{ "entity_id": "B-002190", "folder": "Australian-Pork-Limited", "name": "Australian Pork Limited", "type": "Statutory Agreement Body", "jurisdiction": "Commonwealth", "portfolio": "Agriculture, Fisheries and Forestry", "website": "http://australianpork.com.au/about-us/australian-pork-limited/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 17, "n_kpi_targets": 20, "n_kpi_results": 20, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "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]", "official_site_url": "http://australianpork.com.au/about-us/australian-pork-limited/", "source_documents": [ { "type": "annual_report", "title": "Annual Report 2024-2025", "url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2023-2024", "url": "https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2022-2023", "url": "https://www.australianpork.com.au/sites/default/files/2023-10/Annual%20Report%202022-23%20-%20Amended%20Final.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2021-2022", "url": "https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2020-2021", "url": "https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf", "period": "2020-21", "confidence": "high" }, { "type": "strategie", "title": "2021-2030 APL Sustainability Framework", "url": "https://australianpork.com.au/sites/default/files/2021-11/APL-Sustainability-Framework_Web.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "APL Strategic Plan 2025-2030", "url": "https://australianpork.com.au/sites/default/files/2025-07/APL%202025-2030%20Strategic%20Plan.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "APL Strategic Plan 2020-2025", "url": "http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2020-2025.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "APL Strategic Plan 2015-2020", "url": "http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "APL Strategic Plan 2015-2020 (Amended July-2018)", "url": "http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "APL Strategic Plan 2010-2015", "url": "http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2010-2015.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "Read the full Sustainability Framework", "url": "https://australianpork.com.au/sites/default/files/2022-03/APL%20Sustainability%20Framework_Web.pdf", "period": "2022", "confidence": "medium" } ], "purpose": { "text": "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]", "source_url": "", "source_page": 8, "source_deep_url": "" }, "vision": null, "strategic_priorities": [ { "title": "Diversity of markets and products", "description": "Diversity of markets and products", "source_url": "", "source_page": 24, "source_deep_url": "" }, { "title": "Valuable provenance of Australian pork", "description": "Valuable provenance of Australian pork", "source_url": "", "source_page": 24, "source_deep_url": "" }, { "title": "Timely, relevant through-the-chain information", "description": "Timely, relevant through-the-chain information", "source_url": "", "source_page": 25, "source_deep_url": "" }, { "title": "Manage volatility for viable farms", "description": "Manage volatility for viable farms", "source_url": "", "source_page": 25, "source_deep_url": "" }, { "title": "Diversified business improvement options", "description": "Diversified business improvement options", "source_url": "", "source_page": 25, "source_deep_url": "" }, { "title": "Maintain domestic fresh demand", "description": "Maintain domestic fresh demand", "source_url": "", "source_page": 26, "source_deep_url": "" }, { "title": "Drive consumer demand", "description": "Drive consumer demand", "source_url": "", "source_page": 26, "source_deep_url": "" }, { "title": "Leading community social licence", "description": "Leading community social licence", "source_url": "", "source_page": 26, "source_deep_url": "" }, { "title": "Leaders in animal care", "description": "Leaders in animal care", "source_url": "", "source_page": 26, "source_deep_url": "" }, { "title": "Industry visibility", "description": "Industry visibility", "source_url": "", "source_page": 26, "source_deep_url": "" }, { "title": "Building industry shared vision", "description": "Building industry shared vision", "source_url": "", "source_page": 26, "source_deep_url": "" }, { "title": "Producer relations (shared values)", "description": "Producer relations (shared values)", "source_url": "", "source_page": 26, "source_deep_url": "" }, { "title": "Building industry technology adoption", "description": "Building industry technology adoption", "source_url": "", "source_page": 26, "source_deep_url": "" }, { "title": "Organisational effectiveness", "description": "Organisational effectiveness", "source_url": "", "source_page": 26, "source_deep_url": "" } ], "values": [ { "name": "integrity", "description": "", "source_url": "", "source_page": null }, { "name": "innovation", "description": "", "source_url": "", "source_page": null }, { "name": "sustainability", "description": "", "source_url": "", "source_page": null }, { "name": "community", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Market and product differentiation", "description": "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]", "activities": [ "Investing on research and resource development", "Collaborating with experts and government" ], "source_url": "", "source_page": 24, "source_deep_url": "" }, { "name": "Managing volatility on farms", "description": "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]", "activities": [ "Providing timely information", "Supporting regulatory compliance" ], "source_url": "", "source_page": 25, "source_deep_url": "" }, { "name": "Drive consumer demand", "description": "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]", "activities": [ "GSPOYF campaign", "Stir-fry strips product launch" ], "source_url": "", "source_page": 26, "source_deep_url": "" } ], "performance_measures": [ { "code": "DNA", "measure": "Increased diversity of products and markets", "target": "$50m+ markets entered", "latest_result": "$50m+ markets entered", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "TEKRAM", "measure": "% of consumers that perceive all/most of the packaged ham and bacon is made with imported pork", "target": "16%", "latest_result": "18%", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "TCUDORP", "measure": "% of research and innovation projects on time and to budget", "target": "93%", "latest_result": "85%", "status": "Partially achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "NOITAITNEREFFID", "measure": "Fresh pork per capita consumption", "target": "10.5 kg", "latest_result": "10.42 kg", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "eganaM rof ytilitalov smraf elbaiv", "measure": "Average price per kilo - A$", "target": "$4.56", "latest_result": "$4.56", "status": "Not achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "remusnoc dnamed", "measure": "Fresh pork per capita consumption", "target": "10.42 kg", "latest_result": "10.42 kg", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "Increase consideration of pork", "measure": "% of consumers who consider pork (to buy)", "target": "61%", "latest_result": "60%", "status": "Partially achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "Increase 'Everyday Meals' association", "measure": "% of consumers claiming to associate 'used in everyday meals' with pork", "target": "36%", "latest_result": "35%", "status": "Not achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "Increase Australian pork international demand", "measure": "International sales (AU$M)", "target": "$250M", "latest_result": "$259.3M", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "Social licence", "measure": "Number of leading social licence positions taken", "target": "2", "latest_result": "2", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "Tell the Story of Pork", "measure": "% of Australians who have heard positive things about the Australian pork industry", "target": "37%", "latest_result": "32%", "status": "Not achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "Biosecurity", "measure": "Pig movements closure rates for NVD compliance", "target": "98%", "latest_result": "98.69%", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "APIQ✓® coverage", "measure": "% of production covered by APIQ✓®", "target": "92%", "latest_result": "91.9%", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "NEGIP and NEGROP", "measure": "States/Territories adopted into regulatory frameworks", "target": "4", "latest_result": "4", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "VEBs adoption", "measure": "% of boar studs covered by VEBs", "target": "100", "latest_result": "20%", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "VEBs adoption", "measure": "VEBs adoption rate", "target": "20%", "latest_result": "20%", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "Meaningful membership engagement", "measure": "% members who know their primary APL contact’s name", "target": "90%", "latest_result": "93%", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "Increased on-farm adoption", "measure": "% members who can recall APL adoption this year", "target": "40%", "latest_result": "32.8%", "status": "Not achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "APL Adoption Strategy", "measure": "APL Adoption Strategy Implementation", "target": "Completed and implemented", "latest_result": "Completed and implemented", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 }, { "code": "Producers consuming APL information", "measure": "% producers who consumed APL information", "target": "50%", "latest_result": "40%", "status": "Not achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "result_source_page": 21 } ], "document_alignment_terms": { "must_support": [ "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 facili", "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" ], "watch_terms": [ "Increased diversity of products and markets", "% of consumers that perceive all/most of the packaged ham and bacon is made with imported pork", "% of research and innovation projects on time and to budget", "Fresh pork per capita consumption", "Average price per kilo - A$", "Fresh pork per capita consumption", "% of consumers who consider pork (to buy)", "% of consumers claiming to associate 'used in everyday meals' with pork", "International sales (AU$M)", "Number of leading social licence positions taken", "% of Australians who have heard positive things about the Australian pork industry", "Pig movements closure rates for NVD compliance" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Australian Pork Limited — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf)\n\n## Our purpose / purposes\n\n> 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] [CP p.8]\n\n## How we deliver\n\n> APL combines a diverse set of skills into a single industry voice. The Board delegates responsibility for delivery of the Strategic Plan and effective management of the company to the CEO. The CEO is supported by an Executive Leadership Team. APL adopts contemporary best practice corporate governance to ensure that APL acts within the law, manages conflicts of interest and acts honestly and ethically in all business activities. [CP p.10] [CP p.10]\n\n## Government priorities for this department\n\n- Diversity of markets and products [CP p.24]\n- Valuable provenance of Australian pork [CP p.24]\n- Timely, relevant through-the-chain information [CP p.25]\n- Manage volatility for viable farms [CP p.25]\n- Diversified business improvement options [CP p.25]\n- Maintain domestic fresh demand [CP p.26]\n- Drive consumer demand [CP p.26]\n- Leading community social licence [CP p.26]\n- Leaders in animal care [CP p.26]\n- Industry visibility [CP p.26]\n- Building industry shared vision [CP p.26]\n- Producer relations (shared values) [CP p.26]\n- Building industry technology adoption [CP p.26]\n- Organisational effectiveness [CP p.26]\n\n## Outcomes\n\n### Market and product differentiation\nAPL 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](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=24) [CP p.24]\n\n**Key activities:**\n- Investing on research and resource development\n- Collaborating with experts and government\n\n### Managing volatility on farms\nAPL 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](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=25) [CP p.25]\n\n**Key activities:**\n- Providing timely information\n- Supporting regulatory compliance\n\n### Drive consumer demand\nAPL’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](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=26) [CP p.26]\n\n**Key activities:**\n- GSPOYF campaign\n- Stir-fry strips product launch\n\n## Values and principles\n\n- integrity\n- innovation\n- sustainability\n- community\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| DNA | Increased diversity of products and markets | $50m+ markets entered | CP p.21 |\n| TEKRAM | % of consumers that perceive all/most of the packaged ham and bacon is made with imported pork | 16% | CP p.21 |\n| TCUDORP | % of research and innovation projects on time and to budget | 93% | CP p.21 |\n| NOITAITNEREFFID | Fresh pork per capita consumption | 10.5 kg | CP p.21 |\n| eganaM rof ytilitalov smraf elbaiv | Average price per kilo - A$ | $4.56 | CP p.21 |\n| remusnoc dnamed | Fresh pork per capita consumption | 10.42 kg | CP p.21 |\n| Increase consideration of pork | % of consumers who consider pork (to buy) | 61% | CP p.21 |\n| Increase 'Everyday Meals' association | % of consumers claiming to associate 'used in everyday meals' with pork | 36% | CP p.21 |\n| Increase Australian pork international demand | International sales (AU$M) | $250M | CP p.21 |\n| Social licence | Number of leading social licence positions taken | 2 | CP p.21 |\n| Tell the Story of Pork | % of Australians who have heard positive things about the Australian pork industry | 37% | CP p.21 |\n| Biosecurity | Pig movements closure rates for NVD compliance | 98% | CP p.21 |\n| APIQ✓® coverage | % of production covered by APIQ✓® | 92% | CP p.21 |\n| NEGIP and NEGROP | States/Territories adopted into regulatory frameworks | 4 | CP p.21 |\n| VEBs adoption | % of boar studs covered by VEBs | 100 | CP p.21 |\n| VEBs adoption | VEBs adoption rate | 20% | CP p.21 |\n| Meaningful membership engagement | % members who know their primary APL contact’s name | 90% | CP p.21 |\n| Increased on-farm adoption | % members who can recall APL adoption this year | 40% | CP p.21 |\n| APL Adoption Strategy | APL Adoption Strategy Implementation | Completed and implemented | CP p.21 |\n| Producers consuming APL information | % producers who consumed APL information | 50% | CP p.21 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| DNA | Increased diversity of products and markets | $50m+ markets entered | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| TEKRAM | % of consumers that perceive all/most of the packaged ham and bacon is made with imported pork | 18% | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| TCUDORP | % of research and innovation projects on time and to budget | 85% | Partially achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| NOITAITNEREFFID | Fresh pork per capita consumption | 10.42 kg | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| eganaM rof ytilitalov smraf elbaiv | Average price per kilo - A$ | $4.56 | Not achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| remusnoc dnamed | Fresh pork per capita consumption | 10.42 kg | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| Increase consideration of pork | % of consumers who consider pork (to buy) | 60% | Partially achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| Increase 'Everyday Meals' association | % of consumers claiming to associate 'used in everyday meals' with pork | 35% | Not achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| Increase Australian pork international demand | International sales (AU$M) | $259.3M | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| Social licence | Number of leading social licence positions taken | 2 | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| Tell the Story of Pork | % of Australians who have heard positive things about the Australian pork industry | 32% | Not achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| Biosecurity | Pig movements closure rates for NVD compliance | 98.69% | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| APIQ✓® coverage | % of production covered by APIQ✓® | 91.9% | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| NEGIP and NEGROP | States/Territories adopted into regulatory frameworks | 4 | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| VEBs adoption | % of boar studs covered by VEBs | 71.4% | Not achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| VEBs adoption | VEBs adoption rate | 20% | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| Meaningful membership engagement | % members who know their primary APL contact’s name | 93% | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| Increased on-farm adoption | % members who can recall APL adoption this year | 32.8% | Not achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| APL Adoption Strategy | APL Adoption Strategy Implementation | Completed and implemented | Achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |\n| Producers consuming APL information | % producers who consumed APL information | 40% | Not achieved | [AR p.21](https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21)(https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf#page=21) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian Pork Limited - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:15:15.165510+00:00\n**Entity ID**: B-002190\n**Entity type**: Statutory Agreement Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Agriculture, Fisheries and Forestry\n**Website**: http://australianpork.com.au/about-us/australian-pork-limited/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| other-pdfs | 4 |\n| pages | 29 |\n| strategies | 7 |\n\n## Executive Readout\n\n### Purpose\n\n- Alignment of Strategic Plan with Statutory Funding Agreement\nObligations\nSFA Clause 8.2 Strategic Plans Page No\na) The Company’s vision or mission statement 6\nb) The objectives and priorities of the Company separately for each area for the delivery of From 11\nmarketing and research and development services for the period of the plan\nc) An assessment of the Company’s operating environment, including current and future trends, 7–8\nstrengths, weaknesses, threats and opportunities\nd) Planned Outcomes from expenditures of Research and Development Payments, Matching From 11\nPayments and Marketing Payments\ne) The Programs the Company intends to adopt to achieve its Outcomes From 11\nf) Key deliverables which contribute to achieving the planned Outcomes 22\ng) Performance indicators that enable progress being made towards achieving the planned 22\n Source: `strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)`\n- [Page 2]\nA Comment about the Amended Strategic Plan 2015-2020 1\nCHAIRMAN’S STATEMENT 2\nEXECUTIVE SUMMARY 5\nAPL BOARD AND EXECUTIVE TEAM 7\nAPL VALUES, VISION AND PURPOSE 8\nPORK INDUSTRY OPERATING ENVIRONMENT 9\nSTRATEGIC PLANNING CONTEXT AND THEMES 11\nTHE STRATEGIC OBJECTIVES AT A GLANCE 13\nStrategic Objective 1 – Growing Consumer Appeal 14\nStrategic Objective 2 – Building Markets 16\nStrategic Objective 3 – Driving Value Chain Integrity 18\nStrategic Objective 4 – Leading Sustainability 20\nStrategic Objective 5 – Improving Capability 22\nAUSTRALIAN PORK INDUSTRY PERFORMANCE TRACKER 24\nINDUSTRY ASSUMPTIONS 2015–2020 25\nFINANCIALS 2015–2020 26\nNATIONAL AND RURAL RESEARCH AND DEVELOPMENT PRIORITIES 28\nCOLLABORATION 30\nCORPORATE GOVERNANCE STATEMENT 32\nCOMPLIANCE STATEMENTS 36\n Source: `strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf)`\n- [Page 2]\nCHAIRMAN’S STATEMENT 1\nEXECUTIVE SUMMARY 3\nAPL BOARD AND EXECUTIVE TEAM 5\nAPL VALUES, VISION AND PURPOSE 6\nPORK INDUSTRY OPERATING ENVIRONMENT 7\nSTRATEGIC PLANNING CONTEXT AND THEMES 9\nTHE STRATEGIC OBJECTIVES AT A GLANCE 11\nStrategic Objective 1 – Growing Consumer Appeal 12\nStrategic Objective 2 – Building Markets 14\nStrategic Objective 3 – Driving Value Chain Integrity 16\nStrategic Objective 4 – Leading Sustainability 18\nStrategic Objective 5 – Improving Capability 20\nAUSTRALIAN PORK INDUSTRY PERFORMANCE TRACKER 22\nINDUSTRY ASSUMPTIONS 2015–2020 23\nFINANCIALS 2015–2020 24\nNATIONAL AND RURAL RESEARCH AND DEVELOPMENT PRIORITIES 26\nCOLLABORATION 27\nCORPORATE GOVERNANCE STATEMENT 30\nCOMPLIANCE STATEMENTS 34\n Source: `strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)`\n- [Page 2]\nC O N T E N T S EXECUTIVE MESSAGE STRATEGIC THEMES 24 ANNUAL HIGHLIGHT 38\n—REPORT FROM THE CHAIR 4 An overview of the five strategic themes 24 Reporting progress towards\nA transformation to enable acceleration 4 STRATEGIC THEME 1 26 performance principles 38\nEXECUTIVE MESSAGE Market and product differentiation 26 STATUTORY REPORT 40\n—CEO’S REPORT 6 Diversity of markets and products 26 Directors Report 40\nConnecting today’s values with Quality consumer eating experiences 26\nSTATUTORY REPORT 46\ntomorrow’s markets 6 Valuable provenance of Australian pork 27\nFinancial Report 2020–2021 46\nOVERVIEW 1 STRATEGIC THEME 2 28\nANNUAL HIGHLIGHT 76\nOur role in the pork industry 8 Manage volatility for viable farms 28\nMatching APL’s structure to the industry Timely relevant through-the-chain Japan as a key focus 76\n2020–25 strategic plan 9 information 28\nFINANCIAL SUMMARY 78\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n\n### Role and Functions\n\n- APL met with the Department • Timeliness of advice and direction to\nof Agriculture Fisheries and Forestry on 12 management\nDecember 2023, demonstrating our performance\n• Effectiveness of Board meetings\nagainst the Principles and KPIs.\n• Interaction with management, and contribution\nAPL adopts contemporary best practice including: to the ongoing performance of the company\n• Setting company policies and measuring\nIndependent reviews of the Board’s performance\ncompliance with those policies\nare performed biennially, and self-assessments are\n• Development, implementation, application, performed every other year.\nmaintenance and performance reporting of a\nThe Board’s responsibilities and functions include:\nrisk management plan, a fraud control plan, and\nan intellectual property management plan • Reviewing organisational performance against\nthe Strategic Plan\n Source: `annual-reports/2023-24.pdf (https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf)`\n- Several major new climate\nAIA was established to catalyse role is to enable communication change related initiatives were\npublic and private sector investment and coordination of cross-sectoral announced which had the potential\nand enhance collaboration to RDE in climate change adaptation, to replace the functions of CRSPI.\nsolve the biggest cross-sectoral mitigation of greenhouse gas CRSPI partners will consider the\nchallenges in Australian agriculture. emissions and the integration of future of CRSPI in September 2021\n1 6 A U S T R A L I A N P O R K L I M I T E D A N N U A L R E P O R T 2 0 2 0 – 2 1 1 7\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- [Page 2]\nC O N T E N T S EXECUTIVE MESSAGE STRATEGIC THEMES 24 ANNUAL HIGHLIGHT 38\n—REPORT FROM THE CHAIR 4 An overview of the five strategic themes 24 Reporting progress towards\nA transformation to enable acceleration 4 STRATEGIC THEME 1 26 performance principles 38\nEXECUTIVE MESSAGE Market and product differentiation 26 STATUTORY REPORT 40\n—CEO’S REPORT 6 Diversity of markets and products 26 Directors Report 40\nConnecting today’s values with Quality consumer eating experiences 26\nSTATUTORY REPORT 46\ntomorrow’s markets 6 Valuable provenance of Australian pork 27\nFinancial Report 2020–2021 46\nOVERVIEW 1 STRATEGIC THEME 2 28\nANNUAL HIGHLIGHT 76\nOur role in the pork industry 8 Manage volatility for viable farms 28\nMatching APL’s structure to the industry Timely relevant through-the-chain Japan as a key focus 76\n2020–25 strategic plan 9 information 28\nFINANCIAL SUMMARY 78\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- [Page 19]\nFY\nStrategic FY 2022\nStrategic KRA AOP KPI Measure 2022 Status\ntheme Outcome\nTarget\n16 Australian Pork Limited\nnoitaitnereffid\ntcudorp\ndna\ntekram\nIncreased Number of Further 10 27\ndiversity of new markets identified\nproducts and or incremental\nmarkets revenue\nopportunities ✓\nworth over $50m\nrevenue (includes\npremium) in a full\nyear identified\nIncreased $50m+ markets Number (in 1 0\ndiversity of entered addition to\nproducts and Japan & South X\nmarkets Australian\nexperiment)\nValuable Publicise the Stakeholder 30 million 52.1 million\nProvenance of story of Australian opportunities to ✓\nAustralian pork see\nsmraf\nelbaiv\nrof\nytilitalov\neganam\nTimely relevant Deploy Exists Does not\nthrough the chain integrated exist\ninformation information\nX\nplatform as an\nindustry decision\nmaking support\nCost of Reduction in cost 94 85\nproduction and of production\nkill fee index from 2020\n✓\n Source: `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)`\n- [Page 3]\nA T A Australian Pork\nWho we are\nG L A N C E\nLimited Strategic\nour purpose Audacious vision and goal\nis to enable\nAustralia’s preferred choice protein;\nPlan 2020-2025 a thriving Sustainably adding$1 billion\npork industry to farm gate value by 2025\nour headline\nConsultation Key industry Culture\nwe are the\n• Human approach to producer relations\nachievements to date progressive pork • Proactive by nature, reactive by exception\norganisation • Whole of APL thinking\n16 stakeholder\nengagement\nworkshops\n35%\nmade fresh what we do\nValues\npork more\nincrease in domestic • Effective Marketing\npopular • Results Driven • Challengers\npork consumption • Proactive Policy • Team Players • Future Focused\n• Impactful Research\nAPL staff\nengagement\nworkshop\n$5.3 billion\ngrown\nthe\n(from $3 billion in 2012) Strategic Themes\nindustry\nthrough increased productivity\nAPL Board\nengagement\nworkshop\n Source: `strategies/APL-Strategic-Plan-2020-2025.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2020-2025.pdf)`\n- [Page 8]\nstrong\nS T R A T E G I C\nP L A N N I N G\nfoundations to\nC O N T E X T A N D Australia’s preferred choice protein;\nT H E M E S\nSustainably adding $1 billion\nshape the future\nto farm gate value by 2025\nAs a company, APL Knowing what our\nexists to fulfil obligations organisation has already\nMarket and\nunder the Pig Industry achieved provides a strong\nproduct\nAct 2001, which are direction and encourages\ndifferentiation\nto deliver marketing, a future-focused approach\npromotion, strategic to the next five years, with\npolicy development and the intent to break new\nresearch and development ground and identify step-\noutcomes for the benefit of change opportunities for\nmade 35% Manage\nthe Australian pig industry. the industry.\nfresh pork volatility for\nmore increase in domestic pork viable farms\n Source: `strategies/APL-Strategic-Plan-2020-2025.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2020-2025.pdf)`\n\n### Strategic Priorities\n\n- [Page 2]\nA Comment about the Amended Strategic Plan 2015-2020 1\nCHAIRMAN’S STATEMENT 2\nEXECUTIVE SUMMARY 5\nAPL BOARD AND EXECUTIVE TEAM 7\nAPL VALUES, VISION AND PURPOSE 8\nPORK INDUSTRY OPERATING ENVIRONMENT 9\nSTRATEGIC PLANNING CONTEXT AND THEMES 11\nTHE STRATEGIC OBJECTIVES AT A GLANCE 13\nStrategic Objective 1 – Growing Consumer Appeal 14\nStrategic Objective 2 – Building Markets 16\nStrategic Objective 3 – Driving Value Chain Integrity 18\nStrategic Objective 4 – Leading Sustainability 20\nStrategic Objective 5 – Improving Capability 22\nAUSTRALIAN PORK INDUSTRY PERFORMANCE TRACKER 24\nINDUSTRY ASSUMPTIONS 2015–2020 25\nFINANCIALS 2015–2020 26\nNATIONAL AND RURAL RESEARCH AND DEVELOPMENT PRIORITIES 28\nCOLLABORATION 30\nCORPORATE GOVERNANCE STATEMENT 32\nCOMPLIANCE STATEMENTS 36\n Source: `strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf)`\n- [Page 2]\nCHAIRMAN’S STATEMENT 1\nEXECUTIVE SUMMARY 3\nAPL BOARD AND EXECUTIVE TEAM 5\nAPL VALUES, VISION AND PURPOSE 6\nPORK INDUSTRY OPERATING ENVIRONMENT 7\nSTRATEGIC PLANNING CONTEXT AND THEMES 9\nTHE STRATEGIC OBJECTIVES AT A GLANCE 11\nStrategic Objective 1 – Growing Consumer Appeal 12\nStrategic Objective 2 – Building Markets 14\nStrategic Objective 3 – Driving Value Chain Integrity 16\nStrategic Objective 4 – Leading Sustainability 18\nStrategic Objective 5 – Improving Capability 20\nAUSTRALIAN PORK INDUSTRY PERFORMANCE TRACKER 22\nINDUSTRY ASSUMPTIONS 2015–2020 23\nFINANCIALS 2015–2020 24\nNATIONAL AND RURAL RESEARCH AND DEVELOPMENT PRIORITIES 26\nCOLLABORATION 27\nCORPORATE GOVERNANCE STATEMENT 30\nCOMPLIANCE STATEMENTS 34\n Source: `strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)`\n- Alignment of Strategic Plan with Statutory Funding Agreement\nObligations\nSFA Clause 8.2 Strategic Plans Page No\na) The Company’s vision or mission statement 6\nb) The objectives and priorities of the Company separately for each area for the delivery of From 11\nmarketing and research and development services for the period of the plan\nc) An assessment of the Company’s operating environment, including current and future trends, 7–8\nstrengths, weaknesses, threats and opportunities\nd) Planned Outcomes from expenditures of Research and Development Payments, Matching From 11\nPayments and Marketing Payments\ne) The Programs the Company intends to adopt to achieve its Outcomes From 11\nf) Key deliverables which contribute to achieving the planned Outcomes 22\ng) Performance indicators that enable progress being made towards achieving the planned 22\n Source: `strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)`\n- The strategic direction and evaluation\nevaluations of programs, as\nIt certainly caused delays in over increased focus and collaboration priority setting of RD&E projects are APL has an audacious vision, as\nreferenced under Principle 2,\n$500,000 of research. to prepare for and plan to avoid the regularly reviewed through these published in the APL Strategic Plan\nAPL systematically shares project the latest being ‘An Impact\nincursion of ASF into Australia workshops and by the APL Delegates 2020–25: to be Australia’s preferred\nThis has not, however, prevented and program evaluations through Assessment of Investment in the\nprogress from being made towards • Finally, but importantly, the and Board. choice protein, sustainably adding publication on the APL website.\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- [Page 20]\nAPPENDICES\nFINANCIAL PERFORMANCE\nFinancial\nperformance\n2025-2030\nThe industry assumptions As a principle, the Board has priorities that align with the\ndecided to introduce a degree issues identified by the Australian\nin the previous section\nof flexibility into forward budgets. pork industry.\nhave been used to forecast\nIn previous strategic plans, The key assumptions used to\nthe financial performance\nthe five-year budget included ascertain the forecast financial\nof APL for the period of the\npredetermined allocations between performance are:\n2025 - 2030 Strategic Plan, each strategic objective.\n Source: `strategies/APL-202025-2030-20Strategic-20Plan.pdf (https://australianpork.com.au/sites/default/files/2025-07/APL%202025-2030%20Strategic%20Plan.pdf)`\n- [Page 72]\nReporting obligations\nUnder APL’s Funding Agreement with the Commonwealth, APL’s Annual Report must comply with\nthe financial reporting and other reporting requirements in Chapter 2M of the Corporations Act and\ninclude the following items:\nReporting Requirements (Funding Agreement Clause 12.1) Section\n(a) sources of income allowing for separate identification of Levy Funds, Notes to financial\nMatching Funds and Voluntary Contributions; statements (Note 4)\n(b) significant R&D Activities and transactions undertaken in the year in the Our Investments table\nconduct of APL functions as the Industry Services Body;\n(c) the full cost of the R&D Activities and Marketing Activities; Financial Summary\ntable\n(d) progress made in implementing the Strategic Plan and Performance Report on ‘Our\nPrinciples including progress against any key performance indicators; performance’\n Source: `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)`\n- [Page 79]\nFunding agreement\nReporting obligations\nUnder APL’s Funding Agreement with the\nCommonwealth, APL’s Annual Report must comply\nwith the financial reporting and other reporting\nrequirements in Chapter 2M of the Corporations Act\nand include the following items:\nReporting Requirements (Funding Agreement Clause 12.1) Section\n(a) sources of income allowing for separate identification of Levy Funds, Notes to financial statements\nMatching Funds and Voluntary Contributions; (Note 4)\n(b) significant R&D Activities and transactions undertaken in the year in the\nOur Investments table\nconduct of APL functions as the Industry Services Body;\n(c) the full cost of the R&D Activities and Marketing Activities; Financial Summary table\n(d) progress made in implementing the Strategic Plan and Performance\nReport on ‘Our performance’\nPrinciples including progress against any key performance indicators;\n Source: `annual-reports/2022-23.pdf (https://www.australianpork.com.au/sites/default/files/2023-10/Annual%20Report%202022-23%20-%20Amended%20Final.pdf)`\n- [Page 80]\nFunding agreement\nReporting obligations\nUnder APL’s Funding Agreement with the\nCommonwealth, APL’s Annual Report must comply\nwith the financial reporting and other reporting\nrequirements in Chapter 2M of the Corporations Act\nand include the following items:\nReporting Requirements (Funding Agreement Clause 12.1) Section\n(a) sources of income allowing for separate identification of Levy Funds, Notes to financial statements\nMatching Funds and Voluntary Contributions; (Note 4)\n(b) significant R&D Activities and transactions undertaken in the year in the\nAppendix B\nconduct of APL functions as the Industry Services Body;\nFinancial Summary table and\n(c) the full cost of the R&D Activities and Marketing Activities;\nAppendices A & B\n(d) progress made in implementing the Strategic Plan and Performance\nReport on ‘Our performance’\n Source: `annual-reports/2023-24.pdf (https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf)`\n- [Page 74]\nF U N D I N G AG R E E M E N T\nReporting obligations\nUnder APL’s Funding Agreement with the Commonwealth, APL’s Annual Report must comply with\nthe financial reporting and other reporting requirements in Chapter 2M of the Corporations Act\nand include the following items:\nReporting Requirements (Funding Agreement Clause 12.1) Section\n(a) sources of income allowing for separate identification of Levy Funds, Matching Funds Notes to financial statements\nand Voluntary Contributions; (Note 4)\n(b) significant R&D Activities and transactions undertaken in the year in the conduct of\nAppendix B\nAPL functions as the Industry Services Body;\nFinancial Summary table and\n(c) the full cost of the R&D Activities and Marketing Activities;\nAppendices A & B\n(d) progress made in implementing the Strategic Plan and Performance\nReport on ‘Our performance’\n Source: `annual-reports/2024-25.pdf (https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf)`\n- [Page 2]\nC O N T E N T S EXECUTIVE MESSAGE STRATEGIC THEMES 24 ANNUAL HIGHLIGHT 38\n—REPORT FROM THE CHAIR 4 An overview of the five strategic themes 24 Reporting progress towards\nA transformation to enable acceleration 4 STRATEGIC THEME 1 26 performance principles 38\nEXECUTIVE MESSAGE Market and product differentiation 26 STATUTORY REPORT 40\n—CEO’S REPORT 6 Diversity of markets and products 26 Directors Report 40\nConnecting today’s values with Quality consumer eating experiences 26\nSTATUTORY REPORT 46\ntomorrow’s markets 6 Valuable provenance of Australian pork 27\nFinancial Report 2020–2021 46\nOVERVIEW 1 STRATEGIC THEME 2 28\nANNUAL HIGHLIGHT 76\nOur role in the pork industry 8 Manage volatility for viable farms 28\nMatching APL’s structure to the industry Timely relevant through-the-chain Japan as a key focus 76\n2020–25 strategic plan 9 information 28\nFINANCIAL SUMMARY 78\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Data showed lower investment by\nO T H E R S A R E other advertisers, and there is good\nevidence that investing more in\nF E A R F U L’ marketing during a recession improves\nreturn on investment. — W A R R E N B U F F E T\nKPI Measure Target Performance Achieved\nremusnoc\ngnivirD\ndnamed\nR E T A I L V O L U M E G R O W T H F R E S H P O R K V S F R E S H M E A T\nFresh Pork Growth ($) vs YA Fresh Meat Growth ($) vs YA\n30%\n20%\n10%\n0%\n-10%\n-20%\nGrow domestic APL invested in leveraging the country Growth in\nof origin labelling laws to decide\ndemand international\nwhether consumers want Australian\nmeat in their ham or not. demand\nCurrently, the majority of ham and\nThe timing of the experiment was\nbacon bought in Australia is made\nMarch–June 2021, as such the International demand progress has\nfrom imported meat.\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- [Page 19]\nFY\nStrategic FY 2022\nStrategic KRA AOP KPI Measure 2022 Status\ntheme Outcome\nTarget\n16 Australian Pork Limited\nnoitaitnereffid\ntcudorp\ndna\ntekram\nIncreased Number of Further 10 27\ndiversity of new markets identified\nproducts and or incremental\nmarkets revenue\nopportunities ✓\nworth over $50m\nrevenue (includes\npremium) in a full\nyear identified\nIncreased $50m+ markets Number (in 1 0\ndiversity of entered addition to\nproducts and Japan & South X\nmarkets Australian\nexperiment)\nValuable Publicise the Stakeholder 30 million 52.1 million\nProvenance of story of Australian opportunities to ✓\nAustralian pork see\nsmraf\nelbaiv\nrof\nytilitalov\neganam\nTimely relevant Deploy Exists Does not\nthrough the chain integrated exist\ninformation information\nX\nplatform as an\nindustry decision\nmaking support\nCost of Reduction in cost 94 85\nproduction and of production\nkill fee index from 2020\n✓\n Source: `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)`\n- [Page 20]\nFY\nStrategic FY 2022\nStrategic KRA AOP KPI Measure 2022 Status\ntheme Outcome\nTarget\n2021-2022 Annual Report 17\necnecil\nlaicos\nytinummoc\ngnidael\nSocial license Number 3 1\nleadership X\npositions taken\nClimate friendly % of national 20% 53%\nfarming herd covered by ✓\nLCA\nNew exotic Number 0 0 Not quite\ndisease achieved\noutbreaks - zoonotic\nASF appropriate 60% sows 60% 89%\non-farm covered by Not quite\nbiosecurity plan industry agreed achieved\ncomplete voluntary – not\nenhanced voluntary\nbiosecurity plans\nnoisiv\nderahs\nyrtsudni\ngnidliub\nIncreased on- % of Members 36% 77%\nfarm adoption adopted some\n✓\nextended R&D in\nthe last decade\nMembers are % of Members 60% 100%\naware of the\nspecific list\nof adoption\nopportunities (10\n✓\n18/19 to 21/22\nresearch)\n% of members Member adoption % of Members 10% 77%\nwho can recall rate of from the\nAPL adoption this specific list in the ✓\n Source: `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)`\n- Australian Pork Industry Key Results Areas\nStrategic Key Result Measure/ Units Results achieved Target\nObjective Area (by financial year) (by financial year)\n2015 2016 2017 2018 2019 2020\nGrowing Australian % volume of 28.4% 27.7% 27.8% 24.7% 21.8% 19.1%\nConsumer Processed consumption\nAppeal Pork Share\nPorkMark % of Australians 57.0% 59.0% 55.0% 66% 68% 70%\nAwareness aware of\nPorkMark\nBuilding Australian HSCW kg per 9.79 9.71 10.81 11.10 11.60 12.00\nMarkets Fresh Pork capita annual\nConsumption consumption\nInternational China Trade Achieved\nMarketing Protocols and\nEstablishment\nCertification\nDriving APIQü® % production 91.4% 91.5% 90.2% 91.0% 91.0% 92.0%\nValue Chain Uptake APIQü® certified\nIntegrity\nResidue % compliance 99.5% 99.4% 99.2% 100.0% 100.0% 100.0%\nCompliance total tests\nLeading Reproductive Pigs sold/sow/ 18.6 18.1 19 19.3 19.6 19.9\nSustainability Performance year\n Source: `strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf)`\n- [Page 12]\n400\n390\n380\n370\n360\n350\n340\n330\n320\n310\n300\n0202-luJ-3 0202-luJ-01 0202-luJ-71 0202-luJ-42 0202-luJ-13 0202-guA-7 0202-guA-41 0202-guA-12 0202-guA-82 0202-peS-4 0202-peS-11 0202-peS-81 0202-peS-52 0202-tcO-20 0202-tcO-90 0202-tcO-61 0202-tcO-32 0202-tcO-03 0202-voN-60 0202-voN-31 0202-voN-02 0202-voN-72 0202-ceD-40 0202-ceD-11 0202-ceD-81 0202-ceD-52 1202-naJ-10 1202-naJ-80 1202-naJ-51 1202-naJ-22 1202-naJ-92 1202-beF-50 1202-beF-21 1202-beF-91 1202-beF-62 1202-raM-50 1202-raM-21 1202-raM-91 1202-raM-62 1202-rpA-20 1202-rpA-90 1202-rpA-61 1202-rpA-32 1202-rpA-03 1202-yaM-70 1202-yaM-41 1202-yaM-12 1202-yaM-82 1202-nuJ-40 1202-nuJ-11 1202-nuJ-81\nI N D U S T R Y K E Y R E S U L T A R E A S\nStrategic\nIndustry Outcome Measure Target Performance Achieved\nTheme\nV O L A T I L I T Y T R A C K E R\nPig pricing went outside the target range in mid 2020-21 on the high side for 21 weeks\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- On KPI Measure Target Performance Achieved\nfarming animal care\naverage, over the last two years, an\nextra 16,000 households per week\nThe climate-friendly farming program On behalf of industry, APL has have been putting pork on their forks.\nhas progressed to the plan outlined been pursuing codifying the 2010\nNutrition attributes continue to be\nin the AOP. industry voluntary move to phase\nthe consumer associations that have\nout gestation stalls into national\nThe R&D projects delayed early in grown the most since Get Some Pork\nguidelines.\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- [Page 21]\nStrategic FY 2024 FY 2024\nStrategic KRA AOP KPI Measure Status\ntheme Target Outcome\n18 Australian Pork Limited 2023-2024 Annual Report\ntcudorp\ndna\ntekram\nnoitaitnereffid\nIncreased diversity of $50m+ markets Number (current includes 4 3\nproducts and markets entered Philippines, Vietnam & X\nRepublic of Korea)\nMaintain % of consumers likely 18 18\nawareness of to buy Australian ham\n✓\nAustralian in at a 20% premium in\nAdelaide Adelaide\nytilitalov\neganam\nsmraf\nelbaiv\nrof\nCost of Production % of program projects 93 82\nand Processing are on time and on X\nbudget\nPrice stays within Average price per Kilo 3.75-4.10 4.14\nhistoric trend range - $AU X\ndnamed\nremusnoc\nevird\nFresh pork Kg HSCW per Australian 10.4 10.3\nconsumption X\nIncrease % of Australians making 35 35\n“Everyday Meals” that association ✓\nassociation\nCharted way Agreed way forward with Exists Exists\n Source: `annual-reports/2023-24.pdf (https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf)`\n- Australian Pork Industry Key Results Areas\nStrategic Key Result Measure/ Units Target (year ending 30th June...)\nObjective Area\n2015 2016 2017 2018 2019 2020\nGrowing Australian % volume of 30.5% 30.7% 30.8% 30.9% 31.0% 31.1%\nConsumer Processed consumption\nAppeal Pork Share\nPorkMark % of Australians 60% 62% 64% 66% 68% 70%\nAwareness aware of\nPorkMark\nBuilding Australian HSCW kg per 13.81 13.92 14.00 14.09 14.17 14.26\nMarkets Pork capita annual\nConsumption consumption\nPig Pricing $/kg farm gate $3.16 $3.22 $3.28 $3.34 $3.40 $3.46\naverage all pigs\nDriving APIQü® % production 88.8% 90.0% 90.0% 91.0% 91.0% 92.0%\nValue Chain Uptake APIQü® certified\nIntegrity\nResidue % compliance 99.9% 99.9% 99.9% 100.0% 100.0% 100.0%\nCompliance total tests\nLeading Reproductive Pigs sold/sow/year 18.4 18.7 19.0 19.3 19.6 19.9\nSustainability Performance\nProgress on % sows meeting 75% 85% 95% 100% 100% 100%\n Source: `strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)`\n- [Page 14]\nTABLE 1 – APL KPIs AND KRAs\nStrategic FY 2025 FY 2026\nStrategic KRA AOP KPI Measure\ntheme estimate target\nAUSTRALIAN PORK LIMITED ANNUAL OPERATING PLAN GLOBAL CHANGE: 2025-2026 14\nhserf\ngniworG\ndnamed\nkrop\nIncreasing share of First to mind for stir-fry % increase of first to mind 7% 9%\nfresh meat occurrences\nShare of fresh % increase of fresh meat share 12.2% 12.3%\nmeat (MAT)\ngniyfisreviD dna\nstekram\neunever\nIncreasing export Maintain export market Total export value $254 million $254 million\nmarket value value MAT MAT\nArrest decline and hold % of pork on QSR menu occasions 48% 48%\nstable\nelbaniatsus\ngnivirD\nytivitcudorp\nDelivering meaningful Research and % of projects aligned with industry 80% 85%\nresearch, innovation innovation projects and Green Paper priorities\nand extension aligned with industry\nand Green Paper\npriorities\n Source: `other-pdfs/APL-20Annual-20Operating-20Plan-202025-26.pdf (https://australianpork.com.au/sites/default/files/2025-09/APL%20Annual%20Operating%20Plan%202025-26.pdf)`\n- [Page 19]\nKPI Measure Target Performance Achieved\nS T R A T E G I C T H E M E 5\nBuilding\nindustry\nshared vision\nThe Australian pork industry adds great This strategic theme has arguably demonstrated the most Producer Technology Organisational\nradical improvement over the last year.\nvalue to Australia.\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- Australian Pork Industry Key Result Areas\ndemonstrating\nP O R K I N D U S T R Y\nTARGET OBJECTIVE\nP E R F O R M A N C E STRATEGIC INDUSTRY\nMEASURE\nTHEME OUTCOME\nT R A C K E R results 2020 2025\nIncreased domestic\nFrequency of retail\npreference for pork as a 9 11\npurchase per annum\nprotein source\nmarket and\nAny strategy seeks to move a\nproduct\ncompetitive position from the current Number of new\ndifferentiation\none to a new, more attractive one.\n Source: `strategies/APL-Strategic-Plan-2020-2025.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2020-2025.pdf)`\n- In addition, variables that impact KPI Measure Target Performance Achieved\npositive eating experience (such as\nculture, social company, occasion\nand expectation, among others) have\nalso been determined.\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- This project was\nan important enabling step in digital KPI Measure Target Performance Achieved\ntransformation—building a solid and\ntransparent knowledge foundation.\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- Overall, of the 17 metrics outlined for the 2021-22\nyear, 10 have been achieved, 2 were achieved\nbut cannot be counted as fully achieved, 1 has\nbeen partially achieved (considering changes in\ncircumstance) and 4 have not been achieved.\n Source: `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $1,572,267\n, $195,356\n, $416,527\n, $619,011\n, $330,217\n, $1,625,416 | Agriculture are not • Reduce Cost of Production & Processing $1,572,267\ncontributions\nincluded in the budget. • Diversified Business Improvement $195,356\nInvestment rates were less than Drive Consumer Demand\nNet other revenue 305,000 246,000 -59,000\nexpected • Grow Domestic Demand $416,527\n• Maintain Domestic Demand $619,011\nProject Expenditure\n• Grow International Demand $330,217\nOperations 14,870,000 14,555,000 -315,000 Unspent program budgets | `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)` |\n| $1 billion, 1 billion | What we do • Curious environmental solutions • Deepening member\n• Effective and industry engagement\nThink wide, listen well, • Accelerating Australian\n2 Diversifying\nMarketing deliver right genetic improvement • Lifting community trust.\nmarkets and\n• Proactive • One APL Team • Attracting, retaining\nrevenue\nPolicy Belong, support, thrive Consultation and building talent.\n• Future focused\n• Increasing demand for\n• Impactful\nShaping tomorrow,\nAustra | `strategies/APL-202025-2030-20Strategic-20Plan.pdf (https://australianpork.com.au/sites/default/files/2025-07/APL%202025-2030%20Strategic%20Plan.pdf)` |\n| $485,932\n, $760,842\n, $470,585 | For the 2020–21\nby the Australian Government. other divisions that satisfy R&D financial year, the significant\nExpenditure that is eligible for expenditure criteria; and expenses that were the basis for\nmatching comprises: calculating the matching claim were\n• Attribution of Corporate Services\nas follows:\nVariation and Board/CEO division\nInitial Budget Actual Result Comments and/or Explanation of\nOver/(Under) expenditures.\n$ $ Major Variations\n$ | `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)` |\n| $50m, 30 million, 52.1 million | [Page 19]\nFY\nStrategic FY 2022\nStrategic KRA AOP KPI Measure 2022 Status\ntheme Outcome\nTarget\n16 Australian Pork Limited\nnoitaitnereffid\ntcudorp\ndna\ntekram\nIncreased Number of Further 10 27\ndiversity of new markets identified\nproducts and or incremental\nmarkets revenue\nopportunities ✓\nworth over $50m\nrevenue (includes\npremium) in a full\nyear identified\nIncreased $50m+ markets Number (in 1 0\ndiversity of entered addition to\nproducts and Japan & So | `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)` |\n| $1 billion, $5.3 billion, $3 billion, 1 billion, 5.3 billion, 3 billion | [Page 3]\nA T A Australian Pork\nWho we are\nG L A N C E\nLimited Strategic\nour purpose Audacious vision and goal\nis to enable\nAustralia’s preferred choice protein;\nPlan 2020-2025 a thriving Sustainably adding$1 billion\npork industry to farm gate value by 2025\nour headline\nConsultation Key industry Culture\nwe are the\n• Human approach to producer relations\nachievements to date progressive pork • Proactive by nature, reactive by exception\norganisation | `strategies/APL-Strategic-Plan-2020-2025.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2020-2025.pdf)` |\n| $18,774,913\n, $5,589,751\n, $745,391\n, $25,110,055\n, $9,405\nM, $585,114 | [Page 68]\nF I N A N C I A L S U M M A RY\nIncome and expenses statement\n2024-25\n(excluding grant revenue and grant expenditure)\nRevenue\nRevenue - Levies $18,774,913\nRevenue - R&D Matching Funds $5,589,751\nRevenue - Other $745,391\n$25,110,055\nExpenditure\nDiversity of Markets $9,405\nMarket and Product Quality Consumer Eating Experience $585,114\nDifferentiation\nValuable Provenance of Australian Pork $2,312,362\n$2,906,880\nTimely Relevant Information $ | `annual-reports/2024-25.pdf (https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf)` |\n| $1,285,537 , $1,717,359 , $315,000 , $0 | [Page 43]\nAppendix D\nN AT I O N A L R E S E A R C H P R I O R I T I E S\nAdvanced Environmental\nSoil and Water Transport Cybersecurity Health Resources Food Energy\nManufacturing Change\nRural Research & Development Priorities AOP Budget Actual\nSoil, water and managing natural Other\nAdvanced technology Biosecurity Adoption of R&D\nresources Research\n$1,285,537 $1,717,359 $315,000 $0 $0 $0 $0 $55,617 $1,251,000 $0 $95,742\nStrategic Theme 1. | `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)` |\n| $19,821 , $0 | Building Industry Shared Vision\n11.6% 15.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.2% 0.0% 0.0% 15.0%\n$19,821 $0 $0 $0 $0 $0 $0 $0 $0 $19,821\nUnallocated\n0.0% 0.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.2%\nTotals $10,946,550 $11,825,796 $518,477 $0 $1,640,683 $0 $0 $568,395 $2,616,755 $830,140 $5,651,346\nPercentage 100% 100% 4% 0% 14% 0% 0% 5% 22% 7% 48%\nAOP Budget Actual\n*Direct Project $7,723,208 $7,269,517\nAllocated Project $3,223,342 $4,556,279\nTotal | `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)` |\n| $50m | [Page 21]\nStrategic FY 2024 FY 2024\nStrategic KRA AOP KPI Measure Status\ntheme Target Outcome\n18 Australian Pork Limited 2023-2024 Annual Report\ntcudorp\ndna\ntekram\nnoitaitnereffid\nIncreased diversity of $50m+ markets Number (current includes 4 3\nproducts and markets entered Philippines, Vietnam & X\nRepublic of Korea)\nMaintain % of consumers likely 18 18\nawareness of to buy Australian ham\n✓\nAustralian in at a 20% premium in\nAdelaide Adelaide\nytili | `annual-reports/2023-24.pdf (https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf)` |\n| $250 million, $258 million, 250 million, 258 million | [Page 5]\nOur 2025 Flown in Fresh, Full of Flavour This important work will help future-proof our\ncampaign helped drive export volumes, with industry as we pursue our goals for a resilient,\nindustry exceeding the total exports value target sustainable and innovative industry.\nof $250 million, reaching $258 million in March\nDuring the year, APL also signed a new 10-\n2025.\nyear Statutory Funding Agreement with the\nA new model for research and innova | `annual-reports/2024-25.pdf (https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf)` |\n| $3.16 , $3.22 , $3.28 , $3.34 , $3.40 , $3.46 | Australian Pork Industry Key Results Areas\nStrategic Key Result Measure/ Units Target (year ending 30th June...)\nObjective Area\n2015 2016 2017 2018 2019 2020\nGrowing Australian % volume of 30.5% 30.7% 30.8% 30.9% 31.0% 31.1%\nConsumer Processed consumption\nAppeal Pork Share\nPorkMark % of Australians 60% 62% 64% 66% 68% 70%\nAwareness aware of\nPorkMark\nBuilding Australian HSCW kg per 13.81 13.92 14.00 14.09 14.17 14.26\nMarkets Pork capita annual\nCon | `strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)` |\n| $3.16 , $3.22 , $3.28 , $3.34 , $3.40 , $3.46 | [pages 24,25,26,27]\n09 14.17 14.26\nMarkets Pork capita annual\nConsumption consumption\nPig Pricing $/kg farm gate $3.16 $3.22 $3.28 $3.34 $3.40 $3.46\naverage all pigs\nDriving APIQü® % production 88.8% 90.0% 90.0% 91.0% 91.0% 92.0%\nValue Chain Uptake APIQü® certified\nIntegrity\nResidue % compliance 99.9% 99.9% 99.9% 100.0% 100.0% 100.0%\nCompliance total tests\nLeading Reproductive Pigs sold/sow/year 18.4 18.7 19.0 19.3 19.6 19.9\nSustainability Perfor | `strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)` |\n| $1 billion, 1 billion | [Page 6]\nour purpose\nW H O Australian\nis to enable\nW E A R E\na thriving\nPork\npork industry\nLimited\nthe progressive pork\nour vision and goal\norganisation\nAustralia's preferred choice protein;\nsustainably adding $1 billion to\nfarm gate value by 2025\nour our what\nculture values we do\n• whole-of-APL\n• results driven • effective marketing\nthinking\n– say what we’ll do; – measured consumer insight,\ndo what we say; prove it creativity and collaboration\n• | `strategies/APL-Strategic-Plan-2020-2025.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2020-2025.pdf)` |\n| $50m, 30 million, 52.1 million | [Page 19]\nFY\nStrategic FY 2022\nStrategic KRA AOP KPI Measure 2022 Status\ntheme Outcome\nTarget\n16 Australian Pork Limited\nnoitaitnereffid\ntcudorp\ndna\ntekram\nIncreased Number of Further 10 27\ndiversity of new markets identified\nproducts and or incremental\nmarkets revenue\nopportunities ✓\nworth over $50m\nrevenue (includes\npremium) in a full\nyear identified\nIncreased $50m+ markets Number (in 1 0\ndiversity of entered addition to\nproducts and Japan & So | `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)` |\n| $50m | [Page 21]\nStrategic FY 2024 FY 2024\nStrategic KRA AOP KPI Measure Status\ntheme Target Outcome\n18 Australian Pork Limited 2023-2024 Annual Report\ntcudorp\ndna\ntekram\nnoitaitnereffid\nIncreased diversity of $50m+ markets Number (current includes 4 3\nproducts and markets entered Philippines, Vietnam & X\nRepublic of Korea)\nMaintain % of consumers likely 18 18\nawareness of to buy Australian ham\n✓\nAustralian in at a 20% premium in\nAdelaide Adelaide\nytili | `annual-reports/2023-24.pdf (https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf)` |\n| $3.16 , $3.22 , $3.28 , $3.34 , $3.40 , $3.46 | Australian Pork Industry Key Results Areas\nStrategic Key Result Measure/ Units Target (year ending 30th June...)\nObjective Area\n2015 2016 2017 2018 2019 2020\nGrowing Australian % volume of 30.5% 30.7% 30.8% 30.9% 31.0% 31.1%\nConsumer Processed consumption\nAppeal Pork Share\nPorkMark % of Australians 60% 62% 64% 66% 68% 70%\nAwareness aware of\nPorkMark\nBuilding Australian HSCW kg per 13.81 13.92 14.00 14.09 14.17 14.26\nMarkets Pork capita annual\nCon | `strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)` |\n| $254 million, 254 million | [Page 14]\nTABLE 1 – APL KPIs AND KRAs\nStrategic FY 2025 FY 2026\nStrategic KRA AOP KPI Measure\ntheme estimate target\nAUSTRALIAN PORK LIMITED ANNUAL OPERATING PLAN GLOBAL CHANGE: 2025-2026 14\nhserf\ngniworG\ndnamed\nkrop\nIncreasing share of First to mind for stir-fry % increase of first to mind 7% 9%\nfresh meat occurrences\nShare of fresh % increase of fresh meat share 12.2% 12.3%\nmeat (MAT)\ngniyfisreviD dna\nstekram\neunever\nIncreasing export Maintain e | `other-pdfs/APL-20Annual-20Operating-20Plan-202025-26.pdf (https://australianpork.com.au/sites/default/files/2025-09/APL%20Annual%20Operating%20Plan%202025-26.pdf)` |\n| $1m | [Page 29]\nThis delivered just over $1m in extra value back into While demand among new international markets\nthe industry this financial year. was not achieved in 2022-23, significant growth\nin demand was achieved in exports to existing\nThe first Valuable Provenance campaign was\nmarkets. | `annual-reports/2022-23.pdf (https://www.australianpork.com.au/sites/default/files/2023-10/Annual%20Report%202022-23%20-%20Amended%20Final.pdf)` |\n\n## Key Achievements\n\n- [Page 2]\nC O N T E N T S EXECUTIVE MESSAGE STRATEGIC THEMES 24 ANNUAL HIGHLIGHT 38\n—REPORT FROM THE CHAIR 4 An overview of the five strategic themes 24 Reporting progress towards\nA transformation to enable acceleration 4 STRATEGIC THEME 1 26 performance principles 38\nEXECUTIVE MESSAGE Market and product differentiation 26 STATUTORY REPORT 40\n—CEO’S REPORT 6 Diversity of markets and products 26 Directors Report 40\nConnecting today’s values with Quality consumer eating experiences 26\nSTATUTORY REPORT 46\ntomorrow’s markets 6 Valuable provenance of Australian pork 27\nFinancial Report 2020–2021 46\nOVERVIEW 1 STRATEGIC THEME 2 28\nANNUAL HIGHLIGHT 76\nOur role in the pork industry 8 Manage volatility for viable farms 28\nMatching APL’s structure to the industry Timely relevant through-the-chain Japan as a key focus 76\n2020–25 strategic plan 9 information 28\nFINANCIAL SUMMARY 78\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- Great progress management\nwas made in this space with a total of three\n• Mapping and exploring options for improving\nresearch projects completed, three new projects\nwaste management of Veterinary Plastic\nstarted, and a futher two projects continuing\nConsumables\nthroughout the year.\n• A collaborative project between other\nResearch projects completed in 2022-23 include:\nRDCs and Agricultural Innovation Australia\n• Exploring soil health implications and potential (AIA) to develop a digital platform that will\nsoil carbon benefits of effluent spraying allow Australian farmers to calculate their\norganisation’s carbon footprint\n• Identifying high-protein soy replacements\nwithin pig diets Delivery of the Sustainability Framework 2021-\n2030 annual update was delayed this year, and is\n• Collaborative project on the common methods\nexpected to be delivered in early 2023-24.\n Source: `annual-reports/2022-23.pdf (https://www.australianpork.com.au/sites/default/files/2023-10/Annual%20Report%202022-23%20-%20Amended%20Final.pdf)`\n- [Page 7]\nUN sustainable\nU N I V E R S A L\nA L I G N M E N T\ndevelopment\ngoals\nThe United Nations (UN) Countries and industries provide leading SDGs and three supporting Focus on SDG 12 The UN highlights why this is so The relevant targets under SDG 12 are:\nreporting against the SDGs to track SDGs that the industry can best important for a sustainable future:\nSustainable Development SDG 12, Ensure sustainable 12.2 By 2030, achieve the sustainable\ntheir progress and many companies contribute to and these are\nGoals (SDGs) are a recognised have taken them up as a means to highlighted in the graphic below. consumption and production “Each year, an estimated one management and efficient use of\nframework for global shape their sustainability aspirations. patterns, is particularly relevant to the third of all food produced natural resources\n Source: `strategies/APL-Sustainability-Framework_Web.pdf (https://australianpork.com.au/sites/default/files/2021-11/APL-Sustainability-Framework_Web.pdf)`\n- [pages 31,32,33,34,35,36,37]\nbles\nthroughout the year.\n• A collaborative project between other\nResearch projects completed in 2022-23 include:\nRDCs and Agricultural Innovation Australia\n• Exploring soil health implications and potential (AIA) to develop a digital platform that will\nsoil carbon benefits of effluent spraying allow Australian farmers to calculate their\norganisation’s carbon footprint\n• Identifying high-protein soy replacements\nwithin pig diets Delivery of the Sustainability Framework 2021-\n2030 annual update was delayed this year, and is\n• Collaborative project on the common methods\nexpected to be delivered in early 2023-24.\nfor calculating greenhouse gas emissions\nResearch continued into the Effluent Monitoring\nfor Management Advice system (EMMAs) — the\n28 Australian Pork Limited 2022-2023 Annual Report\n Source: `annual-reports/2022-23.pdf (https://www.australianpork.com.au/sites/default/files/2023-10/Annual%20Report%202022-23%20-%20Amended%20Final.pdf)`\n- The research project, ‘Genomic assessment of APL delivered a campaign in partnership with\nmeat and eating quality of Australian pork and the Nine network to help consumers understand\nimpacts of animal and carcass performance,’ how to check packaging for country-of-origin\nwas completed in December 2025 and helped information, with the clear message: “The fuller\nidentify the causes of the reported inconsistent the bar, the more Aussie they are.”\npork quality, including variable or low pH, lack As a result of the partnership, APL exceeded\nof tenderness, and variation in drip loss and its 2024-25 goal of 16 per cent of people\ntenderness. “perceiving most packaged ham and bacon to\nAPL also commissioned new research to be made with imports”.\nevaluate the timing of immunocastration\nvaccination and its effectiveness in pigs of\nvarying liveweights in controlling boar taint\n Source: `annual-reports/2024-25.pdf (https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf)`\n- Advancing Demonstrating Standards and Commence New S&G\nindustry leadership in Guidelines (S&G) S&G process implemented\nintegrity animal welfare process completed by industry\nImplementing % of production 15% 100%\nreal-time tracking using eNDV\nof commercial pig (PigPass 2.0)\nmovements\nEnhanced on-farm % of production 7% 50%\nbiosecurity protection accredited to\nvoluntary enhanced\nbiosecurity standards\n(VEBS)\n30 AUSTRALIAN PORK LIMITED STRATEGIC PLAN 2025–2030 31\n Source: `strategies/APL-202025-2030-20Strategic-20Plan.pdf (https://australianpork.com.au/sites/default/files/2025-07/APL%202025-2030%20Strategic%20Plan.pdf)`\n- [Page 3]\nContents\nProgress highlights 5\nA note from the CEO 6\nSustainability Framework overview 8\nChallenges within the operating environment 10\nActivity Report 13\nPeople 14\nPigs 18\nPlanet 20\nProsperity 22\nEmerging issues 24\nFramework going forward 24\nBaseline Data Reports 27\nS U S TA I N A B I L I T Y F R A M E W O R K - 2 0 2 3 U P D AT E 3\n Source: `other-pdfs/2023_BASELINE-20REPORT_PORK-20SUSTAINABILITY-20FRAMEWORK_-20FINAL-20-282-29-201.pdf (https://australianpork.com.au/sites/default/files/2024-08/2023_BASELINE%20REPORT_PORK%20SUSTAINABILITY%20FRAMEWORK_%20FINAL%20%282%29%201.pdf)`\n- [pages 17,18,19]\nwithin 48 hours\nNew Emergency Number of new (declared) 0 0\ndisease outbreaks emergency animal disease\noutbreaks\nAPIQ coverage % of production covered by APIQ 90% 92%\nNEGIP and NEGROP States/Territories adopt NEGIP and 0 4\nadopted into State NEGROP within their regulatory/\nregulatory frameworks guidance systems\nVEBs adoption % of Boar studs covered by 40% 100%\n% of farms covered by VEBs 0% 5%\nyrtsudni\ngnidliub\nnoisiv\nderahs\nMeaningful % members who know their primary 67% 90%\nmembership APL contact’s name\nengagement\nIncreased on farm % members who can recall APL 32.8% 40%\nadoption adoption this year\nAdoption Strategy APL Adoption Strategy completed Under Completed and\nand implemented development implemented\nProducers consuming % producers who consumed APL 40% 50%\nAPL information information\n Source: `other-pdfs/Online_FINAL-20APL-20AOP-202024-25.pdf (https://australianpork.com.au/sites/default/files/2024-09/Online_FINAL%20APL%20AOP%202024-25.pdf)`\n- Data showed lower investment by\nO T H E R S A R E other advertisers, and there is good\nevidence that investing more in\nF E A R F U L’ marketing during a recession improves\nreturn on investment. — W A R R E N B U F F E T\nKPI Measure Target Performance Achieved\nremusnoc\ngnivirD\ndnamed\nR E T A I L V O L U M E G R O W T H F R E S H P O R K V S F R E S H M E A T\nFresh Pork Growth ($) vs YA Fresh Meat Growth ($) vs YA\n30%\n20%\n10%\n0%\n-10%\n-20%\nGrow domestic APL invested in leveraging the country Growth in\nof origin labelling laws to decide\ndemand international\nwhether consumers want Australian\nmeat in their ham or not. demand\nCurrently, the majority of ham and\nThe timing of the experiment was\nbacon bought in Australia is made\nMarch–June 2021, as such the International demand progress has\nfrom imported meat.\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- Agriculture are not • Reduce Cost of Production & Processing $1,572,267\ncontributions\nincluded in the budget. • Diversified Business Improvement $195,356\nInvestment rates were less than Drive Consumer Demand\nNet other revenue 305,000 246,000 -59,000\nexpected • Grow Domestic Demand $416,527\n• Maintain Domestic Demand $619,011\nProject Expenditure\n• Grow International Demand $330,217\nOperations 14,870,000 14,555,000 -315,000 Unspent program budgets\nLeading Community Social Licence\nBoard & Executive 35,000 23,000 12,000 Less than budget • Biosecurity Leadership $1,625,416\n• Climate Friendly Farming $931,893\nApproved mid-term variations to • Leaders in Animal Care $433,852\nprogram budgets to contribute to • Industry Visibility $1,062,731\nCorporate Services 880,000 1,172,000 -292,000\nthe achievement of APL's strategic\nBuilding Industry Shared Vision\nobjectives.\n• Producer Relations $789,281\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- [Page 45]\nR E P O R T I N G O B L I G A T I O N S\nUnder APL’s Funding Agreement with the Commonwealth, APL’s Annual Report must comply with the financial\nreporting and other reporting requirements in Chapter 2M of the Corporations Act and include the following items:\nReporting Requirements (Funding Agreement Clause 12.1) Section\n(a) sources of income allowing for separate identification of Levy Funds,\nNotes to financial statements\nMatching Funds and Voluntary Contributions;\n(b) significant R&D Activities and transactions undertaken in the year in\nNotes to financial statements\nthe conduct of APL functions as the Industry Services Body;\n(c) the full cost of the R&D Activities and Marketing Activities; Financial Summary table\n(d) progress made in implementing the Strategic Plan and Performance\nIndustry Outcomes\nPrinciples including progress against any key performance indicators;\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- An example of the change in effectiveness is that\nthe Biosecurity Management Toolkit campaign Managing to continue to make progress is a\nSecondly, the extension program now includes\nin February 2022 delivered 100% awareness testament to the people at APL.\nmultiple methods of contact including:\namongst APL Members.\n• APL website\nResearch showed that 43% of the approximately\n• Email\n4000 PigPass users opened a communication.\n• Webinar These resources have been downloaded around\nAt its simplest, a\n• Text 1300 times from the APL website.\n Source: `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- APL 42-53\n• Reviewing company performance has in place key corporate controls\n3 Collaboration – Strategic and sustained cross-industry and cross-sectoral collaboration that addresses 48-50\nincluding risk management, fraud\n• Responding to management shared challenges and draws on experience from other sectors.\ncontrol, and intellectual property\nrecommendations on major\nmanagement.\n Source: `strategies/APL-202025-2030-20Strategic-20Plan.pdf (https://australianpork.com.au/sites/default/files/2025-07/APL%202025-2030%20Strategic%20Plan.pdf)`\n- [Page 24]\nS T A T U T O R Y R E P O R T S M E E T I N G S O F D I R E C T O R S\nThe number of meetings of the Company's Board of Directors ('the Board') and of each Board committees held during\nthe year ended 30 June 2021, and the number of meetings attended by each Director were:\nFinancial Report\nFull Board Audit, Risk and Corporate People and Culture\nGovernance Committee Committee\n2020–2021\nEligible to Eligible to Eligible to\nAttended Attended Attended\nAttend Attend Attend\nMark McLean 7 7 4 4 - -\nBrian Luxford 3 3 4 4 1 1\nDavid Plant 3 3 - - - -\nRod Hamann 7 7 - - - -\nEdwina Beveridge 7 7 3 4 2 2\nAndrew Baxter 7 7 - - 2 2\nGeoff Starr 7 7 - - 2 2\nGail Owen 7 7 4 4 - -\nGerard Davis 7 7 - - - -\nDawson Bradford 3 4 - - 1 1\nMark McKenzie 4 4 - - - -\nIndustry Integrity Investment Committee Market Development\nCommittee Committee\nEligible to Eligible to Eligible to\nAttended Attended Attended\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- [Page 43]\nAustralian Pork Limited\nDirectors' report\n30 June 2022\nMeetings of Directors\nThe number of meetings of the Company's Board of Directors ('the Board') and of each Board committee held during\nthe year ended 30 June 2022, and the number of meetings attended by each Director were:\nFull Board Audit, Risk and Corporate People and Culture and\nGovernance Committee Nominations Committee\nEligible to Eligible to Eligible to\nAttended Attend Attended Attend Attended Attend\nElected Directors\nMark Mclean 8 8 4 4 - -\nKenton Shaw 5 5 - - - -\nDawson Bradford 8 8 1 1 6 6\nRod Hamann (Retired) 3 3 - - - -\nMark McKenzie (Retired) 4 4 - - - -\nRichard Horsham 3 3 - - - -\nEdwina Beveridge 8 8 3 4 6 6\nSpecialist Directors\nAndrew Baxter 8 8 - - 6 6\nGeoff Starr (Retired) 7 7 - - 6 6\nBronwyn Harch 1 1 - - - -\nGail Owen 8 8 4 4 - -\nGerard Davis (Retired) 4 4 - - - -\nTony Lowings 1 1 - - - -\n Source: `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)`\n- [Page 43]\nAustralian Pork Limited\nDirectors' report\n30 June 2023\nMeetings of Directors\nThe number of meetings of the Company's Board of Directors ('the Board') and of each Board committee held during\nthe year ended 30 June 2023, and the number of meetings attended by each Director were:\nFull Board Audit, Risk and Corporate People and Culture and\nGovernance Committee Nominations Committee\nEligible to Eligible to Eligible to\nAttended Attend Attended Attend Attended Attend\nElected Directors\nMark Mclean 8 8 3 3 - -\nDawson Bradford 8 8 3 3 2 2\nEdwina Beveridge (retired) 3 3 2 2 1 1\nTim Kingma 5 5 - - 1 1\nEdison Alvares 5 5 - - 1 1\nSpecialist Directors\nAndrew Baxter 8 8 - - 3 3\nBronwyn Harch 4 8 - - - -\nRichard Horsham (retired) 2 3 - - - -\nGail Owen 8 8 3 3 - -\nTony Lowings 8 8 - - 3 3\nKenton Shaw 8 8 - - - -\nIndustry Integrity Investment Committee Industry Marketing\nCommittee Committee\n Source: `annual-reports/2022-23.pdf (https://www.australianpork.com.au/sites/default/files/2023-10/Annual%20Report%202022-23%20-%20Amended%20Final.pdf)`\n- [Page 44]\nAustralian Pork Limited\nDirectors' report\n30 June 2024\nMeetings of Directors\nThe number of meetings of the Company's Board of Directors ('the Board') and of each Board committee held during\nthe year ended 30 June 2024, and the number of meetings attended by each Director were:\nFull Board Audit, Risk and Corporate People and Culture and\nGovernance Committee Nominations Committee\nEligible to Eligible to Eligible to\nAttended Attend Attended Attend Attended Attend\nElected Directors\nEdison Alvares 6 8 - - 3 3\nDawson Bradford 8 8 - - - -\nTim Kingma 8 8 - - 3 3\nMark McLean 8 8 - - - -\nKenton Shaw 8 8 4 4 - -\nSpecialist Directors\nAndrew Baxter 8 8 - - 2 3\nBronwyn Harch (retired) 4 4 - - - -\nTony Lowings 3 4 3 4 2 2\nGail Owen 8 8 4 4 1 1\nIndustry Integrity Investment Committee Industry Marketing\nCommittee Committee\nEligible to Eligible to Eligible to\n Source: `annual-reports/2023-24.pdf (https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf)`\n- The terms of reference of each\ncommittee is reviewed by the Board annually and each\n• measurement and reporting organisational performance\ncommittee reports to the Board.\nagainst specified outcomes and objectives\n• human resource management, diversity management, The following committees were in place for the 2020–21\nequal employment opportunities (EEO) and workplace reporting period:\nhealth and safety (WHS)\nAudit, Risk and Corporate Governance Committee\n• management, measurement and reporting compliance The committee’s role is to advise the Board on corporate\nwith legislative and regulatory requirements governance, internal and external financial audit issues and\n• establishment of internal policies and procedures in key adequacy of accounting procedures, systems, controls and\nareas such as complaint resolution and privacy. financial reporting.\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- Industry Integrity Committee\nThe following committees were in place for the\nThe committee provides input and guidance to\n2021-22 reporting period:\nthe Board on emerging or specific agricultural\nAudit, Risk and Corporate practice, animal welfare and quality assurance\nissues which have the potential to significantly\nGovernance Committee\nimpact producers’ future sustainability.\n Source: `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)`\n- 2023-24 reporting period:\nIndustry Integrity Committee\nAudit, Risk and Corporate\nThe committee provides input and guidance to\nGovernance Committee\nthe Board on emerging or specific agricultural\npractice, animal welfare and quality assurance\nThe committee’s role is to advise the Board\nissues which have the potential to significantly\non corporate governance, internal and external\nimpact producers’ future sustainability.\nfinancial audit issues and adequacy of accounting\nprocedures, systems, controls, and financial\nreporting.\n Source: `annual-reports/2023-24.pdf (https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf)`\n- [Page 11]\nTo ensure the Board is properly executing Audit, Risk and Corporate Governance\nits responsibilities, the Board reviews its Committee\nperformance in the following areas on a regular The committee’s role is to advise the Board\nbasis: on corporate governance, internal and\n∙ Roles and responsibilities external financial audit issues and adequacy of\naccounting procedures, systems, controls, and\n∙ T imeliness of advice and direction to\nfinancial reporting.\nmanagement\nIt also reviews risk management, fraud control\n∙ Effectiveness of Board meetings\nmanagement, intellectual property management,\n∙ I nteraction with management, and contribution and the qualification of R&D and matching\nto the ongoing performance of the company expenditure in ensure compliance with major\ncontracts.\n Source: `annual-reports/2024-25.pdf (https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf)`\n- [Page 3]\nContents\nProgress highlights 5\nA note from the CEO 6\nSustainability Framework overview 8\nChallenges within the operating environment 10\nActivity Report 13\nPeople 14\nPigs 18\nPlanet 20\nProsperity 22\nEmerging issues 24\nFramework going forward 24\nBaseline Data Reports 27\nS U S TA I N A B I L I T Y F R A M E W O R K - 2 0 2 3 U P D AT E 3\n Source: `other-pdfs/2023_BASELINE-20REPORT_PORK-20SUSTAINABILITY-20FRAMEWORK_-20FINAL-20-282-29-201.pdf (https://australianpork.com.au/sites/default/files/2024-08/2023_BASELINE%20REPORT_PORK%20SUSTAINABILITY%20FRAMEWORK_%20FINAL%20%282%29%201.pdf)`\n- Further\nis the new australianpork.com.au\nconsultation on additional voluntary\nwebsite launched in June 2021, with\nstandards may enable the mitigation\nevery APL team involved in its delivery.\nof additional risks in biosecurity.\nnoisiv\nderahs\nyrtsudni\ngnidliuB\nIndividual producer Members contacted who adopted top\n70% 72%*\n20 research findings in the last 3 years (% sow/progeny)\nIndustry production covered by producer Members (%) 93% 91%\nProducer Members contacted monthly and rate the call\n75% 95%\nhighly (%)\nLeadership quality on staff turnover (%) 14%** 26%\nNo. of SPO meetings attended (where invited to) 90% 100%\n*Metric is for last 10 years\n**Aggressive target set from 2020 restructure plan\n3 6 A U S T R A L I A N P O R K L I M I T E D A N N U A L R E P O R T 2 0 2 0 – 2 1 3 7\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- The committee’s role is to advise the Board\non corporate governance, internal and\nexternal financial audit issues and adequacy of\naccounting procedures, systems, controls, and Prudent cautious\nfinancial reporting.\nself-control, is at\nIt also reviews risk management and fraud\nwisdom’s root\ncontrol management, intellectual property\nmanagement, and qualification of R&D and\nmatching expenditure in compliance with\n- Robert Burns\nmajor contracts.\n Source: `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)`\n- Overall, of the 17 metrics outlined for the 2021-22\nyear, 10 have been achieved, 2 were achieved\nbut cannot be counted as fully achieved, 1 has\nbeen partially achieved (considering changes in\ncircumstance) and 4 have not been achieved.\n Source: `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)`\n- CASH AND CASH EQUIVALENTS\nCash at bank 5,558,833 1,741,080\n5,558,833 1,741,080\nAccounting policy for cash and cash equivalents\nCash and cash equivalents include deposits held at call with financial institutions, other short-term, highly liquid\ninvestments with original maturities of three months or less that are readily convertible to known amounts of cash\nand which are subject to an insignificant risk of changes in value.\n Source: `annual-reports/2021-22.pdf (https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 2]\nA Comment about the Amended Strategic Plan 2015-2020 1\nCHAIRMAN’S STATEMENT 2\nEXECUTIVE SUMMARY 5\nAPL BOARD AND EXECUTIVE TEAM 7\nAPL VALUES, VISION AND PURPOSE 8\nPORK INDUSTRY OPERATING ENVIRONMENT 9\nSTRATEGIC PLANNING CONTEXT AND THEMES 11\nTHE STRATEGIC OBJECTIVES AT A GLANCE 13\nStrategic Objective 1 – Growing Consumer Appeal 14\nStrategic Objective 2 – Building Markets 16\nStrategic Objective 3 – Driving Value Chain Integrity 18\nStrategic Objective 4 – Leading Sustainability 20\nStrategic Objective 5 – Improving Capability 22\nAUSTRALIAN PORK INDUSTRY PERFORMANCE TRACKER 24\nINDUSTRY ASSUMPTIONS 2015–2020 25\nFINANCIALS 2015–2020 26\nNATIONAL AND RURAL RESEARCH AND DEVELOPMENT PRIORITIES 28\nCOLLABORATION 30\nCORPORATE GOVERNANCE STATEMENT 32\nCOMPLIANCE STATEMENTS 36\n Source: `strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf)`\n- [Page 2]\nCHAIRMAN’S STATEMENT 1\nEXECUTIVE SUMMARY 3\nAPL BOARD AND EXECUTIVE TEAM 5\nAPL VALUES, VISION AND PURPOSE 6\nPORK INDUSTRY OPERATING ENVIRONMENT 7\nSTRATEGIC PLANNING CONTEXT AND THEMES 9\nTHE STRATEGIC OBJECTIVES AT A GLANCE 11\nStrategic Objective 1 – Growing Consumer Appeal 12\nStrategic Objective 2 – Building Markets 14\nStrategic Objective 3 – Driving Value Chain Integrity 16\nStrategic Objective 4 – Leading Sustainability 18\nStrategic Objective 5 – Improving Capability 20\nAUSTRALIAN PORK INDUSTRY PERFORMANCE TRACKER 22\nINDUSTRY ASSUMPTIONS 2015–2020 23\nFINANCIALS 2015–2020 24\nNATIONAL AND RURAL RESEARCH AND DEVELOPMENT PRIORITIES 26\nCOLLABORATION 27\nCORPORATE GOVERNANCE STATEMENT 30\nCOMPLIANCE STATEMENTS 34\n Source: `strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)`\n- Normally a 12.8 per\n• adoption of research and\nand the service we provide to our cent growth would result in over- Team Players\ninnovation (72 per cent of\nstakeholders. supply and losses for producers,\nproduction had adopted some\nbut increased investment in ONE TEAM, SHARED DREAMS\nI’d like to take the opportunity APL extension).\nmarketing, combined with high beef\nThe international escalation of ASF\nthis year to highlight some of the\nand lamb prices helped maintain\nChallengers since 2019 prompted unprecedented\nwork I see every day at APL that positive producer margins in 2021.\ncollaboration between government,\narticulate our values as a progressive\nCOURAGEOUSLY QUESTION TO veterinarians, producers and\norganisation.\n Source: `annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)`\n- [Page 6]\nS T R AT E G I C\nT H E M E S\n2025-2030 Strategic Plan\nprogram areas\nGrowing fresh Diversifying markets Driving sustainable Advancing industry\npork demand and revenue productivity integrity\nIncreasing share Increasing share of Reducing cost of Stewarding quality\nof fresh meat Australian smallgoods production for farms assurance and\nindustry compliance\nand processing\nDeveloping added Increasing export\nAnimal health and\nvalue new product market value Delivering meaningful\nwelfare first\ndevelopment research, innovation\nIncreasing pork\nopportunities and extension Leading biosecurity\nin quick service\nIncreasing pork on restaurants Developing viable Deepening member\nmenu environmental and industry\nDeveloping\nsolutions engagement\nalternative revenue\nLifting community\nstreams Accelerating\ntrust through\nAustralian genetic\nsocial licence\nimprovement\ncommunications\nAttracting, retaining\n Source: `other-pdfs/APL-20Annual-20Operating-20Plan-202025-26.pdf (https://australianpork.com.au/sites/default/files/2025-09/APL%20Annual%20Operating%20Plan%202025-26.pdf)`\n- Australian Pork Industry Key Results Areas\nStrategic Key Result Measure/ Units Results achieved Target\nObjective Area (by financial year) (by financial year)\n2015 2016 2017 2018 2019 2020\nGrowing Australian % volume of 28.4% 27.7% 27.8% 24.7% 21.8% 19.1%\nConsumer Processed consumption\nAppeal Pork Share\nPorkMark % of Australians 57.0% 59.0% 55.0% 66% 68% 70%\nAwareness aware of\nPorkMark\nBuilding Australian HSCW kg per 9.79 9.71 10.81 11.10 11.60 12.00\nMarkets Fresh Pork capita annual\nConsumption consumption\nInternational China Trade Achieved\nMarketing Protocols and\nEstablishment\nCertification\nDriving APIQü® % production 91.4% 91.5% 90.2% 91.0% 91.0% 92.0%\nValue Chain Uptake APIQü® certified\nIntegrity\nResidue % compliance 99.5% 99.4% 99.2% 100.0% 100.0% 100.0%\nCompliance total tests\nLeading Reproductive Pigs sold/sow/ 18.6 18.1 19 19.3 19.6 19.9\nSustainability Performance year\n Source: `strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf)`\n- Australian Pork Industry Key Results Areas\nStrategic Key Result Measure/ Units Target (year ending 30th June...)\nObjective Area\n2015 2016 2017 2018 2019 2020\nGrowing Australian % volume of 30.5% 30.7% 30.8% 30.9% 31.0% 31.1%\nConsumer Processed consumption\nAppeal Pork Share\nPorkMark % of Australians 60% 62% 64% 66% 68% 70%\nAwareness aware of\nPorkMark\nBuilding Australian HSCW kg per 13.81 13.92 14.00 14.09 14.17 14.26\nMarkets Pork capita annual\nConsumption consumption\nPig Pricing $/kg farm gate $3.16 $3.22 $3.28 $3.34 $3.40 $3.46\naverage all pigs\nDriving APIQü® % production 88.8% 90.0% 90.0% 91.0% 91.0% 92.0%\nValue Chain Uptake APIQü® certified\nIntegrity\nResidue % compliance 99.9% 99.9% 99.9% 100.0% 100.0% 100.0%\nCompliance total tests\nLeading Reproductive Pigs sold/sow/year 18.4 18.7 19.0 19.3 19.6 19.9\nSustainability Performance\nProgress on % sows meeting 75% 85% 95% 100% 100% 100%\n Source: `strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)`\n- [pages 24,25,26,27]\n09 14.17 14.26\nMarkets Pork capita annual\nConsumption consumption\nPig Pricing $/kg farm gate $3.16 $3.22 $3.28 $3.34 $3.40 $3.46\naverage all pigs\nDriving APIQü® % production 88.8% 90.0% 90.0% 91.0% 91.0% 92.0%\nValue Chain Uptake APIQü® certified\nIntegrity\nResidue % compliance 99.9% 99.9% 99.9% 100.0% 100.0% 100.0%\nCompliance total tests\nLeading Reproductive Pigs sold/sow/year 18.4 18.7 19.0 19.3 19.6 19.9\nSustainability Performance\nProgress on % sows meeting 75% 85% 95% 100% 100% 100%\nSow Stall phase out\nPhase Out definition\nImproving Industry % staff with 40% 42% 44% 46% 48% 50%\nCapability Certificate Certificate 3\nThree\nPenetration\nTechnology Ave % of >50% >50% >50% >50% >50% >50%\nAdoption production\nadopting new\ntechnologies\nHSCW = Hot Standard Carcase Weight\n22 STRATEGIC PLAN 2015–2020\n Source: `strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)`\n- [Page 5]\nAT A GLANCE\nWho Key industry Strategic themes\nwe are achievements\nover the last\nfive years\nOur purpose Culture Industry value grown 1 Growing 3 Driving 4 Advancing\nTo enable a • We lead with curiosity\n$5.3b to fresh pork sustainable industry\nthriving pork • We deliver with purpose\ndemand productivity integrity\nindustry. • We foster connection and $6.9b\na sense of community. • Increasing share • Reducing cost of • Stewarding quality\nOur headline of fresh meat production in farms and assurance and industry\nValues\nWe are the • Developing added-value processing compliance\n• Driving results\nnew product development • Meaningful research, • Animal health and\nprogressive pork Say what we’ll do,\nPeople employed opportunities innovation and extension welfare first\norganisation. do what we say, be across the industry\n Source: `strategies/APL-202025-2030-20Strategic-20Plan.pdf (https://australianpork.com.au/sites/default/files/2025-07/APL%202025-2030%20Strategic%20Plan.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2020-21.pdf` - annual-reports - https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.australianpork.com.au/sites/default/files/2023-10/Annual%20Report%202022-23%20-%20Amended%20Final.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf\n- `strategies/APL-Strategic-Plan-2010-2015.pdf` - strategies - http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2010-2015.pdf\n- `strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf` - strategies - http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf\n- `strategies/APL-Strategic-Plan-2015-2020.pdf` - strategies - http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf\n- `strategies/APL-Strategic-Plan-2020-2025.pdf` - strategies - http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2020-2025.pdf\n- `strategies/APL-Sustainability-Framework_Web.pdf` - strategies - https://australianpork.com.au/sites/default/files/2021-11/APL-Sustainability-Framework_Web.pdf\n- `strategies/APL-20Sustainability-20Framework_Web.pdf` - strategies - https://australianpork.com.au/sites/default/files/2022-03/APL%20Sustainability%20Framework_Web.pdf\n- `strategies/APL-202025-2030-20Strategic-20Plan.pdf` - strategies - https://australianpork.com.au/sites/default/files/2025-07/APL%202025-2030%20Strategic%20Plan.pdf\n- `pages/about.html` - pages - https://australianpork.com.au/about-us\n- `pages/announcements-index.html` - pages - http://australianpork.com.au/privacy-statement\n- `pages/announcements-index__19.html` - pages - https://australianpork.com.au/privacy-statement\n- `pages/announcements-index__20.html` - pages - http://australianpork.com.au/privacy-statement\n- `pages/annual-reports-index.html` - pages - http://australianpork.com.au/library-resources/publications/annual-reports/\n- `pages/annual-reports-index__00.html` - pages - http://australianpork.com.au/library-resources/publications/annual-reports/\n- `pages/annual-reports-index__01.html` - pages - https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf\n- `pages/annual-reports-index__02.html` - pages - https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf\n- `pages/annual-reports-index__03.html` - pages - https://australianpork.com.au/sites/default/files/2022-11/22692%20APL%20-%20Annual%20Report%202122%20Internals_v6%20FLAT.pdf\n- `pages/annual-reports-index__04.html` - pages - https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf\n- `pages/annual-reports-index__05.html` - pages - http://australianpork.com.au/sites/default/files/2021-06/Annual-Report-2019-2020.pdf\n- `pages/annual-reports-index__06.html` - pages - http://australianpork.com.au/sites/default/files/2021-06/Annual-Report-2018-2019.pdf\n- `pages/annual-reports-index__07.html` - pages - http://australianpork.com.au/sites/default/files/2021-06/Annual-Report-2017-2018.pdf\n- `pages/annual-reports-index__08.html` - pages - http://australianpork.com.au/sites/default/files/2021-06/Annual-Report-2016-2017.pdf\n- `pages/annual-reports-index__09.html` - pages - http://australianpork.com.au/sites/default/files/2021-06/Annual-Report-2015-2016.pdf\n- `pages/annual-reports-index__10.html` - pages - http://australianpork.com.au/sites/default/files/2021-06/Annual-Report-2014-2015.pdf\n- `pages/annual-reports-index__11.html` - pages - http://australianpork.com.au/sites/default/files/2021-06/Annual-Report-2013-2014.pdf\n- `pages/annual-reports-index__12.html` - pages - http://australianpork.com.au/sites/default/files/2021-06/Annual-Report-2012-2013.pdf\n- `pages/annual-reports-index__13.html` - pages - http://australianpork.com.au/sites/default/files/2021-06/Annual-Report-2011-2012.pdf\n- `pages/annual-reports-index__14.html` - pages - http://australianpork.com.au/sites/default/files/2021-06/Annual-Report-2010-2011.pdf\n- `pages/annual-reports-index__15.html` - pages - http://australianpork.com.au/sites/default/files/2021-06/Annual-Report-2009-2010.pdf\n- `pages/contact.html` - pages - http://australianpork.com.au/contact-0\n- `pages/corporate-plans-index.html` - pages - http://australianpork.com.au/library-resources/publications/strategic-plans/\n- `pages/homepage.html` - pages - http://australianpork.com.au/about-us/australian-pork-limited/\n- `pages/news-latest.html` - pages - http://australianpork.com.au/search-news\n- `pages/strategies-index.html` - pages - http://australianpork.com.au/search-news/australian-pork-launch-sustainability-framework\n- `pages/strategies-index__16.html` - pages - https://australianpork.com.au/search-news/australian-pork-launch-sustainability-framework\n- `pages/strategies-index__17.html` - pages - http://australianpork.com.au/search-news/australian-pork-launch-sustainability-framework\n- `pages/strategies-index__18.html` - pages - https://australianpork.com.au/sites/default/files/2022-03/APL%20Sustainability%20Framework_Web.pdf\n- `other-pdfs/APL-Constitution-21-Nov-2015.pdf` - other-pdfs - http://australianpork.com.au/sites/default/files/2021-06/APL-Constitution-21-Nov-2015.pdf\n- `other-pdfs/2023_BASELINE-20REPORT_PORK-20SUSTAINABILITY-20FRAMEWORK_-20FINAL-20-282-29-201.pdf` - other-pdfs - https://australianpork.com.au/sites/default/files/2024-08/2023_BASELINE%20REPORT_PORK%20SUSTAINABILITY%20FRAMEWORK_%20FINAL%20%282%29%201.pdf\n- `other-pdfs/Online_FINAL-20APL-20AOP-202024-25.pdf` - other-pdfs - https://australianpork.com.au/sites/default/files/2024-09/Online_FINAL%20APL%20AOP%202024-25.pdf\n- `other-pdfs/APL-20Annual-20Operating-20Plan-202025-26.pdf` - other-pdfs - https://australianpork.com.au/sites/default/files/2025-09/APL%20Annual%20Operating%20Plan%202025-26.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Australian Pork Limited - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:07:25.597318+00:00\n**Entity ID**: B-002190\n**Jurisdiction**: Commonwealth\n**Portfolio**: Agriculture, Fisheries and Forestry\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 46\n- Unique legislation references found: 17\n\n| Type | Count |\n|---|---:|\n| Act | 15 |\n| Regulation | 2 |\n\n## Legislation References\n\n### Pig Industry Act 2001\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.gov.au/search?query=Pig+Industry+Act+2001\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `other-pdfs/APL-Constitution-21-Nov-2015.pages.jsonl`\n- `strategies/APL-202025-2030-20Strategic-20Plan.pages.jsonl`\n- `strategies/APL-Strategic-Plan-2020-2025.pages.jsonl`\n\n**Evidence contexts**:\n- s that enhance the are prepared to pay versus other similar products or maximum of $1 each.\nviability of producers. The framework for the Company markets domestically and internationally.’\nThe total amount that Members of the Company\nwas established under the Pig Industry Act 2001 (Cth).\n· Program 1: Diversity of markets and products are liable to contribute if the Company is wound up\nOperating and reporting guidelines are provided for\n· Program 2: Quality consumer eating experiences is $206, based on 206 current ordinary Members.\nin t\n Source: `annual-reports/2020-21.pages.jsonl`\n- ong-term objectives\nAPL is a unique rural industry service body for the Australian pork industry – a single, producer-owned company delivering integrated\nservices that enhance the viability of producers. The framework for the Company was established under the Pig Industry Act 2001.\nOperating and reporting guidelines are provided for in the Funding Agreement with the Commonwealth of Australia and the\nCompany’s constitution.\nThe Company's primary funding is derived from statutory pig slaughter levies collected under the Primary Industry\n Source: `annual-reports/2021-22.pages.jsonl`\n- ong-term objectives\nAPL is a unique rural industry service body for the Australian pork industry – a single, producer-owned company delivering integrated\nservices that enhance the viability of producers. The framework for the Company was established under the Pig Industry Act 2001.\nOperating and reporting guidelines are provided for in the Funding Agreement with the Commonwealth of Australia and the\nCompany’s constitution.\nThe Company's primary funding is derived from statutory pig slaughter levies collected under the Primary Industry\n Source: `annual-reports/2022-23.pages.jsonl`\n- ong-term objectives\nAPL is a unique rural industry service body for the Australian pork industry – a single, producer-owned company delivering integrated\nservices that enhance the viability of producers. The framework for the Company was established under the Pig Industry Act 2001.\nOperating and reporting guidelines are provided for in the Funding Agreement with the Commonwealth of Australia and the\nCompany’s constitution.\nThe Company's primary funding is derived from statutory pig slaughter levies collected under the Primary Industry\n Source: `annual-reports/2023-24.pages.jsonl`\n- an Pork Limited.\n1.2 Type\nThe Company is a company limited by guarantee.\n1.3 Replaceable Rules\nThe replaceable rules in the Corporations Law do not apply to the Company.\n1.4 Definitions\nIn this Constitution unless the context requires otherwise:\nAct means the Pig Industry Act 2001 (Cth) including any subordinate legislation under that\nAct.\nAgri-Political Activity means engaging in or financing any form of external or internal\npolitical campaigning, but does not include an activity required or authorised under the\nCorporations Act 2001\n Source: `other-pdfs/APL-Constitution-21-Nov-2015.pages.jsonl`\n\n### Primary Industry (Excise) Levies Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.gov.au/search?query=Primary+Industry+%28Excise%29+Levies+Act+1999\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- Operating and reporting guidelines are provided for in the Funding Agreement with the Commonwealth of Australia and the\nCompany’s constitution.\nThe Company's primary funding is derived from statutory pig slaughter levies collected under the Primary Industry (Excise) Levies\nAct 1999. The levy amounts to $3.425 per carcase at slaughter, of which the Company receives $3.25, consisting of $2.25 for\nmarketing and policy activities and $1.00 for research and development activities. The remaining $0.175 is for the Pig Monitoring\nResidue Progra\n Source: `annual-reports/2021-22.pages.jsonl`\n- ategy\nflowing from paddock to plate.\nfor 2020-25 requires closer connection with both\nregulatory and commercial ecosystems for both\ninnovation and growth.\nOur primary funding is derived from statutory pig\nslaughter levies collected under the Primary Industry\n(Excise) Levies Act 1999 (Cth).\nFurther funding comes from a funding agreement with\nthe Australian Government.\nWhilst APL works in the interest of all pig producers,\nthe organisation is guided largely by those producers\nwho become APL Members.\nProducers become Members by demonstratin\n Source: `annual-reports/2022-23.pages.jsonl`\n- Operating and reporting guidelines are provided for in the Funding Agreement with the Commonwealth of Australia and the\nCompany’s constitution.\nThe Company's primary funding is derived from statutory pig slaughter levies collected under the Primary Industry (Excise) Levies\nAct 1999. The levy amounts to $3.425 per carcass at slaughter, of which the Company receives $3.25, consisting of $2.25 for\nmarketing and policy activities and $1.00 for research and development activities. The remaining $0.175 is for the Pig Monitoring\nResidue Progra\n Source: `annual-reports/2022-23.pages.jsonl`\n- th regulatory and commercial ecosystems for both\nindustry come together to help keep Australian pork\ninnovation and growth.\nflowing from paddock to plate.\nOur primary funding is derived from statutory pig\nslaughter levies collected under the Primary Industry\n(Excise) Levies Act 1999 (Cth).\nFurther funding comes from a funding agreement\nwith the Australian Government, and acknowledges\nthe provision of funding by Levy Payers and the\nCommonwealth.\nWhilst APL works in the interest of all pig producers,\nthe organisation is guided largely by t\n Source: `annual-reports/2023-24.pages.jsonl`\n- Operating and reporting guidelines are provided for in the Funding Agreement with the Commonwealth of Australia and the\nCompany’s constitution.\nThe Company's primary funding is derived from statutory pig slaughter levies collected under the Primary Industry (Excise) Levies\nAct 1999. The levy amounts to $3.425 per carcass at slaughter, of which the Company receives $3.25, consisting of $2.25 for\nmarketing and policy activities and $1.00 for research and development activities. The remaining $0.175 is for the Pig Monitoring\nResidue Progra\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### AASB') and the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=AASB%27%29+and+the+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- in 12 months of the reporting\nInterpretations issued by the Australian Accounting\nthrough profit or loss. They are subsequently measured impairment loss is recognised for the amount by which date are measured at the present value of expected\nStandards Board ('AASB') and the Corporations Act 2001\nat either amortised cost or fair value depending on the asset’s carrying amount exceeds its recoverable future payments to be made in respect of services\n(Cth), as appropriate for not-for-profit oriented entities.\ntheir classification. Classification is deter\n Source: `annual-reports/2020-21.pages.jsonl`\n- early adopted.\nBasis of preparation\nThese general-purpose financial statements have been prepared in accordance with Australian Accounting Standards -\nSimplified Disclosure Requirements and Interpretations issued by the Australian Accounting Standards Board\n('AASB') and the Corporations Act 2001, as appropriate for not-for-profit oriented entities.\nHistorical cost convention\nThe financial statements have been prepared under the historical cost convention.\nCritical accounting estimates\nThe preparation of the financial statements requires the use of ce\n Source: `annual-reports/2021-22.pages.jsonl`\n- early adopted.\nBasis of preparation\nThese general-purpose financial statements have been prepared in accordance with Australian Accounting Standards -\nSimplified Disclosure Requirements and Interpretations issued by the Australian Accounting Standards Board ('AASB') and\nthe Corporations Act 2001, as appropriate for not-for-profit oriented entities.\nHistorical cost convention\nThe financial statements have been prepared under the historical cost convention.\nCritical accounting estimates\nThe preparation of the financial statements requires the use of ce\n Source: `annual-reports/2022-23.pages.jsonl`\n- early adopted.\nBasis of preparation\nThese general-purpose financial statements have been prepared in accordance with Australian Accounting Standards -\nSimplified Disclosure Requirements and Interpretations issued by the Australian Accounting Standards Board ('AASB') and\nthe Corporations Act 2001, as appropriate for not-for-profit oriented entities.\nSubsection 295 (3A)(a) of the Corporations Act 2001 does not apply to Australian Pork Limited as the company is not\nrequired to prepare consolidated financial statements by Australian Accounting Standards.\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Simplified Disclosures for For-Profit and Not-for-Profit Entities and the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Simplified+Disclosures+for+For-Profit+and+Not-for-Profit+Entities+and+the+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- Report\nThe directors of the Company are responsible for the preparation of the financial report that gives a true and fair\nview in accordance with Australian Accounting Standards – Simplified Disclosures under AASB 1060 General\nPurpose Financial Statements – Simplified Disclosures for For-Profit and Not-for-Profit Entities and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary to enable the\npreparation of the financial report that gives a true and fair view and is free from material misstatement, whether\ndue to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2021-22.pages.jsonl`\n- Report\nThe directors of the Company are responsible for the preparation of the financial report that gives a true and fair\nview in accordance with Australian Accounting Standards – Simplified Disclosures under AASB 1060 General\nPurpose Financial Statements – Simplified Disclosures for For-Profit and Not-for-Profit Entities and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary to enable the\npreparation of the financial report that gives a true and fair view and is free from material misstatement, whether\ndue to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2022-23.pages.jsonl`\n- Report\nThe directors of the Company are responsible for the preparation of the financial report that gives a true and fair\nview in accordance with Australian Accounting Standards – Simplified Disclosures under AASB 1060 General\nPurpose Financial Statements – Simplified Disclosures for For-Profit and Not-for-Profit Entities and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary to enable the\npreparation of the financial report that gives a true and fair view and is free from material misstatement, whether\ndue to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2023-24.pages.jsonl`\n- Report\nThe directors of the Company are responsible for the preparation of the financial report that gives a true and fair\nview in accordance with Australian Accounting Standards – Simplified Disclosures under AASB 1060 General\nPurpose Financial Statements – Simplified Disclosures for For-Profit and Not-for-Profit Entities and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary to enable the\npreparation of the financial report that gives a true and fair view and is free from material misstatement, whether\ndue to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Commonwealth Funding Agreement and the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Commonwealth+Funding+Agreement+and+the+Corporations+Act+2001\n\n**Sources**:\n- `strategies/APL-Strategic-Plan-2010-2015.pages.jsonl`\n- `strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pages.jsonl`\n- `strategies/APL-Strategic-Plan-2015-2020.pages.jsonl`\n\n**Evidence contexts**:\n- nal Health and Safety (OH&S); Maternity Leave; and Privacy.\n19\nAUSTRALIAN PORK LIMITED Strategic Plan 2010–2015\n\n[page 22]\nCorporate Governance\nRole of the board\nThe APL board sets strategic direction within the requirements of the company’s constitution, the\nCommonwealth Funding Agreement and the Corporations Act 2001. The board delegates responsibility to\nthe Chief Executive Officer for the effective management of the company.\nThe board is responsible for ensuring company funds are used to best advantage for the long-term benefit\nof Australian levy-paying pork producers a\n Source: `strategies/APL-Strategic-Plan-2010-2015.pages.jsonl`\n- eek\nopportunities for collaboration with other RDCs on projects and shared services.\nCOLLABORATION 31\n\n[page 34]\nCorporate Governance Statement\nRole of the Board\nThe APL Board sets strategic direction within the requirements of the company’s constitution, the\nCommonwealth Funding Agreement and the Corporations Act 2001. When strategic direction is\ndeveloped, the views of members are considered through consultation with member’s delegates.\nThe Board delegates responsibility for effective management of the company and delivery of\nstrategic direction to the Chief Executive Off\n Source: `strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pages.jsonl`\n- eek\nopportunities for collaboration with other RDCs on projects and shared services.\nCOLLABORATION 29\n\n[page 32]\nCorporate Governance Statement\nRole of the Board\nThe APL Board sets strategic direction within the requirements of the company’s constitution,\nthe Commonwealth Funding Agreement and the Corporations Act 2001. The Board delegates\nresponsibility to the Chief Executive Officer for the effective management of the company.\nThe Board is responsible for ensuring company funds are used to best advantage for the benefit\nof Australian levy-paying pork producers, the wider\n Source: `strategies/APL-Strategic-Plan-2015-2020.pages.jsonl`\n\n### Income Tax Assessment Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Income+Tax+Assessment+Act+1997\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- on expense\nContributions to defined contribution superannuation plans are expensed in the period in which they are incurred.\nNOTE 7. INCOME TAX\nAccounting policy for income tax\nThe Company is exempt from income tax under the provisions of Section 50-40 of the Income Tax Assessment\nAct 1997, as amended. Under these provisions, the Company is considered to be classified as an entity established\nfor the purpose of promoting the development of various Australian resources, including agricultural resources and\nnot carried on for the profit or gain o\n Source: `annual-reports/2021-22.pages.jsonl`\n- on expense\nContributions to defined contribution superannuation plans are expensed in the period in which they are incurred.\nNOTE 7. INCOME TAX\nAccounting policy for income tax\nThe Company is exempt from income tax under the provisions of Section 50-40 of the Income Tax Assessment\nAct 1997, as amended. Under these provisions, the Company is considered to be classified as an entity established\nfor the purpose of promoting the development of various Australian resources, including agricultural resources and\nnot carried on for the profit or gain o\n Source: `annual-reports/2022-23.pages.jsonl`\n- on expense\nContributions to defined contribution superannuation plans are expensed in the period in which they are incurred.\nNOTE 7. INCOME TAX\nAccounting policy for income tax\nThe Company is exempt from income tax under the provisions of Section 50-40 of the Income Tax Assessment\nAct 1997, as amended. Under these provisions, the Company is considered to be classified as an entity established\nfor the purpose of promoting the development of various Australian resources, including agricultural resources and\nnot carried on for the profit or gain o\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Primary Industries Levies and Charges Disbursement Act 2024\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Primary+Industries+Levies+and+Charges+Disbursement+Act+2024\n\n**Sources**:\n- `pages/annual-reports-index.html`\n- `pages/annual-reports-index__00.html`\n- `pages/corporate-plans-index.html`\n\n**Evidence contexts**:\n- APL represents the amalgamation of three separate bodies, the Australian Pork Corporation, the Pig Research and Development Corporation, and the Pork Council of Australia.\nFunding for APL is primarily through statutory pig slaughter levies collected under the Primary Industries Levies and Charges Disbursement Act 2024 (Cth) with additional research specific funds provided by the Australian Government through matching payments.\nThe current levy rate per carcase is $3.425, being made up of:\n$2.25 Marketing levy (received by APL)\n$1.00 Research & Development levy (received by\n Source: `pages/annual-reports-index.html`\n- APL represents the amalgamation of three separate bodies, the Australian Pork Corporation, the Pig Research and Development Corporation, and the Pork Council of Australia.\nFunding for APL is primarily through statutory pig slaughter levies collected under the Primary Industries Levies and Charges Disbursement Act 2024 (Cth) with additional research specific funds provided by the Australian Government through matching payments.\nThe current levy rate per carcase is $3.425, being made up of:\n$2.25 Marketing levy (received by APL)\n$1.00 Research & Development levy (received by\n Source: `pages/annual-reports-index__00.html`\n- APL represents the amalgamation of three separate bodies, the Australian Pork Corporation, the Pig Research and Development Corporation, and the Pork Council of Australia.\nFunding for APL is primarily through statutory pig slaughter levies collected under the Primary Industries Levies and Charges Disbursement Act 2024 (Cth) with additional research specific funds provided by the Australian Government through matching payments.\nThe current levy rate per carcase is $3.425, being made up of:\n$2.25 Marketing levy (received by APL)\n$1.00 Research & Development levy (received by\n Source: `pages/corporate-plans-index.html`\n\n### Simplified Disclosure Requirements, the Corporations Regulations 2001\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Simplified+Disclosure+Requirements%2C+the+Corporations+Regulations+2001\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- R THE YEAR ENDED 30 JUNE 2022\nIn accordance with the resolution of the Directors of Australian Pork Limited, the Directors declare that:\n• the attached financial statements and notes comply with the Corporations Act 2001, the Australian Accounting\nStandards - Simplified Disclosure Requirements, the Corporations Regulations 2001 and other mandatory\nprofessional reporting requirements;\n• the attached financial statements and notes give a true and fair view of the company's financial position as at 30\nJune 2022 and of its performance for the financial year ended on that date; and\n• the\n Source: `annual-reports/2021-22.pages.jsonl`\n- R THE YEAR ENDED 30 JUNE 2023\nIn accordance with the resolution of the Directors of Australian Pork Limited, the Directors declare that:\n• the attached financial statements and notes comply with the Corporations Act 2001, the Australian Accounting\nStandards - Simplified Disclosure Requirements, the Corporations Regulations 2001 and other mandatory\nprofessional reporting requirements;\n• the attached financial statements and notes give a true and fair view of the company's financial position as at 30\nJune 2023 and of its performance for the financial year ended on that date; and\n• the\n Source: `annual-reports/2022-23.pages.jsonl`\n- RATION\nFOR THE YEAR ENDED 30 JUNE 2024\nIn accordance with the resolution of the Directors of Australian Pork Limited, the Directors declare that:\n• the financial statements and notes comply with the Corporations Act 2001, the Australian Accounting\nStandards - Simplified Disclosure Requirements, the Corporations Regulations 2001 and other mandatory\nprofessional reporting requirements;\n• the financial statements and notes give a true and fair view of the company's financial position as at 30 June\n2024 and of its performance for the financial year ended on that date; and\n• there are re\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Company Corporations Act 2001\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Company+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- es collected under the Primary Industry A copy of the auditor's independence declaration\nManage volatility for viable farms\n(Excise) Levies Act 1999 (Cth). The levy amounts to as required under section 307C of the\n$3.425 per carcase at slaughter, of which the Company Corporations Act 2001 (Cth) is set outimmediately\n‘Better anticipate market fluctuations and flatten the\nreceives $3.25, consisting of $2.25 for marketing and after this Directors' report.\npeaks and troughs, making the industry more stable.’\npolicy activities and $1.00 for researc\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Excise) Levies Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Excise%29+Levies+Act+1999\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- tion. Auditor's independence declaration\nThe Company's primary funding is derived from statutory\nStrategic Theme 2 –\npig slaughter levies collected under the Primary Industry A copy of the auditor's independence declaration\nManage volatility for viable farms\n(Excise) Levies Act 1999 (Cth). The levy amounts to as required under section 307C of the\n$3.425 per carcase at slaughter, of which the Company Corporations Act 2001 (Cth) is set outimmediately\n‘Better anticipate market fluctuations and flatten the\nreceives $3.25, consisting of $2.25\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Industry (Excise) Levies Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Industry+%28Excise%29+Levies+Act+1999\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- eeds, needs and\ninnovation and growth. priorities to navigate.\nOur primary funding is derived from statutory During the 2021-22 year however, it has been\npig slaughter levies collected under the Primary evident that when difficulties emerge, such as\nIndustry (Excise) Levies Act 1999 (Cth). COVID-19 or floods temporarily closing boning\nrooms, abattoirs or isolating farms, the industry\nFurther funding comes from a funding\ndoes come together to help keep Australian\nagreement with the Australian Government.\npork flowing from paddock to plate\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Primary Industries (Excise) Levies Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Primary+Industries+%28Excise%29+Levies+Act+1999\n\n**Sources**:\n- `other-pdfs/APL-Constitution-21-Nov-2015.pages.jsonl`\n\n**Evidence contexts**:\n- persons include partnerships, associations and corporations,\nunincorporated and incorporated by Ordinance, Act of Parliament or registration, as well as\nindividuals.\nPig Slaughter Levy means levy imposed under Part 2 of Schedule 22 of the Primary\nIndustries (Excise) Levies Act 1999 (Cth).\nPig Slaughter Levy Amount at a particular time in relation to a person, means the amount\nof Pig Slaughter Levy paid by the person, other than as an Intermediary, in the last\nFinancial Year before the particular time, as determined or estimated by the C\n Source: `other-pdfs/APL-Constitution-21-Nov-2015.pages.jsonl`\n\n### Primary Industries Levies and Charges Collection Act 1991\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Primary+Industries+Levies+and+Charges+Collection+Act+1991\n\n**Sources**:\n- `other-pdfs/APL-Constitution-21-Nov-2015.pages.jsonl`\n\n**Evidence contexts**:\n- th Rule 14.3\nor appointed in accordance with Rule 14.4.\nFinancial Year means a period commencing on 1 July and ending on the following\n30 June.\nIntermediary means a person who pays an amount of Pig Slaughter Levy under\nsubsection 7(1), (2), (3) or (3A) of the Primary Industries Levies and Charges Collection\nAct 1991 (Cth) on behalf of a producer (within the meaning of that Act).\nLaw means the Corporations Law and includes the Corporations Regulations.\n16.11.2011 Page 2\n\n[page 7]\nConstitution\nMarketing means activities intended to promote and encourage consumer choice of\n Source: `other-pdfs/APL-Constitution-21-Nov-2015.pages.jsonl`\n\n### RSM AUSTRALIA PARTNERS the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=RSM+AUSTRALIA+PARTNERS+the+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- ards. Our responsibilities under those\nstandards are further described in the Auditor's Responsibilities for the Audit of the Financial Report section of\nour report. We are independent of the Company in accordance with the auditor independence requirements of\nRSM AUSTRALIA PARTNERS\nthe Corporations Act 2001 and the ethical requirements of the Accounting Professional and Ethical Standards\nBoard's APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of the\nfinancial report in Australia. We have also fulfilled our other eth\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Reduced Disclosure Requirements and the INDEPENDENT AUDITOR’S REPORT Corporations Act 2001\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Reduced+Disclosure+Requirements+and+the+INDEPENDENT+AUDITOR%E2%80%99S+REPORT+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- to report in this regard.\nResponsibilities of the Directors for the Financial Report\nThe directors of the Company are responsible for the preparation of the financial report that gives a true and fair\nview in accordance with Australian Accounting Standards – Reduced Disclosure Requirements and the\nINDEPENDENT AUDITOR’S REPORT Corporations Act 2001 and for such internal control as the directors determine is necessary to enable the\npreparation of the financial report that gives a true and fair view and is free from material misstatement, whether\nTO THE MEMBERS OF due to fraud or error.\nAUSTRALIAN PORK LI\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Requirements, the Corporations Regulations 2001\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Requirements%2C+the+Corporations+Regulations+2001\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- nd notes comply position as at 30 June 2021 and of its performance\nwith the Corporations Act 2001 (Cth), the Australian for the financial year ended on that date; and\nAccounting Standards - Reduced Disclosure • there are reasonable grounds to believe that the\nRequirements, the Corporations Regulations 2001 and Company will be able to pay its debts as and when\nother mandatory professional reporting requirements; they become due and payable.\nMr Andrew Baxter\nChair\n8 September 2021\n7 2 A U S T R A L I A N P O R K L I M I T E D\n\n[page 38]\nI N D E P E N D E N T A U\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### T H I N G S (Excise) Levies Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=T+H+I+N+G+S+%28Excise%29+Levies+Act+1999\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- nnovation and\nfrom statutory pig slaughter levies growth. This required a change in the\ncollected under the Primary Industry mix of skills APL has at its disposal To achieve this, our industry needs to This internal transformation has ‘ G R E A T T H I N G S\n(Excise) Levies Act 1999 (Cth). Further and how those skills are integrated diversify markets, diversify innovation required OLT members to:\nI N B U S I N E S S A R E\nfunding comes from a funding into a ‘one-APL’ plan. collaboration and work in a more • broaden their understanding of\n Source: `annual-reports/2020-21.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/announcements-index.html` (page)\n- `pages/announcements-index__19.html` (page)\n- `pages/announcements-index__20.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/annual-reports-index__00.html` (page)\n- `pages/annual-reports-index__01.html` (page)\n- `pages/annual-reports-index__02.html` (page)\n- `pages/annual-reports-index__03.html` (page)\n- `pages/annual-reports-index__04.html` (page)\n- `pages/annual-reports-index__05.html` (page)\n- `pages/annual-reports-index__06.html` (page)\n- `pages/annual-reports-index__07.html` (page)\n- `pages/annual-reports-index__08.html` (page)\n- `pages/annual-reports-index__09.html` (page)\n- `pages/annual-reports-index__10.html` (page)\n- `pages/annual-reports-index__11.html` (page)\n- `pages/annual-reports-index__12.html` (page)\n- `pages/annual-reports-index__13.html` (page)\n- `pages/annual-reports-index__14.html` (page)\n- `pages/annual-reports-index__15.html` (page)\n- `pages/contact.html` (page)\n- `pages/corporate-plans-index.html` (page)\n- `pages/homepage.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__16.html` (page)\n- `pages/strategies-index__17.html` (page)\n- `pages/strategies-index__18.html` (page)\n- `annual-reports/2020-21.pages.jsonl` (pdf_pages)\n- `annual-reports/2021-22.pages.jsonl` (pdf_pages)\n- `annual-reports/2022-23.pages.jsonl` (pdf_pages)\n- `annual-reports/2023-24.pages.jsonl` (pdf_pages)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `other-pdfs/2023_BASELINE-20REPORT_PORK-20SUSTAINABILITY-20FRAMEWORK_-20FINAL-20-282-29-201.pages.jsonl` (pdf_pages)\n- `other-pdfs/2025-34-20Statutory-20funding-20agreement-20--20Australian-20Pork-20Limited-20--.pages.jsonl` (pdf_pages)\n- `other-pdfs/APL-20Annual-20Operating-20Plan-202025-26.pages.jsonl` (pdf_pages)\n- `other-pdfs/APL-Constitution-21-Nov-2015.pages.jsonl` (pdf_pages)\n- `other-pdfs/Online_FINAL-20APL-20AOP-202024-25.pages.jsonl` (pdf_pages)\n- `strategies/APL-202025-2030-20Strategic-20Plan.pages.jsonl` (pdf_pages)\n- `strategies/APL-20Sustainability-20Framework_Web.pages.jsonl` (pdf_pages)\n- `strategies/APL-Strategic-Plan-2010-2015.pages.jsonl` (pdf_pages)\n- `strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pages.jsonl` (pdf_pages)\n- `strategies/APL-Strategic-Plan-2015-2020.pages.jsonl` (pdf_pages)\n- `strategies/APL-Strategic-Plan-2020-2025.pages.jsonl` (pdf_pages)\n- `strategies/APL-Sustainability-Framework_Web.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "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]", "purposes_source_page": 8, "how_we_deliver": "APL combines a diverse set of skills into a single industry voice. The Board delegates responsibility for delivery of the Strategic Plan and effective management of the company to the CEO. The CEO is supported by an Executive Leadership Team. APL adopts contemporary best practice corporate governance to ensure that APL acts within the law, manages conflicts of interest and acts honestly and ethically in all business activities. [CP p.10]", "how_we_deliver_source_page": 10, "government_priorities": [ { "text": "Diversity of markets and products", "source_page": 24 }, { "text": "Valuable provenance of Australian pork", "source_page": 24 }, { "text": "Timely, relevant through-the-chain information", "source_page": 25 }, { "text": "Manage volatility for viable farms", "source_page": 25 }, { "text": "Diversified business improvement options", "source_page": 25 }, { "text": "Maintain domestic fresh demand", "source_page": 26 }, { "text": "Drive consumer demand", "source_page": 26 }, { "text": "Leading community social licence", "source_page": 26 }, { "text": "Leaders in animal care", "source_page": 26 }, { "text": "Industry visibility", "source_page": 26 }, { "text": "Building industry shared vision", "source_page": 26 }, { "text": "Producer relations (shared values)", "source_page": 26 }, { "text": "Building industry technology adoption", "source_page": 26 }, { "text": "Organisational effectiveness", "source_page": 26 } ], "outcomes": [ { "name": "Market and product differentiation", "description": "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": [ "Investing on research and resource development", "Collaborating with experts and government" ], "source_page": 24 }, { "name": "Managing volatility on farms", "description": "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": [ "Providing timely information", "Supporting regulatory compliance" ], "source_page": 25 }, { "name": "Drive consumer demand", "description": "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": [ "GSPOYF campaign", "Stir-fry strips product launch" ], "source_page": 26 } ], "values": [ "integrity", "innovation", "sustainability", "community" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "DNA", "measure": "Increased diversity of products and markets", "target": "$50m+ markets entered", "source_page": 21 }, { "code": "TEKRAM", "measure": "% of consumers that perceive all/most of the packaged ham and bacon is made with imported pork", "target": "16%", "source_page": 21 }, { "code": "TCUDORP", "measure": "% of research and innovation projects on time and to budget", "target": "93%", "source_page": 21 }, { "code": "NOITAITNEREFFID", "measure": "Fresh pork per capita consumption", "target": "10.5 kg", "source_page": 21 }, { "code": "eganaM rof ytilitalov smraf elbaiv", "measure": "Average price per kilo - A$", "target": "$4.56", "source_page": 21 }, { "code": "remusnoc dnamed", "measure": "Fresh pork per capita consumption", "target": "10.42 kg", "source_page": 21 }, { "code": "Increase consideration of pork", "measure": "% of consumers who consider pork (to buy)", "target": "61%", "source_page": 21 }, { "code": "Increase 'Everyday Meals' association", "measure": "% of consumers claiming to associate 'used in everyday meals' with pork", "target": "36%", "source_page": 21 }, { "code": "Increase Australian pork international demand", "measure": "International sales (AU$M)", "target": "$250M", "source_page": 21 }, { "code": "Social licence", "measure": "Number of leading social licence positions taken", "target": "2", "source_page": 21 }, { "code": "Tell the Story of Pork", "measure": "% of Australians who have heard positive things about the Australian pork industry", "target": "37%", "source_page": 21 }, { "code": "Biosecurity", "measure": "Pig movements closure rates for NVD compliance", "target": "98%", "source_page": 21 }, { "code": "APIQ✓® coverage", "measure": "% of production covered by APIQ✓®", "target": "92%", "source_page": 21 }, { "code": "NEGIP and NEGROP", "measure": "States/Territories adopted into regulatory frameworks", "target": "4", "source_page": 21 }, { "code": "VEBs adoption", "measure": "% of boar studs covered by VEBs", "target": "100", "source_page": 21 }, { "code": "VEBs adoption", "measure": "VEBs adoption rate", "target": "20%", "source_page": 21 }, { "code": "Meaningful membership engagement", "measure": "% members who know their primary APL contact’s name", "target": "90%", "source_page": 21 }, { "code": "Increased on-farm adoption", "measure": "% members who can recall APL adoption this year", "target": "40%", "source_page": 21 }, { "code": "APL Adoption Strategy", "measure": "APL Adoption Strategy Implementation", "target": "Completed and implemented", "source_page": 21 }, { "code": "Producers consuming APL information", "measure": "% producers who consumed APL information", "target": "50%", "source_page": 21 } ], "kpi_results_2024_25": [ { "code": "DNA", "measure": "Increased diversity of products and markets", "result": "$50m+ markets entered", "status": "Achieved", "source_page": 21 }, { "code": "TEKRAM", "measure": "% of consumers that perceive all/most of the packaged ham and bacon is made with imported pork", "result": "18%", "status": "Achieved", "source_page": 21 }, { "code": "TCUDORP", "measure": "% of research and innovation projects on time and to budget", "result": "85%", "status": "Partially achieved", "source_page": 21 }, { "code": "NOITAITNEREFFID", "measure": "Fresh pork per capita consumption", "result": "10.42 kg", "status": "Achieved", "source_page": 21 }, { "code": "eganaM rof ytilitalov smraf elbaiv", "measure": "Average price per kilo - A$", "result": "$4.56", "status": "Not achieved", "source_page": 21 }, { "code": "remusnoc dnamed", "measure": "Fresh pork per capita consumption", "result": "10.42 kg", "status": "Achieved", "source_page": 21 }, { "code": "Increase consideration of pork", "measure": "% of consumers who consider pork (to buy)", "result": "60%", "status": "Partially achieved", "source_page": 21 }, { "code": "Increase 'Everyday Meals' association", "measure": "% of consumers claiming to associate 'used in everyday meals' with pork", "result": "35%", "status": "Not achieved", "source_page": 21 }, { "code": "Increase Australian pork international demand", "measure": "International sales (AU$M)", "result": "$259.3M", "status": "Achieved", "source_page": 21 }, { "code": "Social licence", "measure": "Number of leading social licence positions taken", "result": "2", "status": "Achieved", "source_page": 21 }, { "code": "Tell the Story of Pork", "measure": "% of Australians who have heard positive things about the Australian pork industry", "result": "32%", "status": "Not achieved", "source_page": 21 }, { "code": "Biosecurity", "measure": "Pig movements closure rates for NVD compliance", "result": "98.69%", "status": "Achieved", "source_page": 21 }, { "code": "APIQ✓® coverage", "measure": "% of production covered by APIQ✓®", "result": "91.9%", "status": "Achieved", "source_page": 21 }, { "code": "NEGIP and NEGROP", "measure": "States/Territories adopted into regulatory frameworks", "result": "4", "status": "Achieved", "source_page": 21 }, { "code": "VEBs adoption", "measure": "% of boar studs covered by VEBs", "result": "71.4%", "status": "Not achieved", "source_page": 21 }, { "code": "VEBs adoption", "measure": "VEBs adoption rate", "result": "20%", "status": "Achieved", "source_page": 21 }, { "code": "Meaningful membership engagement", "measure": "% members who know their primary APL contact’s name", "result": "93%", "status": "Achieved", "source_page": 21 }, { "code": "Increased on-farm adoption", "measure": "% members who can recall APL adoption this year", "result": "32.8%", "status": "Not achieved", "source_page": 21 }, { "code": "APL Adoption Strategy", "measure": "APL Adoption Strategy Implementation", "result": "Completed and implemented", "status": "Achieved", "source_page": 21 }, { "code": "Producers consuming APL information", "measure": "% producers who consumed APL information", "result": "40%", "status": "Not achieved", "source_page": 21 } ], "_source_urls": { "annual_report_url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Data showed lower investment by\nO T H E R S A R E other advertisers, and there is good\nevidence that investing more in\nF E A R F U L’ marketing during a recession improves\nreturn on investment. — W A R R E N B U F F E T\nKPI Measure Target Performance Achieved\nremusnoc\ngnivirD\ndnamed\nR E T A I L V O L U M E G R O W T H F R E S H P O R K V S F R E S H M E A T\nFresh Pork Growth ($) vs YA Fresh Meat Growth ($) vs YA\n30%\n20%\n10%\n0%\n-10%\n-20%\nGrow domestic APL invested in leveraging the country Growth in\nof origin labelling laws to decide\ndemand international\nwhether consumers want Australian\nmeat in their ham or not. demand\nCurrently, the majority of ham and\nThe timing of the experiment was\nbacon bought in Australia is made\nMarch–June 2021, as such the International demand progress has\nfrom imported meat.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Data showed lower investment by\nO T H E R S A R E other advertisers, and there is good\nevidence that investing more in\nF E A R F U L’ marketing during a recession improves\nreturn on investment. — W A R R E N B U F F E T\nKPI Measure Target Performance Achieved\nremusnoc\ngnivirD\ndnamed\nR E T A I L V O L U M E G R O W T H F R E S H P O R K V S F R E S H M E A T\nFresh Pork Growth ($) vs YA Fresh Meat Growth ($) vs YA\n30%\n20%\n10%\n0%\n-10%\n-20%\nGrow domestic APL invested in leveraging the country Growth in\nof origin labelling laws to decide\ndemand international\nwhether consumers want Australian\nmeat in their ham or not. demand\nCurrently, the majority of ham and\nThe timing of the experiment was\nbacon bought in Australia is made\nMarch–June 2021, as such the International demand progress has\nfrom imported meat.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2020-21.pdf (https://australianpork.com.au/sites/default/files/2022-06/2020-2021%20APL%20AR%20final%204.1_spreads_interactive.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "Australian Pork Industry Key Results Areas\nStrategic Key Result Measure/ Units Results achieved Target\nObjective Area (by financial year) (by financial year)\n2015 2016 2017 2018 2019 2020\nGrowing Australian % volume of 28.4% 27.7% 27.8% 24.7% 21.8% 19.1%\nConsumer Processed consumption\nAppeal Pork Share\nPorkMark % of Australians 57.0% 59.0% 55.0% 66% 68% 70%\nAwareness aware of\nPorkMark\nBuilding Australian HSCW kg per 9.79 9.71 10.81 11.10 11.60 12.00\nMarkets Fresh Pork capita annual\nConsumption consumption\nInternational China Trade Achieved\nMarketing Protocols and\nEstablishment\nCertification\nDriving APIQü® % production 91.4% 91.5% 90.2% 91.0% 91.0% 92.0%\nValue Chain Uptake APIQü® certified\nIntegrity\nResidue % compliance 99.5% 99.4% 99.2% 100.0% 100.0% 100.0%\nCompliance total tests\nLeading Reproductive Pigs sold/sow/ 18.6 18.1 19 19.3 19.6 19.9\nSustainability Performance year", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "Australian Pork Industry Key Results Areas\nStrategic Key Result Measure/ Units Results achieved Target\nObjective Area (by financial year) (by financial year)\n2015 2016 2017 2018 2019 2020\nGrowing Australian % volume of 28.4% 27.7% 27.8% 24.7% 21.8% 19.1%\nConsumer Processed consumption\nAppeal Pork Share\nPorkMark % of Australians 57.0% 59.0% 55.0% 66% 68% 70%\nAwareness aware of\nPorkMark\nBuilding Australian HSCW kg per 9.79 9.71 10.81 11.10 11.60 12.00\nMarkets Fresh Pork capita annual\nConsumption consumption\nInternational China Trade Achieved\nMarketing Protocols and\nEstablishment\nCertification\nDriving APIQü® % production 91.4% 91.5% 90.2% 91.0% 91.0% 92.0%\nValue Chain Uptake APIQü® certified\nIntegrity\nResidue % compliance 99.5% 99.4% 99.2% 100.0% 100.0% 100.0%\nCompliance total tests\nLeading Reproductive Pigs sold/sow/ 18.6 18.1 19 19.3 19.6 19.9\nSustainability Performance year", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "2023-24 reporting period:\nIndustry Integrity Committee\nAudit, Risk and Corporate\nThe committee provides input and guidance to\nGovernance Committee\nthe Board on emerging or specific agricultural\npractice, animal welfare and quality assurance\nThe committee’s role is to advise the Board\nissues which have the potential to significantly\non corporate governance, internal and external\nimpact producers’ future sustainability.\nfinancial audit issues and adequacy of accounting\nprocedures, systems, controls, and financial\nreporting.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "2023-24 reporting period:\nIndustry Integrity Committee\nAudit, Risk and Corporate\nThe committee provides input and guidance to\nGovernance Committee\nthe Board on emerging or specific agricultural\npractice, animal welfare and quality assurance\nThe committee’s role is to advise the Board\nissues which have the potential to significantly\non corporate governance, internal and external\nimpact producers’ future sustainability.\nfinancial audit issues and adequacy of accounting\nprocedures, systems, controls, and financial\nreporting.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "Great progress management\nwas made in this space with a total of three\n• Mapping and exploring options for improving\nresearch projects completed, three new projects\nwaste management of Veterinary Plastic\nstarted, and a futher two projects continuing\nConsumables\nthroughout the year.\n• A collaborative project between other\nResearch projects completed in 2022-23 include:\nRDCs and Agricultural Innovation Australia\n• Exploring soil health implications and potential (AIA) to develop a digital platform that will\nsoil carbon benefits of effluent spraying allow Australian farmers to calculate their\norganisation’s carbon footprint\n• Identifying high-protein soy replacements\nwithin pig diets Delivery of the Sustainability Framework 2021-\n2030 annual update was delayed this year, and is\n• Collaborative project on the common methods\nexpected to be delivered in early 2023-24.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2022-23.pdf (https://www.australianpork.com.au/sites/default/files/2023-10/Annual%20Report%202022-23%20-%20Amended%20Final.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "Great progress management\nwas made in this space with a total of three\n• Mapping and exploring options for improving\nresearch projects completed, three new projects\nwaste management of Veterinary Plastic\nstarted, and a futher two projects continuing\nConsumables\nthroughout the year.\n• A collaborative project between other\nResearch projects completed in 2022-23 include:\nRDCs and Agricultural Innovation Australia\n• Exploring soil health implications and potential (AIA) to develop a digital platform that will\nsoil carbon benefits of effluent spraying allow Australian farmers to calculate their\norganisation’s carbon footprint\n• Identifying high-protein soy replacements\nwithin pig diets Delivery of the Sustainability Framework 2021-\n2030 annual update was delayed this year, and is\n• Collaborative project on the common methods\nexpected to be delivered in early 2023-24.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2022-23.pdf (https://www.australianpork.com.au/sites/default/files/2023-10/Annual%20Report%202022-23%20-%20Amended%20Final.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "What we do • Curious environmental solutions • Deepening member\n• Effective and industry engagement\nThink wide, listen well, • Accelerating Australian\n2 Diversifying\nMarketing deliver right genetic improvement • Lifting community trust.\nmarkets and\n• Proactive • One APL Team • Attracting, retaining\nrevenue\nPolicy Belong, support, thrive Consultation and building talent.\n• Future focused\n• Increasing demand for\n• Impactful\nShaping tomorrow,\nAustralian smallgoods\nResearch. starting today.\n• Increasing export\n• 11 stakeholder\nVision & goal market value\nengagement workshops\nAustralia’s most • Increasing pork in quick\n• APL staff engagement\nservice restaurants (QSR)\nversatile protein\nworkshops\n• Developing alternative\nfrom farm to\n• APL Board engagement\nrevenue streams.\nfork, sustainably workshops\nadding $1 billion • 85% of production\nindustry consulted\nto farmgate\n• Industry-wide Green", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/APL-202025-2030-20Strategic-20Plan.pdf (https://australianpork.com.au/sites/default/files/2025-07/APL%202025-2030%20Strategic%20Plan.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "What we do • Curious environmental solutions • Deepening member\n• Effective and industry engagement\nThink wide, listen well, • Accelerating Australian\n2 Diversifying\nMarketing deliver right genetic improvement • Lifting community trust.\nmarkets and\n• Proactive • One APL Team • Attracting, retaining\nrevenue\nPolicy Belong, support, thrive Consultation and building talent.\n• Future focused\n• Increasing demand for\n• Impactful\nShaping tomorrow,\nAustralian smallgoods\nResearch. starting today.\n• Increasing export\n• 11 stakeholder\nVision & goal market value\nengagement workshops\nAustralia’s most • Increasing pork in quick\n• APL staff engagement\nservice restaurants (QSR)\nversatile protein\nworkshops\n• Developing alternative\nfrom farm to\n• APL Board engagement\nrevenue streams.\nfork, sustainably workshops\nadding $1 billion • 85% of production\nindustry consulted\nto farmgate\n• Industry-wide Green", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/APL-202025-2030-20Strategic-20Plan.pdf (https://australianpork.com.au/sites/default/files/2025-07/APL%202025-2030%20Strategic%20Plan.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[pages 24,25,26,27]\n09 14.17 14.26\nMarkets Pork capita annual\nConsumption consumption\nPig Pricing $/kg farm gate $3.16 $3.22 $3.28 $3.34 $3.40 $3.46\naverage all pigs\nDriving APIQü® % production 88.8% 90.0% 90.0% 91.0% 91.0% 92.0%\nValue Chain Uptake APIQü® certified\nIntegrity\nResidue % compliance 99.9% 99.9% 99.9% 100.0% 100.0% 100.0%\nCompliance total tests\nLeading Reproductive Pigs sold/sow/year 18.4 18.7 19.0 19.3 19.6 19.9\nSustainability Performance\nProgress on % sows meeting 75% 85% 95% 100% 100% 100%\nSow Stall phase out\nPhase Out definition\nImproving Industry % staff with 40% 42% 44% 46% 48% 50%\nCapability Certificate Certificate 3\nThree\nPenetration\nTechnology Ave % of >50% >50% >50% >50% >50% >50%\nAdoption production\nadopting new\ntechnologies\nHSCW = Hot Standard Carcase Weight\n22 STRATEGIC PLAN 2015–2020", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-002190", "entity_name": "Australian Pork Limited", "folder_name": "Australian-Pork-Limited", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[pages 24,25,26,27]\n09 14.17 14.26\nMarkets Pork capita annual\nConsumption consumption\nPig Pricing $/kg farm gate $3.16 $3.22 $3.28 $3.34 $3.40 $3.46\naverage all pigs\nDriving APIQü® % production 88.8% 90.0% 90.0% 91.0% 91.0% 92.0%\nValue Chain Uptake APIQü® certified\nIntegrity\nResidue % compliance 99.9% 99.9% 99.9% 100.0% 100.0% 100.0%\nCompliance total tests\nLeading Reproductive Pigs sold/sow/year 18.4 18.7 19.0 19.3 19.6 19.9\nSustainability Performance\nProgress on % sows meeting 75% 85% 95% 100% 100% 100%\nSow Stall phase out\nPhase Out definition\nImproving Industry % staff with 40% 42% 44% 46% 48% 50%\nCapability Certificate Certificate 3\nThree\nPenetration\nTechnology Ave % of >50% >50% >50% >50% >50% >50%\nAdoption production\nadopting new\ntechnologies\nHSCW = Hot Standard Carcase Weight\n22 STRATEGIC PLAN 2015–2020", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/APL-Strategic-Plan-2015-2020.pdf (http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2024-25", "url": "https://australianpork.com.au/sites/default/files/2025-10/APL_Annual%20Report_2024-25.pdf", "file": "annual-reports/2024-25.pdf", "bytes": 20909997, "link_text": "Annual Report 2024-2025" }, { "category": "annual-reports", "year": "2023-24", "url": "https://australianpork.com.au/sites/default/files/2024-09/Annual%20Report%202023-24_FINAL.pdf", "file": "annual-reports/2023-24.pdf", "bytes": 16751425, "link_text": "Annual Report 2023-2024" }, { "category": "annual-reports", "year": "2022-23", "url": "https://www.australianpork.com.au/sites/default/files/2023-10/Annual%20Report%202022-23%20-%20Amended%20Final.pdf", "file": "annual-reports/2022-23.pdf", "bytes": 20747995, "link_text": "Annual Report 2022-2023" }, { "category": "annual-reports", "year": "2021-22", "url": 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"bytes": 5818528, "link_text": "APL Strategic Plan 2025-2030" }, { "category": "strategies", "year": "2021", "url": "http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2020-2025.pdf", "file": "strategies/APL-Strategic-Plan-2020-2025.pdf", "bytes": 4574280, "link_text": "APL Strategic Plan 2020-2025" }, { "category": "strategies", "year": "2021", "url": "http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020.pdf", "file": "strategies/APL-Strategic-Plan-2015-2020.pdf", "bytes": 611383, "link_text": "APL Strategic Plan 2015-2020" }, { "category": "strategies", "year": "2021", "url": "http://australianpork.com.au/sites/default/files/2021-06/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf", "file": "strategies/APL-Strategic-Plan-2015-2020-amended-July-2018.pdf", "bytes": 1191621, "link_text": "APL Strategic Plan 2015-2020 (Amended July-2018)" }, { "category": "strategies", "year": "2021", "url": 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"other-pdfs/2025-34-20Statutory-20funding-20agreement-20--20Australian-20Pork-20Limited-20--.pdf", "bytes": 2536090, "link_text": "View the APL Funding Agreement" }, { "category": "other-pdfs", "year": "2024", "url": "https://australianpork.com.au/sites/default/files/2024-08/2023_BASELINE%20REPORT_PORK%20SUSTAINABILITY%20FRAMEWORK_%20FINAL%20%282%29%201.pdf", "file": "other-pdfs/2023_BASELINE-20REPORT_PORK-20SUSTAINABILITY-20FRAMEWORK_-20FINAL-20-282-29-201.pdf", "bytes": 26776204, "link_text": "Read the Baseline Sustainability Report" }, { "category": "other-pdfs", "year": "2025-26", "url": "https://australianpork.com.au/sites/default/files/2025-09/APL%20Annual%20Operating%20Plan%202025-26.pdf", "file": "other-pdfs/APL-20Annual-20Operating-20Plan-202025-26.pdf", "bytes": 1487531, "link_text": "AOP 2025-2026 summary" }, { "category": "other-pdfs", "year": "2024-25", "url": "https://australianpork.com.au/sites/default/files/2024-09/Online_FINAL%20APL%20AOP%202024-25.pdf", "file": 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