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Beverage Processing Management document sample
Beverage Processing Management document sample
A Strategy for Ontario’s Food and Beverage Processing Industry W e are pleased to present the following Strategy for Ontario’s Food and Beverage Processing Industry. The Strategy reflects the critical need to take action to ensure the long term health and prosperity of the industry. As the second largest manufacturing sector in the province, employing over 110,000 people and purchasing 70% of Ontario’s farm production, a viable and competitive food and beverage industry sector is essential to the overall health and viability of the entire agri-food sector and ultimately, the province of Ontario. The Strategy was driven by industry, with support from the Ontario Ministry of Agriculture, Food and Rural Affairs, to develop a plan to guide both industry and government in decision and policy making over the next five to ten years. It is about a successful future for the industry, the changes and actions necessary to achieve that future and the strategies to get there. The Strategy reflects wide-spread consultation with industry. The creation of the Strategy is the beginning. The key to success will be the implementation of the priorities and actions identified in the Strategy. The Alliance of Ontario Food Processors is committed to working with government and industry to move forward towards the creation of a prosperous future for all of Ontario’s food and beverage processing industry. Alliance of Ontario Food Processors Association of Ontario Chicken Processors Ontario Dairy Council Ontario Food Processors Association Ontario Independent Meat Processors Wine Council of Ontario 2 A Strategy for Ontario’s Food and Beverage Processing Industry Executive Summary Setting Priorities for the Future Food and beverage processing in Ontario is the: 1st customer for farmers Buying 70% of the production from Ontario farms. 2nd largest manufacturing sector in ontario A $33 B industry employing over 110,000 directly and at least another 100,000 indirect jobs. 3rd largest food cluster in north America A hub of innovative food companies, research institutions and suppliers. For the last fifteen years the industry has shown steady growth in both sales and employment, at a time when many other manufacturing sectors watched employment erode. However things are changing. Slow productivity growth and low levels of investment in research and development have left the industry trailing its competitors. Rapid increases in input costs and a higher Canadian dollar have further reduced the competitiveness of Ontario food products. Years of slow but continuous growth in jobs and revenue have ground to a halt and are turning downward. But Ontario food and beverage processors have a vision of a bright future built on health, quality, innovation and value to consumers. These are the companies that will link food and health, creating products to help Ontarians stay healthier and potentially reducing the drain on the province’s healthcare budget. The vision depends on creating an environment where Ontario companies can thrive and continue to contribute to Ontario’s economy and health agenda. The industry needs access to inputs from farm products to labour, capital and research and development capabilities. It needs closer relationships with farmers and customers. Most important, it needs a supportive policy and regulatory environment. Setting Priorities for the Future ~ An Executive Summary 3 Executive Summary Setting Priorities for the Future The priorities for the future are clear. The most important is creating better relationships with farmers, A focus on early results governments and customers. The approach for the future The goal of this strategic planning process is results, has to be on entire supply chains, with governments to create real change and to help the industry achieve creating an environment that allows Ontario companies its vision. The following initial results are targeted to compete on a level playing field. The second priority, for 2008. reforming the regulatory environment, is essential for supporting industry competitiveness. Innovation in Ontario processing companies is being held back by a Governance and infrastructure complicated, outdated regulatory system that has not • Create an Implementation Committee within the kept pace with changes in the marketplace. Alliance of Ontario Food Processors to guide the Improving Ontario’s food and beverage processing process of achieving the goals of the strategy. innovation system is the third priority. Chronic under- investment in research and development and in relationships productivity needs to be reversed, with both industry • Create an all-industry working group to develop a and governments investing in the future of the industry. set of common principles for industry relations. The strategy must also address innovations aimed at improving industry performance in environmental and • Implement pilot studies on new industry decision energy management. making models. The final priority is human resources, a continual • Schedule regular meetings with the Minister and challenge for every company. Clear strategies to attract, Deputy Minister of Agriculture, Food and Rural develop and retain employees are vital to maintaining Affairs. human capital in the processing industry. Further • Create an industry/government working group education and training to develop the skills necessary at the Deputy/Minister level with relevant to support the sector are vital to its future. ministries. • Create a web-based directory of Ontario food and beverage processors and their products. regulations • Identify first target priorities for regulatory reform and strategies for creating change. • Work with OMAFRA to create a single window office for regulatory advice and support. Innovation • Implement a Food & Beverage Investment Fund. • Create a knowledge acquisition and transfer function. Human resources • Complete the two human resource projects related to education, training, and creating employers of choice. 4 A Strategy for Ontario’s Food and Beverage Processing Industry A Vision for a Healthy Future Ontario food and beverage processors have a vision of Food and beverage processing will remain a mainstay the future for their industry. It is a vision of a competitive of manufacturing in Ontario, but not by staying the industry, where delivering quality, innovation, health same. The industry will reposition its products to and choice to consumers are the top priorities. dominate the healthy food arena supported by a strong It is also a vision of a significant economic and social but updated and adaptable regulatory system. force, providing jobs for many new Canadians and Economic prosperity will be built on partnerships attractive careers for those in the industry. It is about with supply chain members from farmers to retail, success for all players – farmers, processors, retailers/ with strong support from governments. Investment foodservice and the province of Ontario. in innovation, research and development, and in new The industry of the future will be productive, markets, will propel the industry to success. domestically and globally competitive and The industry needs a plan to achieve its vision. It also environmentally sensitive, where many companies find needs leaders who can shape the strategy and rally the their competitive advantage in differentiated products, support of the industry and its partners in implementing competing on innovation, quality and providing a strategy to help the entire agri-food industry, not just consumers with the best value. one part. It’s an ambitious undertaking, but one that is made essential by the rapidly changing environment for food and beverage processing. A VISIon For Food And BEVErAGE ProCESSInG In ontArIo Ontario’s food and beverage processing industry will be a leading epicenter of food innovation in North America. Innovation, health, quality and skilled employees underpin the industry’s future. The industry will continue to be the main link between Ontario farmers and consumers in Ontario and abroad. Setting Priorities for the Future ~ An Executive Summary 5 Food and Beverage Processing today Essential to Ontario’s Economy Food and beverage processing is the essential link Ontario food and beverage companies employ over between farmers and consumers, buying 70% of Ontario 110,000 people. At least another 100,000 in related agricultural production. But it is also Ontario’s second industries owe their jobs to food processing. Many jobs largest manufacturing industry, with $33 billion in sales are in cities but the industry also provides opportunities annually and the third largest food industry cluster in in rural communities; about 700 of Ontario’s food and North America. beverage processing establishments are located in rural It has the potential to play an integral part in the communities. province’s innovation agenda and the strategy for a The industry provides a first job for many new healthier society. Until skyrocketing Canadian dollar Canadians and rewarding careers for thousands across slowed its rise, Ontario’s food and beverage processing the province. And it can do a lot more! industry experienced years of steady growth in both revenue and employment. Food $ 33 B Revenue Steady growth – 32% 1997-05 Trade 2nd Largest manufacturing sector $ 8-9 B Exports More than 3,000 establishments 78% 1995-2002 Jobs Inter-provincial as large 110,000 + direct jobs as international Retail, Food Service Ontario’s Food & Beverage Processing Industry Health & Consumers Functional foods Safety, quality Healthier formulations New product innovation Rural Communities Farming 700 businesses located in Purchases 70% of Ontario rural Ontario Farm Production 6 A Strategy for Ontario’s Food and Beverage Processing Industry Positioning for the Future Goal A vibrant, growing future for Ontario’s food and beverage processing industry depends on positioning and partnerships. This strategy lays out several goals for the next five years. By 2013 ontario’s food and beverage processing industry will strive to: • Be a $40 billion industry • Deliver choices that consumers want in quality, variety and health • Contribute many products with functional characteristics aimed at improving the health of consumers • Expand skilled employment • Work with farmers to enhance industry competitiveness so both benefit • Be recognized as a vital component of Ontario’s economy by government and the public • Double the current investment in R&D and new technology • Revitalize food and beverage processing productivity • Build an international reputation as a supplier of quality • Speak with a united voice on issues vital to the entire industry Positioning the Industry For consumers to care and governments to invest, the An engine of economic growth industry must show its relevance and importance to • Continued growth and contributions to the Ontario society. economy and employment remain driving factors for the industry. Health • Both society and the Ontario government have Farmers’ best customers identified healthy food products as a priority. • For farmers, Ontario food and beverage processors Food and beverage companies will improve the will continue to be their best customers. Ontario health impacts of current products and produce processing companies already “buy local” and functional foods and natural health products want to do more. aimed at improving health. Food and beverage processors will take the lead in incorporating new research on the relationship between food and Innovation and quality health into healthier products that will help lessen • Innovation and quality will be foundations for spiraling provincial health care budgets. the industry in the future. Ontario’s industry will continue to be a leading centre of food processing in North America, incorporating innovation, health, energy and environmental considerations. Setting Priorities for the Future ~ An Executive Summary 7 The Need to Act Achieving the vision for the future will not be easy. Although the industry is a major employer, finding The industry has reached a critical point and requires a and retaining employees is a constant challenge. Many new strategy to be competitive. new Canadians find their first jobs in processing, Growth in sales and employment has ground to but the industry is not viewed as an attractive career a halt after more than a decade of respectable gains. opportunity. Many stay in the industry only until they Productivity growth has slowed and fallen behind find another job. In schools, students are generally other sectors. Investment in research and development unaware of the opportunities in the industry or do not lags far behind the level found in other G7 countries. consider it as an attractive career option. Food processors now have to compete for inputs with Without a different approach, Ontario’s second largest bioproduct and biofuel companies, which are often manufacturing industry will watch its contribution to the heavily subsidized. Processors are challenged to meet economy and society of Ontario erode as international the demands of fewer, larger customers and have competitors move further ahead in both productivity difficulty passing on rapidly increasing input costs. and innovation. This will hurt Ontario’s farmers and There are still many new opportunities but both workers. But it doesn’t need to happen. It is possible provincial and national regulatory systems often act to make the changes needed to ensure a strong and as barriers to innovation and capitalizing on those competitive future for the industry. opportunities. For example, companies involved in Change has already started. The food and beverage functional foods will often market to the rest of the processing industry has initiated two projects to attract world first. Canada’s outdated and rigid regulatory and train workers. There are numerous examples system is actually restricting the public from products of farmers and processors working closely to define that could make them healthier. strategies for developing new markets, increasing efficiency and for undertaking the research needed to advance their industries. But these kinds of initiatives must be a priority across the entire industry. They need to be supported by investments in innovation, productivity and by a modern and adaptable regulatory system. This strategy puts more focus and effort toward creating a prosperous future for all of Ontario’s food and beverage industry. Its objective is to identify positive directions for the industry and its partners and then to initiate the actions needed to assure that future. The planning process has identified four strategic priorities for action – new relationships, supportive regulatory environment, innovation and human resource capacity. 8 A Strategy for Ontario’s Food and Beverage Processing Industry Strategic Priority 1 - new relationships 1.1 New partnerships with farmers While many food and beverage processors do not Farmers and processors depend on each other, but buy directly from farmers, the reality is that 70% of their relationships have been strained by continuous Ontario’s farms products are processed by Ontario conflict over prices and increasing pressure to compete companies. Ultimately, all Ontario food processors are through innovation and product excellence. Innovation affected by the supply of Ontario farm products and the often depends on supply chain partners. It will be relationship between farmers and processing companies. impossible for processors to adopt an innovation agenda Therefore, a major priority is to improve cooperation without involving the farmers who supply them. Closer between farmers and processors so that together they relationships are in everybody’s best interests. Ontario can compete at home and abroad. needs new models focused on the entire industry. Both farmers and processors must embrace the idea that only by working together can both be successful. Goal To create more cooperative long-term relationships between processors and farmers aimed at maximizing the performance of the entire agri-food industry. Moving beyond ad-hoc advisory boards then moving on to address issues like research, • Where they exist, advisory boards have tended new product and market development, biosecurity to operate in an ad-hoc fashion, convened to and interprovincial movement of products. This is deal with a crisis and then ignored. In a rapidly already happening in many sectors but there is changing global marketplace, the agri-food room for more. industry needs more. It needs leaders who focus on the sector-wide issues, identifying the action Guiding Principles priorities for the entire sector. • To be successful new relationships should be built upon a set of high-level guiding principles that Moving beyond price are co-developed by producers, processors and • While pricing will always be a point of contention, industry partners. Although each sector may find it is critical to create an environment where each its own optimal structures, the principles will sector can move beyond price to deal with the issues ensure that all sectors are working toward the that are vital to the future of the entire industry. same general objectives. This means negotiating prices periodically and ProPoSEd ACtIonS 1. Conduct an all industry consultation to identify common agri-food industry issues to be addressed and to define guiding principles for industry cooperation and operation. 2. Study cooperative models in other industries and regions. 3. Develop strategies for cooperation for individual sectors based on the guiding principles. As a first step, run pilot projects in both regulated and unregulated industries. 4. Integrate with the Presidents’ Council to discuss and collaborate on processor/producer operations on an ongoing basis. Setting Priorities for the Future ~ An Executive Summary 9 Strategic Priority 1 - new relationships 1.2 New partnerships with government In spite of its importance to the provincial economy, voice will processors gain the policy attention needed farmers and workers, the food and beverage processing to help achieve its vision. Without government support industry has a low policy profile. While other provinces in both policy and regulatory reform, Ontario food and have numerous programs targeting the industry, beverage processing will suffer, and this will ultimately Ontario has few. Within government, the needs of food impact farmers, as well as rural and urban communities. and beverage companies are continually overshadowed New relationships with key ministries in the Ontario by the other priorities. Only by speaking with one government are a critical component of the strategy. Goal To help the Ontario government fully understand the contributions of the food and beverage processing industry and to achieve a better balance between those contributions and the policy attention and commitment that it receives from governments. Recommended Approaches: Premier and Cabinet coordination across all involved ministries is an • The first objective would be to enhance the important objective. A more equitable balance of industry profile at the highest levels of government resources is needed within OMAFRA, with more and to secure a commitment from Cabinet to human, program and funding resources directed support the industry’s strategy for a prosperous at improving the competitiveness of Ontario food future. This will facilitate sharing intelligence, and beverage processing. programs and policies across ministries. Federal government oMAFrA as an advocate • The Ontario government can advocate at the • OMAFRA can help the various ministries that federal level to ensure that food and beverage affect the industry to understand the impact processing becomes a national policy priority. of their policy decisions. Horizontal policy ProPoSEd ACtIonS 1. Meet with the Premier and reinforce the role and importance of the industry to the province. Update the Premier on an annual basis. 2. Obtain Cabinet support for the strategy for food & beverage processing. - Meet with the Deputy Ministers’ Business Climate Group. - Steering or implementation committee to meet with other relevant ministries. 3. Schedule regular meetings with Minister and Deputy Minister of Agriculture, Food and Rural Affairs. 4. Support and cooperate with OMAFRA’s restructuring and redefinition of services for food processing. Help align Ministry resources with food processing needs. Provide details on priorities, information needs and suggestions for the most necessary and beneficial services. 5. Develop a government/industry working group. - Identify relevant ministries that affect food and beverage processing. - Meet annually to set priorities and an action plan for the industry. - Set deliverables for priorities and action items. - OMAFRA to lead the process. 6. Engage a government relations manager and create a communications strategy for governments and the public. 10 A Strategy for Ontario’s Food and Beverage Processing Industry Strategic Priority 1 - new relationships 1.3 New partnerships with customers Both farmers and food and beverage processors companies are a challenge, particularly for smaller must work more closely with retailers and food service companies. Customers are getting bigger and expect companies to better understand their needs and aggressive pricing and product innovation. Identifying develop strategies to better serve and expand those ways to cooperate more closely with customers is a markets. Closer partnerships with retail and foodservice priority. Goal Increase access to retail and foodservice markets in Ontario and outside by improving the industry’s ability to work with customers and better meet their needs. Improve access to ontario retail and foodservice Create a directory of ontario food processing • Identify barriers to using more Ontario product • The directory would provide information about in processed products sold in the province and companies, their capabilities, products and ways to connect processing companies with services, and new offerings. It will only be useful customers. if the directory is: 1. Current - Companies need to invest the time to Build on the Buy ontario initiative keep their information up to date. • The ‘Buy Ontario’ initiative in the Minister’s 2. Active - It should be more than a passive source Strategic Advisory Committee Report provides an of information. It should push information to opportunity to build relationships with Ontario interested parties, such as new product releases retail and food service companies, as well as with highlighted on the website and through email farmers. alerts to subscribers with specific interests. • It is primarily an awareness campaign targeting 3. Well funded - It must have sufficient funding to consumer awareness of Ontario products. be an up-to-date communication forum. Increasing the processed food and beverage content provides an opportunity for all levels of the industry. ProPoSEd ACtIonS 1. Retail - Cooperate with Canadian Council of Grocery Distributors and Canadian Federation of Independent Grocers to identify issues and opportunities for improving Ontario food processing service to grocery organizations. 2. Foodservice – Identify programs that can help foodservice organizations use Ontario products to promote their businesses. Work with the Canadian Restaurant and Foodservices Association. 3. Help shape the ‘Buy Ontario’ program to use even more Ontario products by actively involving food and beverage processors. 4. Create a Directory of Ontario Food and Beverage Processors - website/directory with company and product database. 5. Coordinate the many programs promoting Ontario food products – Cooperate with OMAFRA and industry organizations to review the different programs and identify ways that food and beverage companies can participate and contribute. 6. Establish a council of retailers, processors and farmers to identify and address important industry issues. Setting Priorities for the Future ~ An Executive Summary 11 Strategic Priority 2 Creating a Supportive Regulatory Environment Innovation in the food and beverage processing A strong regulatory system can be a competitive industry is being held back by an inflexible, outdated advantage in global and domestic markets, providing regulatory system that has not responded to the changing customers assurance of the safety and quality of Ontario realities of the global food business. Regulatory reform food products. However, the current regulatory system lags far behind the changes occurring in the marketplace. places a burden on processors, is often unpredictable or For example, regulations slow the introduction of excessively slow and inhibits innovation and the flow of new products far beyond what is necessary to protect products between provinces and to other countries. New the public. They take an increasing proportion of regulations often appear to be developed in a vacuum. management time and are preventing consumers from Impact assessments frequently miss unanticipated gaining access to healthier food products and information results, in part because processors are not consulted about the health benefits of those products. during the process of creating the regulations. Goal Create a regulatory environment that protects public safety but at the same time encourages innovation and supports Ontario’s agri-food industry, a system that provides a level playing field for industry participants and minimizes the barriers to international and inter-provincial trade. Reforming provincial and national regulatory systems is a multi-year process and will only be achieved by making progress on several fronts simultaneously. • Using partnerships with governments and industry • Improving the regulatory process to ensure greater associations to create the political will and pressure efficiency and timeliness of decision-making in to achieve real change relation to regulatory action and consistency in • Reforming the process of creating regulations to applying and enforcing regulations include critical reviews prior to implementation • Achieving better coordination, integration, with significant consultation with industry on harmonization, and resource sharing to overcome impacts and implementation the problem of regulatory overlap between federal and provincial governments ProPoSEd ACtIonS 1. Strategy implementation committee to identify and prioritize current regulatory barriers and develop a strategy to address the highest priority barriers. 2. OMAFRA and Minister of Agriculture, Food and Rural Affairs continue to push for regulatory reform particularly related to the recommendations of the Minister’s Strategic Advisory Committee. - Examine where Ontario can influence regulatory reform and assist the province in finding solutions. - Encourage the provincial government to harmonize regulations with other provinces. Identify inter-provincial barriers to food and beverage trade and work with government and other agri-food organizations to address them. 3. OMAFRA and AOFP will identify ways that industry can be more involved during the process of developing regulations. 4. AOFP will partner with other organizations seeking to change agri-food regulations and identify workable models for change to apply to priority areas. 5. Encourage the Government of Ontario to establish a ‘one-window’ access point to assist members of the agri-food sector in navigating different regulatory approval and policy processes. 12 A Strategy for Ontario’s Food and Beverage Processing Industry Strategic Priority 3 Fostering Innovation Innovation is essential to Ontario food and new products and creative ways to reduce costs, beverage processors. Consumers expect more variety, while maintaining value for the consumer. At the quality and health options. Retail and foodservice same time, firms must address new challenges organizations demand a stream of innovative in both energy and the environment. Goal Revitalize Ontario’s food and beverage processing innovation system. Increase investment in productivity, new product R&D and support for commercializing new ideas and new products. Create a system that is focused on innovation, customer value, environmental sustainability and future opportunities. Reversing the loss of competitiveness will require efforts on several fronts. Increase access to capital Invest in energy and environment • According to the industry, lack of capital is the • Although energy and the environment have always greatest barrier to innovation. been major issues for Ontario’s food and beverage processors, their importance has increased dramatically in the last five years. Both energy reverse the productivity decline and waste management costs have doubled. An • Food manufacturing ranks second to last in estimated 15% processing cost of production productivity growth among the province’s twenty- is related to energy and another 5% to waste one manufacturing industries. management. The industry’s competitiveness • Between 1990 and 2003 average manufacturing depends on its ability to improve energy and value added/worker rose 44% in Ontario’s environmental sustainability. manufacturing industries. • The beverage sector kept pace at 48%, Focus on consumers but food processing productivity growth • The industry’s future depends on being able to meet was only 21%. Investment in new and exceed consumer expectations and staying at equipment and training is needed to improve the forefront in new product development and industry competitiveness. supply chain innovation. Increase investment in r&d Create a culture of innovation • Canada is far behind other G7 countries in R&D • Instill a commitment across the industry to invest investment in food and beverage processing. in the relationships, people and technologies Food manufacturing also lags behind other needed to support an innovation culture. manufacturing sectors in Canada in R&D investment. The Federal/Provincial/Territories Assistant Deputy Minister’s report of 2006 identified investment in food and beverage processing R&D as a priority for improving competitiveness and incomes. Setting Priorities for the Future ~ An Executive Summary 13 Strategic Priority 3 Fostering Innovation Invest in innovation related training Improve operating margins • Training workers to support innovation is critical to • The industry is high volume/low margin, and the successful implementation of new technologies. profits in recent years have been insufficient to fund investment in new technologies and processes. Excess processing capacity in many sectors adds to costs and Enhance commercialization capabilities reduces the ability of companies to invest. • R&D is not enough. The process of commercializing new food products must be faster and easier. Incentives to develop and commercialize new Support access to information products, removing regulatory barriers and • Create extension support systems to provide global supporting knowledge networks can play a role in technology scanning and information sharing around bringing new technologies to market. new technologies, market intelligence and competitor reaction. Improve supply flexibility • Ontario’s agricultural industry cannot always assure a reliable stream of inputs for new product opportunities. This should be an objective of new relationships with producers. ProPoSEd ACtIonS 1. Implement a Food Investment Fund. - Develop programs and policies to assist companies to invest in innovation and productivity. - Identify current programs that may be better used or modified to make them more effective. - Invest in food and beverage processing research and development. Identify barriers to investment and strategies for overcoming them. - Increase support for commercializing new products and technologies and invest in programs and organizations that bridge the commercialization gap between new ideas, research institutions and commercial products. - Build on current programs and initiatives. 2. Create a fund aimed at energy and environmental management. - The fund would support research, new technologies, pilot studies, audits, retrofits and infrastructure support and training. 3. Create a technology scanning and extension function and invest in industry knowledge transfer. 14 A Strategy for Ontario’s Food and Beverage Processing Industry Strategic Priority 4 Building Human Resource Capacity Employment in food and beverage processing is rarely longer terms needs of attracting, retaining, and training considered as a first choice for students or other potential workers specifically for the industry. The success of employees. However, the industry offers numerous the food and beverage processing industry depends sustainable employment opportunities ranging from upon its ability to attract, retain and develop workers, manual labour to the latest in new technologies. particularly in light of the growing competition for the Prospective employees are unaware of the opportunities declining labour pool. and the industry has not focused enough attention on the Goal: To provide employers with the tools and to develop a workforce with the skills required to support the Ontario food and beverage processing sector. Recognizing the importance of this issue, the industry previously undertook a labour study, which highlighted the following goals. Create the ‘Industry of Choice’ by: Create the ‘Employer of Choice’ by: • Profiling the Ontario food and beverage processing • Providing employers with the tools to attract, industry as a viable employment and career retain and train workers opportunity • Developing post-secondary education pathways Two projects have been started to address these objectives. to train employees, providing the technical and They are a start, but more will be needed in the future. supervisory skills needed to succeed in tomorrow’s processing industry ProPoSEd ACtIonS 1. Support the two current human resource projects, the Workforce Development Project and the Post Secondary Curriculum Blueprint for Ontario’s Agri-Food Industry. 2. Hire a manager to coordinate the projects and initiatives, to undertake outreach and promote the industry as an attractive career option. 3. Participate with the Industry Coalition to establish a Premier’s Council that will develop a comprehensive provincial skills strategy. Setting Priorities for the Future ~ An Executive Summary 15 Implementation Moving ahead requires focus and commitment, but Focused action it will also require organization and profile. The food The plan identifies action items in four priority areas. and beverage processing industry has long suffered The implementation committee and the industry will from its inability to work together at the highest level to focus on those action items during the initial stages of identify and prioritize issues, and to develop strategies implementation, creating early successes and building to cooperate with governments and industry partners to momentum for change. create workable solutions. The creation of a strategic plan is a beginning. Although the specific implementation Speaking with one voice details will be laid out in full in the implementation An effective communication strategy is vital to the plan, the first steps include the following: process. The early stages of the strategy are concerned with communication — with farmers and customers, Assembling a Strategy Implementation Committee government and food and beverage processors. The As the leader for implementing a strategy for industry must speak with one voice during the process Ontario food and beverage processors, the AOFP will through the implementation committee and AOFP assemble an industry led steering committee including board. industry leaders and association senior executives. The While individual sectors will continue dealing committee’s mandate will be to finalize the details of the with their own specific issues and opportunities, the implementation plan and oversee the completing of the implementation committee will represent the food and action items. Although the committee will direct the beverage processing industry as whole. The actions must implementation, it will ultimately be responsible to the be decisive and the messages to industry, governments Board of Directors of the AOFP. and partners must be clear, concise and unified. Creating supporting infrastructure A different future needs a different approach Acting on the plan and moving the industry ahead The industry is important, the challenges are real, but will require supporting resources in communications, the future is promising for food and beverage processing membership development, industry relations and in Ontario. This strategy is about success—success that government relations to support implementation. can only happen with the full and active participation of industry, farmers, customers and government. By supporting food and beverage processing, all of Ontario’s agri-food industry will benefit.
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