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

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EXECUTIVE SUMMARY Food and beverage key stakeholders support the need for transformation in order for food and beverage companies to survive in a competitive, global market by: • attracting and retaining suitable and sufficient numbers of employees; • up-skilling current workers and providing career pathways; • integrating and applying top talent; • innovating and making effective and efficient use of technology; • predicting skill and labour needs; and • enabling labour and capital growth in a productive manner that supports changing demands of food and beverage customers. The Skills Action Plan (below) is being incorporated into the Food and Beverage Taskforce Development Agenda. Skills Action Plan for the Food and Beverage Sector Priority 1: Better Labour Market Information Forecasting • The food and beverage forecasting framework will be implemented and applied to all food and beverage sub-sectors and maintained on an ongoing basis. This would involve food and beverage ITOs (as part of their strategic skills leadership role) to assist in the implementation of the framework in conjunction with other relevant organisations. • The proposed Skills and Training Action Group (STAG) will guide consistency of application of this framework within the food and beverage sector, improve the framework and test its robustness with respective industry organisations and training organisations. Productivity • Complete the productivity study currently underway, which will identify productivity issues specific to food processing businesses. • The New Zealand Council of Trade Unions will use the findings of the productivity study to inform the Workplace Productivity Education Programme and in developing resources for union delegates and future productivity initiatives. • A first phase of science and technology adoption research has been completed. The findings will be taken forward with industry and relevant agencies.
Skill Shortages • Information has been gathered for the Skills Working Group on genuine skill shortages and recruitment and retention difficulties for bakers, butchers, chefs, dairy farmers and dairy farm workers, and food technologists. Appendix two outlines ways to address these issues. The Skills Working Group will consider how to best promote these solutions. • Efforts will continue to improve the quality of labour market information about skill shortages in the food and beverage sector to better inform tertiary education and training strategies and priorities. Priority 2: More Strategic Investment in Training Workplace Practices • Promote and explore industry best practice and incentives in relation to skills development. • Increase employee participation in training and support for the Council of Trade Unions Learning Representatives Scheme. Community Awareness (also see priority three – Attractive Careers) • Develop learning resource materials for curriculum in primary and secondary schools that reflect the importance of the food and beverage sector as a major employer and contributor to New Zealand’s economy. • Promote careers to parents, youth, teachers and careers advisors that reflects the reality of working in the food and beverage sector (ie. how sophisticated jobs are now). • Support initiatives from the Human Capability Group in Horticulture and Agriculture, which involves a schools’ curriculum strategy with goals to increase the profile of the sector, change schools’ perception of the sector, increase the number of people seeking careers in the sector (eg. more science students), and introduce resources across the curriculum. In addition and alignment with this work, it is intended to encourage a coordinated cross sectorial approach to career promotion in schools. Responding to Changing Occupations and Skill Needs • Explore ways to improve the ability of the skills and training system to adapt to rapidly changing and new occupations. • Increase support for initiatives that could be undertaken by Learning Representatives and build on current work with a group of ITOs to integrate literacy training with industry training (eg. in seafood and agriculture).
Page 1 and 2: Skills Action Plan for the Food and
Page 3 and 4: CONTENTS PREFACE 1 CONTENTS 2 CHAIR
Page 5: A number of these opportunities wer
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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