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PMAC strategy 2017 to 2011
In 2017 PMAC agreed a new strategy to guide its activity between 2017 and 2022. See the 2017-2022 PMAC strategy.
PMAC's agreed vision is to provide market access that is internationally second to none and contributes strongly to profits for New Zealand growers and exporters.
The PMAC Annual reports provide an annual update of work that is being completed with cost recovered funds to work towards achieving this vision.
The following diagram shows how PMAC will work to deliver this vision
PMAC's agreed vision is to provide market access that is internationally second to none and contributes strongly to profits for New Zealand growers and exporters.
The PMAC Annual reports provide an annual update of work that is being completed with cost recovered funds to work towards achieving this vision.
- 2020/21 Annual report
- 2019/2020 Annual report
- 2018/19 Annual report
- 2017/18 Annual report
- 2016/17 Annual report
The following diagram shows how PMAC will work to deliver this vision
The Strategy has been designed to support the market access components of a number of relevant strategies including but not restricted to:
The strategy is supported by a charter which clearly describes the activities that MPI will engage in and the business strategies and success indicators it will employ to deliver on the annual PMAC/MPI workplan. See the MPI/ PMAC service delivery charter
Our communication strategy also describes how PMAC activity, work underway within MPI, export trends and new requirements are communicated to stakeholders.
- MPI's strategy
- MFAT's strategy
- A number of industry strategies
The strategy is supported by a charter which clearly describes the activities that MPI will engage in and the business strategies and success indicators it will employ to deliver on the annual PMAC/MPI workplan. See the MPI/ PMAC service delivery charter
Our communication strategy also describes how PMAC activity, work underway within MPI, export trends and new requirements are communicated to stakeholders.
