skills acTion Plan for The food and Beverage secTor - Department of ...

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Inputs Outputs Types of Decisions • Benchmark historical • Default scenario • Recruitment data (Census, Business Directory, (ie. Labour requirements by • Immigration ITO data) • Exogenous production volume forecasts (wine & dairy industry) Forecasting Framework Application occupation and qualifications) • Alternate scenario 1 • Alternate scenario 2 • Tertiary education and training • Wages • Career promotion • Parameters (eg. value added in the production chain, • Capital investment and use of technology labour turnover, labour productivity, fulltime/part time) • Stakeholder interviews (fertility and migration) and workforce changes (ie. greater participation of women and older workers) will be taken into consideration. The forecasting framework developed for the food and beverage sector has suggested an approach which utilises available forecasts (of product output) and existing data and parameters to derive future employment levels at some level of detail. In that process, the need for more up-to-date and consistent data has also been identified to make the results (eg. occupations and qualifications) more relevant. The key components of the forecasting framework are outlined above. The inclusion of labour turnover allows for an assessment of replacement demand of the existing workers in each value-chain to be estimated along with the additional derived demand for labour as a result of output changes. The share of occupations in each value chain and the qualifications of those employed are based on the 2001 census results and have been maintained at this level over the forecast period (2006-10). These can be updated when the 2006 census results on occupations and qualifications shares in food and beverage sub-sectors and value chains are made available by Statistics New Zealand (SNZ). APPLICATION OF THE FORECASTING FRAMEWORK Overview of Results Comparisons of recent (2000-05) changes in employee counts and full-time equivalent employment in the food and beverage sector, in comparison to the overall labour market are summarised below: 23
• Over the five year period (2000-05), excluding agriculture, the employee count in food and beverage has grown by 23% compared to 17% for the whole of New Zealand over the same period. • Over the last ten years (1995-2005), total food and beverage employment by full-time equivalents (FTEs) increased by 8% (including all agriculture) compared to total New Zealand FTEs which increased by 22% (SNZ and BERL calculations); • The food and beverage value chains with the highest employee count in 2005 were food service, manufacturing and retailing, with lower number of employees in marine fishing, horticulture and food wholesaling. • Between 1995 and 2005, the share of FTEs in agricultural production activities declined from 40% to 33% of total food and beverage employment. The food service share increased from 16% in 1995 to over 20% in 2005 while the manufacturing share remained relatively unchanged at about 20% and the retailing activity share at about 15% over the 1995 to 2005 period. The wholesaling share rose very slightly from 6% to 8%. An example of how the framework can be applied in the form of the value chain is outlined below: The Food Industry Model developed in the Coriolis report shows that the food industry begins with natural resources and ends with sales to domestic consumers or to export markets. The applicability of employment data depends on how well the data can be applied to the value chains of the various sub-sectors. As a test BERL have incorporated employee count data into the Coriolis Food Industry Model (see below). CORIOLIS FOOD INDUSTRY MODEL WITH EMPLOYEE COUNT RESOURCES PRODUCTION MANUFACTURING & WHOLESALE Meat processing 30,440 Livestock 30,580 Pasture 50,890 Meat wholesaling 1,920 Milk 20,310 Dairy processing 9,650 Dairy wholesaling 1,250 RETAIL & FOOD SERVICE Farm equipment, supplies, genetics, etc Arable land and horticulture 26,340 Grains 490 Fruit & vege 25,850 Grain-based manufacturing 8,870 Grain-based wholesaling 350 Fruit & vegetable processing 5,600 Fruit & vegetable wholesaling 3,410 Beverage manufacturing 6,010 158,270 Beverage wholesaling 2,740 Seafood 2,190 Fish & other seafood 2,190 Seafood processing 5,980 Seafood wholesaling 560 Primary Food imports Other food processing 7,410 Other food wholesaling 15,110 Support functions Education, Recruiting & Human Resources; Logistics and Distribution; Market Research, Advertising and Design, Research and Development, Information Systems; Packaging; Finance, Banking and Insurance. Source: Model adapted from Coriolis, Employment Data from Statistics New Zealand 24
Page 1 and 2: Skills Action Plan for the Food and
Page 3 and 4: CONTENTS PREFACE 1 CONTENTS 2 CHAIR
Page 5 and 6: A number of these opportunities wer
Page 7 and 8: Skill Shortages • Information has
Page 9 and 10: Priority 3: Attractive Careers High
Page 11 and 12: INTRODUCTION Background Food and be
Page 13 and 14: Sector section of this report, wher
Page 15 and 16: This requires a national means of e
Page 17 and 18: CURRENT LABOUR MARKET AND EMPLOYMEN
Page 19 and 20: • A large portion of food and bev
Page 21 and 22: • Long hours in some parts of far
Page 23: SKILLS WORKING GROUP PRIORITIES The
Page 27 and 28: Occupations by Value-Chain Activiti
Page 29 and 30: LABOUR PRODUCTIVITY Source: A Treas
Page 31 and 32: and science and technology’s abil
Page 33 and 34: There are different types of skill
Page 35 and 36: TABLE 1: SKILL SHORTAGE ASSESSMENTS
Page 37 and 38: 2. More Strategic Investment in Tra
Page 39 and 40: While industry training is an appro
Page 41 and 42: Tertiary Education Commission - Fun
Page 43 and 44: across the Primary Sector), which i
Page 45 and 46: APPENDIX 1 AUSTRALIA/NEW ZEALAND ST
Page 47 and 48: C216 C217 C218 C219 Bakery Product
Page 49 and 50: h. Reduction of training fees to en
Page 51 and 52: Sources for the above table: 1. Dep

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