by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Wool Stocktake : AWI Annual Report 2016-17
STRATEGIC TARGETS (continued) Targets for three-year period 2016/17 to 2018/19 Progress during 2016/17 2. Manage the company’s intellectual property assets to ensure that they are protected and their value enhanced and provide assistance with commercialisation. On target. The company’s IP Portfolio was proactively managed to ensure that its IP assets remain protected globally – see page 58. 3. Administer the affairs and corporate governance for AWI, its Board, Board Committees as well as its subsidiaries, branches and representative offices to ensure their observance of legal requirements. On target. Adherence to all corporate governance commitments has been attained – see page 52. EVALUATION SERVICES INVESTMENT FOCUS Measurement Processes Provide internal support in terms of measurement processes and analytics. External Expertise Engage independent agent to audit program level M&E methods and evaluations. STRATEGIC TARGETS Targets for three-year period 2016/17 to 2018/19 Progress during 2016/17 1. All AWI Programs will be evaluated on a routine basis. On target. A robust evaluation approach has been successfully developed for all investment areas, and the performance of each AWI program is reported to the AWI Board on a quarterly basis. Note: For further information on AWI program monitoring and evaluation, see page 53. WOOLMARK STRATEGY EXPENDITURE DURING 2016/17 $621,000 project expenditure LICENSING INVESTMENT FOCUS Administration and Branding Respond appropriately to changing commercial drivers to ensure the ongoing relevance and applicability of the Woolmark brands. Quality Control Simplify Woolmark licensing processes and deliver licensees with a range of products and/or services that provide a clear value add to their business. STRATEGIC TARGETS Targets for three-year period 2016/17 to 2018/19 Progress during 2016/17 1. Maintain License numbers at the 2015 level. In progress. 50 REPORT OF 2016/17 OPERATIONS – BUSINESS SERVICES
AWI Annual Report 2015-16