About Riverland Wine

Riverland Wine is the face of the Riverland wine industry and proudly represents both South Australian Riverland winegrape growers and wineries. It is the union of the Riverland Winegrape Growers Association (RWGA) and the Riverland Wine Industry Development Council (RWIDC).

The Riverland wine region’s contribution and relevance to the Australian wine industry

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Our Committee

Standing:  Jim Markeas, Henry Crawford, Brett Proud, Jo Pippos, Chris Byrne, Peter Hill, Brett Rosenzweig, John Angove.
Seated: Kate Kroemer, Sheridan Alm. Absent: Bill Moularadellis, Joe Russo

Our Vision

Riverland wines are recognised and enjoyed by consumers around the world.

Our Mission

To provide the coherent leadership, resources and coordination necessary to drive a profitable, dynamic and sustainable Riverland wine industry, for the benefit of members and the community.

Strategic Keys

Our Strategic Keys are underpinned by responsive, interconnected and complementary objectives that will drive benefit for our members and allow us to grow dynamically to meet the needs of our growers, wineries and the broader wine community.


Increasing industry capacity for effective decision making and risk management.

We will build the region’s knowledge of its operating environment, its businesses and their circumstances, of our markets, of the impact its wines have on the world, of what influences pricing, and of emerging business and operating models. 

It’s often taken for granted that individuals operating in small, medium and large businesses have the knowledge necessary for success. That may be so, but as a  region, we will harvest the knowledge and organise it to enable more businesses to know more about the things that will support success. For example, water markets, wine markets, weather data, digital platforms and dashboards, resulting in using fewer chemicals, less diesel and less water. It will retain more wealth within the region – boosting the circular economy. This knowledge will inform the other three keys.


Achieving long-term pricing that reflects our quality and consistency. 

Through the intimate knowledge of the region’s customers, consumers and their values, the Riverland Wine brand will be re-established. 

Successful improvement in regional brand value gives us the opportunity to take advantage of, and build, our brand in global markets to obtain the long-term price that our product quality and consistency deserve.

We will provide leadership in obtaining funding and cross-sectoral development of wine, food and tourism experiences that are globally competitive, sophisticated, and driven by strategy. Over time, this will increase the value of our grapes and wine and eliminate poor experiences that downgrade our regions value.

Continuous Improvement

Encouraging & promoting excellence in operations from vine to dine.

The term Grape and Wine 4.0 (from ‘Industry 4.0’) describes how transformative technologies connect the physical world with the digital world.

In order to overcome the paradigm of ‘running to stand still’, the continuous improvement methodology of ‘Plan Do Check Act’ will be used to apply knowledge from the transformative technologies to the region. This will result in the Riverland wine region being Australia’s most innovative and progressive wine region. Specifically, this will be achieved through the improvement of our capacity as business operators, improved training and skills development, support of research and development, regionally focused production optimisation projects and improving our water management and use.


Building influence to increase opportunities & outcomes from industry levies and benefits from industry research & development.

Riverland Wine will actively engage members to identify issues and look to articulate innovative solutions that are responsive to industry needs, and manage strategy implementation. Riverland Wine will build the capability to influence at the regional level and beyond.

We will build national influence to increase the region’s share of global opportunities, outcomes from industry levies and benefits from industry R&D. 

We will attract support for regional branding and marketing and attract suppliers of value added services in important areas such as skills development. By deliberately building influence and national position, we will build our value in the eyes of the industry, its suppliers, and consumers alike.

Externally, Riverland Wine has successfully influenced policy of the three tiers of government, peak industry bodies and research institutions, that has resulted in a greater allocation of resources directed to Riverland Wine to service its members and meet its organisational objectives. Importantly, key stakeholders have supported the research, development and adoption spending in Riverland Wine’s keystone projects.

Riverland by the numbers

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Our responsibilities

Riverland Wine is the largest wine region representative organisation in Australia. Riverland Winegrape Growers Association (RWGA) and the Riverland Wine Industry Development Council (RWIDC) are the two member based bodies that are represented by Riverland Wine. Recognising the common interests and objectives of Riverland wine growers and winemakers in the region, the two member based bodies Riverland Winegrape Growers Association (RWGA) and the Riverland Wine Industry Development Council (RWIDC) combined in 2010.

Now as a single entity, Riverland Wine’s primary interests and responsibilities are to:

  • Influence Government policy at a national, state and local level and to effect the outcomes to the benefit of the Riverland community, environment and economy
  • Seek to increase the financial success and competitiveness of the region
  • Engage the stakeholders within the community
  • Provide a collaborative approach to drive industry growth and best practice across product supply, production and regional business development
  • Work smarter – promote adaptability and regional innovation
  • Drive product consistency and delivery
  • Invest in the education and innovation of the member community and their practices, to increase sustainability
  • Promote brand Riverland so its appellation is desirable nationally and internationally
  • Look after the community, their health and well-being

Our Structure

Riverland Wine combines the strengths of the Riverland Winegrape Growers Association and the Riverland Wine Industry Development Council. The committees and sub-committees of Riverland Wine work together to ensure the region’s needs and priorities are appropriately considered and acted upon through the various industry organisations, and through strong advocacy to tiers of local, state and federal government. 

Direct links for representation from the regional body exist with the South Australian State (WGCSA) and Federal (WGGA) wine grape grower groups. In each case the Riverland Winegrape Growers Association nominates the committee member it wants to represent the Riverland’s interests on the respective organisation’s management committees. 

South Australian State (SAWIA) and Federal (WFA) winemaker organisations are membership based organisations that draw their management committees from their pool of members. In the case of the South Australian Wine Industry Association, Riverland Wine is asked to nominate a representative who is a member/contributor of both organisations. 

The Riverland Wine Organisation Chart does not represent a hierarchy but shows the avenues that Riverland Wine can take for interaction/advocacy at both State and Federal levels. 

Our Members

Riverland Wine has over 900 members and divides them into six different categories. These are detailed below.

Niche – an expanding group of producers with exceptional consumer appeal that supply high value grapes from both traditional and alternative varietals, old vines, and biodynamic vineyards.

Differentiated & Diversified – produce high value grapes as a part of a diversified income source that also includes off-farm income, tourism, horticulture, wine production and lessors of water.

Scale – Riverland has some of the world’s largest and most efficient vineyards using traditional and new business models.

Staying Small/Commodity – unable to achieve economies of scale as producers or with product differentiation and face the challenge of transforming their business.

Boutique – local and out of region wineries that are producing very high value differentiated wines with high efficiency production due to the region.

Publicly listed – large publicly owned wineries that achieve high efficiency production of the region. Global reach, long-term commitment.

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