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

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CHAIRS’ LETTER Mr Tony Nowell Chairman Food and Beverage Taskforce WELLINGTON Dear Tony, The Skills Working Group strongly supports the transformation theme (i.e. towards a high skill, high wage and high value economy) for the food and beverage sector. While it is possible to win new international markets and develop innovative products and services, it will be difficult to achieve this without the right skills, in the right place at the right time, being applied in productive, high quality workplaces. If the food and beverage sector in New Zealand (20% of the total New Zealand workforce) attracts and develops its workforce effectively, this will make a major contribution to the government’s economic transformation agenda. The benefits it will provide for the New Zealand economy include spin-off effects for other related sectors such as health, hospitality and tourism. There are significant labour market opportunities for the food and beverage sector that the Food and Beverage Taskforce could consider, such as: • supporting improvements in business productivity; • improving science and technology adoption practices; • applying a forecasting framework for sustainable labour to better manage turnover; • increasing integration of foundation skills into education and training provision; • increasing support and encouragement for the uptake of relevant vocational qualifications (including higher level qualifications) that provide a good match to associated job opportunities; • increasing collaboration among Industry Training Organisations (ITOs), Tertiary Education Institutions (TEIs) and government agencies; • improving planning and resource utilisation for training investment; • implementing strategies to address genuine skill shortages and recruitment and retention difficulties; • improving career development, employment opportunities and employment security; and • continuing and extending active support for alternative employment, preferably in the food and beverage sector, with tailored programmes for individual workers and investment in education and training for employees affected by business closures, downsizing and relocations. This would involve working with employers, unions, ITOs, other education providers and agencies of government and local government.
A number of these opportunities were identified during the taskforce consultation process and have been reflected in the Skills Action Plan for the food and beverage sector. Given the momentum that has built up around the food and beverage sector engagement, it would be beneficial for the sector if key stakeholders continue to have strategic dialogue in support of implementing agreed initiatives in the Skills Action Plan. The Skills Working Group therefore supports an ongoing food and beverage sector organisation to oversee implementation of the Food and Beverage Sector Development Agenda. This organisation would actively lead transformation throughout the sector; connect with other related sectors; and gain sector buy-in to own and maintain transformation in future years. It is proposed that a new industry-led group be established called the Skills and Training Action Group (STAG) that will consist of the relevant education and training organisations, industry and government agencies. This group would oversee implementation of the Skills Action Plan within the context of the Food and Beverage Sector Development Agenda. The scope of the group would include collaboration among food and beverage education and training providers to achieve more focused provision; improve the level of knowledge about the workforce in the food and beverage sector (eg. forecasting and areas of short supply and high demand); encourage workplace best practice initiatives (eg. productivity and foundation learning) and increase alignment between provision of food and beverage qualifications and actual job opportunities within the sector. In addition to STAG, a tripartite initiative, based in the New Zealand Council of Trade Unions, is proposed. This would establish a workforce centre of excellence for the food and beverage sector. The centre would promote worker engagement and commitment to deliver the Food and Beverage Taskforce Development Agenda. The Skills Working Group supports this proposal and the opportunity for STAG to both inform and be informed by the centre. In the meantime, the Skills Working Group will continue meeting over the next few months to monitor three remaining major projects (ie. the productivity study, the science and technology adoption research, and the career-of-choice stocktake). A progress report will be provided against the Skills Action Plan once the three major projects have been completed and STAG has been established and operational for at least three months. The report will also include an outline of how implementation of the Skills Action Plan will be monitored going forward. The group has identified key skills and training issues for the food and beverage sector – ways to lift its performance and increase value. We commend the Skills Action Plan to the Taskforce. Carol Beaumont New Zealand Council of Trade Unions Alison Dalziel Department of Labour
Page 1 and 2: Skills Action Plan for the Food and
Page 3: CONTENTS PREFACE 1 CONTENTS 2 CHAIR
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 and 24: SKILLS WORKING GROUP PRIORITIES The
Page 25 and 26: • Over the five year period (2000
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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