HOW TO USE THIS ONLINE MAGAZINE
by clicking the arrows at the side of the page.
by clicking anywhere on the page. A slider will appear, allowing you to adjust your zoom level.
and move the page around when zoomed in by dragging the page.
and return to the original size by clicking on the page again.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues
a PDF of this magazine.
by clicking on thumbnails to select pages, and then press the print button.
a page via email, Facebook, Twitter and more.
TO VIEW PREVIOUS EDITIONS
, click the
button at the bottom of the screen.
Beyond the Bale : September 2019
5 UPFRONT AWI STRATEGIC FRAMEWORK 2019-2022 SHEEP PRODUCTION, SCIENCE & TECHNOLOGY MECHATRONICS HARDWARE & SOFTWARE DEVELOPMENT NOVEL APPLICATIONS SHEEP & WOOL MANAGEMENT SKILLS WOOL HARVESTING & QUALITY PREPARATION VERTEBRATE PESTS SHEEP HEALTH & WELFARE HEALTHY PRODUCTIVE SHEEP AGRI TECHNOLOGY TRAINING & TECHNOLOGY UPTAKE REPRODUCTION & NUTRITION GENETICS MARKETING CONSUMER TRADE BRAND PARTNERSHIP FIBRE ADVOCACY FIBRE ADVOCACY INTERNATIONAL WOOLMARK PRIZE WOOLMARK PERFORMANCE CHALLENGE BUSINESS & TALENT DEVELOPMENT PROCESSING INNOVATION & EDUCATION EXTENSION EDUCATION EXTENSION WOOLMARK RETAIL EDUCATION QUALITY CONTROL LICENSING TRADE EXTENSION STUDENT EDUCATION TEXTILE & RETAILING TECHNOLOGIES PARTNERED INNOVATION PROCESSING INNOVATION TRACEABILITY SUPPLY CHAIN INITIATIVES FIBRE SCIENCE ECO CREDENTIALS HEALTH AND WELLNESS FIBRE IDENTIFICATION & TRACING WOOLQ CONSULTATION CONSULTATION WOOLGROWER REPRESENTATIVE BODIES MARKET INTELLIGENCE & COMMUNICATIONS EVENTS & FORUMS EXTENSION NETWORKS INDUSTRY WOOLGROWER replaced by the Woolgrower Industry Consultation Panel (WICP) and Woolgrower Consultation Group (WCG). “Effective, accountable and productive consultation is essential to the success of AWI’s new Strategic Plan to ensure we identify woolgrower priorities, and report on our activities,” Mr McCullough said. “In reporting on the company’s activities, in consultation with the former ICC, we have developed a measurement and evaluation framework to provide measurable and quantifiable returns on woolgrower and government funds. “The implementation of this framework will enable AWI to sustainably measure and evaluate our programs, projects and investments. During the next strategic period, measurement and evaluation will be sustainably embedded into each of AWI’s business areas to effectively measure and evaluate activity and investment, applying a transparent and consistent approach. “We believe AWI’s Strategic Plan maps a way forward through to 2022 and strikes a balanced position, meeting the expectations of woolgrowers, our levy payers, woolgrower representative groups and government. “AWI remains cognisant of the ongoing impact of the drought and its influence on production levels. With reduced production, coupled with a 1.5 per wool levy, we have strategically targeted investments and managed a draw down on our reserves to enhance profitability and international competitiveness and to increase demand and market access for Australian wool.” MORE INFORMATION The Strategic Plan is available to view online at www.wool.com/consultation or request a hard copy from the AWI Helpline on 1800 070 099. AWI’s strategic plan for the next three years was published in June. CEO Stuart McCullough said that in drafting the Strategic Plan, AWI had incorporated feedback and input provided by industry, gathered through AWI’s annual planning and consultation cycle, to ensure it reflected woolgrower priorities for research, development and marketing. “As always, AWI’s overriding commitment is to support Australian woolgrowers and ensure they get the best price for their wool. But through the consultation process, we have been able to prioritise issues that woolgrowers believe will make a big difference to the industry over the next three years,” Mr McCullough said. “The Ernst & Young 2018 Review of Performance (ROP) was also instrumental in forming our new Strategic Plan. With our overall implementation progress of the ROP recommendations progressing well and tracking at more than 75%, consultation and measurement and evaluation are both integral parts of the new strategic document.” STRATEGIC PRIORITIES Outlining the priorities in the new Strategic Plan, Mr McCullough said AWI had commenced a number of projects focussed on traceability during the past five years. “These projects are at a point of maturity, and we have enough of them where we can create an entire strategy around traceability,” he said. "We recognise that generation Ys and generation Zs are going to be more interested in the source of materials in the future. They will want to know where something has come from, how it was treated, what the supply chain did with it and where it is going to at the end. We see this as a macro-consumer trend. “The first stage of the traceability journey is AWI’s WoolQ project which is designed to offer clean digital data straight from the farm. Research projects have also been conducted on fibre traceability and the ability to identify, in a garment form, where that fibre came from.” Mr McCullough said AWI had reviewed the company’s consultation model, and the Strategic Plan reflected the new arrangements, with the Industry Consultative Committee (ICC) being AWI has released its Strategic Plan for the three financial years 2019/20 to 2021/22, after consulting widely with woolgrowers and their repesentatives to ensure industry views and priorities are incorporated into the plan. Traceability, consultation, measurement and evaluation are key investment and operational priorities for AWI. AWI THREE-YEAR STRATEGIC PLAN
In the Shops - September 2019