Productivity framework Article 

Accepted Version 

Wagstaff, C., Kendrick, F., Dennis, C., Hollington, P., Hess, T., Brameld, J., Crook, M., Wilkinson, M., Roberts, J., Farrell, C. and Mason, B. (2018) Productivity framework. Food Science and Technology (IFST quarterly magazine), 32 (4). pp. 52­57. Available at http://centaur.reading.ac.uk/82954/ 

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FrameworkforproductivityCarolWagstaff,FionaKendrick,ColinDennis,PhilHollington,TimHess,JohnBrameld,MitchCrook,MichaelWilkinson,JerryRoberts,CraigFarrellandBarbaraMasonlookatskillsshortagesandcareerspathwaysintheagrifoodindustry.Ahighlydiverseindustrialsectorshortofhumancapital

Theagriculture,foodanddrinkindustrycontributesmoretotheUKeconomyperannumthanthatoftheautomotiveandaerospaceindustriescombined.In2017,foodanddrinkbusinessesalonehadaturnoverof£196bnandgeneratedover£10bnperannumforHMTreasury,withexportsexceeding£22bn,60%ofwhichweretradedwiththeEU1.Sustainingtheagriculture,foodanddrinkindustriesrequireshumancapital.Currentestimatescalculatethattheagrifoodsupplychainemploysapproaching4mpeopleofwhomover10%arewithinthefoodanddrinksector2.Thesectorhasbuiltareputationforbeingeconomicallyresilient,producinghighqualitygoods,makinganaverageannualinvestmentofover£350minresearchanddevelopment(R&D)andbringingaround16,000newproductstomarketeveryyear3.Despitethehighprofileofsomemajorfoodanddrinkmanufacturersandretailers,over96%offoodbusinessesareclassifiedasSMEs.Thesesmallerenterprisesareparticularlyconcentratedinregionsoflowemploymentandproductivity,suchastheSouthWestofEngland,WalesandruralpartsofScotland4.Thediversityofcompaniesinthesector,bothintermsofportfolioandsize,enablespeopletopursuearangeofcareerpathways.Furthermore,inabillion-poundindustrythereisasmuchneedforfinancial,legalandsalesexpertiseasthereisforproductdevelopment,productionandtechnicalprocessingskills.DespitebeingthelargestmanufacturingcommunityintheUK,theagrifoodsectorhasseenthesizeofitsworkforcefallduringaperiodofrapidtechnologicaladvances.Pressuresoncostsandmargins,off-shoringandglobalisation,extensivemergerandacquisitionactivityandgrowthinmarketpowerofmajorretailers,haveallcontributedtothisdecline.Between2000and2007over80,000jobswerelost,whichequatestoa16%dropinemploymentlevels5.However,thevalueofthesectorcontinuestoexpandanditispredictedthattherewillbeanincreasingneedforindividualswiththeskillstobecomemanagers,seniorofficials,professionalsandskilledtechnicalexperts6.The2017Nestareport‘TheFutureofSkills:Employmentin2030’indicatedthatthefoodpreparationandhospitalityoccupationsarelikelytoshowthelargestgrowthofanyindustryintheUK(>70%)7.Theauthorsassociatethiswiththeincreasedpresenceof‘differentiatedproducts’e.g.artisangoodsandservices,suchasroasting,butchery,bartending,thathavebecomeincreasinglyvaluedbyconsumers8.Thefoodanddrinkindustryhasidentifiedthatitwillneedover140,000newrecruitsby20249,plusafurther595,000inagriculturetoreplacethoseretiringorleavingthesectorforotherreasons10.Thereisaparticularshortageof

experienceinfoodengineering,foodscience,croptechnology,engineeringandautomation,andmanagement,withhigher-levelskillsshortagesacrossthesector.Agrifoodcurrentlyhasoneofthelowesttake-upofapprenticeshipsandtendstobemorereluctanttoinvestinformalstafftraininganddevelopmentcomparedwithothersectors.TheFoodandDrinkFederationhaspledgedtotripleapprenticeshipswithinthefoodanddrinkindustryby2020toaddressthestaffshortagesexperiencedbycompaniesatalllevels9.TheIndustrialStrategyanditschallengesfortheagrifoodsectorThe2017IndustrialStrategyWhitePaperstatesthatby2030theGovernmentaimsfor:‘theUKtobethemostinnovativecountryintheworld’withbusinesses‘investinginR&DandtheskillsneededinachangingworkenvironmenttomaximisetherewardsandbenefitsinnovationcanbringtoeveryoneintheUK’11.Thisisaparticularlywelcomeaspirationforasectorthatisshortofskilledworkersandwhichneedsinnovationinordertoadopttechnologiesthatwillenabletheintensificationofproduction,areductionoftheenvironmentalfootprintoftheindustryandareplacementofsomejobswithengineeringsolutions.However,muchasitwouldappearthattheGovernmentshouldbepushingonanopendoor,theFutureofSkills&LifelongLearningForesightReport(2017)indicatesthattheavailabilityoftrainingdoesnotcorrelatewithengagement.TheReportdescribesthisasimplying‘thateducationprovidersarenotoffering,orstudentsarenotselecting,thecoursesthatmatchwithemployers’skillsneeds,andthatfutureskillneedsarenotbeingfullyanticipated’12.Businessesarenotabletorecruitnewstaffwiththenecessaryskillsstraightfromtheeducationsystem.Employersthereforeneedtorecognisethebroaderimpactofskillsshortagesontheirbusiness.A2015surveyof6,469employersreproducedintheForesightReportrevealedthatthemajorityrecognisedtheimpactofskillsshortagesinthebusinessonotheremployees,butfewwereawareoftheconsequencesontheabilityofthebusinesstodevelopnewproductsorservicesortointroducetechnologicalchange(Figure1).

Figure1.Negativeimpactsofskill-shortagevacanciesonemployersaccordingtoUKCESsurveyof6,469employers(2015).ReproducedfromtheForesightReport(2017)13.TheForesightReportfurthernotestheneedforworkerstocontinuetrainingthroughouttheircareersinordertokeepupwithtechnologicalchangesandmarketinfluences.However,despitemostcompaniesrecognisingthattheyareexperiencingaskillsshortage,work-basedtraininghasbeenindeclinesince2001.EmployerinvestmentintraininginEnglandfellby14.5%inrealtermsbetween2005and201114.Asurveyof30,721employees(OfficeforNationalStatistics,2017)showthattrainingintheearlypartofcareersismorelikelytobeundertakenbymen,whereaswomenaremorelikelytopursuetrainingastheygetolder(Figure2).Whenthedataareexpressedinpercentageterms,they

ONS,2017b,n=30,721

revealasteadydeclineinthepercentageofemployeesofeithersexwhoundertooktrainingasageincreased(Figure3).

Figure2.Numberofmaleandfemaleworkersundertakingjob-relatedtraininginpreviousthreemonths(Q1,2017,lefthandy-axis)comparedtototalnumberofemployeesinthesameperiod(righthandy-axis).DatatakenfromtheOfficeofNationalStatistics14.

Figure3.Percentageofmaleandfemaleworkersundertakingjob-relatedtrainingoreducationintheprevious3monthsbyagegroup,Q12017.ReproducedfromtheForesightReport(2017)TheIndustrialStrategyChallengeFund,spearheadedbyUKRI,includesspecificchallengesonHealthyAgeingandTransformingFoodProductionsecuringopportunitiesforacademic-industrialcollaborationtobringthelatestresearchideasintotherealcommercialworld.However,unlesssuitabletrainingisprovidedtoensurethatworkershavetheskillsandunderstandingtoimplementnewideas,theinvestmentwillnotbringthepracticaloutcomesdesiredbytheGovernment.TheGovernmenthasalreadyinvested£80millioninfourCentresofAgriculturalInnovation,thefirstofwhich(Agrimetrics)waslaunchedinOctober2015.Itisimperativethattheagriculture,foodanddrinkindustriesengagewiththesecentressothatgovernmentinvestmentbenefitsthesector.TheaimofthecentresistoincreaseUKproductivity;increaseddialoguewithindustrystakeholdersiscriticaltoensurethatthecentresremainrelevantanddeveloptoolsandtechnologiesthatarefitforpurpose.Skills:akeypriorityfortheFoodandDrinkSectorCouncil

EstablishedinJanuary2018,theFoodandDrinkSectorCouncilisaformalindustrypartnershipwithgovernmentcreatedtoimprovetheproductivityandsustainabilityoftheUKfoodanddrinksupplychain.TheFoodandDrinkSectorCouncilrepresentsthewholeofthefoodchainfromfarmingandmanufacturing,toretail,hospitalityandlogistics.Itprovidesthegatewayforgovernmentintothefoodindustrytoaddressthebigchallengesandopportunitiesinareas,suchasraisingproductivity,reducingtheenvironmentalimpactoftheindustry,improvingpublichealthandcreatingnewemploymentopportunitiesacrosstheUK.OneoftheCouncil’skeyprioritiesisworkforceandskills.UndertheleadershipofNestléUK&IrelandChairandSectorCouncilmember,DameFionaKendrick,aWorkforceandSkillsGrouphasbeensetuptocreatesomeindustry-ledactions–thatgovernmentcanfullysupport–tosecureaworld-class,skilledworkforceandshouldhelptheUKfoodanddrinksupplychaintransitionintoapost-Brexitworld.TheWorkforceandSkillsGroupiscurrentlyfocusingon:̶ FutureworkforceandskillsneedsoftheUKfoodchain,whichwillbe

evidencedbyaresearchproject̶ Apprenticeships̶ Imageofthesector̶ Up-skillingtheworkforceCareerperceptionsofthesectorandtrainingopportunities

OneareaoffocusfortheWorkforceandSkillsgroupistheimageofthefoodchainandtheperceptionoftheindustry–somethingthathasoftenarisenasachallenge.Overall,thesectorisnotperceivedasattractivetoyoungpeople–despitethefactthatitiswellpaidwithexcellentcareeropportunitiesandhighearningpotential.WhenasampleofUKundergraduateswereaskedabouttheir

perceptionsoftheagriculture,foodanddrinkindustries,theirawarenessofthesectorasawholewasextremelypoor;theyregardeditasanunattractivecareeroption15usingtermssuchas‘lowpaid;lowskilled;dirty;longhours;shiftwork;stuckinafactory;anddrivingatractor’.Therealityisthatthesectorprovideshighflyingcareeroptionsthatareextremelytransferable,requiringpeoplewithmanagement,finance,marketing,salesandcreativeskillstositalongsidetechnicalknowledgeofthesectorandtheproductsitgenerates.Thefoodanddrinkindustryneedstoworkwithgovernmenttocapitaliseonopportunitiestoinformschoolsandstudentsaboutthecareersavailable.AlthoughtheGCSEinFoodTechnologythatisavailableinEnglandandWalesispopular,itisnotalwaystaughtfromthescientificperspectivedesiredbythosewithintheindustryandschoolshavealimitedunderstandingofcareerpathsavailabletostudentswhoareinterestedinfoodscience.ThisiscompoundedbytheALevelinFoodTechnologybeingdiscontinuedin2018,althoughScotlandoffersanAdvancedHigherlevelqualificationinHealthandFoodTechnology,whichissplitintotwounits:FoodforHealthandFoodScience,ProductionandManufacturing.Whilsttheinclusionofhealthinthesubjectwillencourageuptakefromabroadercohort,thereisremarkablylittlescienceinthecoursedescription,whichdoesnotencouragestudentswhoareinterestedincoresciencestoconsiderthefoodindustryasacareerpath16.Thereishugepotentialtoincludefoodandagriculturalreal-worldexamplesinmainstreamSTEMsubjects,suchasBiology,ChemistryandMathematics,buttodatetheopportunityhasnotbeenseizedandtheindustryismissingoutonthetalentpipelineemergingfromschools.Theagrifoodskillsgapiswidelyacknowledgedbybothindustryandgovernment.Althoughitisoftenperceivedthatthegapisforlow-levelandseasonalworkers,therealityisthattheUKhasaskillsgapatalllevelsofcareerstructure,withaparticularvacuumexistingbetweenrecentgraduateemployeesandseniormanagerswhoarenearingretirement.FarmingisinthemostvulnerablepositionwiththemedianageofaUKfarmerbeing60andrelativelyfewpeopleundertheageof25enteringthesectorcomparedtootherindustries17.ManyoftheproblemsrelatedtoskillsshortagesintheUKwerepresentbeforeBrexit,buttheuncertaintyandtrendswillonlybeincreasedbytheoutcome,particularlyiffreedomofmovementofnon-UKEuropeansisrestrictedorifcurrentnon-UKemployeesinmiddle/seniormanagementjobsareforcedto,orfeelinclinedto,leavetheUK.AnEnvironment,FoodandRuralAffairsselectcommitteewasinformedinMarch2018thatthereisasubstantialshortageinlabouracrossthefoodandfarmingindustryduetoasharpdeclineintheEuropeanworkforcecomingtotheUK18,aviewfurthersupportedbyaBEISSelectCommitteereportamonthlater19.Arangeoftrainingorganisationsalreadyoperatewithinthesector,sometimesunderpinnedbyformalqualifications,sometimesdesignedtobetakenasContinuousProfessionalDevelopment(Figure4).Atpresentthereisreasonableprogressiontolevel5(mid-BSc),eitherbytakingqualificationsthroughland

basedcollegesorcoursesatproviders,suchasCampdenBRI/LeatherheadFoodResearch.Agapthenexistsbetweenlevel5andthecurrentpostgraduateofferingprovidedbytheAgriFoodTrainingPartnership(AFTP),withfewoptionsavailableintheLevel6(BSc)space.Degreeapprenticeships,atbothLevel6andLevel7,mayplugthisgapbuttherearecurrentlylimitedoptionsfortheagrifoodsectorandapprenticeships,particularlyatthehigherlevels,donotsuittheneedsofallcompanies.Almosthalfofbusinessesthatemployapprenticesfeelthatthelevyneedsreformtoprovidemoreflexibilityinhowthefundssetasideareused20.Trainingprovidersalsoneedtoconsiderthemodeoftrainingdeliveryinadditiontocontentandtiming,aspeopleincreasinglylooktostudyonlinetoenablethemtocombinethiswithothercommitments.TheSectorCouncil’sWorkforceandSkillsGroupisinvestigating,whysomepartsofthefoodchainaresuccessfulinusingapprenticeshipswhileothersstruggle.Inparticular,thegroupisexploringsolutionstothekeybarriersbusinessesfaceintryingtomakebetteruseofapprenticeships.

Figure4.TrainingframeworkwithintheUK(usingEnglishschoolsqualificationsasabenchmark).Trainingproviders(someofwhomareaffiliatedwithUKHEIs)areindicatedontheleft.Thelistoftrainingprovidersisbynomeansexhaustivebutservestoillustratethetypesoforganizationpresentateachlevel.

TheAgriFoodTrainingPartnershipasamodelfordeliveringenhancedskillstothesectorTheAgriFoodTrainingPartnership(AFTP)modelhasalreadydemonstrateditsabilitytoattractandtrainparttime,work-basedlearnersusingablendedlearningapproachthatfitswellwithemployerandemployeeneeds.ItreceivesfundingfromtheBiotechnologyandBiologicalSciencesResearchCouncil(BBSRC)toprovideparticipantswithpostgraduateleveltrainingfromContinuousProfessionalDevelopment(CPD)atLevel7toProfessionalDoctorate(Level8).QualificationsarevalidatedthroughaconsortiumofUKuniversities(AberystwythUniversity,BangorUniversity,CranfieldUniversity,HarperAdamsUniversity,TheUniversityofNottinghamandTheUniversityofReading)thataregloballyrecognisedfortheirteachingandresearchinagriculture,foodandnutrition.TheAFTPrunsIndustrialAdvisoryGroupsaddressingFoodandNutrition,LivestockandForages,EnvironmentandSustainability,andCropsandFreshProduce.Thesegroupsareheavilypopulatedbyrelevantrepresentativesfromeachsectorandseektoguidenewdevelopmentswithinthepartnershipandensurethatexistingcoursesremainrelevantandfocusedontheindustry’sownperceptionofitsneeds.Theconsortium’sexistinglinkswithindustry,particularlywherelower-levelapprenticeshipsaredelivered,enablesaninnovationculturetobeembeddedintobusinessthroughincreasingstaffskillsandleadershipatLevel7.FacilitatingtheAFTPconsortiumtodevelopplatformsfordeliveringpostgraduatelevelDegreeApprenticeshipswillassistinprofessionalisingtheagrifoodindustryandremovingbarrierstocareerprogressionthatexistinareaswhereuniversityeducationisnotthenormforschoolleavers.Additionally,theAFTPenablesparticipantstodipintoitsportfoliowithoutpursuingqualifications,withallCPDendorsedbytheInstituteofFoodScienceandTechnology,plusotherspecialistbodiesasappropriatee.g.AssociationforNutrition,DairyPro,BASIS.Thequalityandneedfortrainingplatforms,suchastheAFTP,wasrecentlyendorsedbyIainFerguson,Co-ChairoftheFoodandDrinkSectorCouncil:‘[TheAFTP]haveacentralroletoplay[...]thewaythatyou'realreadyworkingwithsixormaybeevensevenuniversitiesrightacrossthechainisexactlythesamemodelthatwe'retryingtobuildintheFoodandDrinkSectorCouncil21.’Businesseshavereportedthatdisseminationofthelearningbyindividualemployees,whohaveundertakenAFTPtraining,resultsinenhancedprofessionalpractice,developmentandadoptionofnewmanufacturingprocessesortechnologieswithasubsequentbenefittothebottomlineofthebusiness.Newdirectionsfortheagrifoodsector

Thesectorneedstoimproveitsabilitytoportraythecareerpotentialthatitoffers.Othersectors,suchasengineeringandIT,haveemployeespossessingawiderangeofskillsthatareapplicabletoagricultureandfood,yetthereisalmostnomovementbetweensectors.Moregraduatesneedtoenterthesectorwiththerightkindsofqualificationsi.e.science,mathsandengineeringsubjects.Someexcellentresourcesareavailableforschools,suchastheTastyFoodCareersdocument22,,buttheawarenessofopportunitiesamongstcareerdepartmentsandtheunderstandingthattheindustryneedsappliedscientists

remainsinadequate,despitetheeffortsoftheNationalSkillsAcademyforFoodandDrink23.Moreagriculture,foodanddrinkcompaniesneedtohaveaclearlydefinedstafflearninganddevelopmentpolicy-presentlyonly40%ofthoseinWaleshaveone24,whereasinIrelandthestatehastakenamoreproactivestancetowardsfacilitatinglifelonglearningthroughSOLAS(StateOrganisationwithresponsibilityforfunding,planningandco-ordinatingFurtherEducationandTraininginIreland).TheCareerTraineeshipinitiativehasbeendevelopedbySOLASincollaborationwithEducationandTrainingBoards(ETBs)andenterprise.Work-basedlearning,primarilyatNFQlevels4and5,isusedasthemainmodeofdeliveryandiscurrentlybeingpilotedwiththehospitalityandengineeringsectors,withtheinvolvementofsevenETBs.NetworksofemployershavebeencreatedtofacilitatepartnershipswithETBstoidentifytrainingneeds,designthetrainingprogrammes,recruitlearnersanddeliverthetrainingonandoffthejob25.ThroughouttheUKthereisaneedforbusinesstoworkincreasinglycollaborativelywithtrainingproviderstodesigncoursecurriculumssothatbusinessesgetpeoplestraightoutoftrainingwhohavethespecific,andsometimesbespoke,skillstheyneed.TheprovisionofskillstraininginSMEsisrecognisedtobeworsethanitisinlargeorganisations.SMEmanagerstendtorecruitexternallyiftheyneedanewskillratherthanencouragingemployeestotake‘timeout’toreceiveappropriatetraining.SMEsoftenlackthefinancialflexibilitytoinvestinstafftraining,andareeitherunawareofopportunitiestoaccessfundingsupport,orperceivetheprocessastootimeconsuming.Theopportunitiesforsmallerorganisationstoaccessfundingforexistingstaffdevelopmentneedstobesimplifiedwiththebenefitsofsuchtrainingbeingmoreclearlyarticulatedbytheproviders.LocalEnterprisePartnerships(LEPs)arethelynchpinofrecognisingtheneedsforskillsinvestmentfortheirregions.LEPs,suchastheMidlandsEngine,HeartoftheSouthWestandTheMarches,arewellpositionedgeographicallytoservekeyagrifoodareas.Dialogueabouttrainingneedsshouldbeencouragedoverabroaderrangeofbusinesstypesandsizes,withclearpathwaysforskillsandstaffdevelopmentidentifiedasaresult.Businessleadersneedtobemoreawareofthe‘trainingparadox’,whereinvestingintrainingmakespeoplemarketablecommoditiesthatarelikelytomoveon.However,peoplewhohaveacompanyinvestingintheirfuturefeel‘lookedafter’andaremorelikelytostay,thusbringingenhancedbenefittotheiremployer.Thisisafarhealthiersituationthanignoringstaffdevelopment,whichcanonlyresultinastaticbusinessanduntrainedemployees.Apprenticeshipscanenhancebothtechnicalandmanagement/leadershipskills.Mostfoodcompaniesconsideringlevel7apprenticeshipshaveexpressedaneedforenhancedmanagementandleadershipskillsatthislevel.Furthertechnicalskillsdevelopmentwillstillberequired,butpotentiallyinmorefocusedareasthancanbeofferedthroughanapprenticeshipschemeinitscurrentformat.

Graduatetrainingprogrammesmayintimebereplacedbyapprenticeshipsiftherightformatandcontentcanbeestablished.Technologywillundoubtedlyreplacesomeoftheneedforhumancapital.Forinstance,theAgriEpiCentrehasdevelopedthe‘Hands-FreeHectare’todemonstratethatitispossibletoproduceandharvestanarablecropwithoutdirecthumanintervention.TheHands-FreeHectarecropcurrentlycostsmoretoproducethanthevalueoftheharvestatmarketrates,butasthetechnologymovesfromademonstrationprototypetoroutineproduction,thiswillinevitablychange.TractorsandcombineharvestersarenoweffectivelyITstudiosonwheels,yettheperceptionoffarmingamongstschoolchildren,unlesstheyareinruralareas,isthatitishard,dirtyworkthanrequiresbrawnratherthanbrain.Apartialreversalofurbanisationneedstooccursothatthecountrysideisseenasavibrantplacetoworkandinvest.Undergraduatetraininginengineeringanddigitaltechnologiesneedstouseagricultureasawayofcontextualisingitssubjectmatterandtohighlightthepotentialforexcitingcareersprovidedbythedevelopmentofdrones,fieldphenotypingandsupplychainencryptiontechnologies.Peoplewillalwaysbeessentialfortheagrifoodindustriesandparticularlythosewheresoftskillsareintegraltotheirdelivery,suchascustomerserviceandhospitality.Morecollaborationisrequiredbetweenbusiness,trainingproviders,andschoolstomakecareeropportunitiesclearandtoenableastructuredpathwayintothearea.Scotland’sCollegeDevelopmentNetworkisagoodexampleofhowthistripartitearrangementcanwork;abusiness,anFEcollegeandauniversityformeachnetwork,whichissupportedbycentrallyorganisedcareersevents(Figure5).

Figure5.CollegeDevelopmentNetwork,Scotland.Achievementsinthefirstfouryears2013-1726.

ConclusionsThefoodsystemischangingacrosstheUK,Europeandindeedworldwide.Consumersdemanddifferentproductsanddifferentproductionstandardscomparedtotimesgoneby.Lifestylesarechangingsothattechnologyisembeddedwithinconsumers’dailylives;values,suchastheculturalandethicaloriginsoffood,arebecomingmoreimportant.Questionsremainastowhethertheindustryisreadytoadapttothischangingfoodsystemandhowworkerswillacquirethenecessaryskillsandcompetencies.Theagrifoodindustryischaracterisedbyitsdiversity,intermsofproductsgrownormade,employeenumbersandscopeofthesupplychainfromultra-localtotrulyglobal.Therefore,aonesize-fits-allsolutionisunlikelytobesuccessful.Thatthesectorisfacingashortageinstaffnumbersandstaffskillsisanindelibletruth.Howitreactstothissituationremainstobeseen,butthesolutionswillinvolveawiderangeoftrainingopportunities,revolutionarytechnologicalinnovationsandleadershipatthehighestleveltoenablebusinessestoinvestinpeopleandgrowtheirproductivity.

References

CarolWagstaff1,2,FionaKendrick3,ColinDennis1,PhilHollington1,4,TimHess1,5,JohnBrameld1,6,MitchCrook1,7,MichaelWilkinson1,8,JerryRoberts1,9,CraigFarrell1,2,BarbaraMason1,2Email:c.wagstaff@reading.ac.uk

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