Company Structure

Australian Pork Limited (APL) was formally registered as a company on 23 May 2000 following extensive industry consultation and the overwhelming support of Australian pork producers. APL amalgamated three separate predecessor bodies the Australian Pork Corporation, the Pig Research and Development Corporation and the Pork Council of Australia.

APL is a company limited by guarantee. It is a unique rural industry service body for the Australian pork industry – a single producer-owned company to deliver integrated services that enhance the viability of producers. The framework for APL was established under the Pig Industry Act 2001. Operating and reporting guidelines are provided for in the Statutory Funding Agreement (SFA) with the Commonwealth of Australia. The original SFA was renewed on 12 July 2011. The new version brings APL in line with the SFAs of other Industry Service Bodies (ISBs), although APL’s operations differ from the other ISBs in that the Pig Industry Act 2001 enables APL to use marketing levies to fund strategic policy development or other activities for the benefit of the Australian pig industry.

APL’s primary funding is derived from statutory pig slaughter levies collected under the Primary Industry (Excise) Levies Act 1999. From 1 July 2012, APL received an increase in the marketing levy from $1.35 per pig slaughtered to $1.65, the first of three tranches of $0.30 between then and 2016.  The levy now amounts to $3.425 cents per carcase at slaughter, of which APL receives $3.25, consisting of $2.25 for marketing activities and $1.00 for R&D. The remaining $0.175 is for the Pig Monitoring Residue Program, which is received and managed by the National Residue Survey (NRS). Additional research-specific funds are also received from the Australian Government under the portfolio of the Federal Minister for Agriculture, Fisheries and Forestry. For more information on the levy, see here.

APL’s organisational structure provides for an open, transparent operation with strong corporate governance systems in place to clearly define the respective roles and responsibilities of the board and management and to ensure that APL acts within the law at all times, avoids conflict of interest and acts honestly and ethically in all business activities.

The board is responsible for ensuring that company funds are used to best advantage for the long-term benefit of Australian levy-paying producers and the industry more broadly. It strives to create member value by constructively engaging with management to ensure the appropriate development, execution and monitoring of the company’s agreed strategies.

The board delegates responsibility to the Chief Executive Officer for the effective management of the company. There are five divisional units within APL to develop, coordinate and implement programs to meet strategic directions.

Details of the election or appointment of the different categories of directors are contained in the APL Constitution.


Core Values

APL’s values are the organisation’s essential and enduring guiding principles that are not to be compromised for financial gain or short-term expediency.  These goals are:

  • Passion and dedication to the cause of our farmers;
  • Deliver what we promise, when we promised it;
  • Respect and support colleagues;
  • Creating the future our farmers need; and
  • Celebrate achievement.

These values are the cornerstones of our organisation; they shape the culture of APL and support the growth of the industry. They are the guiding principles for interactions of the APL Board, management and business units with each other, members, industry stakeholders and the community.


Rural R&D