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Wool Stocktake : AWI Annual Report 2012-13
other persons. AWI considers that this policy applies to all Directors, employees, agents and contractors. AWl will consider all avenues to recover losses due to fraud against the Company. Staff may also face action for misconduct under AWl's Code of Conduct and Business Ethics, and restitution for any money or property lost through fraudulent activity will be pursued. The main objective of the Fraud Control Plan is to minimise the risk of fraud against AWl. This objective is achieved through reference to the Commonwealth Fraud Control Guidelines including the adoption of the Australian Standard on Risk Management (ISO 31000) and the Australian Standard on Fraud and Corruption Control (AS 8001-2008) to identify fraud risks and to develop and implement actions to manage those risks. The nature of the Australian wool industry is such that there is no one single organisation that represents all woolgrowers, nor one group that represents all domestic industry organisations (see Figure 1 below). Consequently, AWI's Statutory Funding Agreement (SFA) requires it to meet with key industry representative bodies at not more than six-monthly intervals to review industry priorities for research, development and marketing (RD&M) investments and report to stakeholders on AWI's performance against the Strategic Plan and the Annual Operating Plan. To ensure the views of AWI shareholders (woolgrowers and the Australian Government) and other key stakeholders are considered and incorporated in AWI's planning and operations, AWI has developed a comprehensive stakeholder engagement strategy. This strategy encompasses individual woolgrowers, woolgrower representative groups, domestic non- woolgrower industry organisations, and others right along the wool supply chain to retailers and consumers. To ensure AWI effectively engages this wide range of stakeholders, AWI implemented significant changes across the business in 2012/13 to improve engagement with woolgrowers, supply chain partners, industry and government. This included strengthening and formalising existing consultative processes such as the bi-annual Woolgrower Forum, AWI's Woolgrower Industry Consultative Committee (ICC) and Animal Welfare Forum. During 2012/13 AWI continued to develop its Annual Planning and Consultation Cycle, which is now also included in the 2013/14 -- 2015/16 Strategic Plan. GOOD BUSINESS
AWI Annual Report 2013-14
AWI Annual Report 2011-12