The Wine Australia Strategic Plan 2015-2020 outlines our key investment priorities in research and development (R&D), marketing, disseminating knowledge, encouraging adoption and protecting the reputation of Australian wine.
These investments are guided by the Australian grape and wine community’s priorities. Our Strategic Plan was developed following extensive consultation with grapegrowers, winemakers, sector bodies, government and other key stakeholders.
Our goal is a prosperous Australian grape and wine community and we have two priorities:
- increasing demand and the premium paid for all Australian wine, and
- increasing competitiveness.
The Wine Australia Strategic Plan 2015-2020: At a glance provides a high-level summary of our Strategic Plan.
We appreciate the time that Australian grape and wine community members took to consider our Discussion paper and provide feedback. To ensure that those who made a submission understand how their submission helped to shape the final Strategic Plan, the Wine Australia Strategic Plan 2015-2020: Feedback summary outlines how feedback was incorporated into the Strategic Plan.
Annual Operational Plan
Our Wine Australia Annual Operational Plan 2018-19 details our planned activities, intended outcomes and measures of success for the second year of our Strategic Plan.
We will invest in R&D, building markets, sharing knowledge, encouraging adoption and protecting the reputation of Australian wine. We will help build demand for all Australian wine by focusing on our most exceptional wines.
We will strive to be nimble and responsive to the changing needs of the Australian grape and wine community. We will review our operations regularly to ensure we are as cost-effective as possible, delivering the maximum value to our stakeholders and levy payers.
Annual Operating Plan 2018-19 ($50m Package)
There is a separate Annual Operating Plan 2018-19 (AOP) for the Australian Government’s $50 million Export and Regional Wine Support Package (the $50m Package), which outlines:
- the strategic context for the delivery of each of the four programs
- further detail of the activities planned for delivery in 2018-19
- budgets and projected timelines, and
- details of the Package governance framework.
Performance Evaluation Framework
Wine Australia’s Funding Agreement with the Commonwealth of Australia, represented by the Department of Agriculture and Water Resources, requires us to develop a Performance Evaluation Framework that:
- supports the program framework
- ensures that key performance-related information is generated by the program framework and is routinely collected and monitored
- includes a structured plan for the systematic evaluation of the efficiency, effectiveness and impact of Wine Australia's key investments, and
- includes a means of publishing and disseminating relevant research and development outcomes and the outcomes of evaluations undertaken in link with item 3 (above).
Performance Evaluation Report
Our Performance Evaluation Report 2016-17 provides an overview of the value delivered through our investments and activities, as required under our Funding Agreement. Some highlights from our 2016–17 investments and activities include:
- Australian wine was exported to 125 markets, there were a record 1997 active exporters (an increase of 21 per cent) and exports grew 10 per cent in value to $2.31 billion and 7 per cent by volume to 778 million litres.
- The average purchase price for grapes across all varieties was the highest since 2008.
- We implemented an automated system for generating export certificates for China more efficiently.
- We hosted 130 marketing activities in key markets, and 90 per cent of wineries and distributors who participated and 97 per cent of attendees who participated reported that they were satisfied.
- Participants in master classes rated the quality of Australian wine at 8.3/10 before the event and 9.2/10 afterwards, an increase of 11 per cent.
- We managed 246 research projects and independent analysis of a selection of R&D projects produced an aggregated Benefit–Cost Ratio of 2.4 to 1.
- Our 33 Export Market Guides cover 99 per cent of the value of Australian exports.
- We responded to more than 2000 queries about supply, demand and other market insights.
Regulator Performance Framework
The Australian Government Regulator Performance Framework (RPF) was developed to ‘encourage regulators to undertake their functions with the minimum impact necessary to achieve regulatory objectives and to effect positive ongoing and lasting cultural change within regulators’.
The Regulator Performance Framework sets out how the we intend to measure and report our performance against the RPF. It contains performance measures against each key indicator as well as the evidence that will be collected to demonstrate performance.
Senate Order for Entity Contracts
1 January 2017 to 31 December 2017
Pursuant to the Senate Order for entity contracts the following table sets out contracts entered into by the Australian Grape and Wine Authority (AGWA) which provide for a consideration to the value of $100,000 or more (GST inclusive) and which:
- a) have not been fully performed as at 31 December 2017, or
- b) which have been entered into during the 12 months prior to 31 December 2017
Most of the contracts listed contain confidentiality provisions of a general nature that are designed to protect the confidential information of the parties that may be obtained or generated in carrying out the contract.
The reasons for including such clauses include ordinary commercial prudence that requires protection of commercially sensitive information.
The accountable authority of Wine Australia has assured that the listed contracts do not contain any inappropriate confidentiality provisions.
Download the list of Contracts here.
Estimated cost of complying with this Order: $1,000.
Basis of method used to estimate the cost: Hourly rate to complete summary and load to website.
Senior Executive Remuneration
As required by the Australian Government, Wine Australia discloses the remuneration of its Senior Executives. The Remuneration Committee of the Wine Australia Board, which is chaired by the Wine Australia Chair, ensures the appropriate oversight and approval of the remuneration policies and practices. The committee also reviews the remuneration policies and practices to ensure that there is alignment between executive reward and Wine Australia’s performance.
Wine Australia’s executive remuneration consists solely of fixed annual remuneration. The remuneration of executive personnel is set at the midpoint of the Mercer (Australia) determined benchmark associated with the work value of the role. These benchmarked remuneration ranges are set by Mercer following their independent examination of comparable roles in the Australian employment market. Wine Australia applies these ranges to attract high-quality, high-performance personnel. Fixed remuneration takes into account the size and complexity of the executive’s role and the skills and experience required to succeed in such a position.
The information included in the table below includes detail on the scope and value of remuneration for Wine Australia executive staff. Executive staff are defined to include the Chief Executive Officer and the members of the Senior Leadership Team. These executives have authority and responsibility for planning, directing and controlling the activities of Wine Australia.
Download Table A here.
Key requirements and definitions
Reportable salary is defined as the sum of:
- gross payments
- reportable fringe benefits, and
- reportable employer superannuation contributions as reported in an individual’s payment summary.
Contributed superannuation is defined as:
- for individuals who are not in a defined benefit scheme, the defined contribution amounts.
- for individuals who are in a defined benefit scheme (e.g. PSS and CSS), contributed superannuation includes the Notional Employer Contribution (NECR), Employer Productivity Superannuation Contribution (also known as the Productivity Component) and any Additional Lump Sum Contribution paid.
Reportable allowances equal the total allowances figure as reported in an individual’s payment summary. Reportable allowances exclude any allowances already reported in the gross payments line in the payment summary.