The air is cool and crisp, with the radiant blue skies that only late winter can provide. On the crest of the hill in front of me, a troupe is studiously pruning Ch. Lafite Rothschild’s oldest Cabernet Sauvignon vines, their roots sinking deep into the precious gravel soils that define the First Growth’s wines. Looking over a junior member of the team’s shoulder is Luís Pinto, making sure that no mistakes are being made as they shape the vines for the future, laying the groundwork for not just 2024, but the vintages beyond that. Sporting navy-blue Domaines Barons de Rothschild overalls (vintage, sadly out of production and unavailable for purchase – I asked), Pinto has been working at the estate for over 30 years, and now leads one of the vineyard teams. As you might guess given his name, his family is Portuguese, although he was born and raised in Bordeaux. In fact, his mother even worked the harvest at Lafite, and Pinto has pictures of himself as a child at the on-site nursery the château then had for workers’ offspring – perhaps sewing the first seeds of his future profession. As Louis Caillard, Vineyard Manager at Ch. Lafite Rothschild and Ch. Duhart-Milon, explains, Pinto isn’t an anomaly. Caillard heads up the 80-strong team which works across both properties (and are managed identically when it comes to the vines). The vast majority of this team are extremely local, coming from within a 20-kilometre radius of the château, and once they join the team, few ever leave. Much has changed over Pinto’s many years working these vines – offering an on-the-ground view of viticultural trends. He remembers a time when they would rip out hedges and trees to make room for vines, focused more on yield, now coming full-circle to reinstate the biodiversity that existed before. Today there’s more appreciation of the craft and calling of a vigneron, or vine-grower – a return to traditional vineyard management.  Looking at pruning, for example, Pinto explains how there are no set rules: “Each person prunes a vine as they wish,” he tells me. They respond to each vine, its needs, looking at the sap flow and thinking about its long-term future, rather than just the next season. It’s very Simonit&Sirch in approach – although Pinto is bemused by such a suggestion; for him, it’s how he learnt to understand vines. “All it is, effectively, is that we think,” says Caillard. “It’s always existed; it’s just that we had forgotten it a little.” The challenge is teaching this sort of instinctive approach to managing a vineyard. “I don’t follow a recipe anymore,” says Pinto. It’s not just knowledge he is trying to pass on to his team, but “a way of thinking”, he says, one that inevitably comes from experience, from making mistakes and learning from them. There’s a drastic difference between studying the theory from a book, and standing in front of a vine, secateurs in hand. Of course, the idea of making mistakes when the wine commands the reputation (and price) that Lafite does might seem daunting – but it’s this that sets top addresses apart. Lafite’s scrupulous approach to quality, declassifying any fruit that doesn’t meet its very high standards, is a luxury that not all producers can afford. For Pinto, it’s this dedication to quality and long-term view that has kept him at Lafite all these years. There are plenty of properties that will rip vines out once they reach a certain age, all in the name for better crop loads, but at Lafite, the philosophy is to see “how far we can take the vine”, nurturing parcels into old age. His work might be cyclic, following the vine’s yearly progression, but there are changes every year – an effort to constantly evolve and improve. This, perhaps, is what – for me – is most interesting about Lafite. It’s not just the finesse and elegance of its pinpoint Grand Vin that sets this estate apart, but the way in which it has quietly been changing the way Bordeaux works, pushing forward in its pursuit of excellence. For over a decade, they’ve had Manuela Brando leading their Research & Development; talking to her is fascinating, with trials on everything from biodynamics, rootstocks and treatments to umbrella-like covers as an alternative way to combat mildew. If successful, these trials are transferred to the wider vineyard – with training that means the team never stops learning. Just the other day, Pinto tells me, they had a session on agroforestry – something that he’s clearly fascinated by. Pinto seems relaxed, joking lightly with us, but is also quietly serious when it comes to his work, knowing that every decision they make in the vineyard is critical to the quality of the wine that eventually emerges from the cellar. “Every decision has an impact,” echoes Caillard – “and, in fact, nothing is simple.” Difficult it might be, but Pinto is pleased with the progression he has seen over the years. “You can feel the terroir a bit more again,” he says. The shift to organic, re-introduction of hedgerows and trees to the vineyard, which in turn has brought an array of fauna – butterflies and ladybirds, for example, has transformed the property. As an apiarist, he’s acutely aware of the wildflowers that now blossom and abundant bees they attract. At the end of the day, however, there’s no wizardry, he suggests, to what they do – it’s simple: “We respect the vines a bit more.” With the gloss of an estate like Lafite, a First Growth whose reputation is so immense, it’s easy to forget the work that happens behind the scenes. But, as Caillard knows all too well, “You cannot achieve anything technical without the people; people are key to everything we do.” People like Pinto, so clearly at one with their calling, the place and vines, are what make truly great wine – separating the excellent and exceptional. As our conversation draws to a close, Pinto returns back to his team, his stocky frame receding down the row of vines and weathered face turned once more to the bright sunshine, as deeply rooted in this terroir as the Cabernet Sauvignon that surrounds him. Browse all current listings of Ch. Lafite Rothschild, or read more about Bordeaux

As we continue to take you behind the scenes at Bordeaux’s top addresses, our latest feature shines a light on Ch. Lafite Rothschild. We caught up with one of its vineyard team, a vigneron who has dedicated over 30 years of his life to the First Growth’s vines

Taking you behind the scenes at Ch. Lafite Rothschild to talk to one of the Bordeaux First Growth’s vineyard workers

The call of the vine – Ch. Lafite Rothschild

The call of the vine: Ch. Lafite Rothschild

This year Michael Silacci is celebrating 21 years at Opus One. Taking over as winemaker for Napa’s first cult estate and arguably the region’s most famous property (a joint venture between Ch. Mouton Rothchild and Robert Mondavi) was no small task. But Silacci’s experience was almost unparalleled; he’d worked in the valley for 40 years, under some of the most iconic producers in the region’s history. In the 1980s, Silacci was mentored by America’s most influential post-Prohibition winemaker, André Tchelistcheff at Beaulieu Vineyard. In the 1990s, he became the right-hand man of Napa legend Warren Winiarski at Stag’s Leap Wine Cellars. When he took the role at Opus One in 2001, he was making wine alongside Mouton’s winemaker Patrick Léon and Robert Mondavi’s son Tim Mondavi. Of all the many things he learnt from these mentors, it was their belief in him that really empowered him – and it was this that would shape his work ethic at Opus. Silacci understood the power of responsibility from a very young age. Working in his grandfather’s dairy farm at the age of 10, he was an essential cog in the operation. “He was a very practical man,” says Silacci of his grandfather, “and would allow me to get on with my work, without ever looking over my shoulder.” Silacci quickly learnt what was expected of him. Silacci found himself in a similar position in his first winemaking job. He had just finished his studies at the University of Bordeaux. While he had worked in wineries and vineyards before, up until that point he had never really been given any responsibility or allowed to make decisions. In a subsequent internship, he found himself under the mentorship of Bordeaux wine legend, Denis Dubourdieu (Ch. Doisy-Daëne), who turned to Silacci and said, “You have taken all the classes, so make the wine!” Dubourdieu instantly put his faith in Silacci’s abilities, which was hugely inspiring for the young winemaker.   It wasn’t long before Silacci was drawn back to the US and Napa where things were really starting to develop; first working at Beaulieu Vineyard, then at Stag’s Leap Wine Cellars. In the 1990s, Silacci witnessed a lot of change in the valley as phylloxera ravaged the region. “First, there was denial, then there was anger and finally we learnt from it,” he says. “If Napa was to survive as a wine-producing region, people had to work together to solve its problems.” The group effort that followed – experimenting with rootstocks and clones, and most importantly sharing their discoveries, seeking the right combination to sustain the region’s future –was inspirational. This was a problem that couldn’t be solved by the individual.  When the opportunity arose to join Opus One in 2001, Silacci leapt at the opportunity – but it wasn’t an easy start. Silacci was used to a hands-on role, working in the vineyard and winery. At Beaulieu Vineyard, he oversaw 28,000 acres, five vineyard management teams, five winemakers and 85 grape growers. Under Tchelistcheff and Winiarski, he had learnt how to read the valley – noting how fruit in the same vineyard changed where the soils did, that different parts of the same vineyard would ripen at different times. It was this understanding of Napa’s terroir that he wanted to bring to Opus. His first week, however, consisted of back-to-back office meetings. “Don’t ever schedule a week for me like that again,” he told his PA.  Silacci arrived at Opus One with his eyes wide open and mouth shut, wanting to observe how the operation was working – and where potential problems lay. While everyone knew what they were doing, h felt that a sense of collective responsibility – and the passion that comes with that sense of ownership – was missing.  In such a big organisation – operating as part of the Mondavi stable in Napa – he wasn’t going to be able to change things overnight, but Silacci didn’t waste any time in the vineyard. When he arrived, the viticultural teams worked across the brands. One week they would be pruning To Kalon (Napa’s prized vineyard, of which 100 acres goes into Opus One), and the next week they would be pruning vines for a $25 bottle of Chardonnay in Carneros. For Silacci, this didn’t make any sense, and the vines needed to be treated differently. He knew from experience that a permanent viticultural team taking ownership of the vines they cared for would improve the quality of the fruit. Within four weeks, he had two teams dedicated solely to the Opus One vineyards. Changing attitudes in the cellar was not so easy. “It was very difficult to integrate with the team,” admits Silacci. “They were very set in their ways and were not really interested in doing things differently.” Silacci identified that it wasn’t what they were doing, but their attitude towards doing it that he felt was wrong. “The cellar crew only did one thing at a time,” says Silacci. “That was their reason for doing something well.” But Silacci, true to form, took a different approach. “Any living thing, human or plant, has to have a sense of urgency,” he says. “If you give people too little work to do and vines too much water, they develop a sense of leisure, they get distracted and miss opportunities… But if you give people too much to do and the plant too little water, they develop a sense of anxiety. They are stressed, which is not healthy and they make mistakes.” Silacci’s goal was to find a middle path. More than that, like his mentors before him, he wanted them to take responsibility in what they did and, with that, instil more passion in the team. “I knew they understood the mechanisms of winemaking,” says Silacci, “but I didn’t know if they felt it. I don’t know if they are passionate about what they do.” He decided to split the cellar team into two teams of three. Each was given 22 rows of the top vineyard. “Between them they had to make all the decisions on pruning, suckering, fruit drop, harvest decisions – everything.” Each team would then make around 1,000 bottles each at the end of the year.  Projects like this, Silacci believes, not only gave his team a sense of autonomy and responsibility, but it helped build passion for what they were doing. “You create a sense of urgency, and you get back a sense of focus,” he says.  Silacci believes that a consensus among the team is key – but only if everyone is equally invested in the final product. Today he has a permanent team of five, who together create the final blend. They are also joined at the later stages by Mouton’s Jean-Emmanuel Danjoy and another of the Mondavi team. Typically, they produce over 50 blends each year before making their decision. And it’s the most important decision of the year. “Blending really is at the heart of Opus One,” Silacci says.  The idea is that everyone in the team has a voice – and everyone is listened to equally. He feels it took 10-15 years for the team to completely understand this consensus-driven approach.  While the theory may not always work, admits Silacci (“Ultimately it is my head on the chopping block”), his aim is to empower his team with responsibility. Like his mentors before him, he loves to give them autonomy in their role, allowing them to figure it out on their own – meaning they’re more invested in what they do. “We all have a blind spot,” he says, “But if you have people standing with you, looking out, they mask your and other people’s weaknesses and you build a circle of people each with their strengths,” he says. For Silacci, the collective – like a blend – is stronger than the individual. “The very best teams,” he says in a calming, zen-like tone, “are not circles, but spheres.” And that perfect sphere is what he continues to strive for at Opus. Find out more about and browse all listings from Opus One or read more Editorial 

Under the tenure of winemaker Michael Silacci Opus One has gone from strength to strength. But it’s not him or owners Mouton-Rothschild and Mondavi that are at the heart of its success; for Silacci, it’s all down to the power of collective responsibility

After 21 years at cult Napa estate Opus One, Michael Silacci believes much of his success lies in collective responsibility. Here’s why.

Opus One's winemaker on collective responsibility

Opus One’s Michael Silacci on the power of collective responsibility

When Jean-Marie Fourrier bought legendary Australian estate Bass Phillip in early 2020, he envisaged being there a lot – even being there for the 2020 harvest. “But ‘a small virus’ can make things very challenging very fast,” he said, raising an eyebrow. With the arrival of Covid-19, Australia promptly shut its borders – and the winemaker has only been able to visit his new domaine via conference call.   Fourrier is one of Burgundy’s superstars. Since taking over his family estate at the age of just 23 in 1994, his wines have rapidly become some of the region’s finest and most desirable. Based in Gevrey-Chambertin, he crafts wonderfully elegant, pure expressions of Pinot Noir – wines that, given the significant demand, are strictly allocated each year.   When news broke last year, however, that he was venturing Down Under, it was unexpected. In his youth, he did a stint at Domaine Drouhin, Oregon. And while many Burgundy producers have set sail for the US (De Montille, Méo-Camuzet, Drouhin and Lafon, to name but a few), there is something culturally improbable about a Frenchman taking to Australia. (Although it’s not the first Franco-Australian project – with Australian Andrew Nielsen’s Burgundy micro-négoce Le Grappin and Jane Eyre two others.)  Even more unusually, perhaps, he hasn’t set up his own project, but taken over an existing one – and one with quite the legacy.  Bass Phillip – in Gippsland, Victoria – is one of Australia’s iconic wineries. Phillip Jones planted the first vines in Leongatha in 1979, an unlikely choice given, at the time, the area was known for its dairy production rather than viticulture. The first wines were released in 1991 – and established the producer’s reputation for outstanding, age-worthy Pinot.   Phillip Jones has been running the show here ever since. Now 74, and with no children to take Bass Phillip on, he started the search for a successor several years ago.  Enter a consortium led by Soo Hoo Khoon Peng (a Singaporean wine importer and former owner of the Wine Advocate) and Kent Ho (a Hong Kong entrepreneur) who approached Fourrier three years ago. For Fourrier, it seemed like fate, having consulted for the winery briefly in 2002.   “Sometimes you can see the stars aligning,” Fourrier tells me. “I wasn’t specifically looking for Bass Phillip, but it came on my desk, after 20 years.” The deal was signed officially in March 2020.  It was, in Fourrier’s words, “a turning point” in his life. Having already added a négociant arm to his Burgundy operation in 2011, he was looking to expand further – but even for a grower of his success, Burgundy land prices are prohibitive.  “If you don’t expand, you see the next generation fighting over a small company,” explains Fourrier. With two children, an inheritance plan is key to preserving what he has worked so hard to build. This combined with the threat of climate change – excessive heat and frost, and associated yield fluctuations – made diversification to other parts of the world the obvious way forward, providing a sustainable way to preserve the family business.   Australia offered the “possibility to make wine twice a year… and the chance to be a student again,” Fourrier says – his eyes lighting up at the potential.   Some of the appeal was the boutique size of the operation, as well as the age of the vines (planted in 1979 and 1986, and all massal, rather than clonal, selections – something Fourrier is insistent on). He also has a man on the ground – with his brother-in-law Adam Francis, who worked several vintages with Fourrier in Burgundy. Francis, along with his family, has relocated from Adelaide to take on the role of General Manager, handling the day-to-day at Bass Phillip.  While the property’s reputation is for Pinot Noir, Jones initially planted Cabernet Sauvignon – with Ch. Ducru-Beaucaillou the original inspiration behind his Gippsland vineyard. After becoming enamoured with the wines of Henri Jayer (whom, coincidentally, was one of Fourrier’s mentors), Jones switched to Pinot Noir, later planting Chardonnay and small plots of other varieties (including Gewürztraminer, Nebbiolo and Gamay).  To this day, Bass Phillip remains unusually isolated given its success – surrounded by dairy farms rather than other vineyards. This cool corner of Victoria is lush and green, cooler and wetter than Burgundy – Fourrier compares it to the climate of Burgundy in the late 1980s and ’90s. “It’s why [the wines] have this purity and character,” Fourrier explains. With water becoming an increasingly precious resource, the site’s 1,000mm of annual rain (compared to 750mm in Burgundy) is a major asset, and the vines have always been dry-farmed.  But with Fourrier at the helm, what lies ahead? “Evolution not revolution” is the philosophy here – and not to imitate Burgundy, Fourrier emphasises, but continue Jones’s work and take Bass Phillip to the next level. In that spirit, much of the original team is staying on – including Senior Winemaker John Durham and Vineyard Manager Mick Kelly.  The winery needs some attention and Fourrier wants to change the trellising of the vines, but the first priority is ensuring that every bottle released performs as expected. “I think Bass sometimes could be a bit inconsistent, a bit bumpy,” Fourrier says. “If I’m not happy to drink a bottle at home with my friends, I’m not happy to sell it. Everything has to be spotless.”  The Burgundian has already started addressing this with the soon-to-be-released 2019s. While he didn’t make the wines, he made the selections for bottling – selling off a third of the volume made and reducing the range significantly. There will now be only four tiers to the range of Pinot Noir and Chardonnay: Since 1979 (the newly named entry-level cuvées), Estate, Premium and – the top bottlings – Reserve.  He is also going to change the closures – to help ensure the wines age as well as they should. Corks will – as of 2020 – be courtesy of the same supplier he uses in Burgundy, and foil will be switched for wax (something he feels balances the natural variation in cork).  Otherwise, he plans to gradually reduce the use of new oak (“I don’t like to see the waste of oak, a natural resource”), focusing on the fruit and terroir of Bass Phillip, and he’s examining the philosophy in the vineyards – which are currently farmed biodynamically.  The Burgundian bought the estate just after the 2020 harvest and, with travel impossible, Jones agreed to stay on to make the vintage. The 2021s will be the first wines over which Fourrier had complete control, from vineyard to winery – albeit from afar (“My first digital harvest,” he says, laughing). He’s in constant conversation with the team, talking every couple of days (more during vintage), and very happy with the 2021s. “For me, I can really see the step up of where we want to go,” he says.  Australia’s borders are set to reopen in November and Fourrier plans – restrictions allowing – to be physically present for the 2022 harvest. With his son now 16, he plans a six-year transition in Burgundy so that he can spend more time at Bass Phillip, but he’s also exploring options in the US (he does, after all, have not one but two children). “For whatever reason, I have a secret dream: to make Chardonnay and Pinot in Burgundy, the US and Australia…” he confides. He has concerns regarding the Californian climate, with recent fires and excessive heat troubling his mind, but is considering higher elevations to combat this threat.  The Burgundian has big ambitions – but, fortunately, the talent to match. The world and these new terroirs are, for Fourrier, just “a way to diversify my passion to places I love”. He’s certain he’ll make mistakes along the way – that’s the nature of running a business – but, as he tells me, “Imperfections make the beauty of wine.”  Find out more about and browse listings from Bass Phillip, Domaine Fourrier or Jean-Marie Fourrier. 

Jean-Marie Fourrier is already one of Burgundy’s leading names, but the winemaker is restless. We caught up with him to hear about his new venture in Australia – and why he’s always got one eye on the horizon 

Burgundian winemaker Jean-Marie Fourrier on his new venture in Australia – and why he has always got one eye on the horizon

Jean-Marie Fourrier – from Burgundy to Oz

Jean-Marie Fourrier: from Burgundy to Oz

Sauternes might be the most distinctive wine on the planet. Its combination of power, unctuosity and aromatic complexity is unparalleled. These extraordinary wines consistently compete with the finest wines made anywhere in the world. But unlike most wines of the world, Sauternes’s journey from vine to bottle is a tumultuous affair. Typically, over half the crop is sacrificed in order to reach the heady levels of complexity the region is famous for. The journey from berry to bottle is one of the most fascinating molecular transformations and one of wine’s greatest miracles. Bérénice Lurton of Ch. Climens describes the process “as a sacrifice, death and resurrection all in one. It is like the rising of the phoenix,” she says. “Within the process of the grapes’ destruction is the ability for transcendence and transmutation into something else, something beautiful.” Every Sauternes vintage is a rollercoaster ride of unknowns – one that would leave most vignerons at the end of their tether. “All the rules you know about wine production: forget about them,” Lorenzo Pasquini – who recently arrived at Ch. d’Yquem – says. The grape’s reaction to its terroir, to humidity, to the process of noble rot: it’s all a gamble and, often, a gamble you lose. No one understands this game of chance better than Bérénice Lurton. The crop at Ch. Climens has been decimated in the last few years. She hasn’t made a sweet wine of any volume for five vintages in a row. Frost has become the biggest threat of late, completely wiping out the most recent 2021 crop as well as 2017. The severity of the damage to the vines in 2017 encroached on 2018 too, where coulure (poor fruit-set) and mildew also dwindled production to zero. In 2019 it was the attack of the drosophila fly that destroyed almost the entire crop, and in 2020 it was hail’s turn to wipe out production. No one in Sauternes is left untouched by the risks involved. Once – and if – your crop survives, there are several key elements to a successful vintage in Sauternes. Pasquini thinks it is best to think of Sauternes as having two ripening phases per season. The first is like any other wine region: the maturation of the grapes. The varied terroir here plays its role. The gravel and clay soils at Yquem, for instance, are vital in reducing the vigour of the vines, naturally producing small bunches of concentrated fruit. Pasquini remembers being taken into the vineyard to try the grapes when he first arrived at Yquem. “It was just incredible how tasty they were,” he says. This concentration is an essential part to the finest Sauternes. At Ch. Doisy-Daëne and Climens, it is Barsac’s limestone soil, which brings added florality, salinity, freshness and aromatic complexity to the final wine. This first phase of ripening will determine the style of vintage (rather than the final quality). Lurton describes how 1997, 2002, ’04 and ’07 were all dull summers in Bordeaux; while not great for the region’s reds, they were incredible vintages for Sauternes. The cooler temperatures produced a brighter, more acidic style with great tension. The development of botrytis following this was a great counterbalance, adding richness, intensity and aromatic complexity. “But it doesn’t have to be a cool vintage in Sauternes to be a great one,” says Lurton. Dry, sunny years like 2005, ’09 and ’15 produced a richer style of wine – with botrytis only adding to the opulence and richness of the year. Once the grapes have reached maturity, and only then, do vignerons pray for botrytis to arrive. “The botrytis plays two roles,” says Ch. Doisy-Daëne’s Jean-Jacques Dubourdieu. “Most famously it is known to digest the skin of the berry and this allows for the water evaporation from the berry, and therefore concentrates the sugar in the grape.” But Dubourdieu believes its second role is just as important, but less well known. “The botrytis causes a chemical reaction in the berry. As a way to fight the botrytis, the berry produces precursor aromatics in the grape. Depending on the maturity of the berry when the botrytis arrives, this directly affects the concentration of aromatic precursors produced.” The magic number for Dubourdieu is a potential alcohol level of 13%. “If the berry is at this level of maturity, it can produce up to 50 times the number of aromatic precursors than less mature grapes.” Once the botrytis sets in, the vignerons then pray (and there is a lot of praying) for another dry period in which the grapes can further concentrate under the effects of botrytis. This is where the wind – a key feature of Sauternes’s microclimate – becomes vital. The wind can quickly concentrate the grapes – but, depending on the varying exposures and terroirs within the region, different styles of botrytis aromatics and flavours develop adding even more complexity to the wine. “Having more botrytis grapes to choose from, creates more flavour complexity in the final blend,” says Pasquini. This is, in many ways, Yquem’s greatest asset – with 113 hectares under vine. In some vintages, quality botrytis might only be successful in one part of the vineyard, but in a great vintage there is opportunity to blend the different botrytis styles from across different microclimates for a more complex expression. This is what brings such variation in style from château to château, and vintage to vintage. Production in the last few years has been on a worrying sliding scale. The sacrifices made seem to be greater with every vintage. For a winegrowing region whose fortunes are so much in the hands of Mother Nature, is Sauternes at risk? Is there a danger that we will lose the unique conditions necessary to make these unique sweet wines? For Dubourdieu, the warming climate has, on the contrary, brought many benefits. Firstly, the grapes much more often reach 13 degrees potential alcohol before botrytis sets in, meaning there are more years in which he can craft “great” wine. His biggest concern, however, is that the climate is pushing the onset of botrytis later and later. “The 2020 is a perfect example of this,” he explains. “The grapes had reached significant maturity by the end of August, but botrytis didn’t arrive until mid-October.” The dry, warm, sunny September held off any onset of botrytis. “The danger of this is if botrytis comes too late, there won’t be enough power from the sun to concentrate the berries through the all-important evaporation process. Also there is the risk of the acidity dropping too.” Beyond mid-October, if no botrytis has formed the whole vintage could potentially be lost. Fortunately this hasn’t yet been the case, but 2020 came close – and it could become more of a threat in the future. “For now, the issue is quantity, not quality,” says Dubourdieu. “The increased levels of mildew in the summer, the hail and the spring frosts – these are our concerns.” Sauternes has had a long line of great vintages, however volumes have been decimated. Whatever the appetite in the market is, there is very little Sauternes available from the most recent vintages. There’s often a question over the appeal of these luscious wines – but Sauternes production is so limited that its audience can only ever be small. Yquem, Climens and Doisy-Daëne all describe themselves as guardians of this unique craft, rather than vignerons feeling commercially pressured to produce a drier style in greater volume. They know that for many wine enthusiasts drinking Sauternes is not a regular occurrence – but they want it to be one of the most memorable wine experiences of their lives when they do. And that’s the magic of these wines. Despite the low volumes, Pasquini, Dubourdieu and even Lurton are optimistic about Sauternes’s future. Quality has never been better and they’re in a long-term game: they look at yields over 20-year, not five-year, cycles. There is a new buzz coming from a rise in tourism in the region, while the spirits industry’s recent interest in Sauternes barrels for cask finishing is yet another alternative income (with old barrels selling for five or six times more than they bought them for), not to mention the publicity – bringing Sauternes to a whole new range of potential consumers. Unfortunately, 2021 is looking like another miniscule vintage for the region and that’s even before botrytis has arrived. But not even this dampens Dubourdieu’s mood: “If you want to control everything, you certainly wouldn’t be a vigneron. As a vigneron you learn to live with uncertainty.” For Lurton, “Living with such uncertainty keeps your feet on the ground.” As the region continues to develop, their experience of uncertainty and necessary sacrifice, Lurton believes, means Sauternes “will never lose its soul”. Discover our current Sauternes listings or read more Editorial

Producing Sauternes is a noble venture – one that often brings more risks than rewards. Gavin Smith talks to three of the region’s leading producers about the perils of crafting the world’s most sought-after sweet wines – and why it’s worth it

Exploring the perils of crafting the world’s most sought-after sweet wines with three leading Sauternes producers, Chx Climens , D’Yquem and Doisy-Daëne.

Sauternes – the great sacrifice

Sauternes: the great sacrifice

Just over 25 years ago, French fashion house CHANEL entered into the world of fine wine, purchasing the largely underperforming Margaux Second Growth estate Château Rauzan-Ségla. Two years later they acquired the Saint-Emilion Premier Grand Cru Classé, Château Canon. They have since turned these properties into two of the most in-demand fine wines in Bordeaux today. In 2019 CHANEL embraced their latest endeavour, acquiring Domaine de l’Ile, a prestigious wine estate on the French riviera on the exclusive island of Porquerolles, the largest of the “golden” islands just off the Côte d'Azur. Sharing the same philosophy as their sister wineries, they have invested in a stellar winemaking team at the Domaine, enlisting the help of Pierre Etcheberry and celebrated winemaker Nicolas Audebert (of Châteaux Rauzan-Ségla and Canon). Nicolas Audebert is in fact a local to the region, born and raised in the nearby port city and naval base of Toulon. We caught up with him to discuss returning to his roots in Provence and to find out what makes this idyllic island so well-suited to fine wine production. “I was born in Toulon. My father was a naval officer, so we used to travel a lot, living in different countries, but we would always return to Provence. Porquerolles is a very special place to me as we would spend time sailing there with friends and family.  Probably my strongest memory of when we were kids is sailing with my family and spending nights “au mouillage” on the Notre Dame beach. My brother and I would wake up early in the morning with a mission:  buying some bread in the village. We would spend the whole morning walking on the back trails, discovering the island and its incredible nature, guided by the eucalyptus perfume to finally reach the Place d’Armes, where the bakery is. By the time we were back on the boat, it was lunchtime.  As a child, Porquerolles was the epitome of nature and freedom.   My travels and the great outdoors are part of my DNA, that’s why I decided to study Agronomy and then Oenology in Montpellier. Winemaking took me to Champagne, South America, Bordeaux... Today, coming back to Porquerolles is like coming back to my roots - and making wine there is the icing on the cake.”  The history of Domaine de l’Ile The island of Porquerolles is a place of idyllic beauty with a fascinating history. First inhabited in 1820, the island was largely destroyed by a devastating fire at the end of the 19th Century, before being auctioned off in 1910. The island was acquired in its entirety by François Joseph Fournier, who as Nicolas explains, “was a man of many lives”; the son of a poor Belgian boatman, he became fabulously rich thanks to his discovery of the largest seam of gold ever found in Mexico. Fournier was the sole bidder in the auction of the island, which was a wedding gift to his wife, Sylvia. They actually established vines on the island almost immediately, planting vineyards on different strategic plains of Porquerolles. Under their visionary and watchful eye, the island reclaimed its agricultural character. It sprung back to life; an oasis in the middle of the Mediterranean. The vines populated its gentle slopes and fuelled the chatter in the village. The vineyards were in fact some of the first in the region to be classified as Côtes de Provence, due to the quality of the wine produced. In 1957, the island was divided up between the four Fournier daughters; each one received a plain. Progressively, three of them sold their inheritance to the French government, but Lélia Le Ber (neé Fournier), fought to keep her land and replanted vines on the Brégançonnet plain.  She passed on the estate to her son, Sébastien Le Ber, who managed the family business before entrusting the site to CHANEL, opening a new chapter in the story of Domaine de l’Ile.  From the Classed Growths of Margaux and Saint-Emilion to Provence Asked why CHANEL decided to invest in a new winery, and in particular in Domaine de l’Ile, Nicolas explains that it was "love at first sight" with this island vineyard in the heart of Provence, its special terroir, the Le Ber’s philosophy of Porquerolles and their unique history. “As we took over Domaine de l’Ile in early 2019, Pierre Etcheberry joined the estate’s team as Vineyard Manager. Pierre has an Agricultural Engineering degree and spent three years at Château La Fleur in Bordeaux as Assistant Technical Director.  At Domaine de l’Ile he is now in charge of the winemaking, vine growing and day-to-day management. Pierre stays in touch closely with the teams in Bordeaux, and they visit regularly whenever their support is needed.”   In the vineyard The individual parcels of Domaine de l’Ile were delimited and planted in 1957. While Porquerolles shares similarities with Provençal rosé in terms of the soils and climate, it remains unique because of the insularity specificities, explains Nicolas. “Being an island, Porquerolles has a unique ecosystem: vines grow on orogenic schist bedrock and clay soils, vines are surrounded by wild and protected fragrant flora, under a warm Mediterranean climate and are exposed to fresh saline winds.  The unique environment of the vineyard has a real influence on Porquerolles wines. Surrounded by the sea, growing on an exceptional soil under seasonal high temperatures and exposed to salty winds, the Porquerolles vines produce wines of character with a fresh tension and saline notes. Pine trees, eucalyptus and wild flowers frame our parcels, this very rich naturally odorous environment finds its illustration in our wines, in delicate flavours.” “The blend of grapes in the Domaine de l’Ile rosé is made up of Grenache, Mouvèdre, Cinsault, Syrah and Tibouren.” For Nicolas, these traditional Mediterranean grape varieties express all the uniqueness and insularity of the Domaine de l’Ile wines. “On dry and stony soils, enduring the wind, gorged with sun, the Grenache brings generosity to the blend, a reminder of the sweetness of local life. The Mourvèdre likes to watch the sea. It affirms all its character here and adds its grains of spice. A window opens on the pine forest. The white flesh fruits of Cinsault combine with the freshness and crispness of Syrah. As for the Tibouren, authentic Provençal, it is at home here, deploying its nobility on these shale soils.”  Life on Porquerolles The idyllic picture postcards of the island don’t lie; Porquerolles is exceptionally beautiful. Such landscapes are due to its protection, conservation and very real isolation. During summer, thousands of visitors discover the good life of Porquerolles, exploring the local restaurants, community and the beautiful coastline by walking, biking or sailing. But once the high tourist season ends, nature takes back its rights. Spring is sweet but autumn and winter can be difficult. To live on Porquerolles is a real philosophy of life, a desire of being out of “the continent”, a place where time flows slowly.  Finally, we asked Nicolas’ thoughts on rosé wine more generally and where and when best to enjoy it. “Rosé is the traditional wine of Provence, a region that has nothing left to prove. It designates wines of incredible diversity that can be found on the most prestigious restaurant wine lists all around the world.  From the ones to be enjoyed between friends over a simple supper, to some brilliant and complex expressions of terroir paired with more elaborate menus. For me, when spring begins to bloom, and temperatures rise, opening a bottle of a rosé wine offers you a promise, a foretaste of the coming summer. And in autumn, or even in winter, it will put a smile on your face, as an opportunity to remember the joy and pleasure of the long-gone summertime. Ultimately rosé is the ideal summer wine to share at the end of warm days." Browse Editorial

We speak to winemaker Nicolas Audebert about Domaine de l'Ile, CHANEL's latest wine venture on the island of Porquerolles, just off the Côte d'Azur

Winemaker Nicolas Audebert on Domaine de l'Ile, CHANEL's latest wine venture on the island of Porquerolles, just off the Côte d'Azur

Domaine de l'Ile, CHANEL's latest wine venture

Nicolas Audebert returns to his roots with Domaine de l'Ile

Daniel Humm is the iconic chef behind Claridge's new fine-dining establishment, Davies and Brook. His incredible resume includes setting up Manhattan’s Eleven Madison Park, which surely has one of the greatest wine lists in the world. We were thrilled to ask him and Wine Director Cedric Nicaise the following questions: Davies and Brook is your first venture in London. What was the attraction to set up a restaurant here? Daniel Humm: "I’ve always considered London to be a sister city to New York in terms of
its energy and food culture, so I’ve always been drawn to it. I also used to work at Claridge’s over 25 years ago as a commis, way at the beginning of my career. It’s a real full-circle moment to come back to one of the places where it all started for me, especially when I consider how lucky I am to open a restaurant in one of the most highly-regarded grande dame hotels in Europe." 
How does it differ from Eleven Madison Park?  Daniel Humm: "Though there is a lot of influence from Eleven Madison Park to be found
at Davies and Brook, it is definitely its own project with its own personality. We are really influenced by the culture of London and how it is truly a global city, and I am also inspired by my own travels over the past few years.  "We wanted to look at what fine dining is and then try to imagine what it could be – our menu is more flexible and accessible here, with a la carte and tasting menu options. We serve lunch every day and have an all-day bar menu where you can order small dishes throughout the day and into the evening. Being at Claridge’s really inspired us as well – we wanted to create a restaurant that respected and extended the history of one of the world’s most storied hotels." What are the key signature dishes you have brought over to Davies and Brook and what new creations are you most excited about? Daniel Humm: "We of course brought our classic lavender and honey duck dish from Eleven
Madison Park to London, and it has been received really well by guests. Our team in London, led by Chef Dmitri Magi, has done an incredible job making sure that the quality is consistent on both sides of the ocean. I’m really excited to have the opportunity to work within the culinary traditions and with local produce here in the UK." 
You grew up in Switzerland. What were your favourite dishes growing up? Daniel Humm: "I grew up in a place where what we ate was determined by what my mother
found at the market that day. Of course, one dish that has always inspired me
wasn’t really a dish at all – the milk and honey that my mother used to make me before I went to bed every night has inspired so many desserts at all my restaurants and remains one of my favourite flavors." Who has been your biggest influence in your cooking and why? Daniel Humm: "I am lucky to have had many mentors in my career and people who looked
out for me and inspired me. Gerard Rabaey taught me discipline early on in my career and that has had an impact on me my whole life. Many artist friends like Roni Horn, Daniel Turner and Rashid Johnson have inspired me and helped me find my voice and understand my own philosophy about cooking." The wine list at Eleven Madison Square is mind-blowingly epic! How long did it take to collate such a collection? Cedric Nicaise: "Thank you, that means a lot. The cellar at Eleven Madison has been a labour of love since 2006/2007. Before then the restaurant had invested some resources, but nothing like it would moving forward. The one thing that should be noted is that the cellar at EMP has only had three caretakers in that time and at least 2 have had tremendous impact.   First was John Ragan who became the wine director around the same time that Daniel
Humm became the chef. John is the one who started the growth of the list. When he took over the list was a few 100 wines. When he left towards the end of 2011 the wine list had grown to 2500+ wines. He was replaced with Dustin Wilson. Dustin had much less overall growth to do, by the time he was done after 3.5 years the list was at most 4000 wines.  "But Dustin added a cool factor to the list, before him the wines were very classic, Dustin placed an importance on some of the things happening around the wine world, things with a natural bent, “new Spain”. Things like that. He also developed the Northern Rhone section to being a world-class section. I took over for Dustin in May 2015.  My job has been the easiest.   "The list has grown to 5000 wines and I have tried to keep up with the ideals of my predecessors. While also adding my fingerprint.  I have developed white Burgundy the most, but also represented back vintage California Cabernet to a greater degree.  "Red Burgundy has also been fleshed out quite a bit. Overall I have not actively tried to grow the list, even though it has grown, but I have been buying with an eye to the future. Trying to keep wines in the cellar for longer. Hoping to have more wines that are 3-5 years old, instead of just old wine and young wine. I have also, like my predecessors tried to keep a great deal of value on the list.  Right now we have roughly 350 wines under $100."
 Was it always the plan to have such a comprehensive fine wine list? 
Cedric Nicaise: "I don’t think that it was a spoken intention. I know that when Chef Humm took over the kitchen, his goal was to have a world-class restaurant, and part of that was to have a world-class wine list. When the restaurant started speaking openly about being the best in the world, on the wine team we spoke about having the best wine list in the world.  I think we are far from that, but you have to have goals." How important is matching the restaurant dishes with the right wine, or do you see them as separate entities?  
Cedric Nicaise: "I believe that those two ideas are not mutually exclusive. I think that it is very important to have wines that go with the food. And I think we do. But the wine list is not for me, or for Chef Humm, the wine list is for our guests. And if our guests want to drink young Cabernet with their oysters, or white burgundy with their steak, who am I to tell them that they are wrong, even if I thought they were.  "Wine should be egalitarian, and not pretentious. Drink what you like. Ideally, if the wine is good, and the food is good, isn’t that a good pairing? However, if a guest wants us to choose wines to go with their food, its so important to have wines that can do that." What was the lightbulb moment for you with wine – what wine blew your mind? Daniel Humm: "For me, it wasn’t that I had a lightbulb moment – from the early days, wine was always a big part of my life. Wine was always on the table at every meal, and I love that part of the European culture. Because of that, I always find myself drawn to wines that have a sense of place and tradition." 
How important is wine in your life? Would you call yourself a collector? Daniel Humm: "No I am not a collector, but wine is something that I am always thinking about when we are developing a dish or a menu. It’s a central thought to me, what wine does to food and vice versa. That dialogue is so essential to the way that I cook and the way that I eat. Wine is so important because it carries a real sense of place and culture – you can taste the soil, the appellation, everything.  "When you are drinking wine you are informed about a place and a time, like reading a book or eating a meal. There is pleasure there, but also information. I believe that wine is one of the best ways to get to know a place." 
What would be your desert island wine?  Daniel Humm: "Probably a Dauvissat Chablis." Explore more Editorial 

We chat to the man behind one of the world's greatest wine lists (Manhattan’s Eleven Maddison Park) about his new venture at Claridge's, Davies and Brook

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