecognized by the other”.
Our goal is to produce the highest quality products minimizing any kind of losses withan on-going focus on continuous improvement.
That’s why we decided to deploy the TPM methodology within our factory as we believe
it’s the best path to follow to achieve our objectives and be consistent with our idea ofwork and working environment.
The activities carried out according to the “pillars” structure allowed the team to shareskills and expertise across functions, learning together how to deal with challenges inthe best way possible.
This way of working is crucial to get a constantly learning organization system which
not only improves everyone’s skills but help being aligned on the challenges which areworth to be dealt with by the company.
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Before starting this journey back in 2019 we had several areas of improvement withspecific reference to the lack of clear KPI’s and relevant KAI, lack of clarity on process
workflow, no consistency on approaching issues and manage follow up and resolution
and overall lack of synergies among functions.
The TPM Change Wheel and the related Governance have been key to generate thedesired level of change in response to company needs and to external and internal
challenges and through the pillars structure we have set short- and long-term goals
creating a process of continuous improvement.

Our journey started in 2018 when we put together a team to start working on TPM, set
our first PILLAR (Focused Improvement), prioritize projects and get the right level ofconfidence on the methodology and the available tools.
In 2022 we landed to 8 pillars: SHE, QM, AM, PM, EM, TE, IAI
For each of the pillar, a leader and a dedicated team were identified to define their
mission, set up the master plan with relevant projects and timing.
5S program was first used by the H&S pillar on the “Chemical Storage Area” projects.
This area was meant to be used to store Chemical Products and waste but due the lackof organization of spaces and items turned to become a safety risk.

3Our Quality Management pillar has been working on mapping activities and processes
according to the MAKIGAMI format allowing the team to assess and analyse duplicationand losses so to reallocate resources and time and increase efficiency and quality ofperformances.
3. Benefits Achieved
3.1 During this last four year implementing TPM we have reached a really great resultsin terms of safety, quality and productivity as well. We have had zero incident during
2019, 2020 and 2021 and 1 minor injury with one working day absence in 2022. We
reduced our quality complaints from 61 in 2019 vs 9 in 2023. We increase our factorytechnical efficiency from 73,7 % in 2019 to 81,3 % in 2021
3.2 While setting out the Pillars and their related projects one of our goals was toincrease ownership and awareness across every member of the organization allowing
them to approach issues with a proactive mindset so to minimize corrective
interventions.
The Performance Control System daily meeting established in the Bottling area first andin the Cellars later is an easy and straightforward way to interact with the team whichmeets for a 20 minutes session in front of a dedicated Board where they can go throughthe agenda (performance tracking, issues etc.) clearly displayed. This has increased
number of signals reported, allowed timely discussion and resolution of issues and built
a 2 ways communication.

44. Key of our Manufacturing Excellence
4.1 Our Manufacturing Excellence program has been developed to support our ambition
to build “A group of people with high level of interdependence who collaborate toachieve a common Goal, each member has a well-defined role based on its own
experienceandknowledge
whicharerecognizedbytheother”.
Volatility, Uncertainty, Complexity and Ambiguity (VUCA principles) are clearly defining
the business environment we must learn to successfully deal it with, learning to copewith changes, and get the most out of our people to support Ruffino premium strategy.
We will focus on:
 “Zero losses” as a non negotiable; Safety fully embedded into the day-by-day Operations; Increase Database standardization across functions & pillars; Focus on the highest level of quality on both products and operations to support
Company strategy;
 TPM to be consistently used in each and every activity of our Operationsincreasing awareness of the continuous improvement approach among of theteam;
We are the team that puts the company vision into practice in order to meet theexpectations of the people who hoose our products around the world and “become theplant of reference for Constellation Brands and be the first in the Group to receive theTPM award from JIPM”.

5. Achievement record
5The use of TPM integrated in the governance of Operations has allowed us to manage
processes, changes and challenges methodically and in synergy between functions.
The objectives of the individual functions are all linked to corporate macro-objectives.
Every function in Ruffino is aware of being part of a team that works to achieve acommon goal.
Ruffino believes that the TEAM is a "group of people who work together with a high levelof interdependence to achieve a common goal, where roles and skills are defined andrecognized by each member".
In Ruffino TPM methodology helped to increase the involvement of all employees. Thisis important as it develops the responsibility of the people involved and the increase ofknowledge of the whole group through collaborative learning.
Everyone plays an active role, expertise and experience are used by the group forproblem solving. The cross-functional team, working closely together, defines actions
able to eradicate the root-cause of the problems.
The whole Operations team is nowadays focused on proactive and preventive
techniques to improve equipment reliability, the industrial process quality, as well as
reaching an excellent management system.
People and machinery have changed, but above all, the culture has changed.
People have learnt to see the problems, “ask why” and interact to improve their everyday job. Cooperation between departments has been improved working side by side tofocus on the achievement of defined and shared company objectives.
“Effort has been focused and less energy has been dispersed.”6

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