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Wool Stocktake : AWI Annual Report 2009-10
at 30 June 2010 (Total: 29,347) AWI has more than 29,000 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 29,347 shareholders at 30 June 2010, a decrease of 407 shareholders over the past 12 months. There were a total of 64,728 wool levy payers at 30 June 2010. Northern Territory 3 (-%) Queensland Western 1,006 Australia (3.4%) 5,050 (17.2%) South Australia 4,850 (16.5%) NSW 10,799 (36.8%) ACT 108 (0.4%) Victoria 6,753 Tasmania (23.0%) 778 (2.7%) While this Annual Report covers AWI's activities during 2009/10, it should be noted that from 1 July 2010, AWI has been operating under a new three-year Strategic Plan for the years 2010/11 through to 2012/13. Following extensive industry and government consultation, the strategies adopted and being implemented in the Strategic Plan are: Objective: To help build a sustainable Australian wool industry through improvements in productivity and profitability on-farm. Strategy 1: Sheep health, welfare and productivity Strategy 2: Wool harvesting and clip quality Strategy 3: The environment, climate change and carbon Strategy 4: Education and extension. Objective: To help increase demand for Australian Merino wool by recognising and addressing through off-farm R&D the product and process barriers to consumption at trade level through consumer-driven, targeted research, development and innovation programs. Strategy 1: Quality assurance, eco and carbon management Strategy 2: Health and environmental attributes and benefits of wool Strategy 3: Performance apparel and safety attributes Strategy 4: Fibre quality, innovation and textile development Strategy 5: Interior textiles and floor coverings Strategy 6: Marketplace extension of fibre knowledge and textile innovation. Objective: To help increase demand for Australian Merino wool by recognising and addressing the information barriers to consumption at consumer and trade level, and informing people of the Merino wool fibre story. Strategy 1: Fibre marketing partnerships Strategy 2: Product partnership marketing Strategy 3: Market intelligence. Objective: To review the role and value of the Woolmark brand, revitalise it and, where markets and partners permit, maximise the presence and income streams of the brand. Strategy 1: Build Woolmark brand presence through partnership marketing Strategy 2: Maximise income and royalties from AWI brands Strategy 3: Evaluate feasibility of extending Woolmark into retail operations. Objective: To define threats and opportunities facing the wool industry, and build strategies and programs to ensure market access, sustainable production and improved trading environment across the supply chain. Strategy 1: Expand market access for Australian wool Strategy 2: Identify and develop new markets for Australian wool. UP FRONT
AWI Annual Report 2008-09
AWI Annual Report 2010-11