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Wool Stocktake : AWI Annual Report 2013-14
at 30 June 2014 (Total: 25,904) AWI has more than 25,000 shareholders who are Australian woolgrowers. The shareholders of AWI contribute to the wool levy. The shareholders are able to shape the decision making process of the company via their access to information and right to vote at Annual General Meetings. AWI shareholders are entitled to one vote for every $100 of wool levy paid in the three financial years before any vote. A share in AWI is not tradeable and is of no capital value. Paying wool levies does not make the levy payer automatically a shareholder of AWI. Levy payers who are not already an AWI shareholder can contact the AWI share registry at Link Market Services on 1800 113 373 (free call) to enquire about becoming a shareholder. Wool is produced across a range of environments in Australia. AWI shareholders are therefore located across a broad area of the country, from the high rainfall areas, to the wheat/sheep zone, out to the drier pastoral zone. AWI had 25,904 shareholders at 30 June 2014, a decrease of 611 shareholders over the past 12 months. There were a total of 52,244 wool levy payers at 30 June 2014, an increase of 687 over the past 12 months. Northern Territory 1 (-%) Queensland Western 769 Australia (3.0%) 4,157 (16.0%) South Australia 4,409 (17.0%) NSW 9,722 (37.5%) ACT 87 Victoria (0.3%) 6,040 (23.3%) Tasmania 719 (2.8%) Since 1 July 2013, AWI has been operating under a three-year Strategic Plan for the years 2013/14 through to 2015/16. The AWI 2013/14 to 2015/16 Strategic Plan is available on the AWI website at www.wool.com Following extensive industry and government consultation, the strategies adopted and being implemented in the Strategic Plan are: Objective: To increase the profitability and sustainability of growing wool. Strategy 1: Sheep Health, Welfare & Productivity Strategy 2: Wool Harvesting & Quality Preparation Strategy 3: Production Systems & Eco-Credentials Strategy 4: Education & Extension Objective: To facilitate the creation of business opportunities within the wool-processing sector, which foster diversification of regional processing capacity, and support the creation of demand for Australian wool. Strategy 5: Technical Services Strategy 6: Fibre Advocacy & Eco-Credentials Strategy 7: Category Management Objective: To help increase demand for Australian wool by recognising and addressing the information barriers to consumption at consumer and trade level. Strategy 8: Fibre Marketing & Eco-Credentials Strategy 9: Product Promotion Objective: To enable AWI to operate effectively through the efficient provision of a range of cross- company support services. In addition, provide commercially oriented services to the supply chain to support AWI's strategic vision. Strategy 10: Business Intelligence & Measurement Strategy 11: Corporate Affairs & Market Access Strategy 12: Trade Education Strategy 13: Woolmark Strategy 14: Corporate Services UP FRONT
AWI Annual Report 2014-15
AWI Annual Report 2012-13