Portfolio: Agriculture, Fisheries and Forestry
http://australianpork.com.au/about-us/australian-pork-limited/
$25M
2025-26 Budget50
Headcount (2024-25)Digital Services to Take Farmers to Markets (TFTM)
Department of Agriculture, Fisheries and Forestry
Total Budget
$322.9M
Digital Budget
$322.9M
October 2020 — June 2026
The TFTM program is transforming Australia’s agricultural export systems with the delivery of contemporary digital products and services for trade and exporter engagement. Tranche 1 established the foundations for the digital reforms by uplifting existing systems onto modern and reliable platforms and developing new digital services. Tranche 2 builds on the capabilities delivered in Tranche 1 by delivering a dynamic program of work that enables the department to be a risk-based, data-enabled regulator.
Capital Security, Technology, and Asset Refresh (CapSTAR)
Department of Agriculture, Fisheries and Forestry
Total Budget
$287.9M
Digital Budget
$201.2M
July 2024 — June 2028
The CapSTAR program aims to refresh and maintain essential property and ICT assets, reduce risk in service delivery and ensure critical business systems are supported, patched and resilient. The outcome will be a sustainable and efficient technology and physical infrastructure portfolio, through reduced technical debt and increased physical and cyber maturity.
Simplified Targeting and Enhanced Processing Systems (STEPS)
Department of Agriculture, Fisheries and Forestry
Total Budget
$144.9M
Digital Budget
$144.9M
July 2023 — June 2026
The STEPS program will transform the border process for cargo importers who depend on the department to mitigate and regulate biosecurity risk in a challenging global marketplace. At the time of preparing this report, this project is subject to the escalation protocols set out in the Assurance Framework for Digital and ICT Investments. These protocols are designed to support agencies in the timely resolution of delivery challenges.
Supporting a Stronger and More Sustainable Agriculture Sector
Department of Agriculture, Fisheries and Forestry
Total Budget
$9.5M
Digital Budget
$9.5M
July 2023 — June 2026
This project aims to uplift the ICT, data and statistical systems’ capabilities to meet the department’s needs. This will improve the accessibility of agricultural data and information, improve and remediate survey processing systems, rebuild geospatial infrastructure, and gather requirements on future capabilities necessary to transform and enable agricultural data and information products to suit changing needs.
Climate Services for Agriculture (CSA) Program
Department of Agriculture, Fisheries and Forestry
Total Budget
$22M
Digital Budget
$11.5M
July 2025 — July 2028
The CSA Program aims to build drought resilience by enabling users to anticipate future climate conditions, compare those conditions with historical climate records, and consider potential impacts on the food and fibre products they produce. CSA provides climate projections for specific commodities at a local scale via a free online platform, ‘My Climate View’.
Knowledge Management (Dorper2)
Department of Agriculture, Fisheries and Forestry
Total Budget
$7.6M
Digital Budget
$7.6M
April 2025 — June 2028
This project aims to make the knowledge generated by the Future Drought Fund (FDF) more accessible, and promote wider adoption through a systematic and strategic approach. It will develop a knowledge management system (Dorper2) to collect and store FDF knowledge, such as program outputs and outcomes, project data and information, and contract management information.
12 tagged
Reform proposals on YourGov that name this department as a delivery partner — drawn from citizen voice, government strategy, research, international examples and gap analysis.
STRATEGY SUMMARY
APL’s purpose is to enable a thriving pork industry. This is achieved by recruiting talented people with diverse skills to deliver against our core strategic objectives. APL facilitates industry relationships and advocacy on behalf of pork producers. Our progressive strategy 2020 - 5 required stronger connection with regulatory and commercial ecosystems to drive innovation and growth. [CP p.8]
PURPOSE
APL’s purpose is to enable a thriving pork industry. This is achieved by recruiting talented people with diverse skills to deliver against our core strategic objectives. APL facilitates industry relationships and advocacy on behalf of pork producers. Our progressive strategy 2020 - 5 required stronger connection with regulatory and commercial ecosystems to drive innovation and growth. [CP p.8]
Strategic priorities
· 14
Diversity of markets and products
Valuable provenance of Australian pork
Timely, relevant through-the-chain information
Manage volatility for viable farms
Diversified business improvement options
Maintain domestic fresh demand
Drive consumer demand
Leading community social licence
Leaders in animal care
Industry visibility
Building industry shared vision
Producer relations (shared values)
Building industry technology adoption
Organisational effectiveness
Outcomes
· 3
Market and product differentiation
APL continued to work with exporters, investing on research and resource development to overcome technical barriers to market access. Collaboration with experts and government to expand access to new markets will also continue. The focus for 2024-25 was on driving awareness of the new consumer mark as the primary identifier of Australian pork products, and enhancing better education of imports amongst consumers. [AR p.24]
KEY ACTIVITIES
Managing volatility on farms
APL continued to ensure producers can access the right information at the right time, to enable effective decision making. We continued to invest in systems and resources, supporting producers with providing data to meet their regulatory requirements, including Pig Pass and the industry carbon calculator. The APL website and weekly industry-wide APL Update also continued to provide timely, relevant information for stakeholders throughout the year. [AR p.25]
KEY ACTIVITIES
Drive consumer demand
APL’s goals for 2024–25 were focused on growing both consideration and consumption of fresh pork, supported by increased investment in demand-driving activity. The highly successful Get Some Pork On Your Fork (GSPOYF) campaign continued across TV, radio, digital, social and outdoor media. Social media execution reached new heights, featuring PorkStars such as Colin Fassnidge and influencers like @mynonnafina. In the second half of the year, the campaign evolved to target the growth opportunity in home-cooked stir-fry meals, launching Get Some Pork On Your Wok alongside the introduction of a new stir-fry strips product in Coles. [AR p.26]
KEY ACTIVITIES
Values
· 4
integrity
innovation
sustainability
community
Performance measures
· 20
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
DNA | Increased diversity of products and markets | $50m+ markets entered | $50m+ markets entered Annual Report 2024-25 · p.21 | Achieved |
TEKRAM | % of consumers that perceive all/most of the packaged ham and bacon is made with imported pork | 16% | 18% Annual Report 2024-25 · p.21 | Achieved |
TCUDORP | % of research and innovation projects on time and to budget | 93% | 85% Annual Report 2024-25 · p.21 | Partially achieved |
NOITAITNEREFFID | Fresh pork per capita consumption | 10.5 kg | 10.42 kg Annual Report 2024-25 · p.21 | Achieved |
eganaM rof ytilitalov smraf elbaiv | Average price per kilo - A$ | $4.56 | $4.56 Annual Report 2024-25 · p.21 | Not achieved |
remusnoc dnamed | Fresh pork per capita consumption | 10.42 kg | 10.42 kg Annual Report 2024-25 · p.21 | Achieved |
Increase consideration of pork | % of consumers who consider pork (to buy) | 61% | 60% Annual Report 2024-25 · p.21 | Partially achieved |
Increase 'Everyday Meals' association | % of consumers claiming to associate 'used in everyday meals' with pork | 36% | 35% Annual Report 2024-25 · p.21 | Not achieved |
Increase Australian pork international demand | International sales (AU$M) | $250M | $259.3M Annual Report 2024-25 · p.21 | Achieved |
Social licence | Number of leading social licence positions taken | 2 | 2 Annual Report 2024-25 · p.21 | Achieved |
Tell the Story of Pork | % of Australians who have heard positive things about the Australian pork industry | 37% | 32% Annual Report 2024-25 · p.21 | Not achieved |
Biosecurity | Pig movements closure rates for NVD compliance | 98% | 98.69% Annual Report 2024-25 · p.21 | Achieved |
APIQ✓® coverage | % of production covered by APIQ✓® | 92% | 91.9% Annual Report 2024-25 · p.21 | Achieved |
NEGIP and NEGROP | States/Territories adopted into regulatory frameworks | 4 | 4 Annual Report 2024-25 · p.21 | Achieved |
VEBs adoption | % of boar studs covered by VEBs | 100 | 20% Annual Report 2024-25 · p.21 | Achieved |
VEBs adoption | VEBs adoption rate | 20% | 20% Annual Report 2024-25 · p.21 | Achieved |
Meaningful membership engagement | % members who know their primary APL contact’s name | 90% | 93% Annual Report 2024-25 · p.21 | Achieved |
Increased on-farm adoption | % members who can recall APL adoption this year | 40% | 32.8% Annual Report 2024-25 · p.21 | Not achieved |
APL Adoption Strategy | APL Adoption Strategy Implementation | Completed and implemented | Completed and implemented Annual Report 2024-25 · p.21 | Achieved |
Producers consuming APL information | % producers who consumed APL information | 50% | 40% Annual Report 2024-25 · p.21 | Not achieved |
Source documents
· 12
2024-25
Annual Report 2024-2025
Open
2023-24
Annual Report 2023-2024
Open
2022-23
Annual Report 2022-2023
Open
2021-22
Annual Report 2021-2022
Open
2020-21
Annual Report 2020-2021
Open
2021
2021-2030 APL Sustainability Framework
Open
2025
APL Strategic Plan 2025-2030
Open
2021
APL Strategic Plan 2020-2025
Open
2021
APL Strategic Plan 2015-2020
Open
2021
APL Strategic Plan 2015-2020 (Amended July-2018)
Open
2021
APL Strategic Plan 2010-2015
Open
2022
Read the full Sustainability Framework
Open
Ideas distilled from this entity's strategy & evidence
· 12
KPI evidence register with named owners
Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.
2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)
Outcome dashboard linking budget, delivery, and public impact
Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.
2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)
Regulatory burden scan for forms, guidance, and reporting
Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.
APL-Strategic-Plan-2015-2020-amended-July-2018.pdf)
Adaptive regulation program with live feedback loops
Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.
APL-Strategic-Plan-2015-2020-amended-July-2018.pdf)
Recommendation tracker for audits, reviews, and inquiries
Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.
Annual%20Report%202023-24_FINAL.pdf)
Integrated assurance and lessons-learned system
Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.
Annual%20Report%202023-24_FINAL.pdf)
Procurement lessons library for repeat purchases
Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.
Annual%20Report%202022-23%20-%20Amended%20Final.pdf)
Portfolio delivery office for major investments
Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.
Annual%20Report%202022-23%20-%20Amended%20Final.pdf)
Consultation feedback summaries with response tracking
Summarise consultation submissions by theme and publish what changed in response.
APL%202025-2030%20Strategic%20Plan.pdf)
Always-on policy participation platform
Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.
APL%202025-2030%20Strategic%20Plan.pdf)
Reusable briefing and summary assistant for internal documents
Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.
APL-Strategic-Plan-2015-2020.pdf)
Department-wide knowledge and briefing platform
Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.
APL-Strategic-Plan-2015-2020.pdf)
KPI evidence register with named owners
Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.
2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)
Outcome dashboard linking budget, delivery, and public impact
Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.
2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)
Regulatory burden scan for forms, guidance, and reporting
Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.
APL-Strategic-Plan-2015-2020-amended-July-2018.pdf)
Adaptive regulation program with live feedback loops
Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.
APL-Strategic-Plan-2015-2020-amended-July-2018.pdf)
Recommendation tracker for audits, reviews, and inquiries
Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.
Annual%20Report%202023-24_FINAL.pdf)
Integrated assurance and lessons-learned system
Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.
Annual%20Report%202023-24_FINAL.pdf)
Procurement lessons library for repeat purchases
Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.
Annual%20Report%202022-23%20-%20Amended%20Final.pdf)
Portfolio delivery office for major investments
Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.
Annual%20Report%202022-23%20-%20Amended%20Final.pdf)
Consultation feedback summaries with response tracking
Summarise consultation submissions by theme and publish what changed in response.
APL%202025-2030%20Strategic%20Plan.pdf)
Always-on policy participation platform
Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.
APL%202025-2030%20Strategic%20Plan.pdf)
Reusable briefing and summary assistant for internal documents
Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.
APL-Strategic-Plan-2015-2020.pdf)
Department-wide knowledge and briefing platform
Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.
APL-Strategic-Plan-2015-2020.pdf)
Source library
· 17
20.9MB
2024-25.pdf
16.8MB
2023-24.pdf
20.7MB
2022-23.pdf
2.6MB
2021-22.pdf
8.1MB
2020-21.pdf
644KB
APL-Constitution-21-Nov-2015.pdf
2.5MB
2025-34-20Statutory-20funding-20agreement-20--20Australian-20Pork-20Limited-20--.pdf
26.8MB
2023_BASELINE-20REPORT_PORK-20SUSTAINABILITY-20FRAMEWORK_-20FINAL-20-282-29-201.pdf
1.5MB
APL-20Annual-20Operating-20Plan-202025-26.pdf
2.8MB
Online_FINAL-20APL-20AOP-202024-25.pdf
1.1MB
APL-Sustainability-Framework_Web.pdf
5.8MB
APL-202025-2030-20Strategic-20Plan.pdf
Bodies within the Agriculture, Fisheries and Forestry portfolio
Rural Industries Research and Development Corporation (trading as AgriFutures Australia)
Corporate Commonwealth Entity
Grains Research and Development Corporation
Corporate Commonwealth Entity
Fisheries Research and Development Corporation
Corporate Commonwealth Entity
Cotton Research and Development Corporation
Corporate Commonwealth Entity
Australian Pesticides and Veterinary Medicines Authority
Corporate Commonwealth Entity
Wine Australia
Corporate Commonwealth Entity
Australian Fisheries Management Authority
Non-corporate Commonwealth Entity
Regional Investment Corporation
Corporate Commonwealth Entity
Rural Industries Research and Development Corporation Selection Committee
Statutory Body
Grains Research and Development Corporation Selection Committee
Statutory Body
Fisheries Research and Development Corporation Selection Committee
Statutory Body
Cotton Research and Development Corporation Selection Committee
Statutory Body