Integrity System 2025 and Beyond

The Integrity System 2025 and Beyond Strategic Plan has been developed to prepare industry for the future, and guide valuable investment into the integrity system and its programs.

The 2025 plan outlines key strategic initiatives, which we need to invest in now to ensure that by 2025 and beyond our integrity system:

  • meets our customers’ needs
  • can be efficiently used by the whole value chain
  • uses available technology to deliver a responsive, easy to use and effective system.

The 2025 plan was developed following extensive stakeholder consultation, supported by in-depth analysis of the current landscape, and with consideration of international trends predicted to impact the industry.

It aims to deliver the vision:

that our integrity system remains recognised and trusted globally as delivering a quality red meat product that is produced to rigorous standards, is valued by industry, and is embedded in the culture of Australian livestock management.

The plan is built on three strategic pillars:

  • ensuring our integrity system continues to deliver
  • pursuing and adopting new integrity approaches and technologies
  • leveraging integrity data to add value through the chain.

These are underpinned by six specific priorities, with initiatives under each of these priorities.

Implementation will begin immediately with initiatives to be delivered over three-time horizons – one to two years; two to five years; and over five years.

ISC will be accountable for the overall delivery of the plan, and will work collaboratively with industry and government in its delivery.

Watch a short video which explains the plan:


More information

Integrity System 2025 Factsheet

Integrity System 2025 Strategic Plan.

 

FAQs

1. Why is a 2025 strategic plan needed for the integrity system?

To protect the Australian red meat industry’s premium reputation and competitive advantage, the current integrity system needs to strengthen and evolve. Existing gaps will need to be closed to meet the changing expectations of customers globally. Improved technology and access to data offer big opportunities for improvement.

2. What is the aim of the 2025 plan?

The 2025 plan aims to deliver the vision: that our integrity system remains recognised and trusted globally as delivering a quality red meat product that is produced to rigorous standards, is valued by industry, and is embedded in the culture of Australian livestock management.

3. How was the 2025 plan developed?

The 2025 plan was developed following extensive stakeholder consultation, supported by in depth analysis of the current landscape, and with consideration of international trends predicted to impact the industry.

4. What does it contain?

Three strategic pillars shape the 2025 plan:

  1. Ensuring our integrity system continues to deliver
  2. Pursuing and adopting new integrity approaches and technologies
  3. Leveraging integrity data to add value through the chain

These are underpinned by six specific priorities, with initiatives under each of these priorities.

5. What are the international “megatrends” identified by CSIRO as influencing the industry?
  1. Increasing consumer demand for environmental and social credentials
  2. The rising importance of food safety
  3. Increasing demand for provenance information and accurate vendor claims
  4. Increasingly connected global value chains
  5. Greater international competition
  6. The rise of ‘big data’ and data analytics are also impacting the sector
6. When will the plan be implemented?

Implementation will begin immediately with initiatives to be delivered over three-time horizons – one to two years; two to five years; and over five years.

7. Who is responsible for implementation?

ISC will be accountable for the overall delivery of the plan, and will work collaboratively with industry and government in its delivery.

8. How will we know it has worked?

Indicators of success will be that the integrity system is simple to use, valued by producers and trusted by customers. A formal system of monitoring, evaluation and reporting is in place. 

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