{ "entity_id": "B-002191", "folder": "Australian-Wool-Innovation-Limited", "name": "Australian Wool Innovation Limited", "type": "Statutory Agreement Body", "jurisdiction": "Commonwealth", "portfolio": "Agriculture, Fisheries and Forestry", "website": "http://www.wool.com/", "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": 9, "n_kpi_targets": 2, "n_kpi_results": 2, "n_outcomes": 6, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To enhance the profitability, competitiveness and sustainability of the Australian wool industry through research, development, extension and demand creation. [AR p.3]", "official_site_url": "http://www.wool.com/", "source_documents": [ { "type": "annual_report", "title": "Download Report", "url": "http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "2023/24 Annual Report", "url": "http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "2022/23 Annual Report", "url": "http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "2021/22 Annual Report", "url": "http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "2020/21 Annual Report", "url": "http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf", "period": "2020-21", "confidence": "high" }, { "type": "strategie", "title": "AWI Strategic Plan 2025 – 2028", "url": "http://www.wool.com/globalassets/wool/about-awi/how-we-consult/stakeholder-consultation/awi-strategic-plan-2025-2028.pdf", "period": "2025", "confidence": "medium" } ], "purpose": { "text": "To enhance the profitability, competitiveness and sustainability of the Australian wool industry through research, development, extension and demand creation. [AR p.3]", "source_url": "", "source_page": 3, "source_deep_url": "" }, "vision": null, "strategic_priorities": [ { "title": "Increase the productivity of sheep, land and the efficiency on use of inputs and resources whilst enhancing Australia’s ", "description": "Increase the productivity of sheep, land and the efficiency on use of inputs and resources whilst enhancing Australia’s reputation for sustainability.", "source_url": "", "source_page": 12, "source_deep_url": "" }, { "title": "Build trust and transparency across the supply chain through an industry best-practice structured, targeted and measurab", "description": "Build trust and transparency across the supply chain through an industry best-practice structured, targeted and measurable engagement model; and for this intelligence to influence, inform or contribute to AWI’s business activities.", "source_url": "", "source_page": 16, "source_deep_url": "" }, { "title": "Increase the profitability and sustainability of the wool processing and manufacturing supply chain and educate students", "description": "Increase the profitability and sustainability of the wool processing and manufacturing supply chain and educate students, trade and retailers about the benefits of wool.", "source_url": "", "source_page": 18, "source_deep_url": "" }, { "title": "To continue to build demand for Australian wool by reinforcing its position in the market to ensure a sustainable future", "description": "To continue to build demand for Australian wool by reinforcing its position in the market to ensure a sustainable future for Australian woolgrowers.", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "To provide key expertise, compliance, governance, support, and value to the global business in the areas of financial ma", "description": "To provide key expertise, compliance, governance, support, and value to the global business in the areas of financial management, legal, measurement, evaluation, people & culture, and company secretarial support including IP portfolio management.", "source_url": "", "source_page": 24, "source_deep_url": "" } ], "values": [ { "name": "integrity", "description": "", "source_url": "", "source_page": null }, { "name": "respect", "description": "", "source_url": "", "source_page": null }, { "name": "transparency", "description": "", "source_url": "", "source_page": null }, { "name": "diversity and inclusiveness", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Sheep Production", "description": "Increase the productivity of sheep, land and the efficiency on use of inputs and resources whilst enhancing Australia’s reputation for sustainability.", "activities": [ "Field validation of blowfly suppression using Sterile Insect Technique", "Prototype testing of a bio-based fleece removal method", "New genomic data from the Merino Genomic Reference Flock identified traits linked to breech flystrike resistance" ], "source_url": "", "source_page": 12, "source_deep_url": "" }, { "name": "Consultation", "description": "Build trust and transparency across the supply chain through an industry best-practice structured, targeted and measurable engagement model; and for this intelligence to influence, inform or contribute to AWI’s business activities.", "activities": [ "AWI staff and/or Board members attended and supported more than 170 wool industry events across Australia.", "AWI’s Extension Networks ran workshops like Repro Masterclass™, SimpliFly™, and RAMping Up Repro™, with increased grower participation in 2024–25." ], "source_url": "", "source_page": 16, "source_deep_url": "" }, { "name": "Industry Development", "description": "Increase the profitability and sustainability of the wool processing and manufacturing supply chain and educate students, trade and retailers about the benefits of wool.", "activities": [ "Woolmark Certification Program", "Retail training", "Partnerships with global development centres" ], "source_url": "", "source_page": 18, "source_deep_url": "" }, { "name": "Marketing", "description": "To continue to build demand for Australian wool by reinforcing its position in the market to ensure a sustainable future for Australian woolgrowers.", "activities": [ "Wear Wool, Not Waste: global activations in Paris, London, Seattle, Austin & NYC.", "Advertising in Times Square, New York, as part of Woolmark’s Wear Wool, Not Waste marketing campaign." ], "source_url": "", "source_page": 20, "source_deep_url": "" }, { "name": "Market Analytics", "description": "To provide tools to ease the flow of information about Australian wool up and down the supply chain to all parties; to communicate wool’s benefits, facilitate provenance and supply chain transparency.", "activities": [ "AWI launched the Woolmark+ roadmap, outlining 13 science-backed programs to help woolgrowers and supply chain partners work together to accelerate the wool industry’s transition to a nature positive future.", "AWI successfully delivered environmental footprint-compliant wool life cycle assessment (LCA) datasets for use in Product Environmental Footprint (PEF)." ], "source_url": "", "source_page": 22, "source_deep_url": "" }, { "name": "Corporate Services", "description": "To provide key expertise, compliance, governance, support, and value to the global business in the areas of financial management, legal, measurement, evaluation, people & culture, and company secretarial support including IP portfolio management.", "activities": [ "Evaluations Administrative efficiency initiatives", "Learning and development" ], "source_url": "", "source_page": 24, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Wool sales", "target": "27 GW (cumulative)", "latest_result": "88%", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf", "result_source_page": null }, { "code": "CCE02", "measure": "Wool sales", "target": "Stability or improvement", "latest_result": "Target met", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "To enhance the profitability, competitiveness and sustainability of the Australian wool industry through research, development, extension and demand creation. [AR p.3]", "Increase the productivity of sheep, land and the efficiency on use of inputs and resources whilst enhancing Australia’s reputation for sustainability.", "Build trust and transparency across the supply chain through an industry best-practice structured, targeted and measurable engagement model; and for this intelligence to influence, inform or contribute to AWI’s business activities.", "Increase the profitability and sustainability of the wool processing and manufacturing supply chain and educate students, trade and retailers about the benefits of wool.", "To continue to build demand for Australian wool by reinforcing its position in the market to ensure a sustainable future for Australian woolgrowers.", "To provide key expertise, compliance, governance, support, and value to the global business in the areas of financial management, legal, measurement, evaluation, people & culture, and company secretarial support including IP portfolio management." ], "watch_terms": [ "Wool sales", "Wool sales" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Australian Wool Innovation Limited — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf)\n\n## Our purpose / purposes\n\n> To enhance the profitability, competitiveness and sustainability of the Australian wool industry through research, development, extension and demand creation. [AR p.3](http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf#page=3) [CP p.3]\n\n## How we deliver\n\n> AWI maximises the investment of Australian woolgrowers and the Australian Government’s funds through collaborative opportunities with industry participants on-farm and throughout the supply chain. This enables effective sharing of knowledge, efficient investment of funds and a greater scope of activities. [AR p.7](http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf#page=7) [CP p.7]\n\n## Government priorities for this department\n\n- Increase the productivity of sheep, land and the efficiency on use of inputs and resources whilst enhancing Australia’s reputation for sustainability. [CP p.12]\n- Build trust and transparency across the supply chain through an industry best-practice structured, targeted and measurable engagement model; and for this intelligence to influence, inform or contribute to AWI’s business activities. [CP p.16]\n- Increase the profitability and sustainability of the wool processing and manufacturing supply chain and educate students, trade and retailers about the benefits of wool. [CP p.18]\n- To continue to build demand for Australian wool by reinforcing its position in the market to ensure a sustainable future for Australian woolgrowers. [CP p.20]\n- To provide key expertise, compliance, governance, support, and value to the global business in the areas of financial management, legal, measurement, evaluation, people & culture, and company secretarial support including IP portfolio management. [CP p.24]\n\n## Outcomes\n\n### Sheep Production\nIncrease the productivity of sheep, land and the efficiency on use of inputs and resources whilst enhancing Australia’s reputation for sustainability. [CP p.12]\n\n**Key activities:**\n- Field validation of blowfly suppression using Sterile Insect Technique\n- Prototype testing of a bio-based fleece removal method\n- New genomic data from the Merino Genomic Reference Flock identified traits linked to breech flystrike resistance\n\n### Consultation\nBuild trust and transparency across the supply chain through an industry best-practice structured, targeted and measurable engagement model; and for this intelligence to influence, inform or contribute to AWI’s business activities. [CP p.16]\n\n**Key activities:**\n- AWI staff and/or Board members attended and supported more than 170 wool industry events across Australia.\n- AWI’s Extension Networks ran workshops like Repro Masterclass™, SimpliFly™, and RAMping Up Repro™, with increased grower participation in 2024–25.\n\n### Industry Development\nIncrease the profitability and sustainability of the wool processing and manufacturing supply chain and educate students, trade and retailers about the benefits of wool. [CP p.18]\n\n**Key activities:**\n- Woolmark Certification Program\n- Retail training\n- Partnerships with global development centres\n\n### Marketing\nTo continue to build demand for Australian wool by reinforcing its position in the market to ensure a sustainable future for Australian woolgrowers. [CP p.20]\n\n**Key activities:**\n- Wear Wool, Not Waste: global activations in Paris, London, Seattle, Austin & NYC.\n- Advertising in Times Square, New York, as part of Woolmark’s Wear Wool, Not Waste marketing campaign.\n\n### Market Analytics\nTo provide tools to ease the flow of information about Australian wool up and down the supply chain to all parties; to communicate wool’s benefits, facilitate provenance and supply chain transparency. [CP p.22]\n\n**Key activities:**\n- AWI launched the Woolmark+ roadmap, outlining 13 science-backed programs to help woolgrowers and supply chain partners work together to accelerate the wool industry’s transition to a nature positive future.\n- AWI successfully delivered environmental footprint-compliant wool life cycle assessment (LCA) datasets for use in Product Environmental Footprint (PEF).\n\n### Corporate Services\nTo provide key expertise, compliance, governance, support, and value to the global business in the areas of financial management, legal, measurement, evaluation, people & culture, and company secretarial support including IP portfolio management. [CP p.24]\n\n**Key activities:**\n- Evaluations Administrative efficiency initiatives\n- Learning and development\n\n## Values and principles\n\n- integrity\n- respect\n- transparency\n- diversity and inclusiveness\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Wool sales | 27 GW (cumulative) | |\n| CCE02 | Wool sales | Stability or improvement | |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Wool sales | 88% | Achieved | |\n| CCE02 | Wool sales | Target met | Achieved | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian Wool Innovation Limited - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:15:35.782168+00:00\n**Entity ID**: B-002191\n**Entity type**: Statutory Agreement Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Agriculture, Fisheries and Forestry\n**Website**: http://www.wool.com/\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 | 3 |\n| pages | 40 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- IMPLEMENTATION PROGRESS:\n100%\n4.3\n2022/23 Strategic planning to be simplified and aligned to best practice\nTHEME\nAWI POSITION\nCRITICALITY\nSTATUS\nGovernance\nAgreed\nRecommended\nComplete\nRECOMMENDATION\n2022/23 Strategic planning to be simplified and aligned to best practice\nDESCRIPTION SUMMARY\nThe AWI Board should oversee the strategic planning for the 2022/23 period and beyond by ensuring:\nAlignment to the industry owned Wool 2030 Strategy and its future iterations\nAlignment of AWI’s vision and purpose with shareholders and levy payers\nCreation of organisational principles and objectives, and, ensuring they are considered at all levels of the organisation in relation to decision making\nOutcomes of strategies are tangible and measurable and feed into the organisation's M&E framework\nIMPLEMENTATION PLAN\nWool 2030 is the wool industry developed and owned ten-year strategic plan.\n Source: `pages/media-releases-index__28.html (http://www.wool.com/about-awi/rop-2021/)`\n- AWI will align our strategic intent with Wool 2030 in the development of the 2022 – 24 strategic plans including enhancing the M&E framework, review of our vision and purpose to ensure alignment with industry\nAWI will review the Woolgrower Test to ensure the underlying principles and objectives are clear to guide organisational decision making\nPROGRESS ON IMPLEMENTATION\nThe 2022-2025 Strategic Plan has been prepared with due consideration of alignment with Wool 2030 and and the Sheep Sustainability Framework.\n Source: `pages/media-releases-index__28.html (http://www.wool.com/about-awi/rop-2021/)`\n- This provides an opportunity to seek collaboration with MLA on a sheep production strategy\nIMPLEMENTATION PLAN\nSince 2009, AWI has made efforts to clearly explain its role as “the research, development and marketing organisation for the Australian wool industry.” AWI’s mission and vision have also remained focused during this time: “to enhance the profitability, international competitiveness and sustainability of the Australian wool industry; and increase demand and market access for Australian wool.”\nAs AWI moves into its new strategic period 2019-21, AWI will review its purpose within the planning period for AWI’s next strategic plan 2019-2021.\n Source: `pages/media-releases-index__29.html (http://www.wool.com/about-awi/rop-2018/)`\n- [Page 2]\nContents\nOur vision statement\nUp front\n3 Our vision statement\n4 About your company\n6 2021/22 Highlights\n9 Summary statistics 2021/22 Our goals\n10 Chairman’s report Our\n11 CEO’s report\n12 Collaboration purpose\n14 Sheep Production, Science & Technology\n16 Consultation > To position\n18 Processing Innovation & Education Extension\nAustralian wool as\n20 Marketing\n22 Traceability > To enhance the sustainable,\n24 AWI Board of Directors the profitability, Our natural, renewable,\n26 Corporate governance\ninternational and biodegradable\n28 Strategic alignment vision\ncompetitiveness fibre of choice.\nand sustainability\nFinancial report\nof the Australian > To contribute\n32 Directors’ report wool industry.\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n\n### Role and Functions\n\n- Engage stakeholders\n1.2 Demonstrated industry stakeholder Balanced Portfolio\nto identify research, 100 + Events and Forums attended\nengagement in the identification of RD&E\ndevelopment and extension\nStakeholder (RD&E) priorities and priorities and activities consistent with 4 WICP and 2 WCG meetings AWI continually reviews the company’s risk appetite which can be influenced by a number of factors, including\nEngagement the consultation plan in 1.1.\nactivities that provide\nthose considered during the preparation of the Strategic Plan such as the levy rate reduction and the impacts\nbenefits to portfolio\n1.3 Demonstrated incorporation of COVID-19.\nindustries\nof industry stakeholder feedback\non RD&E priorities and activities.\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n- We disclaim any assumption of performed continuously throughout the period and the paragraph 15.1 of the Agreement for the period from 1\nresponsibility for any reliance on this report to any audit procedures performed in respect of compliance July 2021 to 30 June 2022.\npersons or users other than the directors of Australian with the Agreement as measured by clauses 15 and\nWool Innovation Limited, or for any purpose other than 16 of the Agreement are undertaken on a test basis.\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n- [Page 2]\nContents\nUp front\n3 Our vision statement\n4 About your company\n6 2022/23 Highlights\n9 Summary statistics 2022/23\n10 Chairman’s report\n11 CEO’s report\n12 Collaboration\n14 Sheep Production\n18 Consultation\n20 Industry Development\n22 Marketing\n24 Market Analytics\n26 Corporate Services\n28 AWI Board of Directors\n20 Corporate governance\n32 Balanced portfolio and priority alignments\nFinancial report\n36 Directors’ report\n39 Auditor’s independence declaration\n41 Consolidated statement of comprehensive income\n42 Consolidated statement of financial position\n43 Consolidated statement of changes in equity\n44 Consolidated statement of cash flows\n45 Notes to the financial statements\n69 Directors’ declaration\n70 Auditor’s independent declaration\n72 Report on compliance with the SFA\nAppendices\n76 Project list 2022/23\n80 Performance principles\n82 Performance against Annual Operating Plan targets\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)`\n- Portfolio objective: To provide key expertise, compliance, governance, support, and value to the global business in\nthe areas of financial management, legal, measurement, evaluation, people & culture, and company secretarial\nINVESTMENT OVER TIME ANNUAL PLAN TARGETS\n8 TARGETS\n2022/23\n$9.3m\n6 Achieved\n2 Partly achieved\nSee Appendix C for complete list of\nperformance against Annual Plan targets.\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)`\n- 32 AUSTRALIAN WOOL INNOVATION\nhgiH\nmuideM\nwoL\nRETURN\nKSIR\nBalanced portfolio and priority alignments\n$11.7m\n$25k $30m\nFigure1: 2022/23 Balanced Portfolio (Financials)\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)`\n- [Page 2]\nContents\nUp front\n3 Our vision statement\n4 About your company\n7 2023/24 highlights\n9 Summary statistics 2023/24\n10 Chairman’s report\n11 CEO’s report\n12 Collaboration\n14 Sheep Production\n18 Consultation\n20 Industry Development\n22 Marketing\n24 Market Analytics\n26 Corporate Services\n28 AWI Board of Directors\n30 Corporate governance statement 2024\n34 Balanced portfolio and priority alignments\n35 Strategic priorities\n36 Australian Government’s R&D prioritiees\nFinancial report\n38 Directors’ report\n41 Auditor’s independence declaration\n43 Consolidated statement of comprehensive income\n44 Consolidated statement of financial position\n45 Consolidated statement of changes in equity\n46 Consolidated statement of cash flows\n47 Notes to the financial statements\n71 Directors’ declaration\n72 Independent auditor’s report\nAppendices\n78 Project list 2023/24\n82 Performance principles\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n\n### Strategic Priorities\n\n- [Page 2]\nCONTENTS\nStrategic objectives and consultation\nprocess overview 3\nOur purpose and goal 4\nMessage from the CEO 5\nChallenges and opportunities 6\nAWI program summary 2025–2028 7\nPillar 1: Grow demand and fibre advocacy\nDemand creation and fibre advocacy 8\nTrade engagement 10\nEmerging markets 12\nPillar 2: Sustainable and profitable wool-growing\nSustainable, profitable sheep production 14\nWool harvesting initiatives 16\nShearer and wool handler training 18\nCapacity building & woolgrower extension 20\nStakeholder engagement 22\nCorporate services 24\nBalanced portfolio 28\nMeasurement and evaluation 29\nRisk management 30\nAnnual budget summary 2025–2026 33\nCorporate governance framework 34\nAlignment of AWI strategic priorities\nwith industry plans 36\nAlignment with Australian Government priorities 38\n2 AUSTRALIAN WOOL INNOVATION\n Source: `other-pdfs/annual-operating-plan-2025-26.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/awi-annual-operating-plan/annual-operating-plan-2025-26.pdf)`\n- [Page 2]\nContents\nUp front\n3 Our vision statement\n4 About your company\n7 2023/24 highlights\n9 Summary statistics 2023/24\n10 Chairman’s report\n11 CEO’s report\n12 Collaboration\n14 Sheep Production\n18 Consultation\n20 Industry Development\n22 Marketing\n24 Market Analytics\n26 Corporate Services\n28 AWI Board of Directors\n30 Corporate governance statement 2024\n34 Balanced portfolio and priority alignments\n35 Strategic priorities\n36 Australian Government’s R&D prioritiees\nFinancial report\n38 Directors’ report\n41 Auditor’s independence declaration\n43 Consolidated statement of comprehensive income\n44 Consolidated statement of financial position\n45 Consolidated statement of changes in equity\n46 Consolidated statement of cash flows\n47 Notes to the financial statements\n71 Directors’ declaration\n72 Independent auditor’s report\nAppendices\n78 Project list 2023/24\n82 Performance principles\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n- [Page 2]\nCONTENTS\nUP FRONT FINANCIAL REPORT\nOur purpose and goal 3 Directors’ report 36\nAbout your company 4 Auditor’s independence declaration 39\n2024–25 highlights 6 Consolidated statement of comprehensive income 41\nChairman’s report 7 Consolidated statement of financial position 42\nSummary statistics 2024–25 8 Consolidated statement of changes in equity 43\nCEO’s report 9 Consolidated statement of cash flows 44\nCollaboration 10 Notes to the financial statements 45\nSheep Production 12 Directors’ declaration 67\nConsultation 16 Independent auditor’s report to the members\nof Australian Wool Innovation Limited 68\nIndustry Development 18\nReport on compliance with the SFA 70\nMarketing 20\nMarket Analytics 22\nAPPENDICES\nCorporate Services 24\nProject list 2024–25 74\nAWI Board of Directors 26\nPerformance principles 78\nCorporate governance statement 2025 28\nPerformance against\n Source: `annual-reports/2024-25.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf)`\n- [Page 3]\nCONTENTS\nUP FRONT SHEEP\n4 About your company\nPRODUCTION\n6 Highlights of 2020/21 PAGE 17\n8 Chairman’s report\n9 CEO’s report\n10 AWI Board of Directors\n12 Wool market summary\n13 AWI financial summary\n14 Collaboration\n16 AWI strategic priorities\nOPER ATIONAL HIGHLIGHTS\n17 Sheep Production, Science & Technology\n18 Sheep, Health & Welfare\n20 Vertebrate Pests\n22 Reproduction & Nutrition\n24 Genetics\n26 Hardware & Software Development\n26 Novel Applications\n27 Mechatronics\nWOOLGROWER\n28 Wool Harvesting & Quality Preparation\n30 Sheep & Wool Management Skills CONSULTATION\n31 Consultation PAGE 31\n32 Extension Networks\n32 Events & Forums\n33 Market Intelligence & Communication\n34 Woolgrower Representative Bodies\n35 Processing Innovation & Education Extension\n36 Textile & Retailing Technologies\n37 Partnered Innovation\n38 Retail Education\n39 Trade Education\n40 Student Education PROCESSING\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- [Page 16]\nAWI STRATEGIC PRIORITIES\nThe 2020/21 financial year was the second year that AWI operated under its\nthree-year Strategic Plan for 2019/20 to 2021/22.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- Engage stakeholders\n1.2 Demonstrated industry stakeholder Balanced Portfolio\nto identify research, 100 + Events and Forums attended\nengagement in the identification of RD&E\ndevelopment and extension\nStakeholder (RD&E) priorities and priorities and activities consistent with 4 WICP and 2 WCG meetings AWI continually reviews the company’s risk appetite which can be influenced by a number of factors, including\nEngagement the consultation plan in 1.1.\nactivities that provide\nthose considered during the preparation of the Strategic Plan such as the levy rate reduction and the impacts\nbenefits to portfolio\n1.3 Demonstrated incorporation of COVID-19.\nindustries\nof industry stakeholder feedback\non RD&E priorities and activities.\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n- Creating a feedback portal on AWI seeks to balance the risk position between:\nWhere incorporation is not possible,\nwool.com\ndemonstration of feedback to a\nstakeholder/s on why incorporation was • investing in higher risk activities that may drive substantial growth in the demand for wool; and\nnot possible.\n• the need to remain a stable organisation with the capacity to continue to work for woolgrowers long into\n2.1 RDC investments align with\nstrategic plans and have demonstrated the future.\noutcomes to levy payers and taxpayers,\nincluding through growth in the industry,\nEnsure RD&E [and\nincreased profitability of producers, FY 2022 – 300 projects\nmarketing] priorities and\ncommercialisation, access to new implemented under RD&E and\nactivities are strategic, $6,900,00 $12,500,00 $6,500,00\nResearch, markets.\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n- [Page 2]\nContents\nUp front\n3 Our vision statement\n4 About your company\n6 2022/23 Highlights\n9 Summary statistics 2022/23\n10 Chairman’s report\n11 CEO’s report\n12 Collaboration\n14 Sheep Production\n18 Consultation\n20 Industry Development\n22 Marketing\n24 Market Analytics\n26 Corporate Services\n28 AWI Board of Directors\n20 Corporate governance\n32 Balanced portfolio and priority alignments\nFinancial report\n36 Directors’ report\n39 Auditor’s independence declaration\n41 Consolidated statement of comprehensive income\n42 Consolidated statement of financial position\n43 Consolidated statement of changes in equity\n44 Consolidated statement of cash flows\n45 Notes to the financial statements\n69 Directors’ declaration\n70 Auditor’s independent declaration\n72 Report on compliance with the SFA\nAppendices\n76 Project list 2022/23\n80 Performance principles\n82 Performance against Annual Operating Plan targets\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)`\n- The table below shows the risk and return of\nprojects by value in each of the quadrants.\n$0m $0m $22.4m\n$0.1m $9.7m $13.0m\n$6.6m $18.7m\nLow Medium High\nAWI Strategic Plan 2022-25\nSince 1 July 2022, the company has been operating When developing its three-year Strategic Plan, while\nunder a new three-year Strategic Plan for the AWI’s R&D and marketing priorities are determined\n2022/23 to 2024/25 financial years.\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)`\n- 32 AUSTRALIAN WOOL INNOVATION\nhgiH\nmuideM\nwoL\nRETURN\nKSIR\nBalanced portfolio and priority alignments\n$11.7m\n$25k $30m\nFigure1: 2022/23 Balanced Portfolio (Financials)\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 5]\nSummary statistics\n2021 / 22\nAWI Revenue AWI Expenditure\nFY19 $101.15m FY19 $99.37m\nFY20 $69.16m FY20 $77.13m\nFY21 $56.89m FY21 $61.00m\nFY22 $65.27m FY22 $76.20m\nWool Levy Government Contribution Woolmark Other Sheep Production Process Innovation Marketing Consultation\nlicence fees Traceability Support & Admin\nAWI Reserves AWI Shareholders/Levy payers\nFY19 $123.70m FY19 61,716\nFY20 $115.74m FY20 70,521\nFY21 $111.63m FY21 76,031\nFY22 $100.67m FY22 66,610\nReserves Shareholders Levy payers eligible to be Other levy payers\nshareholders, but not\nAustralian Wool Production EMI\nFY19 300Mkg FY19 1939c\nFY20 284Mkg FY20 1448c\nFY21 294Mkg FY21 1199c\nFY22 314Mkg FY22 1385c\nShorn greasy wool production EMI - c per kg clean\nAWI KPI’s AWI Global Employees\n2019/20 81 FY19 192\n2020/21 76 FY20 174\n2021/22 81 FY21 141\nFY22 144\nAchieved Partly Achieved Not Achieved Male Female\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n- [pages 5,6]\nY21 $61.00m\nFY22 $65.27m FY22 $76.20m\nWool Levy Government Contribution Woolmark Other Sheep Production Process Innovation Marketing Consultation\nlicence fees Traceability Support & Admin\nAWI Reserves AWI Shareholders/Levy payers\nFY19 $123.70m FY19 61,716\nFY20 $115.74m FY20 70,521\nFY21 $111.63m FY21 76,031\nFY22 $100.67m FY22 66,610\nReserves Shareholders Levy payers eligible to be Other levy payers\nshareholders, but not\nAustralian Wool Production EMI\nFY19 300Mkg FY19 1939c\nFY20 284Mkg FY20 1448c\nFY21 294Mkg FY21 1199c\nFY22 314Mkg FY22 1385c\nShorn greasy wool production EMI - c per kg clean\nAWI KPI’s AWI Global Employees\n2019/20 81 FY19 192\n2020/21 76 FY20 174\n2021/22 81 FY21 141\nFY22 144\nAchieved Partly Achieved Not Achieved Male Female\n8 AUSTRALIAN WOOL INNOVATION ANNUAL REPORT 2021-2022 9\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n- Achieved\nPartly achieved\nNot achieved\nStrategy Program Operating Target Status Comments\nSHEEP PRODUCTION, SCIENCE & TECHNOLOGY\n78 AUSTRALIAN WOOL INNOVATION ANNUAL REPORT 2021-2022 79\nYGOLONHCET\nIRGA\nThe ear infection/retention issues limited the development\nof some of the functionalities such as predation, that\nrequired long term trials in non-research environment.\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n- However, the specific target of\nachieving a 2% increase in average purchase\nintent for wool was not met, leaving the\noverall result as partially achieved despite the\ncampaign’s many positive indicators.\n Source: `annual-reports/2024-25.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf)`\n- As a result, there has been a\nespecially across the challenging retail stronger demand from retailers for\nglobal brands and landscape, the retail training results more tailored training – learning on a\nwere still positive and exceeded deeper level about products and\nretailers educated expectations, with 21 brands and services.\nretailers trained this year, exceeding the\nThe online Woolmark Learning Centre\ntarget of 10.\n(see page 41) is also being promoted to\nWith consumers across the world and utilised by brands and retailers; it is\nDespite the challenges of COVID-19, the spending more time online, they are proving to be very popular.\ndelivery of retail training continued becoming very well-informed and\nthroughout 2020-21, with most of the interested in the attributes and source\ntraining undertaken remotely (online). of products they are considering to\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- ANNUAL PLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n15 TARGETS\nEdition\nTOTAL\nICICLE\n45\nPrada\nBen Simmons Family Foundation\n14 Achieved Castore\nJNBY\nFarfetch China 13 Brand Partnerships\n23 Fibre Advocacy – Consumer\n1 P artly Achieved/ 7 Fibre Advocacy – Trade\nOn-Track to be\n1 International Woolmark Prize\ndelivered by 2022\n1 Woolmark Performance Challenge\n0 Not Achieved\nSee Appendix C for complete list of See page 14 for further information\nperformance against Annual Plan targets. on Collaboration.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- [pages 43,44]\nina 13 Brand Partnerships\n23 Fibre Advocacy – Consumer\n1 P artly Achieved/ 7 Fibre Advocacy – Trade\nOn-Track to be\n1 International Woolmark Prize\ndelivered by 2022\n1 Woolmark Performance Challenge\n0 Not Achieved\nSee Appendix C for complete list of See page 14 for further information\nperformance against Annual Plan targets. on Collaboration.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- The colours demonstrate the status at the end of the financial year for each of the key performance indicators (KPI).\n•\nAchieved\n•\nNot achieved\n•\nPartly achieved\nSHEEP PRODUCTION\nProgram Investment Focus Target Status Comments\nTraining growers and agriculture advisors\nTrain the trainer sessions\nin moving to a non-mulesed enterprise.\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)`\n- Towards the target of increasing\nWhile as in 2023, 45% of the\nphenotyping of Merino breech\n2021 drop has a breech wrinkle\nwrinkle, dags, stain and cover:\n• score the rate of increase is\nby 2030 50% of MERINOSELECT\nhigh and looks like the target of\ncurrent drop will have a breech\n50% by 2030 will be achieved.\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)`\n- [Page 9]\nSummary statistics\n2023/ 24\nAWI Revenue AWI Expenditure by Portfolio\nFY21 $56.89m FY21 $61.00m\nFY22 $65.27m FY22 $76.21m\nFY23 $65.21m FY23 $82.10m\nFY24 $63.10m FY24 $66.10m\nWool Levy Government Contribution Woolmark Other Sheep Production Industry Development Marketing Consultation\nlicence fees Market Analytics Support & Admin\nAWI Reserves AWI Expenditure by Priorities\nCOLLABORATION,\nFY21 $111.63m CONSULTANT & 24.3%\nENGAGEMENT\nGROWING THE VALUE\nFY22 $100.70m & INTERNATIONAL 33.8%\nDEMAND FOR WOOL\nSTRENGTHENING 8.6%\nFY23 $83.81m THE SUPPLY CHAIN\nSUSTAINABILITY 22.3%\nFY24 $80.06m\nWOOL HARVESTING 11.0%\nReserves\nAustralian Wool Production EMI\nFY21 294Mkg FY21 1199c\nFY22 324Mkg FY22 1385c\nFY23 328Mkg FY23 1295c\nFY24 318Mkg FY24 1155c\nShorn greasy wool production EMI averaged over year\nAWI KPIs AWI Shareholders/Levy payers\nFY21 76 FY21 76,031\nFY22 81 FY22 66,610\nFY23 116 FY23 62,077\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n- [pages 9,10]\nlopment Marketing Consultation\nlicence fees Market Analytics Support & Admin\nAWI Reserves AWI Expenditure by Priorities\nCOLLABORATION,\nFY21 $111.63m CONSULTANT & 24.3%\nENGAGEMENT\nGROWING THE VALUE\nFY22 $100.70m & INTERNATIONAL 33.8%\nDEMAND FOR WOOL\nSTRENGTHENING 8.6%\nFY23 $83.81m THE SUPPLY CHAIN\nSUSTAINABILITY 22.3%\nFY24 $80.06m\nWOOL HARVESTING 11.0%\nReserves\nAustralian Wool Production EMI\nFY21 294Mkg FY21 1199c\nFY22 324Mkg FY22 1385c\nFY23 328Mkg FY23 1295c\nFY24 318Mkg FY24 1155c\nShorn greasy wool production EMI averaged over year\nAWI KPIs AWI Shareholders/Levy payers\nFY21 76 FY21 76,031\nFY22 81 FY22 66,610\nFY23 116 FY23 62,077\nFY24 84 FY24 75,336\nAchieved Partly Achieved Not Achieved Shareholders Levy payers eligible to be Other levy payers\nshareholders, but not\nANNUAL REPORT 2023-2024 9\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n- INVESTMENT OVER TIME ANNUAL PLAN TARGETS\n23 TARGETS\n15\n2023/24\n12 $12.3m\n9\n15 Achieved\n6\n3\n6 Partly achieved\n0\n2 Not achieved\n2020-21 2021-22 2022-23 2023-24\nSee Appendix C for complete list of\nperformance against Annual Plan targets.\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n- INVESTMENT OVER TIME ANNUAL PLAN TARGETS\n14 TARGETS\n10\n8\n6\n10 Achieved\n4\n2\n2 Partly achieved\n0\n2 Not achieved\n2020-21 2021-22 2022-23 2023-24\n26 AUSTRALIAN WOOL INNOVATION\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n- [Page 8]\nSUMMARY STATISTICS\n2024–25\nAWI revenue AWI expenditure by portfolio\nFY22 $65.27m FY22 $76.21m\nFY23 $65.21m FY23 $82.10m\nFY24 $63.10m FY24 $66.10m\nFY25 $57.70m FY25 $60.39m\nWool levy Government contribution Woolmark licence fees Other Sheep Production Industry Development Marketing Consultation\nMarket Analytics Support & Admin\nAWI reserves AWI expenditure by priorities\nCOLLABORATION,\nFY22 $100.70m CONSULTANT & 18.3%\nENGAGEMENT\nGROWING THE VALUE\nFY23 $83.81m & INTERNATIONAL 32.6%\nDEMAND FOR WOOL\nSTRENGTHENING\nFY24 $80.06m THE SUPPLY CHAIN 13.7%\nFY25 $77.26m SUSTAINABILITY 25.7%\nReserves WOOL HARVESTING 9.7%\nAustralian wool production EMI\nFY22 324Mkg FY22 1385c\nFY23 328Mkg FY23 1295c\nFY24 318Mkg FY24 1155c\nFY25 280Mkg FY25 1167c\nShorn greasy wool production EMI averaged over year\nAWI KPIs AWI shareholders/levy payers\nFY22 81 FY22 66,610\nFY23 116 FY23 62,077\nFY24 84 FY24 75,336\n Source: `annual-reports/2024-25.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $6.7 million, 6.7 million | INDICATOR MEASURE COMMENTS\nNone – we will use the 2020 CRRDC\nIndicator 1: Benefit cost ratio N/A\nImpact Assessment\nIndicator 2: Total Factor Productivity None – would not report until 2022 N/A\nIndicator 3: Economic Contribution None – would not report until 2023 N/A\nThe amount of non-government The non-govt sourced revenue\nIndicator 4: Leverage\nsourced funding was $6.7 million\nAWI collaborated with 254 Industry\nIndicator 5: Collaboration The numb | `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)` |\n| $2,015,976 | Lease liabilities\nCurrent 1,637 2,001\n(d) Shareholder statistics 30 June 30 June\nNon-current 5,239 2,853 2022 2021\n6,876 4,854 Details\nFuture lease payments are due as follows: Australian Capital Territory 64 69\nWithin one year 1,926 2,170 New South Wales 7,363 8,034\nOne to five years 4,045 2,706 Northern Territory 2 3\nMore than five years 1,943 374 Queensland 496 563\n7,914 5,250 South Australia 3,305 3,593\nTasmania 606 636\nThe statement of compr | `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)` |\n| $2,015,976 | [pages 29,30,31]\nand 496 563\n7,914 5,250 South Australia 3,305 3,593\nTasmania 606 636\nThe statement of comprehensive income shows the following amounts relating to lease liabilities:\nVictoria 4,743 5,105\nWestern Australia 3,197 3,477\nInterest expense 200 351\n19,776 21,480\nExpense relating to short-term leases 13 24\nExpense relating to leases of low-value assets that are not 72 68\nshown above as short-term leases 21: Reserves and retained earnings | `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)` |\n| $1,918,164 | [Page 60]\nNotes to the financial\nstatements\n(continued)\n30 June 2023\n18: Non-current liabilities – Provisions\nConsolidated\n2023 2022\n$’000 $’000\nLong service leave 281 258\nLease make good 359 470\n640 728\n19: Leases\nConsolidated\n2023 2022\n$’000 $’000\nLease liabilities\nCurrent 1,274 1,637\nNon-current 4,121 5,239\n5,395 6,876\nFuture lease payments are due as follows:\nWithin one year 1,504 1,926\nOne to five years 3,539 4,045\nMore than five years 1,123 | `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)` |\n| $4.3 million, 4.3 million | Mr N Henderson (until 17 November 2023)\nDr M Humphries\nMr N Jackson (elected 17 November 2023)\nMr D Macdonald\nMr J Morgan (until 17 November 2023)\nMr G Millington (elected 17 November 2023)\nMr D A A Webster (until 17 November 2023)\nMs E Weston (elected 17 November 2023)\nReview of operations and results\n2024 2023\n$’000 $’000\nRevenue 63,089 65,210\nLoss from continuing operations (3,676) (16,988)\nSignificant changes in the Matters subsequent to the | `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)` |\n| $1,632,543 | [Page 61]\n17: Non-current liabilities – Provisions\nConsolidated\n2024 2023\n$’000 $’000\nLong service leave 343 281\nLease make good 359 359\n702 640\n18: Leases\nConsolidated\n2024 2023\n$’000 $’000\nLease liabilities\nCurrent 1,250 1,274\nNon-current 3,894 4,121\n5,144 5,395\nFuture lease payments are due as follows:\nWithin one year 1,441 1,504\nOne to five years 4,078 3,539\nMore than five years 247 1,123\n5,766 6,166\nAmounts recognised in the statement of com | `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)` |\n| $1,632,543 | [pages 61,62,63,64,65,66]\n-current liabilities – Provisions\nConsolidated\n2024 2023\n$’000 $’000\nLong service leave 343 281\nLease make good 359 359\n702 640\n18: Leases\nConsolidated\n2024 2023\n$’000 $’000\nLease liabilities\nCurrent 1,250 1,274\nNon-current 3,894 4,121\n5,144 5,395\nFuture lease payments are due as follows:\nWithin one year 1,441 1,504\nOne to five years 4,078 3,539\nMore than five years 247 1,123\n5,766 6,166\nAmounts recognised in the stateme | `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)` |\n| $2.7 million, 2.7 million | Mr N Jackson\nMr D Macdonald\nMr G Millington\nMs E Weston\nREVIEW OF OPERATIONS AND RESULTS\n2025 2024\n$’000 $’000\nRevenue 57,767 63,089\nLoss from continuing operations (2,656) (3,676)\nSIGNIFICANT CHANGES MATTERS SUBSEQUENT TO\nIN THE STATE OF AFFAIRS THE END OF THE FINANCIAL YEAR\nThe company’s drawdown on the company’s reserves Overall, it is not practicable to estimate the future\ncontinued again this year, by $2.7 million. | `annual-reports/2024-25.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf)` |\n| $1,378,104 | [Page 58]\nNOTES TO THE CONSOLIDATED\nFINANCIAL STATEMENTS\n30 JUNE 2025 (CONTINUED)\n18: NON-CURRENT LIABILITIES – PROVISIONS\nConsolidated\n2025 2024\n$’000 $’000\nLease make good 455 359\nEmployee entitlements 294 342\n749 702\n19: LEASES\nConsolidated\n2025 2024\n$’000 $’000\nLease liabilities\nCurrent 1,540 1,250\nNon-current 3,981 3,894\n5,521 5,144\nFuture lease payments are due as follows:\nWithin one year 1,575 1,441\nOne to five years 4,446 4,078\nMore than | `annual-reports/2024-25.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf)` |\n| $80 , $120 million, 120 million | IMPLEMENTATION PROGRESS\n(100%)\n1.13.3\nPerform remuneration benchmarking against companies with (1) an annual turnover between $80 and $120 million or (2) employee headcount of 150-250 with a similar international reach on a regular basis (annually) so that it is consistent with AWI’s remuneration strategy. | `pages/media-releases-index__29.html (http://www.wool.com/about-awi/rop-2018/)` |\n| $80 , $120 million, 120 million | RECOMMENDATIONS\nPerform remuneration benchmarking against companies with (1) an annual turnover between $80 and $120 million or (2) employee headcount of 150-250 with a similar international reach on a regular basis (annually) so that it is consistent with AWI’s remuneration strategy. | `pages/media-releases-index__29.html (http://www.wool.com/about-awi/rop-2018/)` |\n| $31.3m, $87m, 10 million, 1.1 million | [Page 7]\nBenefit-cost ratio Cradle-to-grave analysis\n(BCR) for the China of closed-loop recycling\nCampaign was in the wool system\n3.2 completed\nThe Luna Rossa Prada The China Treasure Wool 11 case studies\nPirelli partnership A/W21 campaign achieved\ncompleted\ngarnered a 60% increase\non environmental and\n$31.3m in\nin purchase intent for\neconomic impact of\nearned media value Merino wool and\nwoolgrowers using\n$87m in sales\nregenerative farming\non Tma | `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)` |\n| $61 million, 61 million | ON-FARM R&D AND\nWOOL\nEXTENSION REVENUE & EXPENDITURE\nThe lockdowns and social distancing\nFortunately, our on-farm R&D projects, measures in many parts of the world AWI’s total expenditure of $61 million in\nbeing all based in Australia, were meant that people simply haven’t been 2020/21 was 21% lower compared to\ngenerally able to operate with minimal able to go out and buy as many clothes. last year; this reduction follows on from\nCOVID-related di | `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)` |\n| $101.15m, $99.37m, $69.16m, $77.13m, $56.89m, $61.00m | [Page 5]\nSummary statistics\n2021 / 22\nAWI Revenue AWI Expenditure\nFY19 $101.15m FY19 $99.37m\nFY20 $69.16m FY20 $77.13m\nFY21 $56.89m FY21 $61.00m\nFY22 $65.27m FY22 $76.20m\nWool Levy Government Contribution Woolmark Other Sheep Production Process Innovation Marketing Consultation\nlicence fees Traceability Support & Admin\nAWI Reserves AWI Shareholders/Levy payers\nFY19 $123.70m FY19 61,716\nFY20 $115.74m FY20 70,521\nFY21 $111.63m FY21 76,031\nFY22 $100 | `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)` |\n| $122\n, 54 million | More than 200 leading domestic and international\nGloabl brand brands joined the campaign showcasing and selling a\nZozotown Vilebrequin swim shorts\nFeell Merino partnerships with International myriad of premium Merino wool products.\npartnership saw\n(USA & Canada) Farfetch, Zalando, Woolmark Prize\na 42% increase We teamed up with iconic French luxury swimwear\nachieved 3% rise in Castore, Victoria acquired 486 new The campaign received 54 million vi | `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)` |\n| $56.89m, $61.00m, $65.27m, $76.21m, $65.21m, $82.10m | [Page 9]\nSummary statistics\n2023/ 24\nAWI Revenue AWI Expenditure by Portfolio\nFY21 $56.89m FY21 $61.00m\nFY22 $65.27m FY22 $76.21m\nFY23 $65.21m FY23 $82.10m\nFY24 $63.10m FY24 $66.10m\nWool Levy Government Contribution Woolmark Other Sheep Production Industry Development Marketing Consultation\nlicence fees Market Analytics Support & Admin\nAWI Reserves AWI Expenditure by Priorities\nCOLLABORATION,\nFY21 $111.63m CONSULTANT & 24.3%\nENGAGEMENT\nGROWING TH | `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)` |\n| $101.15m, $99.37m, $69.16m, $77.13m, $56.89m, $61.00m | [Page 5]\nSummary statistics\n2021 / 22\nAWI Revenue AWI Expenditure\nFY19 $101.15m FY19 $99.37m\nFY20 $69.16m FY20 $77.13m\nFY21 $56.89m FY21 $61.00m\nFY22 $65.27m FY22 $76.20m\nWool Levy Government Contribution Woolmark Other Sheep Production Process Innovation Marketing Consultation\nlicence fees Traceability Support & Admin\nAWI Reserves AWI Shareholders/Levy payers\nFY19 $123.70m FY19 61,716\nFY20 $115.74m FY20 70,521\nFY21 $111.63m FY21 76,031\nFY22 $100 | `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)` |\n| $61.00m, $65.27m, $76.20m, $123.70m, $115.74m, $111.63m | [pages 5,6]\nY21 $61.00m\nFY22 $65.27m FY22 $76.20m\nWool Levy Government Contribution Woolmark Other Sheep Production Process Innovation Marketing Consultation\nlicence fees Traceability Support & Admin\nAWI Reserves AWI Shareholders/Levy payers\nFY19 $123.70m FY19 61,716\nFY20 $115.74m FY20 70,521\nFY21 $111.63m FY21 76,031\nFY22 $100.67m FY22 66,610\nReserves Shareholders Levy payers eligible to be Other levy payers\nshareholders, but not\nAustralian Wool | `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)` |\n| $56.89m, $61.00m, $65.27m, $76.21m, $65.21m, $82.10m | [Page 9]\nSummary statistics\n2023/ 24\nAWI Revenue AWI Expenditure by Portfolio\nFY21 $56.89m FY21 $61.00m\nFY22 $65.27m FY22 $76.21m\nFY23 $65.21m FY23 $82.10m\nFY24 $63.10m FY24 $66.10m\nWool Levy Government Contribution Woolmark Other Sheep Production Industry Development Marketing Consultation\nlicence fees Market Analytics Support & Admin\nAWI Reserves AWI Expenditure by Priorities\nCOLLABORATION,\nFY21 $111.63m CONSULTANT & 24.3%\nENGAGEMENT\nGROWING TH | `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)` |\n| $111.63m, $100.70m, $83.81m, $80.06m | [pages 9,10]\nlopment Marketing Consultation\nlicence fees Market Analytics Support & Admin\nAWI Reserves AWI Expenditure by Priorities\nCOLLABORATION,\nFY21 $111.63m CONSULTANT & 24.3%\nENGAGEMENT\nGROWING THE VALUE\nFY22 $100.70m & INTERNATIONAL 33.8%\nDEMAND FOR WOOL\nSTRENGTHENING 8.6%\nFY23 $83.81m THE SUPPLY CHAIN\nSUSTAINABILITY 22.3%\nFY24 $80.06m\nWOOL HARVESTING 11.0%\nReserves\nAustralian Wool Production EMI\nFY21 294Mkg FY21 1199c\nFY22 324Mkg FY22 138 | `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)` |\n\n## Key Achievements\n\n- ANNUAL PLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n22 TARGETS\nMeat & Livestock Australia\nTOTAL\nUniversity of Melbourne\n100\n10 Achieved Animal and Health Council\nNSW DPI\nUniversity of Sydney\nDepartment of Agriculture,\n10 P artly Achieved/\nOn-Track to be Water and the Environment 10 Sheep Health & Welfare\ndelivered by 2022 13 Sheep & Wool Mgmt Skills\nShearing Contractors Association\n20 Vertebrate Pests\nof Australia (SCAA) 14 Hardware & Software Development\n19 Reproduction & Nutrition\n2 N ot achieved WA Shearing Industry Association\n11 Genetics\n7 W ool Harvesting & Quality\nPreparation\nSee Appendix C for complete list of See page 14 for further information 5 Mechatronics\nperformance against Annual Plan targets. on Collaboration.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- ANNUAL PLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n8 TARGETS\nTAFE\nTOTAL\nAWEX\n3 Achieved 23\nDepartment of Agriculture, Water\nand the Environment (DAWE)\n2 P artly Achieved/ AWTA\nOn-Track to be\ndelivered by 2022 Meat and Livestock Australia\n7 Market Intelligence & Communications\n7 Extension Networks\n3 N ot achieved\n4 Events & Forums\n5 Woolgrower Representative Bodies\nSee Appendix C for complete list of See page 14 for further information\nperformance against Annual Plan targets. on Collaboration.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- [pages 31,32]\nPLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n8 TARGETS\nTAFE\nTOTAL\nAWEX\n3 Achieved 23\nDepartment of Agriculture, Water\nand the Environment (DAWE)\n2 P artly Achieved/ AWTA\nOn-Track to be\ndelivered by 2022 Meat and Livestock Australia\n7 Market Intelligence & Communications\n7 Extension Networks\n3 N ot achieved\n4 Events & Forums\n5 Woolgrower Representative Bodies\nSee Appendix C for complete list of See page 14 for further information\nperformance against Annual Plan targets. on Collaboration.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- ANNUAL PLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n19 TARGETS\nSüedwolle\nTOTAL\nStoll\n35\nShima Seiki Italy\n13 Achieved Santoni\nChemtax, Hong Kong\nYantai-Nanshan University\nDong Hua University 14 Partnered Innovation\n4 P artly Achieved/ 11 T rade Extension\nOn-Track to be Xinao\ndelivered by 2022 4 Student Education\n2 N ot Achieved 2 Retail Education\n1 Licensing\n2 Quality Control\nSee Appendix C for complete list of See page 14 for further information\n1 Textile & Retailing Technologies\nperformance against Annual Plan targets. on Collaboration.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- PROCESSING INNOVATION & EDUCATION EXTENSION HIGHLIGHTS\n1900+ courses completed The Wool Lab Vision Achieved 92 product The Wool Lab digital acquired\non the Australian wool and received approximately developments with partners 191 registered users\nmanufacturing industry 3,000 page views\nthrough the Woolmark\nLearning Centre\nPROCESSING INNOVATION & EXTENSION EDUCATION – 35\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- ANNUAL PLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n15 TARGETS\nEdition\nTOTAL\nICICLE\n45\nPrada\nBen Simmons Family Foundation\n14 Achieved Castore\nJNBY\nFarfetch China 13 Brand Partnerships\n23 Fibre Advocacy – Consumer\n1 P artly Achieved/ 7 Fibre Advocacy – Trade\nOn-Track to be\n1 International Woolmark Prize\ndelivered by 2022\n1 Woolmark Performance Challenge\n0 Not Achieved\nSee Appendix C for complete list of See page 14 for further information\nperformance against Annual Plan targets. on Collaboration.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- ANNUAL PLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n12 TARGETS\nUniversity of Sydney\n3 Achieved TOTAL\nRMIT\n27\nOritain\nCotton Research and\n7 P artly Achieved/ Development Corporation\nOn-Track to be\ndelivered by 2022 AgriFutures\nEverledger 9 Eco Credentials\n10 Wellness & Performance\n4 WoolQ\n2 N ot Achieved 4 Fibre Identification & Tracing\nSee Appendix C for complete list of See page 14 for further information\nperformance against Annual Plan targets. on Collaboration.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- The table below shows the progress that has been\nNew policies that have been\nmade or the measures that have been set out.\nadopted in 2021/22: 1 –\nGovernance arrangements ‘Collaboration Framework’\n4.2 Demonstrated management of\nand practices fulfil legislative (October 2021)\nfinancial and nonfinancial risk.\nrequirements and align with\nDuring the year, 94.5% of our\nGovernance contemporary Australian\nemployees across the group\nbest practice for open,\nPrinciples Outcome Key Performance Indicators Key Achievements/measures were trained on our Modern\ntransparent, and proper use\nSlavery Training\nand management of Funds.\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n- 4.2 Demonstrated management of financial Risk is captured at Strategic,\nGovernance arrangements and and non-financial risk. program, operational, project level.\npractices to fulfil legislative\nrequirements and align with • A new compliance training module\ncontemporary Australian for Respect@Work was rolled out to\nbest practice for open, all Australia based employees with a\ntransparent, and proper use completion rate of 96%.\nand management of Funds.\n• Culture Trainings – 93.5% of\n• Good governance ensures\nglobal employees trained in WHS,\nstakeholders are well informed\nAntibullying and Harassment,\nGovernance and have visibility of the RDC’s\nDiscrimination.\ninvestments, priorities and\n4.3 Relevant policies and procedures\nachievements • During the year, 97.6% of our\nadopted and implemented (e.g., privacy etc).\nemployees across the group were\n• Committee structures and\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)`\n- This\nindustry uptake of new solutions.\ninitiative aims to enhance\nindustry capabilities both in\nestablished and emerging\nglobal markets\nIn 2024-25, 43 sustainable process projects\nwere completed or in progress, including:\n– Natural Dyes x 2\n– Alternative Dyes x 10\nResearch and investment in\ncutting edge technologies Expanding our portfolio of • – Waterless Dyes x 2\nPROCESSING which are focused on sustainable processes offered to – Seamless Knitting x 15\nAND PRODUCT sustainable processes industry for adoption. – Whole Garment Knitting x 1\nINNOVATION – Digital Print x 5\n– Sustainable Blends x 5\n– Recycled Wool x 1\n– Finishing x 2\nWhilst continued focus will Achieved 50 brand collaborations across\nbe on fashion, we will explore diverse sectors – including sports (17), fashion\nIncrease number of brand\nnew market categories in • (8), interiors (5), and medical (3) – surpassing\n Source: `annual-reports/2024-25.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf)`\n- [Page 27]\nPortfolio highlights of 2023/24\nEvaluations Administrative efficiency\ninitiatives 2023/24\nThe Measurement and Evaluation (M&E) team carried\nout comprehensive internal evaluations on four distinct AWI has continued to refine its processes by\nprojects: Shearer and wool handler training program, migrating program achievement reports to a\nWild dog control initiatives, Luna Rossa Prada Pirelli digital platform and automating risk management\nand Nissan Formula-e, each representing a diverse to streamline reporting requirements.\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n- INDICATOR MEASURE COMMENTS\nNone – we will use the 2020 CRRDC\nIndicator 1: Benefit cost ratio N/A\nImpact Assessment\nIndicator 2: Total Factor Productivity None – would not report until 2022 N/A\nIndicator 3: Economic Contribution None – would not report until 2023 N/A\nThe amount of non-government The non-govt sourced revenue\nIndicator 4: Leverage\nsourced funding was $6.7 million\nAWI collaborated with 254 Industry\nIndicator 5: Collaboration The number of cross-RDC projects\npartners from farm to fashion\nThe number of researchers supported\nby RDCs (PhD scholarships,\nIndicator 6: Capability In progress\npost-doctoral fellowships, new\n& continuing)\nThe 2021 Woolgrower Sentiment\nSurvey showed that 75% of\nPercentage of levy payers/members\nIndicator 7: Services woolgrowers were positive about the\nsatisfied with RDC services\nfuture of the Australian wool industry\n(up from 54% in 2020)\n6.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- 2022 2021\n$’000 $’000\nMeetings of directors\nRevenue 65,273 56,891\nLoss from continuing operations (10,961) (4,123)\nThe numbers of meetings of the company’s board of directors and of each board committee held during the year\nended 30 June 2022, and the numbers of meetings attended by each director were:\nSignificant changes in the state\nMatters subsequent to the end\nFull meetings Meetings of Committees\nof affairs\nof the financial year of directors\nDirector Audit & Risk People & Research\nDuring 2021/22, AWI’s annual revenue, which is largely Culture Development\nThe impact of the Coronavirus (COVID-19) pandemic\ndependent on wool levy income, was better than Education &\nis ongoing, especially regarding its effect on economic\nforecast at the beginning of the year, due to higher than Extension\nand shipping issues with China which is the major\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n- ANNUAL PLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n15 TARGETS\nEdition\nTOTAL\nICICLE\n45\nPrada\nBen Simmons Family Foundation\n14 Achieved Castore\nJNBY\nFarfetch China 13 Brand Partnerships\n23 Fibre Advocacy – Consumer\n1 P artly Achieved/ 7 Fibre Advocacy – Trade\nOn-Track to be\n1 International Woolmark Prize\ndelivered by 2022\n1 Woolmark Performance Challenge\n0 Not Achieved\nSee Appendix C for complete list of See page 14 for further information\nperformance against Annual Plan targets. on Collaboration.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- [pages 43,44]\nina 13 Brand Partnerships\n23 Fibre Advocacy – Consumer\n1 P artly Achieved/ 7 Fibre Advocacy – Trade\nOn-Track to be\n1 International Woolmark Prize\ndelivered by 2022\n1 Woolmark Performance Challenge\n0 Not Achieved\nSee Appendix C for complete list of See page 14 for further information\nperformance against Annual Plan targets. on Collaboration.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- MEETINGS OF DIRECTORS\nThe numbers of meetings of the company's board of directors and of each board committee held during the year ended 30 June\n2021, and the numbers of meetings attended by each director were:\nMeetings of Committees\nResearch Development\nDirector Full meetings of directors Audit & Risk People & Culture Education & Extension\nA B A B A B A B\nMr J Laurie 13 13* 8 8 - - - -\nMs C Garnsey 13 13 8 8 6 6 8 8\nMr N Henderson 13 13 8 8 - - - -\nDr M Humphries 13 13 - - - - 8 8\nMr D Macdonald 13 13 - - 6 6* - -\nMr J Morgan 13 13 - - 6 6 8 8*\nMr D A A Webster 13 13 8 8* - - 8 8\nA = number of meetings held during the time the director held office or was a member of the committee during the year.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- Meetings of directors\nThe numbers of meetings of the company’s board of directors and of each board committee held during the year\nended 30 June 2023, and the numbers of meetings attended by each director were:\nFull Meetings of Committees\nmeetings of\nDirector Audit & Risk Marketing People & Research\ndirectors\n& Product Culture Development\nInnovation Education &\nExtension\nA B A B A B A B A B\nMr J Laurie 9 9* 8 8 6 6 6 6 8 8\nMs G Hack 9 9 2 2 6 6* 6 6 - -\nMr N Henderson 9 9 8 8 - - - - - -\nDr M Humphries 9 9 - - - - - - 8 8*\nMr D Macdonald 9 9 - - - - - - 8 8\nMr J Morgan 9 9 - - - - 6 6* 8 8\nMr D A A Webster 9 9 8 8* 6 6 - - 8 8\nA = number of meetings held during the time the director held office or was a member of the committee during the year.\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)`\n- Meetings of directors\nThe numbers of meetings of the company’s board of director and of each board committee held during the year\nended 30 June 2024, and the numbers of meetings attended by each director were:\nMeetings of committees\nResearch\nDevelopment Marketing\nFull meetings People Education & & Product\nDirector of Directors Audit & Risk & Culture Extension Innovation\nA B A B A B A B A B\nMr J Laurie 9 9* 8 8 7 7 9 9 8 8\nMs G Hack 9 9 – – 7 7 – – 8 8*\nMr N Henderson^ 4 4 4 4 – – – – – –\nDr M Humphries 9 9 4 4 – – 9 9* – –\nMr N Jackson** 5 5 – – – – 5 5 – –\nMr D Macdonald 9 9 – – – – 9 9 – –\nMr J Morgan^ 4 4 – – 4 4 4 4 – –\nMr G Millington** 5 5 4 4* – – – – 4 4\nMr D A A Webster^ 4 4 4 4 – – 4 4 4 4\nMs E Weston** 5 5 4 4 3 3* – – – –\nA = number of meetings held during the time the director held office or was a member of the committee during the year.\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n- [pages 39,40,41,42,43]\nch\nDevelopment Marketing\nFull meetings People Education & & Product\nDirector of Directors Audit & Risk & Culture Extension Innovation\nA B A B A B A B A B\nMr J Laurie 9 9* 8 8 7 7 9 9 8 8\nMs G Hack 9 9 – – 7 7 – – 8 8*\nMr N Henderson^ 4 4 4 4 – – – – – –\nDr M Humphries 9 9 4 4 – – 9 9* – –\nMr N Jackson** 5 5 – – – – 5 5 – –\nMr D Macdonald 9 9 – – – – 9 9 – –\nMr J Morgan^ 4 4 – – 4 4 4 4 – –\nMr G Millington** 5 5 4 4* – – – – 4 4\nMr D A A Webster^ 4 4 4 4 – – 4 4 4 4\nMs E Weston** 5 5 4 4 3 3* – – – –\nA = number of meetings held during the time the director held office or was a member of the committee during the year.\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n- MEETINGS OF DIRECTORS\nThe numbers of meetings of the company’s board of directors and of each board committee held during the year\nended 30 June 2025, and the numbers of meetings attended by each director were:\nMeetings of committees\nResearch\nDevelopment Marketing\nFull meetings People Education & & Product\nDirector of Directors Audit & Risk & Culture Extension Innovation\nA B A B A B A B A B\nMr J Laurie 8 8* 8 8 7 7 8 8 8 8\nMs G Hack 8 8 – – 7 7 – – 8 8*\nDr M Humphries 8 8 8 8 – – 8 8* – –\nMr N Jackson 8 8 – – – – 8 8 – –\nMr D Macdonald 8 8 – – 7 7* 8 8 – –\nMr G Millington 8 8 8 8* – – – – 8 8\nMs E Weston 8 8 8 8 – – – – – –\nA = number of meetings held during the time the director held office or was a member of the committee during the year.\n Source: `annual-reports/2024-25.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf)`\n- [Page 2]\nCONTENTS\nStrategic objectives and consultation\nprocess overview 3\nOur purpose and goal 4\nMessage from the CEO 5\nChallenges and opportunities 6\nAWI program summary 2025–2028 7\nPillar 1: Grow demand and fibre advocacy\nDemand creation and fibre advocacy 8\nTrade engagement 10\nEmerging markets 12\nPillar 2: Sustainable and profitable wool-growing\nSustainable, profitable sheep production 14\nWool harvesting initiatives 16\nShearer and wool handler training 18\nCapacity building & woolgrower extension 20\nStakeholder engagement 22\nCorporate services 24\nBalanced portfolio 28\nMeasurement and evaluation 29\nRisk management 30\nAnnual budget summary 2025–2026 33\nCorporate governance framework 34\nAlignment of AWI strategic priorities\nwith industry plans 36\nAlignment with Australian Government priorities 38\n2 AUSTRALIAN WOOL INNOVATION\n Source: `other-pdfs/annual-operating-plan-2025-26.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/awi-annual-operating-plan/annual-operating-plan-2025-26.pdf)`\n- [pages 29,30,31]\nttee\nChaired by Michelle Humphries\n(up to 18 July 2024).\n• Audit & Risk Committee member.\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n- 2. is chaired by an independent director, who is not the\nchair of the board, and disclose: AWI Commentary\n3. the charter of the committee; Refer to governance suite at www.wool.com/governance\n4. the relevant qualifications and experience of the\nRecommendation 6.2\nmembers of the committee; and\nA listed entity should have an investor relations program that\n5. in relation to each reporting period, the number of\nfacilitates effective two-way communication with investors\ntimes the committee met and the individual\nattendances of the members at those meetings; or AWI Commentary\nb) if it is does not have an audit committee, disclose that Not applicable to AWI as an unlisted public company.\nfact and the processes it employs that independently However, AWI has substantial stakeholder consultation\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- Recommendation 6.3\nAWI Commentary A listed entity should disclose how it facilitates and\nRefer to the Audit & Risk Committee Charter at encourages participation at meetings of security holders\nwww.wool.com/governance.\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- AWI and MLA’s joint Wool and Sheepmeat\nthrough the issues facing both new and experienced surveys of producers were conducted in October 2021,\nwoolgrowers alike, seasonal challenges and February 2022 and June 2022.\nopportunities, production issues, planning ahead,\nand topical and timely extension of communications\nConsultation with\nrelating to wool production.\nrepresentative bodies\nDuring the past 18 months there have been more than\n60 Future Wool events reaching 1,500 woolgrowers.\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n- This committee provides guidance and\nelected as Chairman of the Board in July 2021.\nrecommendations to the Board and the CEO to\nResponsibilities: Responsibilities:\nassist in fulfilling their responsibilities relating\nResponsibilities: • Chair, Research Development Education • Chair, Audit & Risk Committee\nto risk, accounting, reporting and compliance\n• Audit & Risk Committee member. & Extension Committee. • Research Development Education\npractices of the Company.\n• People & Culture Committee member. & Extension Committee member.\n• Research Development Education\nPeople & Culture Committee\n& Extension Committee member.\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 9]\nSummary statistics\n2023/ 24\nAWI Revenue AWI Expenditure by Portfolio\nFY21 $56.89m FY21 $61.00m\nFY22 $65.27m FY22 $76.21m\nFY23 $65.21m FY23 $82.10m\nFY24 $63.10m FY24 $66.10m\nWool Levy Government Contribution Woolmark Other Sheep Production Industry Development Marketing Consultation\nlicence fees Market Analytics Support & Admin\nAWI Reserves AWI Expenditure by Priorities\nCOLLABORATION,\nFY21 $111.63m CONSULTANT & 24.3%\nENGAGEMENT\nGROWING THE VALUE\nFY22 $100.70m & INTERNATIONAL 33.8%\nDEMAND FOR WOOL\nSTRENGTHENING 8.6%\nFY23 $83.81m THE SUPPLY CHAIN\nSUSTAINABILITY 22.3%\nFY24 $80.06m\nWOOL HARVESTING 11.0%\nReserves\nAustralian Wool Production EMI\nFY21 294Mkg FY21 1199c\nFY22 324Mkg FY22 1385c\nFY23 328Mkg FY23 1295c\nFY24 318Mkg FY24 1155c\nShorn greasy wool production EMI averaged over year\nAWI KPIs AWI Shareholders/Levy payers\nFY21 76 FY21 76,031\nFY22 81 FY22 66,610\nFY23 116 FY23 62,077\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n- [pages 9,10]\nlopment Marketing Consultation\nlicence fees Market Analytics Support & Admin\nAWI Reserves AWI Expenditure by Priorities\nCOLLABORATION,\nFY21 $111.63m CONSULTANT & 24.3%\nENGAGEMENT\nGROWING THE VALUE\nFY22 $100.70m & INTERNATIONAL 33.8%\nDEMAND FOR WOOL\nSTRENGTHENING 8.6%\nFY23 $83.81m THE SUPPLY CHAIN\nSUSTAINABILITY 22.3%\nFY24 $80.06m\nWOOL HARVESTING 11.0%\nReserves\nAustralian Wool Production EMI\nFY21 294Mkg FY21 1199c\nFY22 324Mkg FY22 1385c\nFY23 328Mkg FY23 1295c\nFY24 318Mkg FY24 1155c\nShorn greasy wool production EMI averaged over year\nAWI KPIs AWI Shareholders/Levy payers\nFY21 76 FY21 76,031\nFY22 81 FY22 66,610\nFY23 116 FY23 62,077\nFY24 84 FY24 75,336\nAchieved Partly Achieved Not Achieved Shareholders Levy payers eligible to be Other levy payers\nshareholders, but not\nANNUAL REPORT 2023-2024 9\n Source: `annual-reports/2023-24.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf)`\n- [Page 8]\nSUMMARY STATISTICS\n2024–25\nAWI revenue AWI expenditure by portfolio\nFY22 $65.27m FY22 $76.21m\nFY23 $65.21m FY23 $82.10m\nFY24 $63.10m FY24 $66.10m\nFY25 $57.70m FY25 $60.39m\nWool levy Government contribution Woolmark licence fees Other Sheep Production Industry Development Marketing Consultation\nMarket Analytics Support & Admin\nAWI reserves AWI expenditure by priorities\nCOLLABORATION,\nFY22 $100.70m CONSULTANT & 18.3%\nENGAGEMENT\nGROWING THE VALUE\nFY23 $83.81m & INTERNATIONAL 32.6%\nDEMAND FOR WOOL\nSTRENGTHENING\nFY24 $80.06m THE SUPPLY CHAIN 13.7%\nFY25 $77.26m SUSTAINABILITY 25.7%\nReserves WOOL HARVESTING 9.7%\nAustralian wool production EMI\nFY22 324Mkg FY22 1385c\nFY23 328Mkg FY23 1295c\nFY24 318Mkg FY24 1155c\nFY25 280Mkg FY25 1167c\nShorn greasy wool production EMI averaged over year\nAWI KPIs AWI shareholders/levy payers\nFY22 81 FY22 66,610\nFY23 116 FY23 62,077\nFY24 84 FY24 75,336\n Source: `annual-reports/2024-25.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf)`\n- [pages 8,9,10]\ndustry Development Marketing Consultation\nMarket Analytics Support & Admin\nAWI reserves AWI expenditure by priorities\nCOLLABORATION,\nFY22 $100.70m CONSULTANT & 18.3%\nENGAGEMENT\nGROWING THE VALUE\nFY23 $83.81m & INTERNATIONAL 32.6%\nDEMAND FOR WOOL\nSTRENGTHENING\nFY24 $80.06m THE SUPPLY CHAIN 13.7%\nFY25 $77.26m SUSTAINABILITY 25.7%\nReserves WOOL HARVESTING 9.7%\nAustralian wool production EMI\nFY22 324Mkg FY22 1385c\nFY23 328Mkg FY23 1295c\nFY24 318Mkg FY24 1155c\nFY25 280Mkg FY25 1167c\nShorn greasy wool production EMI averaged over year\nAWI KPIs AWI shareholders/levy payers\nFY22 81 FY22 66,610\nFY23 116 FY23 62,077\nFY24 84 FY24 75,336\nFY25 91 FY25 81,625\nAchieved Partly achieved Not achieved Shareholders Levy payers eligible to be Other levy payers\nshareholders, but not\n8 AUSTRALIAN WOOL INNOVATION\n Source: `annual-reports/2024-25.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf)`\n- [Page 6]\nHIGHLIGHTS OF 2020/21\n2020 Wool\nRandom sample testing\nIndustry Profile of Woolmark labelled\nclothing was conducted\nstated that 44.7%\nto ensure the\nof producers\ncontinued integrity\nused genetic tools in their\nof the Mark\nbreeding program\nReduced predation on\nassisted groups’ flocks by\n80%+\nPROCESSING\nSHEEP PRODUCTION,\nCONSULTATION INNOVATION &\nSCIENCE &\nEDUCATION\nTECHNOLOGY\nEXTENSION\nIn 2021, AWI\nlaunched its\nAWI Grower\nApp Launch of a\nnew digital\nlicensing portal\n11% increase 80% of\nin industry adoption woolgrowers\nof welfare improved\nvalue AWI’s\npractices\nMarket Intelligence\nand analysis\n6 – UP FRONT\n Source: `annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf)`\n- To be a highly valued towards an increase\n35 Auditor’s independence declaration contributor through in the gross value\n37 Consolidated statement of comprehensive income\n> To increase collaboration and of Australian\n38 Consolidated statement of financial position\n39 Consolidated statement of changes in equity value, demand consultation with wool production\n40 Consolidated statement of cash flows and market access stakeholders from through AWI’s\n41 Notes to the financial statements\nfor Australian wool. farm to fashion efforts to increase\n65 Directors’ declaration\n66 Auditor’s independent declaration in a vibrant wool demand, price and\n68 Performance principles > Through industry and turn productivity.\ncollaboration and investment into\nAppendices\nconsultation with returns through\n72 Report on compliance with the SFA stakeholders, to targeted innovations\n74 Project list 2021-22\n Source: `annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf)`\n- [pages 50,51,52]\nefit obligations\n(ii) Trademarks and licences The liability for long service leave is recognised in\nprovisions and measured as the present value of\nThis represents the Woolmark certification trademarks expected future payments to be made in respect of\nacquired by the Group.\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf)`\n- [Page 60]\nNotes to the financial\nstatements\n(continued)\n30 June 2023\n18: Non-current liabilities – Provisions\nConsolidated\n2023 2022\n$’000 $’000\nLong service leave 281 258\nLease make good 359 470\n640 728\n19: Leases\nConsolidated\n2023 2022\n$’000 $’000\nLease liabilities\nCurrent 1,274 1,637\nNon-current 4,121 5,239\n5,395 6,876\nFuture lease payments are due as follows:\nWithin one year 1,504 1,926\nOne to five years 3,539 4,045\nMore than five years 1,123 1,943\n6,166 7,914\nAmounts recognised in the statement of comprehensive income\nThe statement of comprehensive income shows the following amounts relating to lease liabilities:\nInterest expense 294 200\nExpense relating to short-term leases 102 61\nExpense relating to leases of low-value assets that are not 75 72\nshown above as short-term leases\nThe total cash outflow for leases in 2023 was $1,918,164\n60 AUSTRALIAN WOOL INNOVATION\n Source: `annual-reports/2022-23.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.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 - http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf\n- `strategies/awi-strategic-plan-2025-2028.pdf` - strategies - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/stakeholder-consultation/awi-strategic-plan-2025-2028.pdf\n- `pages/about.html` - pages - http://www.wool.com/about-awi/\n- `pages/annual-reports-index.html` - pages - http://www.wool.com/about-awi/annual-reports/\n- `pages/annual-reports-index__00.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf\n- `pages/annual-reports-index__01.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5002-annual-report-2023-24-final-web-2.pdf\n- `pages/annual-reports-index__02.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/2022-23-annual-report.pdf\n- `pages/annual-reports-index__03.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.pdf\n- `pages/annual-reports-index__04.html` - pages - http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.pdf\n- `pages/annual-reports-index__05.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2019-20-annual-report.pdf\n- `pages/annual-reports-index__06.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/awi-annual-report-201819.pdf\n- `pages/annual-reports-index__07.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2017-2018-annual-report.pdf\n- `pages/annual-reports-index__08.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2016-2017-annual-report.pdf\n- `pages/annual-reports-index__09.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2015-2016-annual-report.pdf\n- `pages/annual-reports-index__10.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2014-2015-annual-report.pdf\n- `pages/annual-reports-index__11.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2013-2014-annual-report.pdf\n- `pages/annual-reports-index__12.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2012-2013-annual-report.pdf\n- `pages/annual-reports-index__13.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2011-2012-annual-report.pdf\n- `pages/annual-reports-index__14.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2010-2011-annual-report.pdf\n- `pages/annual-reports-index__15.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2009-2010-annual-report.pdf\n- `pages/annual-reports-index__16.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2008-2009-annual-report.pdf\n- `pages/annual-reports-index__17.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2007-2018-annual-report.pdf\n- `pages/annual-reports-index__18.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2006-2007-annual-report.pdf\n- `pages/annual-reports-index__19.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2005-2006-annual-report.pdf\n- `pages/annual-reports-index__20.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2004-2005-annual-report.pdf\n- `pages/annual-reports-index__21.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2003-2004-annual-report.pdf\n- `pages/annual-reports-index__22.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2002-2003-annual-report.pdf\n- `pages/annual-reports-index__23.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/link-collection-2/2001-2002-annual-report.pdf\n- `pages/contact.html` - pages - http://www.wool.com/contact-us/\n- `pages/homepage.html` - pages - http://www.wool.com/\n- `pages/leadership.html` - pages - http://www.wool.com/training-extension/breeding-leadership/\n- `pages/media-releases-index.html` - pages - http://www.wool.com/news-events/news/media-release-awpfc/\n- `pages/media-releases-index__24.html` - pages - http://www.wool.com/Static/wool/assets/favicon/apple-touch-startup-image-1496x2048.png\n- `pages/media-releases-index__25.html` - pages - http://www.wool.com/Static/wool/assets/favicon/apple-touch-startup-image-1536x2008.png\n- `pages/media-releases-index__26.html` - pages - https://www.wool.com/news-events/news/media-release-awpfc/\n- `pages/media-releases-index__27.html` - pages - http://www.wool.com/news-events/news/media-release-awpfc/\n- `pages/media-releases-index__28.html` - pages - http://www.wool.com/about-awi/rop-2021/\n- `pages/media-releases-index__29.html` - pages - http://www.wool.com/about-awi/rop-2018/\n- `pages/news-latest.html` - pages - http://www.wool.com/news-events/\n- `pages/publications-index.html` - pages - http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/awi-annual-operating-plan/annual-operating-plan-2025-26.pdf\n- `pages/recommendations-index.html` - pages - http://www.wool.com/about-awi/anao-recommendations/\n- `pages/strategies-index.html` - pages - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/stakeholder-consultation/awi-strategic-plan-2025-2028.pdf\n- `other-pdfs/buyer-views-on-mulesed-wool-survey.pdf` - other-pdfs - http://www.wool.com/globalassets/wool/about-awi/how-we-consult/review-of-performance/accordion/buyer-views-on-mulesed-wool-survey.pdf\n- `other-pdfs/annual-operating-plan-2025-26.pdf` - other-pdfs - http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/awi-annual-operating-plan/annual-operating-plan-2025-26.pdf\n- `other-pdfs/awi-breeding-leadership-2026_application-form.pdf` - other-pdfs - http://www.wool.com/globalassets/wool/people/education-and-leadership/breeding-leadership/awi-breeding-leadership-2026_application-form.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 Wool Innovation Limited - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:07:36.834702+00:00\n**Entity ID**: B-002191\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: 49\n- Unique legislation references found: 19\n\n| Type | Count |\n|---|---:|\n| Act | 10 |\n| Instrument | 2 |\n| Regulation | 7 |\n\n## Legislation References\n\n### Australian Charities and Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Charities+and+Not-for-profits+Commission+Act+2012\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- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- subsidiaries (the \"Group\").\nThe nature of the Group's operations and principal activities are described in the Directors' Report.\n(a) Basis of preparation\nThese general purpose financial statements have been prepared in accordance with the requirements of the Australian Charities\nand Not-for-profits Commission Act 2012, Australian Accounting Standards and interpretations issued by the Australian\nAccounting Standards Board. Australian Wool Innovation Limited is a Not-for-profit, charitable entity for the purpose of\npreparing the financial statements.\n(i) Compliance with Aust\n Source: `annual-reports/2020-21.pages.jsonl`\n- r then ended, and notes to the financial statements, including a summary of significant accounting policies, and the directors’\ndeclaration.\nIn our opinion, the accompanying financial report of the Group has been prepared in accordance with Division 60 of the\nAustralian Charities and Not-for-profits Commission Act 2012, including:\n(a) giving a true and fair view of the Group’s financial position as at 30 June 2021 and of its financial performance for the year\nthen ended; and\n(b) complying with Australian Accounting Standards – Reduced Disclosure Requirements and Division 60\n Source: `annual-reports/2020-21.pages.jsonl`\n- g, especially regarding its effect on economic and (a) the financial statements and notes set out on pages 34 to 62 are in accordance with the\nshipping issues with China which is the major market for Australian wool. Overall, it is not practicable to estimate Australian Charities and Not-for-profits Commission Act 2012, including:\nthe potential impact, positive or negative, of the pandemic after the reporting date. Similarly, it is not practicable to\nestimate the potential impact of the ongoing conflict in Ukraine and unsettled global economic environment. (i) complying wit\n Source: `annual-reports/2021-22.pages.jsonl`\n- 0 June 2023 or 30 June 2022.\n68 AUSTRALIAN WOOL INNOVATION\n\n[page 69]\nAustralian Wool Innovation Limited\nDirectors’ declaration\n30 June 2023\nIn the directors’ opinion:\n(a) the financial statements and notes set out on pages 40 to 68 are in accordance with the\nAustralian Charities and Not-for-profits Commission Act 2012, including:\n(i) complying with Accounting Standards - Simplified Disclosures and the Australian Charities\nand Not-for-profits Commission Regulation 2022; and\n(ii) giving a true and fair view of the consolidated entity’s financial position as at 30 June 2023\na\n Source: `annual-reports/2022-23.pages.jsonl`\n- r 30 June 2023.\n70 AUSTRALIAN WOOL INNOVATION\n\n[page 71]\nAustralian Wool Innovation Limited\nDirectors’ declaration\n30 June 2024\nIn the directors’ opinion:\n(a) the consolidated financial statements and notes set out on pages 42 to 70 are in accordance with the\nAustralian Charities and Not-for-profits Commission Act 2012, including:\n(i) complying with Accounting Standards - Simplified Disclosures and the Australian Charities and\nNot-for-profits Commission Regulation 2022; and\n(ii) giving a true and fair view of the consolidated entity’s financial position as at 30 June 2024 a\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Wool Services Privatisation Act 2000\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Wool+Services+Privatisation+Act+2000\n\n**Sources**:\n- `pages/recommendations-index.html`\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- nt claims by:\nusing consistent terminology that aligns with the terminology used by the Department of Agriculture, Fisheries and Forestry; and\naccurately calculating and recording excess R&D in accordance with the Statutory Funding Agreement 2020–2030 and the Wool Services Privatisation Act 2000.\nACTION PLAN\nACTIONS SO FAR\nPROGRESS\nThe claim for the 2022/23 matching funds will be updated to reflect the terminology used in the current SFA.\nManagement will obtain from the Levies Department the recorded excess R&D in their systems and use this value goi\n Source: `pages/recommendations-index.html`\n- and is not an advocate on income and expenditure.\nissues outside its core functions.\nWoolgrowers vote every three years on the percentage\nAWI works with the Australian Government through of the sale price received for their shorn greasy wool\nlegislation (the Wool Services Privatisation Act 2000), that they would like to invest in industry R&D and\nregulations and an agreement between AWI and marketing activities. In WoolPoll 2021, woolgrowers\nthe Australian Government called the Statutory voted in favour of a 1.5 per cent levy.\nFunding Agreement that\n Source: `annual-reports/2021-22.pages.jsonl`\n- and is not an advocate on income and expenditure.\nissues outside its core functions.\nWoolgrowers vote every three years on the percentage\nAWI works with the Australian Government through of the sale price received for their shorn greasy wool\nlegislation (the Wool Services Privatisation Act 2000), that they would like to invest in industry R&D and\nregulations and an agreement between AWI and marketing activities. In WoolPoll 2021, woolgrowers\nthe Australian Government called the Statutory voted in favour of a 1.5 per cent levy.\nFunding Agreement that\n Source: `annual-reports/2022-23.pages.jsonl`\n- and is not an advocate on income and expenditure.\nissues outside its core functions.\nWoolgrowers vote every three years on the percentage\nAWI works with the Australian Government through of the sale price received for their shorn greasy wool\nlegislation (the Wool Services Privatisation Act 2000), that they would like to invest in industry R&D and\nregulations and an agreement between AWI and marketing activities. In WoolPoll 2021, woolgrowers\nthe Australian Government called the Statutory voted in favour of a 1.5 per cent levy. The next WoolPoll\nFund\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### ASIC Corporations (Rounding in Financial/Directors' Reports) Instrument 2016\n\n**Type**: Instrument\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=ASIC+Corporations+%28Rounding+in+Financial%2FDirectors%27+Reports%29+Instrument+2016\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- dence’ basis.\nAUDITOR'S INDEPENDENCE DECLARATION\nA copy of the auditor's independence declaration as required under section 307C of the Corporations Act 2001 is set out on\npage 75.\nROUNDING OF AMOUNTS\nThe company is of a kind referred to in ASIC Corporations (Rounding in Financial/Directors' Reports) Instrument 2016/191 issued\nby the Australian Securities and Investments Commission, relating to the 'rounding off' of amounts in the directors' report.\nAmounts in the directors' report have been rounded off in accordance with that Legislative Instrument to the nearest thousa\n Source: `annual-reports/2020-21.pages.jsonl`\n- he net amount of GST recoverable\nfrom, or payable to, the taxation authority is included with other receivables or payables in the consolidated statement of\nfinancial position.\n(t) Rounding of amounts\nThe company is of a kind referred to in ASIC Corporations (Rounding in Financial/Directors' Reports) Instrument 2016/191 issued\nby the Australian Securities and Investments Commission, relating to the 'rounding off' of amounts in the financial statements.\nAmounts in the financial statements have been rounded off in accordance with that Legislative Instrument to the nearest\n Source: `annual-reports/2020-21.pages.jsonl`\n- l regulations\ndisclosure of the nature and liability covered and the under either Commonwealth or State legislation.\namount of the premium paid.\nRounding of amounts\nIndemnity and insurance\nof auditors The company is of a kind referred to in ASIC\nCorporations (Rounding in Financial/Directors’\nReports) Instrument 2016/191 issued by the Australian\nThe company has not, during or since the end of the\nSecurities and Investments Commission, relating to\nfinancial year, indemnified or agreed to indemnify the\nthe ‘rounding off’ of amounts in the directors’ report.\nauditor of the c\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Australian Charities and Not-for-profit Commission Regulation 2022\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Charities+and+Not-for-profit+Commission+Regulation+2022\n\n**Sources**:\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- n as at 30 June 2023\nand of its performance for the year ended on that date, and\n(b) there are reasonable grounds to believe that the company will be able to pay its debts as and\nwhen they become due and payable.\nSigned in accordance with subs 60.15(2) of the Australian Charities and Not-for-profit Commission\nRegulation 2022\nThis declaration is made in accordance with a resolution of the directors.\nMr J Laurie (Chairman)\nDirector\nSydney\n24th August 2023\nANNUAL REPORT 2022-2023 69\n\n[page 70]\nIndependent auditor ’s report to the\nmembers of Australian Wool Innovation\nLimited\nOpinion\n Source: `annual-reports/2022-23.pages.jsonl`\n- n as at 30 June 2024 and of\nits performance for the year ended on that date, and\n(b) there are reasonable grounds to believe that the company will be able to pay its debts as and when\nthey become due and payable.\nSigned in accordance with subs 60.15(2) of the Australian Charities and Not-for-profit Commission Regulation 2022.\nThis declaration is made in accordance with a resolution of the directors.\nMr J Laurie (Chairman)\nSydney\n4th September 2024\nANNUAL REPORT 2023-2024 71\n\n[page 72]\nIndependent auditor ’s report\nto the members of Australian Wool\nInnovation Limited\nREPORT ON THE\n Source: `annual-reports/2023-24.pages.jsonl`\n- n as at\n30 June 2025 and of its performance for the year ended on that date, and\n(b) there are reasonable grounds to believe that the company will be able to pay its debts as\nand when they become due and payable.\nSigned in accordance with subs 60.15(2) of the Australian Charities and Not-for-profit Commission\nRegulation 2022.\nThis declaration is made in accordance with a resolution of the directors.\nMr J Laurie (Chairman)\nSydney\n21st August 2025\nANNUAL REPORT 2024–25 67\n\n[page 68]\nINDEPENDENT AUDITOR’S REPORT\nTO THE MEMBERS OF AUSTRALIAN\nWOOL INNOVATION LIMITED\nREPORT ON THE AUDI\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Simplified Disclosures and the Australian Charities and Not-for-profits Commission Regulation 2022\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Simplified+Disclosures+and+the+Australian+Charities+and+Not-for-profits+Commission+Regulation+2022\n\n**Sources**:\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- declaration\n30 June 2023\nIn the directors’ opinion:\n(a) the financial statements and notes set out on pages 40 to 68 are in accordance with the\nAustralian Charities and Not-for-profits Commission Act 2012, including:\n(i) complying with Accounting Standards - Simplified Disclosures and the Australian Charities\nand Not-for-profits Commission Regulation 2022; and\n(ii) giving a true and fair view of the consolidated entity’s financial position as at 30 June 2023\nand of its performance for the year ended on that date, and\n(b) there are reasonable grounds to believe that the company will be able to pay its debts as\n Source: `annual-reports/2022-23.pages.jsonl`\n- 30 June 2024\nIn the directors’ opinion:\n(a) the consolidated financial statements and notes set out on pages 42 to 70 are in accordance with the\nAustralian Charities and Not-for-profits Commission Act 2012, including:\n(i) complying with Accounting Standards - Simplified Disclosures and the Australian Charities and\nNot-for-profits Commission Regulation 2022; and\n(ii) giving a true and fair view of the consolidated entity’s financial position as at 30 June 2024 and of\nits performance for the year ended on that date, and\n(b) there are reasonable grounds to believe that the company will be able to pay its debts as\n Source: `annual-reports/2023-24.pages.jsonl`\n- 30 June 2025\nIn the directors’ opinion:\n(a) the consolidated financial statements and notes set out on pages 41 to 66 are in accordance\nwith the Australian Charities and Not-for-profits Commission Act 2012, including:\n(i) complying with Accounting Standards - Simplified Disclosures and the Australian\nCharities and Not-for-profits Commission Regulation 2022; and\n(ii) giving a true and fair view of the consolidated entity’s financial position as at\n30 June 2025 and of its performance for the year ended on that date, and\n(b) there are reasonable grounds to believe that the company will be able to pay its debts as\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Australian Charities and Not-for-profit Commission Regulation 2013\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Charities+and+Not-for-profit+Commission+Regulation+2013\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- n as at 30 June 2021 and of its performance for\nthe year ended on that date, and\n(b) there are reasonable grounds to believe that the company will be able to pay its debts as and when they become due and\npayable.\nSigned in accordance with subs 60.15(2) of the Australian Charities and Not-for-profit Commission Regulation 2013.\nThis declaration is made in accordance with a resolution of the directors.\nMr J Laurie (Chairman)\nDirector\nSydney\n27 August 2021\n100 – FINANCIAL REPORT\n\n[page 101]\nINDEPENDENT AUDITORS’ REPORT\n30 JUNE 2021\nIndependent Auditor’s Report to the Members of Austr\n Source: `annual-reports/2020-21.pages.jsonl`\n- e, and\n(b) there are reasonable grounds to believe that the company will be able to pay its debts as and\n29: Parent entity financial information when they become due and payable.\n(a) Summary financial information Signed in accordance with subs 60.15(2) of the Australian Charities and Not-for-profit Commission\nRegulation 2013.\nThe individual financial statements for the parent entity, Australian Wool Innovation Limited, show the\nfollowing aggregate amounts: This declaration is made in accordance with a resolution of the directors.\n2022 2021\n$’000 $’000\nLoss for the year (12,808) (\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Australian Charities and Not-for-profits Commission Regulation 2013\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Charities+and+Not-for-profits+Commission+Regulation+2013\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- ing:\n(a) giving a true and fair view of the Group’s financial position as at 30 June 2021 and of its financial performance for the year\nthen ended; and\n(b) complying with Australian Accounting Standards – Reduced Disclosure Requirements and Division 60 of the Australian\nCharities and Not-for-profits Commission Regulation 2013.\nBasis for Opinion\nWe conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further\ndescribed in the Auditor’s Responsibilities for the Audit of the Financial Report section of our report. We are\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Reduced Disclosure Requirements and the Australian Charities and Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Reduced+Disclosure+Requirements+and+the+Australian+Charities+and+Not-for-profits+Commission+Act+2012\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- hing to report in this regard.\nResponsibilities of Management and Directors for the Financial Report\nManagement is responsible for the preparation of the financial report that gives a true and fair view in accordance with the\nAustralian Accounting Standards – Reduced Disclosure Requirements and the Australian Charities and Not-for-profits\nCommission Act 2012 and for such internal control as management determines is necessary to enable the preparation of the\nfinancial report that is free from material misstatement, whether due to fraud or error.\nIn preparing the financial report, management is responsible for asse\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Simplified Disclosures and the Australian Charities Responsibilities for the Audit of the Financial Report and Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Simplified+Disclosures+and+the+Australian+Charities+Responsibilities+for+the+Audit+of+the+Financial+Report+and+Not-for-profits+Commission+Act+2012\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- nducted our audit in accordance with Australian the financial report that gives a true and fair view in\nAuditing Standards. Our responsibilities under those accordance with the Australian Accounting Standards\nstandards are further described in the Auditor’s – Simplified Disclosures and the Australian Charities\nResponsibilities for the Audit of the Financial Report and Not-for-profits Commission Act 2012 and for\nsection of our report. We are independent of the such internal control as management determines is\nCompany and the Group in accordance with the necessary to enable the preparation of the financial\nauditor independence requirements of the Accounting re\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Simplified Disclosures and the Australian Charities and Australian Charities and Not-for-profits Commission Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Simplified+Disclosures+and+the+Australian+Charities+and+Australian+Charities+and+Not-for-profits+Commission+Not-for-profits+Commission+Act+2012\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- aration of\nperformance for the year then ended; and\nthe financial report that gives a true and fair view in\n2. complying with Australian Accounting Standards accordance with the Australian Accounting Standards –\n– Simplified Disclosures and Division 60 of the Simplified Disclosures and the Australian Charities and\nAustralian Charities and Not-for-profits Commission Not-for-profits Commission Act 2012 and for such internal\nRegulations 2022. control as management determines is necessary to\nenable the preparation of the financial report that is\nBasis for Opinion free from material misstatement, whether due to fraud\nWe conducted our audit in accordance with A\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Simplified Disclosures and the Australian Charities and Not-for-profits Commission Regulation 2013\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Simplified+Disclosures+and+the+Australian+Charities+and+Not-for-profits+Commission+Regulation+2013\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- l impact, positive or negative, of the pandemic after the reporting date. Similarly, it is not practicable to\nestimate the potential impact of the ongoing conflict in Ukraine and unsettled global economic environment. (i) complying with Accounting Standards - Simplified Disclosures and the Australian Charities\nand Not-for-profits Commission Regulation 2013; and\nThere has been no other matter or circumstance which has arisen since 30 June 2022 that has significantly\naffected or may significantly affect the Group’s operations, the results of those operations or the Group’s state of (ii) giving a true and fair vie\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Not-for-profits+Commission+Act+2012\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ection of our report. We are independent of the – Simplified Disclosures and the Australian Charities that are appropriate in the circumstances, but not reasonably be thought to bear on our independence,\nEntity and the Group in accordance with the auditor and Not-for-profits Commission Act 2012 and for for the purpose of expressing an opinion on the and where applicable, related safeguards.\nindependence requirements of the Accounting such internal control as management determines is effectiveness of the Group’s internal control.\nProfessional and Eth\n Source: `annual-reports/2021-22.pages.jsonl`\n- l report that gives a true and fair view in\naccordance with the Australian Accounting Standards\nWe conducted our audit in accordance with Australian\n– Simplified Disclosures and the Australian Charities\nAuditing Standards. Our responsibilities under those\nand Not-for-profits Commission Act 2012 and for\nstandards are further described in the Auditor’s\nsuch internal control as management determines is\nResponsibilities for the Audit of the Financial Report\nnecessary to enable the preparation of the financial\nsection of our report. We are independent of\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### AWI’S VISION Wool Services Privatisation Act 2000\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=AWI%E2%80%99S+VISION+Wool+Services+Privatisation+Act+2000\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- ity of the\nnot create or execute industry policy, Australian wool industry\nand is not an advocate on issues 2. increase demand and market\noutside its core functions.\naccess for Australian wool.\nAWI works with the Australian\nGovernment through legislation (the\nAWI’S VISION\nWool Services Privatisation Act 2000),\nregulations and an agreement between\nAWI and the Australian Government\ncalled the Statutory Funding\nAWI is the\nAgreement. The Statutory Funding\nAgreement defines the conditions\nR&D and\nunder which AWI may invest wool\nAWI’s vision is for it to be a\nlevies an\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Charities and Not-for-profits Commission Regulation 2022\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Charities+and+Not-for-profits+Commission+Regulation+2022\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- clude\nthat there is a material misstatement of this other\n(b) complying with Australian Accounting Standards – information, we are required to report that fact. We\nSimplified Disclosures and Division 60 of the Australian have nothing to report in this regard.\nCharities and Not-for-profits Commission Regulation\n2022. Responsibilities of Management and Directors for the\nFinancial Report\nBasis for Opinion\nManagement is responsible for the preparation of\nWe conducted our audit in accordance with Australian the financial report that gives a true and fair view in\nAuditing Sta\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016\n\n**Type**: Instrument\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Corporations+%28Rounding+in+Financial%2FDirectors%E2%80%99+Reports%29+Instrument+2016\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- N\n\n[page 49]\n(m) Rounding of amounts purchased foreign exchange contracts during the year\nto minimise the exposure to fluctuations in the currency\nThe company is of a kind referred to in ASIC\nmarkets based on a proportion of budgeted cash flows.\nCorporations (Rounding in Financial/Directors’ Reports)\nInstrument 2016/191 issued by the Australian Securities Forward Exchange Contracts (Derivatives) are initially\nand Investments Commission, relating to the ‘rounding recognised at fair value on the date a derivative contract\noff’ of amounts in the consolidated financial state\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Governance for the Financial Report Regulations 2022\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Governance+for+the+Financial+Report+Regulations+2022\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- rt that fact. We\nhave nothing to report in this regard.\n2. complying with Australian Accounting Standards\n– Simplified Disclosures and Division 60 of the\nResponsibilities of Management and Those Charged\nAustralian Charities and Not-for-profits Commission\nwith Governance for the Financial Report\nRegulations 2022.\nManagement is responsible for the preparation of\nBasis for Opinion\nthe financial report that gives a true and fair view in\naccordance with the Australian Accounting Standards\nWe conducted our audit in accordance with Australian\n– Simplified Disclosures and t\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Industries (Customs) Charges Act 2024\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Industries+%28Customs%29+Charges+Act+2024\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- nal matters delegated\nto the CEO are delineated.\n• legislation applicable to AWI including\nthe Primary Industries Levies and Charges There are four standing sub-committees being:\nDisbursement Act 2024 (Cth), the Primary\n• Audit and Risk Committee;\nIndustries (Customs) Charges Act 2024 (Cth)\nand the Primary Industries (Excise) Levies • Research Development Committee;\nAct 2024 (Cth);\n• People and Culture Committee;\n• other legislation applicable to both\ncompanies and not-for-profit entities; • Marketing and Product Innovation\nCommittee\n• the\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Levies and Charges Disbursement Act 2024\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Levies+and+Charges+Disbursement+Act+2024\n\n**Sources**:\n- `strategies/awi-strategic-plan-2025-2028.pages.jsonl`\n\n**Evidence contexts**:\n- payers, nearly 40,000 of\ncore functions.\nwhom have paid $100 or more in levies in the\nAWI works with the Australian Government past three years and are eligible to become\nthrough legislation (the Primary Industries an AWI shareholder. Paying wool levies does\nLevies and Charges Disbursement Act 2024), not make the levy payer automatically a\nregulations and an agreement between AWI shareholder of AWI – they must apply.\nand the Australian Government called the\nStatutory Funding Agreement that defines\nHOW AWI CONSULTS\nthe conditions under which AWI may inve\n Source: `strategies/awi-strategic-plan-2025-2028.pages.jsonl`\n\n### Primary Industries Levies and Charges Disbursement Act 2024\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+Disbursement+Act+2024\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ts Each of those shareholders has paid $100 or\ncore functions. more in wool levies in the past three financial\nyears. This was a decrease of 927 eligible\nAWI works with the Australian Government\nshareholders during the past 12 months.\nthrough legislation (the Primary Industries\nLevies and Charges Disbursement Act 2024), A share in AWI is not tradeable and is of no\nregulations and an agreement between capital value.\nAWI and the Australian Government called\nthe Statutory Funding Agreement that defines\nWOOL LEVY PAYERS\nthe conditions under which AWI may invest\nwool levies and\n Source: `annual-reports/2024-25.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.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/annual-reports-index__16.html` (page)\n- `pages/annual-reports-index__17.html` (page)\n- `pages/annual-reports-index__18.html` (page)\n- `pages/annual-reports-index__19.html` (page)\n- `pages/annual-reports-index__20.html` (page)\n- `pages/annual-reports-index__21.html` (page)\n- `pages/annual-reports-index__22.html` (page)\n- `pages/annual-reports-index__23.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/leadership.html` (page)\n- `pages/media-releases-index.html` (page)\n- `pages/media-releases-index__24.html` (page)\n- `pages/media-releases-index__25.html` (page)\n- `pages/media-releases-index__26.html` (page)\n- `pages/media-releases-index__27.html` (page)\n- `pages/media-releases-index__28.html` (page)\n- `pages/media-releases-index__29.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/recommendations-index.html` (page)\n- `pages/strategies-index.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/annual-operating-plan-2025-26.pages.jsonl` (pdf_pages)\n- `other-pdfs/awi-breeding-leadership-2026_application-form.pages.jsonl` (pdf_pages)\n- `other-pdfs/buyer-views-on-mulesed-wool-survey.pages.jsonl` (pdf_pages)\n- `strategies/awi-strategic-plan-2025-2028.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": "To enhance the profitability, competitiveness and sustainability of the Australian wool industry through research, development, extension and demand creation. [AR p.3]", "purposes_source_page": 3, "how_we_deliver": "AWI maximises the investment of Australian woolgrowers and the Australian Government’s funds through collaborative opportunities with industry participants on-farm and throughout the supply chain. This enables effective sharing of knowledge, efficient investment of funds and a greater scope of activities. [AR p.7]", "how_we_deliver_source_page": 7, "government_priorities": [ { "text": "Increase the productivity of sheep, land and the efficiency on use of inputs and resources whilst enhancing Australia’s reputation for sustainability.", "source_page": 12 }, { "text": "Build trust and transparency across the supply chain through an industry best-practice structured, targeted and measurable engagement model; and for this intelligence to influence, inform or contribute to AWI’s business activities.", "source_page": 16 }, { "text": "Increase the profitability and sustainability of the wool processing and manufacturing supply chain and educate students, trade and retailers about the benefits of wool.", "source_page": 18 }, { "text": "To continue to build demand for Australian wool by reinforcing its position in the market to ensure a sustainable future for Australian woolgrowers.", "source_page": 20 }, { "text": "To provide key expertise, compliance, governance, support, and value to the global business in the areas of financial management, legal, measurement, evaluation, people & culture, and company secretarial support including IP portfolio management.", "source_page": 24 } ], "outcomes": [ { "name": "Sheep Production", "description": "Increase the productivity of sheep, land and the efficiency on use of inputs and resources whilst enhancing Australia’s reputation for sustainability.", "key_activities": [ "Field validation of blowfly suppression using Sterile Insect Technique", "Prototype testing of a bio-based fleece removal method", "New genomic data from the Merino Genomic Reference Flock identified traits linked to breech flystrike resistance" ], "source_page": 12 }, { "name": "Consultation", "description": "Build trust and transparency across the supply chain through an industry best-practice structured, targeted and measurable engagement model; and for this intelligence to influence, inform or contribute to AWI’s business activities.", "key_activities": [ "AWI staff and/or Board members attended and supported more than 170 wool industry events across Australia.", "AWI’s Extension Networks ran workshops like Repro Masterclass™, SimpliFly™, and RAMping Up Repro™, with increased grower participation in 2024–25." ], "source_page": 16 }, { "name": "Industry Development", "description": "Increase the profitability and sustainability of the wool processing and manufacturing supply chain and educate students, trade and retailers about the benefits of wool.", "key_activities": [ "Woolmark Certification Program", "Retail training", "Partnerships with global development centres" ], "source_page": 18 }, { "name": "Marketing", "description": "To continue to build demand for Australian wool by reinforcing its position in the market to ensure a sustainable future for Australian woolgrowers.", "key_activities": [ "Wear Wool, Not Waste: global activations in Paris, London, Seattle, Austin & NYC.", "Advertising in Times Square, New York, as part of Woolmark’s Wear Wool, Not Waste marketing campaign." ], "source_page": 20 }, { "name": "Market Analytics", "description": "To provide tools to ease the flow of information about Australian wool up and down the supply chain to all parties; to communicate wool’s benefits, facilitate provenance and supply chain transparency.", "key_activities": [ "AWI launched the Woolmark+ roadmap, outlining 13 science-backed programs to help woolgrowers and supply chain partners work together to accelerate the wool industry’s transition to a nature positive future.", "AWI successfully delivered environmental footprint-compliant wool life cycle assessment (LCA) datasets for use in Product Environmental Footprint (PEF)." ], "source_page": 22 }, { "name": "Corporate Services", "description": "To provide key expertise, compliance, governance, support, and value to the global business in the areas of financial management, legal, measurement, evaluation, people & culture, and company secretarial support including IP portfolio management.", "key_activities": [ "Evaluations Administrative efficiency initiatives", "Learning and development" ], "source_page": 24 } ], "values": [ "integrity", "respect", "transparency", "diversity and inclusiveness" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Wool sales", "target": "27 GW (cumulative)", "source_page": null }, { "code": "CCE02", "measure": "Wool sales", "target": "Stability or improvement", "source_page": null } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Wool sales", "result": "88%", "status": "Achieved", "source_page": null }, { "code": "CCE02", "measure": "Wool sales", "result": "Target met", "status": "Achieved", "source_page": null } ], "_source_urls": { "annual_report_url": "http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd5346-awi-annual-report-2024-25-fa.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "B-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-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": "Engage stakeholders\n1.2 Demonstrated industry stakeholder Balanced Portfolio\nto identify research, 100 + Events and Forums attended\nengagement in the identification of RD&E\ndevelopment and extension\nStakeholder (RD&E) priorities and priorities and activities consistent with 4 WICP and 2 WCG meetings AWI continually reviews the company’s risk appetite which can be influenced by a number of factors, including\nEngagement the consultation plan in 1.1.\nactivities that provide\nthose considered during the preparation of the Strategic Plan such as the levy rate reduction and the impacts\nbenefits to portfolio\n1.3 Demonstrated incorporation of COVID-19.\nindustries\nof industry stakeholder feedback\non RD&E priorities and activities.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.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-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-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": "Engage stakeholders\n1.2 Demonstrated industry stakeholder Balanced Portfolio\nto identify research, 100 + Events and Forums attended\nengagement in the identification of RD&E\ndevelopment and extension\nStakeholder (RD&E) priorities and priorities and activities consistent with 4 WICP and 2 WCG meetings AWI continually reviews the company’s risk appetite which can be influenced by a number of factors, including\nEngagement the consultation plan in 1.1.\nactivities that provide\nthose considered during the preparation of the Strategic Plan such as the levy rate reduction and the impacts\nbenefits to portfolio\n1.3 Demonstrated incorporation of COVID-19.\nindustries\nof industry stakeholder feedback\non RD&E priorities and activities.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.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-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-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": "ANNUAL PLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n12 TARGETS\nUniversity of Sydney\n3 Achieved TOTAL\nRMIT\n27\nOritain\nCotton Research and\n7 P artly Achieved/ Development Corporation\nOn-Track to be\ndelivered by 2022 AgriFutures\nEverledger 9 Eco Credentials\n10 Wellness & Performance\n4 WoolQ\n2 N ot Achieved 4 Fibre Identification & Tracing\nSee Appendix C for complete list of See page 14 for further information\nperformance against Annual Plan targets. on Collaboration.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.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-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-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": "ANNUAL PLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n12 TARGETS\nUniversity of Sydney\n3 Achieved TOTAL\nRMIT\n27\nOritain\nCotton Research and\n7 P artly Achieved/ Development Corporation\nOn-Track to be\ndelivered by 2022 AgriFutures\nEverledger 9 Eco Credentials\n10 Wellness & Performance\n4 WoolQ\n2 N ot Achieved 4 Fibre Identification & Tracing\nSee Appendix C for complete list of See page 14 for further information\nperformance against Annual Plan targets. on Collaboration.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.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-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-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": "GROW DEMAND AND FIBRE ADVOCACY\nKey performance indicator Measurement What success looks like (2028)\nIncrease consumer fibre\nMerino wool consideration\nawareness and consideration for AWI global consumer survey\nincreases from 26% to 28% by 2028\nMerino wool by 2%\n10% increase in Woolmark Number of licensees increases\nTotal number of licensees\nlicensees from 653 to 720 by 2028\nIncreased engagement with\nsupply chain partners in emerging\nIncrease the percentage of wool markets, with new partnerships\nprocessing and manufacturing in Number of supply chain partners in formed and additional markets\nemerging markets and explore emerging markets explored, and an increase in the\nnew market opportunities number of supply chain partners\nin emerging markets to at least\n82 by 2028\nStrengthen wool’s position as\nNew product innovations, technical\na preferred fibre by expanding", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/awi-strategic-plan-2025-2028.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/stakeholder-consultation/awi-strategic-plan-2025-2028.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-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-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": "GROW DEMAND AND FIBRE ADVOCACY\nKey performance indicator Measurement What success looks like (2028)\nIncrease consumer fibre\nMerino wool consideration\nawareness and consideration for AWI global consumer survey\nincreases from 26% to 28% by 2028\nMerino wool by 2%\n10% increase in Woolmark Number of licensees increases\nTotal number of licensees\nlicensees from 653 to 720 by 2028\nIncreased engagement with\nsupply chain partners in emerging\nIncrease the percentage of wool markets, with new partnerships\nprocessing and manufacturing in Number of supply chain partners in formed and additional markets\nemerging markets and explore emerging markets explored, and an increase in the\nnew market opportunities number of supply chain partners\nin emerging markets to at least\n82 by 2028\nStrengthen wool’s position as\nNew product innovations, technical\na preferred fibre by expanding", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/awi-strategic-plan-2025-2028.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/stakeholder-consultation/awi-strategic-plan-2025-2028.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-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-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": "This committee provides guidance and\nelected as Chairman of the Board in July 2021.\nrecommendations to the Board and the CEO to\nResponsibilities: Responsibilities:\nassist in fulfilling their responsibilities relating\nResponsibilities: • Chair, Research Development Education • Chair, Audit & Risk Committee\nto risk, accounting, reporting and compliance\n• Audit & Risk Committee member. & Extension Committee. • Research Development Education\npractices of the Company.\n• People & Culture Committee member. & Extension Committee member.\n• Research Development Education\nPeople & Culture Committee\n& Extension Committee member.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.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-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-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": "This committee provides guidance and\nelected as Chairman of the Board in July 2021.\nrecommendations to the Board and the CEO to\nResponsibilities: Responsibilities:\nassist in fulfilling their responsibilities relating\nResponsibilities: • Chair, Research Development Education • Chair, Audit & Risk Committee\nto risk, accounting, reporting and compliance\n• Audit & Risk Committee member. & Extension Committee. • Research Development Education\npractices of the Company.\n• People & Culture Committee member. & Extension Committee member.\n• Research Development Education\nPeople & Culture Committee\n& Extension Committee member.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2021-22.pdf (http://www.wool.com/globalassets/wool/about-awi/how-we-consult/annual-reports/gd4646-2021-22-awi-annual-report.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-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-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": "ANNUAL PLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n22 TARGETS\nMeat & Livestock Australia\nTOTAL\nUniversity of Melbourne\n100\n10 Achieved Animal and Health Council\nNSW DPI\nUniversity of Sydney\nDepartment of Agriculture,\n10 P artly Achieved/\nOn-Track to be Water and the Environment 10 Sheep Health & Welfare\ndelivered by 2022 13 Sheep & Wool Mgmt Skills\nShearing Contractors Association\n20 Vertebrate Pests\nof Australia (SCAA) 14 Hardware & Software Development\n19 Reproduction & Nutrition\n2 N ot achieved WA Shearing Industry Association\n11 Genetics\n7 W ool Harvesting & Quality\nPreparation\nSee Appendix C for complete list of See page 14 for further information 5 Mechatronics\nperformance against Annual Plan targets. on Collaboration.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.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-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-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": "ANNUAL PLAN TARGETS EXAMPLES OF KEY PARTNERS PROJECTS COMPLETED\n22 TARGETS\nMeat & Livestock Australia\nTOTAL\nUniversity of Melbourne\n100\n10 Achieved Animal and Health Council\nNSW DPI\nUniversity of Sydney\nDepartment of Agriculture,\n10 P artly Achieved/\nOn-Track to be Water and the Environment 10 Sheep Health & Welfare\ndelivered by 2022 13 Sheep & Wool Mgmt Skills\nShearing Contractors Association\n20 Vertebrate Pests\nof Australia (SCAA) 14 Hardware & Software Development\n19 Reproduction & Nutrition\n2 N ot achieved WA Shearing Industry Association\n11 Genetics\n7 W ool Harvesting & Quality\nPreparation\nSee Appendix C for complete list of See page 14 for further information 5 Mechatronics\nperformance against Annual Plan targets. on Collaboration.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.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-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-Limited", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "INDICATOR MEASURE COMMENTS\nNone – we will use the 2020 CRRDC\nIndicator 1: Benefit cost ratio N/A\nImpact Assessment\nIndicator 2: Total Factor Productivity None – would not report until 2022 N/A\nIndicator 3: Economic Contribution None – would not report until 2023 N/A\nThe amount of non-government The non-govt sourced revenue\nIndicator 4: Leverage\nsourced funding was $6.7 million\nAWI collaborated with 254 Industry\nIndicator 5: Collaboration The number of cross-RDC projects\npartners from farm to fashion\nThe number of researchers supported\nby RDCs (PhD scholarships,\nIndicator 6: Capability In progress\npost-doctoral fellowships, new\n& continuing)\nThe 2021 Woolgrower Sentiment\nSurvey showed that 75% of\nPercentage of levy payers/members\nIndicator 7: Services woolgrowers were positive about the\nsatisfied with RDC services\nfuture of the Australian wool industry\n(up from 54% in 2020)\n6.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.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-002191", "entity_name": "Australian Wool Innovation Limited", "folder_name": "Australian-Wool-Innovation-Limited", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "INDICATOR MEASURE COMMENTS\nNone – we will use the 2020 CRRDC\nIndicator 1: Benefit cost ratio N/A\nImpact Assessment\nIndicator 2: Total Factor Productivity None – would not report until 2022 N/A\nIndicator 3: Economic Contribution None – would not report until 2023 N/A\nThe amount of non-government The non-govt sourced revenue\nIndicator 4: Leverage\nsourced funding was $6.7 million\nAWI collaborated with 254 Industry\nIndicator 5: Collaboration The number of cross-RDC projects\npartners from farm to fashion\nThe number of researchers supported\nby RDCs (PhD scholarships,\nIndicator 6: Capability In progress\npost-doctoral fellowships, new\n& continuing)\nThe 2021 Woolgrower Sentiment\nSurvey showed that 75% of\nPercentage of levy payers/members\nIndicator 7: Services woolgrowers were positive about the\nsatisfied with RDC services\nfuture of the Australian wool industry\n(up from 54% in 2020)\n6.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2020-21.pdf (http://www.wool.com/globalassets/wool/about-awi/media-resources/publications/agm-2021/awi_2020-21_annual_report.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" ] } ], "legislation_administered": [], "artifacts": [ { 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