Workforce Policy
Skills Action Plan Reports
Towards a high skill, high wage, high value economySkills Action Plan for theFood and Beverage Sector
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 valueeconomy) for the food and beverage sector. While it is possible to win new international markets and develop innovativeproducts and services, it will be difficult to achieve this without the right skills, in the right place at the right time, beingapplied in productive, high quality workplaces
If the food and beverage sector in New Zealand (20% of the total New Zealand workforce) attracts and develops itsworkforce effectively, this will make a major contribution to the government’s economic transformation agenda. Thebenefits 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 Taskforcecould 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) andgovernment 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 bybusiness closures, downsizing and relocations. This would involve working with employers, unions, ITOs, other educationproviders and agencies of government and local government.
A number of these opportunities were identified during the taskforce consultation process and have been reflected in theSkills 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 thesector if key stakeholders continue to have strategic dialogue in support of implementing agreed initiatives in the SkillsAction Plan.
The Skills Working Group therefore supports an ongoing food and beverage sector organisation to oversee implementationof the Food and Beverage Sector Development Agenda. This organisation would actively lead transformation throughoutthe 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 willconsist of the relevant education and training organisations, industry and government agencies. This group would overseeimplementation 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 morefocused provision; improve the level of knowledge about the workforce in the food and beverage sector (eg. forecastingand 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 withinthe sector.
In addition to STAG, a tripartite initiative, based in the New Zealand Council of Trade Unions, is proposed. This wouldestablish a workforce centre of excellence for the food and beverage sector. The centre would promote workerengagement 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 remainingmajor 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 completedand STAG has been established and operational for at least three months. The report will also include an outline of howimplementation 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 andincrease value. We commend the Skills Action Plan to the Taskforce.
Carol Beaumont - New Zealand Council of Trade Unions
Alison Dalziel - Department of Labour