thefifthsense

AS YOU LIKE IT MARKETING AND COMMUNICATIONS 466 Morden Road., Suite B, Oakville, Ontario L6K 3W4 | (905) 849-1815 results@asyoulikeitmarketing.com | www.asyoulikeitmarketing.com

As You Like It Marketing is an award winning full service ad agency specializing in strategic branding and marketing that delivers measurable results. We combine innovative design with strategic thinking to attract attention, reach customers and help put your brand on top.

We are specialists in brand identity, advertising, retail packaging, food styling & photography, menuboard design, environmental design, point of purchase, sales materials, conference & event planning and brand consulting & speaking.

Our campaigns evoke that special something... umami! As You Like It is an agency that will stimulate all your senses.

Ask most people and they would tell you the human tongue can detect four basic tastes: sweet, sour, bitter and salty, but the sense of taste is actually much more complicated. The smell, sound and texture of food also helps the taste buds relay taste to mission control in the brain.

In recent years, a fifth taste, umami, has been recognized. It involves all the senses, and is said to have a spiritual or mystical quality. Associated in culinary circles as experiencing a perfect quality in taste, it evokes a special emotional response when that taste is experienced.

4290 AYLI Umami Ad.indd 1 7/24/08 11:22:15 AM

thefifthsense

AS YOU LIKE IT MARKETING AND COMMUNICATIONS 466 Morden Road., Suite B, Oakville, Ontario L6K 3W4 | (905) 849-1815 results@asyoulikeitmarketing.com | www.asyoulikeitmarketing.com

As You Like It Marketing is an award winning full service ad agency specializing in strategic branding and marketing that delivers measurable results. We combine innovative design with strategic thinking to attract attention, reach customers and help put your brand on top.

We are specialists in brand identity, advertising, retail packaging, food styling & photography, menuboard design, environmental design, point of purchase, sales materials, conference & event planning and brand consulting & speaking.

Our campaigns evoke that special something... umami! As You Like It is an agency that will stimulate all your senses.

Ask most people and they would tell you the human tongue can detect four basic tastes: sweet, sour, bitter and salty, but the sense of taste is actually much more complicated. The smell, sound and texture of food also helps the taste buds relay taste to mission control in the brain.

In recent years, a fifth taste, umami, has been recognized. It involves all the senses, and is said to have a spiritual or mystical quality. Associated in culinary circles as experiencing a perfect quality in taste, it evokes a special emotional response when that taste is experienced.

4290 AYLI Umami Ad.indd 1 7/24/08 11:22:15 AM

Report on Tourism Pg. 12

HR Guide Pg. 26

In this Issue...

Minimum Wage Update Pg. 32

OHI Top 30 Under 30 Pg. 18

Foreign Worker Program Pg. 30

Labour Shortage Overview Pg. 8

For more information call your Heinz Sales Representative or visit www.foodservice.heinz.ca 1 866 205-5733 1 866 565-5700 1 866 574-3469 1 866 570-6550 Western Canada Ontario Quebec Atlantic Canada

4 COL.PROC.

quadrant marketing ltd.

f7336CLIENT: HEINZ JOB DESC.: Upside Down Ketchup_&_HP FF Ads

FOLDER NAME: 7336 Heinz_Profile_Mag_Trade_Ads

FILE NAME: f01_7336_UDKetchup_Profile_Mag_Ad

START DATE: June 5 08 ART DIRECTOR: tr ARTIST: Bryan D

REV. DATE: ARTIST:

PREP TO DISK #: 1 DATE: June 9 08 ARTIST: Bryan D

THIS ARTWORK HAS BEEN CREATED AT 100%

OF ACTUAL SIZE8.125" X 10.875" FLAT

8" X 10.75" LIVEBLEED: 0.125"

THIS LASER PROOF HAS BEEN SCALED TO __% TO FIT IN THE PAGE.

1220 Sheppard Ave. E., Suite 400,Toronto, Ontario M2K 2S5 Tel.: 416.497.1711 Fax: 416.497.3441

IMPORTANT: FINAL APPROVAL IS THE CLIENTS RESPONSIBILITY. PLEASE PROOF THIS ARTWORK CAREFULLY. QUADRANT MARKETING SHOULD BE NOTIFIED OF ANY CHANGES IN ORDER TO MAINTAIN MECHANICAL ACCURACY. WE RECOMMEND THAT COLOUR PROOFS BE SUBMITTED TO US FOR APPROVAL BEFORE PRINTING. ALL TRAPS, SPREADS AND FILMWORK ARE THE RESPONSIBILITY OF THE SEPARATOR. PICTURES ARE FINAL UNLESS OTHERWISE INDICATED. BLENDS SHOULD BE REPLACED WITH CTs IF THEY ARE PREDICTED TO CAUSE BANDING.

COLOUR SWATCHES (FOR REFERENCE ONLY). PLEASE REFER TO THE PANTONE MATCHING SYSTEM OR CURRENT PRINTED SAMPLES FOR AN ACCURATE COLOUR MATCH.

C

Y

MK

PMS 000 PMS 000 PMS 000xxC/xxM/xxY/xxK

BACKGROUND COLOUR

STUDIO ARTIST

ART DIRECTOR

PROJECT MANAGER

MOCKUP (PM)

PROOFREAD

ART APPROVED

ACC. MANAGER

QC(AREA MUST BE SIGNED)

CREATIVEPRODUCTION

4

Report on Tourism Pg. 12

HR Guide Pg. 26

In this Issue...

Minimum Wage Update Pg. 32

OHI Top 30 Under 30 Pg. 18

Foreign Worker Program Pg. 30

Labour Shortage Overview Pg. 8

For more information call your Heinz Sales Representative or visit www.foodservice.heinz.ca 1 866 205-5733 1 866 565-5700 1 866 574-3469 1 866 570-6550 Western Canada Ontario Quebec Atlantic Canada

4 COL.PROC.

quadrant marketing ltd.

f7336CLIENT: HEINZ JOB DESC.: Upside Down Ketchup_&_HP FF Ads

FOLDER NAME: 7336 Heinz_Profile_Mag_Trade_Ads

FILE NAME: f01_7336_UDKetchup_Profile_Mag_Ad

START DATE: June 5 08 ART DIRECTOR: tr ARTIST: Bryan D

REV. DATE: ARTIST:

PREP TO DISK #: 1 DATE: June 9 08 ARTIST: Bryan D

THIS ARTWORK HAS BEEN CREATED AT 100%

OF ACTUAL SIZE8.125" X 10.875" FLAT

8" X 10.75" LIVEBLEED: 0.125"

THIS LASER PROOF HAS BEEN SCALED TO __% TO FIT IN THE PAGE.

1220 Sheppard Ave. E., Suite 400,Toronto, Ontario M2K 2S5 Tel.: 416.497.1711 Fax: 416.497.3441

IMPORTANT: FINAL APPROVAL IS THE CLIENTS RESPONSIBILITY. PLEASE PROOF THIS ARTWORK CAREFULLY. QUADRANT MARKETING SHOULD BE NOTIFIED OF ANY CHANGES IN ORDER TO MAINTAIN MECHANICAL ACCURACY. WE RECOMMEND THAT COLOUR PROOFS BE SUBMITTED TO US FOR APPROVAL BEFORE PRINTING. ALL TRAPS, SPREADS AND FILMWORK ARE THE RESPONSIBILITY OF THE SEPARATOR. PICTURES ARE FINAL UNLESS OTHERWISE INDICATED. BLENDS SHOULD BE REPLACED WITH CTs IF THEY ARE PREDICTED TO CAUSE BANDING.

COLOUR SWATCHES (FOR REFERENCE ONLY). PLEASE REFER TO THE PANTONE MATCHING SYSTEM OR CURRENT PRINTED SAMPLES FOR AN ACCURATE COLOUR MATCH.

C

Y

MK

PMS 000 PMS 000 PMS 000xxC/xxM/xxY/xxK

BACKGROUND COLOUR

STUDIO ARTIST

ART DIRECTOR

PROJECT MANAGER

MOCKUP (PM)

PROOFREAD

ART APPROVED

ACC. MANAGER

QC(AREA MUST BE SIGNED)

CREATIVEPRODUCTION

4

C Canadas foodservice industry has faced its share of challenges over the years, but nothing will affect the industry more than a labour shortage.

Although, 31 cents out of every dollar spent at a restaurant goes to employee wages and benefits, Foodservice operators across Canada are still having difficulty finding and retaining skilled and entry level workers.

Foodservice truly is a people business. It is one of the most labour intensive industries in Canada, employing more than one million

people. However, operators are losing workers to other, higher-paying industries.

A poorly staffed restaurant has a direct impact on customer service and product quality, furthermore resulting in lost business, a reduction in investment and diminished growth for the overall economy.

Leading industry groups such as the Canadian Restaurant and Food- services Association and the Canadian Tourism Human Resource Council have been instrumental in lobbying for the revision of existing government policies to change the labour landscape and alleviate the severe labour shortage in the foodservice industry.

Changes to the Provincial Nominee Program and the Temporary Foreign Worker Program were recently introduced and are being credited as a step in the right direction.

As we explore the intricacies of this shortage, we hope to equip you with the necessary insight and required tools to battle this most important issue.

Lastly, I would like to extend a special thank you to the Ontario Hostelry Institute for inviting us to participate in this years Top 30 under 30 and their ongoing commitment to recognizing top young performers in the field of hospitality.

Best Regards,

Juan Malvestitti, Publisher

PUBLISHERJuan Malvestitti416.236.7473

juan@modernempire.ca

SENIOR DESIGNERJay Hunt

design@modernempire.ca

CONTRIBUTORSRuth Caceres, CTHRCJ. Charles Grieco, OHI

Jon Kiely, CTHRC

SUBSCRIPTIONSCanada: One year $27.00 Elsewhere: $39.00

Single copy sales:Canada $9.00 Elsewhere: $12.00

Requests for permission to reprint or publish any portion of this magazine should be

addressed to the publisher.

PROFILE Magazine is published four times a year by

PRESIDENT Juan Malvestitti

CONTROLLER Florencia Rojas

LEGAL Carla Bracamonte

2087 Lake Shore Blvd, W. Ste. 1607 Toronto, Ontario M8V 4G3

www.modernempire.ca

PROFILE Magazine welcomes letters but accepts no responsibility for unsolicited

manuscripts or photographs.

Canadian Publications Mail ProductSales Agreement No. 41608530

All contents copyrightModern Empire Inc.

Printed in Canada on recycled paper.

V I S I O N S T R AT E G Y R E S U LT S

Publishers Note

For more information visit www.foodservice.heinz.ca or call your Heinz Sales Representative.

1 866 205-5733 1 866 565-5700Western Canada Ontario

1 866 574-3469 1 866 570-6550Quebec Atlantic Canada

HP is a registered trademark of HP Foods Limited and is used under license.

Attractive Forever Full look

Shatter-resistant plastic bottle

Convenient, larger format

Improved dispensing and evacuation

Full support from Heinz Food Service Sales

Forever FullHP SAUCE

New

4 COL.PROC.

quadrant marketing ltd.

f7336CLIENT: HEINZ JOB DESC.: Upside Down Ketchup_&_HP FF Ads

FOLDER NAME: 7336 Heinz_Profile_Mag_Trade_Ads

FILE NAME: f01_7336_HP_FF_Profile_Mag_Ad

START DATE: June 5 08 ART DIRECTOR: tr ARTIST: Bryan D

REV. DATE: ARTIST:

PREP TO DISK #: 1 DATE: June 9 08 ARTIST: Bryan D

THIS ARTWORK HAS BEEN CREATED AT 100%

OF ACTUAL SIZE8.125" X 10.875" FLAT

8" X 10.75" LIVEBLEED: 0.125"

THIS LASER PROOF HAS BEEN SCALED TO __% TO FIT IN THE PAGE.

1220 Sheppard Ave. E., Suite 400,Toronto, Ontario M2K 2S5 Tel.: 416.497.1711 Fax: 416.497.3441

IMPORTANT: FINAL APPROVAL IS THE CLIENTS RESPONSIBILITY. PLEASE PROOF THIS ARTWORK CAREFULLY. QUADRANT MARKETING SHOULD BE NOTIFIED OF ANY CHANGES IN ORDER TO MAINTAIN MECHANICAL ACCURACY. WE RECOMMEND THAT COLOUR PROOFS BE SUBMITTED TO US FOR APPROVAL BEFORE PRINTING. ALL TRAPS, SPREADS AND FILMWORK ARE THE RESPONSIBILITY OF THE SEPARATOR. PICTURES ARE FINAL UNLESS OTHERWISE INDICATED. BLENDS SHOULD BE REPLACED WITH CTs IF THEY ARE PREDICTED TO CAUSE BANDING.

COLOUR SWATCHES (FOR REFERENCE ONLY). PLEASE REFER TO THE PANTONE MATCHING SYSTEM OR CURRENT PRINTED SAMPLES FOR AN ACCURATE COLOUR MATCH.

C

Y

MK

PMS 000 PMS 000 PMS 000xxC/xxM/xxY/xxK

BACKGROUND COLOUR

STUDIO ARTIST

ART DIRECTOR

PROJECT MANAGER

MOCKUP (PM)

PROOFREAD

ART APPROVED

ACC. MANAGER

QC(AREA MUST BE SIGNED)

CREATIVEPRODUCTION

The B.C. government listened to our industry and clearly understands we are facing a people shortage, not just a skills shortage, - Mark von Schellwitz, V.P, CRFA Western Canada

The B.C. government listened to our industry and clearly understands we are facing a people shortage, The B.C. government listened to our industry and clearly understands we are facing a people shortage,

C Canadas foodservice industry has faced its share of challenges over the years, but nothing will affect the industry more than a labour shortage.

Although, 31 cents out of every dollar spent at a restaurant goes to employee wages and benefits, Foodservice operators across Canada are still having difficulty finding and retaining skilled and entry level workers.

Foodservice truly is a people business. It is one of the most labour intensive industries in Canada, employing more than one million

people. However, operators are losing workers to other, higher-paying industries.

A poorly staffed restaurant has a direct impact on customer service and product quality, furthermore resulting in lost business, a reduction in investment and diminished growth for the overall economy.

Leading industry groups such as the Canadian Restaurant and Food- services Association and the Canadian Tourism Human Resource Council have been instrumental in lobbying for the revision of existing government policies to change the labour landscape and alleviate the severe labour shortage in the foodservice industry.

Changes to the Provincial Nominee Program and the Temporary Foreign Worker Program were recently introduced and are being credited as a step in the right direction.

As we explore the intricacies of this shortage, we hope to equip you with the necessary insight and required tools to battle this most important issue.

Lastly, I would like to extend a special thank you to the Ontario Hostelry Institute for inviting us to participate in this years Top 30 under 30 and their ongoing commitment to recognizing top young performers in the field of hospitality.

Best Regards,

Juan Malvestitti, Publisher

PUBLISHERJuan Malvestitti416.236.7473

juan@modernempire.ca

SENIOR DESIGNERJay Hunt

design@modernempire.ca

CONTRIBUTORSRuth Caceres, CTHRCJ. Charles Grieco, OHI

Jon Kiely, CTHRC

SUBSCRIPTIONSCanada: One year $27.00 Elsewhere: $39.00

Single copy sales:Canada $9.00 Elsewhere: $12.00

Requests for permission to reprint or publish any portion of this magazine should be

addressed to the publisher.

PROFILE Magazine is published four times a year by

PRESIDENT Juan Malvestitti

CONTROLLER Florencia Rojas

LEGAL Carla Bracamonte

2087 Lake Shore Blvd, W. Ste. 1607 Toronto, Ontario M8V 4G3

www.modernempire.ca

PROFILE Magazine welcomes letters but accepts no responsibility for unsolicited

manuscripts or photographs.

Canadian Publications Mail ProductSales Agreement No. 41608530

All contents copyrightModern Empire Inc.

Printed in Canada on recycled paper.

V I S I O N S T R AT E G Y R E S U LT S

Publishers Note

For more information visit www.foodservice.heinz.ca or call your Heinz Sales Representative.

1 866 205-5733 1 866 565-5700Western Canada Ontario

1 866 574-3469 1 866 570-6550Quebec Atlantic Canada

HP is a registered trademark of HP Foods Limited and is used under license.

Attractive Forever Full look

Shatter-resistant plastic bottle

Convenient, larger format

Improved dispensing and evacuation

Full support from Heinz Food Service Sales

Forever FullHP SAUCE

New

4 COL.PROC.

quadrant marketing ltd.

f7336CLIENT: HEINZ JOB DESC.: Upside Down Ketchup_&_HP FF Ads

FOLDER NAME: 7336 Heinz_Profile_Mag_Trade_Ads

FILE NAME: f01_7336_HP_FF_Profile_Mag_Ad

START DATE: June 5 08 ART DIRECTOR: tr ARTIST: Bryan D

REV. DATE: ARTIST:

PREP TO DISK #: 1 DATE: June 9 08 ARTIST: Bryan D

THIS ARTWORK HAS BEEN CREATED AT 100%

OF ACTUAL SIZE8.125" X 10.875" FLAT

8" X 10.75" LIVEBLEED: 0.125"

THIS LASER PROOF HAS BEEN SCALED TO __% TO FIT IN THE PAGE.

1220 Sheppard Ave. E., Suite 400,Toronto, Ontario M2K 2S5 Tel.: 416.497.1711 Fax: 416.497.3441

IMPORTANT: FINAL APPROVAL IS THE CLIENTS RESPONSIBILITY. PLEASE PROOF THIS ARTWORK CAREFULLY. QUADRANT MARKETING SHOULD BE NOTIFIED OF ANY CHANGES IN ORDER TO MAINTAIN MECHANICAL ACCURACY. WE RECOMMEND THAT COLOUR PROOFS BE SUBMITTED TO US FOR APPROVAL BEFORE PRINTING. ALL TRAPS, SPREADS AND FILMWORK ARE THE RESPONSIBILITY OF THE SEPARATOR. PICTURES ARE FINAL UNLESS OTHERWISE INDICATED. BLENDS SHOULD BE REPLACED WITH CTs IF THEY ARE PREDICTED TO CAUSE BANDING.

COLOUR SWATCHES (FOR REFERENCE ONLY). PLEASE REFER TO THE PANTONE MATCHING SYSTEM OR CURRENT PRINTED SAMPLES FOR AN ACCURATE COLOUR MATCH.

C

Y

MK

PMS 000 PMS 000 PMS 000xxC/xxM/xxY/xxK

BACKGROUND COLOUR

STUDIO ARTIST

ART DIRECTOR

PROJECT MANAGER

MOCKUP (PM)

PROOFREAD

ART APPROVED

ACC. MANAGER

QC(AREA MUST BE SIGNED)

CREATIVEPRODUCTION

The B.C. government listened to our industry and clearly understands we are facing a people shortage, not just a skills shortage, - Mark von Schellwitz, V.P, CRFA Western Canada

With dwindling birth dates and retiring baby boomers, it isnt surprising that the Conference board of Canada is estimating a labour shortage in excess of one million people in our country by the year 2015. While the projections may cast a dim shadow on the foodser-vice industry, there are some recent initiatives and incentives to help combat the looming crisis. It is estimated that the foodservice industry will require an additional 200,000 employees over the next decade. While other industries in Canada are reducing their workforce through technological and automated advancements and outsourcing to foreign countries, people remain a vital compo-nent in the foodservice sector. The industry has grown steadily for the past 60 years and, according to a report done by the Canadian Restaurant and Foodservices Association called Help Wanted: The Labour Shortage Crisis and Canadas Foodservice Industry, there are more people in the foodservice industry today than in agriculture, forestry, pulp and paper, banking and oil and gas extraction combined. Despite the numbers of people in the industry, many foodservice businesses are feeling the pinch as employees transfer their skill sets to other high-er-paying industries. With the crisis being most acute in Alberta, there is growing evidence show-ing that foodservice enterprises are being affected across the country in varying degrees of severity. A restaurant that has a staffing shortfall simply cannot provide the same level of service.

This ultimately can result in lost of business, impacting not only

the staff and owners, but the local community and overall

economy. Its a ripple effect that isbeing felt across the board.

Various measures have been discussed to help stem the tide. Revamping some of the restrictions to the Employment Insurance system in an effort to attract more workers is one possible solution. Unemploy-ment rates in Western Canada, for instance, are at an almost 30-year low, but the youth unemployment rate in parts of Canada still remains high.

The federal and provincial governments could provide various resources and incentives to help Canadians temporarily or even permanently relo-cate to areas of Canada experiencing chronic labour shortages. Government needs to rewrite outdated

Canadian Employment by Industry

legislation and policies that relate to todays market conditions and remove any bureaucratic barriers that may impede much needed change.Mark von Schellwitz, Vice President of the Canadian Restaurant and Foodservices Association for Western Canada, has been instrumental in lobbying for the re-vision of existing government policies to change the labour landscape in Brittish Columbia and Alberta.

Anounced this past February by the Minister of Eco-nomic Development in British Columbia, revisions to a pilot program geared to the provinces hospitality and tourism employers were revealed. The Provincial Nominee Program (PNP) will enable employers to offer permanent positions to employees who have entered Canada as temporary foreign workers. Semi-skilled positions such as counter help and line cooks that were previously excluded from the PNP are now included.

The B.C. government listened to our industry and clearly understands we are facing a people shortage, not just a skills shortage,

remarks von Schellwitz in a public statement. This pilot project will allow some of the exceptional temporary foreign-service workers in the foodservice industry to exceed as new permanent Canadian resi-dents. Were confident the program will be a success and these occupations will be added to the perma-nent PNP elegibility list, he adds.Plans to implement a similar program in Alberta are well underway.

Last year, Ottawa also announced a number of im-provements to the Temporary Foreign Worker Pro-gram. The program enables employers to fill vacant positions when Canadian candidates are not avail-able. Temporary foreign workers, traditionally only allowed to stay in Canada for one year under the existing program, are now able to stay for two years. Employees who are currently in Canada for on a Tem-porary Foreign Worker Permit can also apply for the 12-month extension. Employers can complete the Foreign Worker Application known as an Application for a Labour Market Opinion online and processing time has been drastically reduced. With the Olympics only two years away, one would naturally assume that the labour pool would increase as people want to be a part of the Olympic fever. While this might be true in some instances, von Schellwitz says there is also a fear that exists. As job creation increases in the hospitality industry, many employers will loose employees, albeit temporar-ily, because of the huge draw of the games. Venues within the main hubs of the Olympics, namely Van-couver and Whistler will do well, but he encourages other businesses in outlying areas to manage their expectations.

In spite of the recent changes to the Temporary For-eign Worker Program and the addition of the semi-skilled labour to the PNP program in British Colum-bia, there is no one magical solution.

Labour Shortage Overview

24.3%19.8%18.3%17.7%13.2%

55-646.1%

0.7% 6.1%

65+

55-64

45-5435-44

25-34

20-24

15-19

Distribution of Foodservice Employees by Age

Source: CRFA Labour Force Survey, Statistics Canada

continued on next page

by Lucie Grys

8 9

With dwindling birth dates and retiring baby boomers, it isnt surprising that the Conference board of Canada is estimating a labour shortage in excess of one million people in our country by the year 2015. While the projections may cast a dim shadow on the foodser-vice industry, there are some recent initiatives and incentives to help combat the looming crisis. It is estimated that the foodservice industry will require an additional 200,000 employees over the next decade. While other industries in Canada are reducing their workforce through technological and automated advancements and outsourcing to foreign countries, people remain a vital compo-nent in the foodservice sector. The industry has grown steadily for the past 60 years and, according to a report done by the Canadian Restaurant and Foodservices Association called Help Wanted: The Labour Shortage Crisis and Canadas Foodservice Industry, there are more people in the foodservice industry today than in agriculture, forestry, pulp and paper, banking and oil and gas extraction combined. Despite the numbers of people in the industry, many foodservice businesses are feeling the pinch as employees transfer their skill sets to other high-er-paying industries. With the crisis being most acute in Alberta, there is growing evidence show-ing that foodservice enterprises are being affected across the country in varying degrees of severity. A restaurant that has a staffing shortfall simply cannot provide the same level of service.

This ultimately can result in lost of business, impacting not only

the staff and owners, but the local community and overall

economy. Its a ripple effect that isbeing felt across the board.

Various measures have been discussed to help stem the tide. Revamping some of the restrictions to the Employment Insurance system in an effort to attract more workers is one possible solution. Unemploy-ment rates in Western Canada, for instance, are at an almost 30-year low, but the youth unemployment rate in parts of Canada still remains high.

The federal and provincial governments could provide various resources and incentives to help Canadians temporarily or even permanently relo-cate to areas of Canada experiencing chronic labour shortages. Government needs to rewrite outdated

Canadian Employment by Industry

legislation and policies that relate to todays market conditions and remove any bureaucratic barriers that may impede much needed change.Mark von Schellwitz, Vice President of the Canadian Restaurant and Foodservices Association for Western Canada, has been instrumental in lobbying for the re-vision of existing government policies to change the labour landscape in Brittish Columbia and Alberta.

Anounced this past February by the Minister of Eco-nomic Development in British Columbia, revisions to a pilot program geared to the provinces hospitality and tourism employers were revealed. The Provincial Nominee Program (PNP) will enable employers to offer permanent positions to employees who have entered Canada as temporary foreign workers. Semi-skilled positions such as counter help and line cooks that were previously excluded from the PNP are now included.

The B.C. government listened to our industry and clearly understands we are facing a people shortage, not just a skills shortage,

remarks von Schellwitz in a public statement. This pilot project will allow some of the exceptional temporary foreign-service workers in the foodservice industry to exceed as new permanent Canadian resi-dents. Were confident the program will be a success and these occupations will be added to the perma-nent PNP elegibility list, he adds.Plans to implement a similar program in Alberta are well underway.

Last year, Ottawa also announced a number of im-provements to the Temporary Foreign Worker Pro-gram. The program enables employers to fill vacant positions when Canadian candidates are not avail-able. Temporary foreign workers, traditionally only allowed to stay in Canada for one year under the existing program, are now able to stay for two years. Employees who are currently in Canada for on a Tem-porary Foreign Worker Permit can also apply for the 12-month extension. Employers can complete the Foreign Worker Application known as an Application for a Labour Market Opinion online and processing time has been drastically reduced. With the Olympics only two years away, one would naturally assume that the labour pool would increase as people want to be a part of the Olympic fever. While this might be true in some instances, von Schellwitz says there is also a fear that exists. As job creation increases in the hospitality industry, many employers will loose employees, albeit temporar-ily, because of the huge draw of the games. Venues within the main hubs of the Olympics, namely Van-couver and Whistler will do well, but he encourages other businesses in outlying areas to manage their expectations.

In spite of the recent changes to the Temporary For-eign Worker Program and the addition of the semi-skilled labour to the PNP program in British Colum-bia, there is no one magical solution.

Labour Shortage Overview

24.3%19.8%18.3%17.7%13.2%

55-646.1%

0.7% 6.1%

65+

55-64

45-5435-44

25-34

20-24

15-19

Distribution of Foodservice Employees by Age

Source: CRFA Labour Force Survey, Statistics Canada

continued on next page

by Lucie Grys

8 9

Experts recommend taking a multi-faceted approach to the labour shortage and to consider many elements: Becomingbetteremployersandoffering skills based and managerial training will help draw new and retain and existing employees. Cross-trainingpeoplesotheyareskilledatdoing a variety of tasks keeps employees fulfilled and able to step in when another employee is absent. Addingmorespacesinhospitalityprogramsatboth the secondary and post-secondary level will help ease the shortage of skilled workers in the sector. Attractingandemployinglargelyunder-utilized labour pools such as semi-retired, retired, Aboriginal and disabled people can help breach any struggles in finding workers. ModifyingtheCanadaPensionPlanclawback would allow retired people to pick up hours of work along with additional income without the fear of reducing their pensions. Offeringbetterbenefitssuchastop-upsfor maternity leave and paid vacation time might be appealing to potential employees. Advertising to ethnic communities in local papers may also be productive as well as approaching rural areas and Aboriginal leaders asking fortheir support in staff recruitment, comments von Schellwitz.

With over one million Canadi-ans directly involved in the foodservice in-dustry, an estimated 181,000 additional employees are needed according to the Canadian Tourism Human Resource Council.

The labour shortage is the number one issue for CRFA members in British Columbia and Alberta,

says von Schellwitz, While not a permanent solution, changes to the Temporary Foreign Worker Program [and the Provincial Nominee Program] are a step in the right direction and recognize that were dealing with a people shortage, not just a skills shortage. One can hope that recent changes to existing gov-ernmental policies in Western Canada will impact the rest of the country as well.

Average Household Spending Average Household Spending Average Household Spending at Restaurants (per year)at Restaurants (per year)at Restaurants (per year)

British Columbia: British Columbia: British Columbia: $2,293 $2,293 $2,293 Alberta: Alberta: Alberta: $2,252 $2,252 $2,252 Ontario: Ontario: Ontario: $2,057 $2,057 $2,057 Manitoba: Manitoba: Manitoba: $1,777 $1,777 $1,777 Prince Edward Island: Prince Edward Island: Prince Edward Island: $1,664 $1,664 $1,664 Quebec: Quebec: Quebec: $1,651$1,651$1,651Saskatchewan: Saskatchewan: Saskatchewan: $1,594$1,594$1,594Nova Scotia: Nova Scotia: Nova Scotia: $1,504$1,504$1,504New Brunswick: New Brunswick: New Brunswick: $1,486$1,486$1,486Newfoundland and Labrador: Newfoundland and Labrador: Newfoundland and Labrador: $1,096$1,096$1,096

Anticipated Demand for Foodservice Employees

Source: CRFA Foodservice Facts 2007; 2005 Survey of Household Spending; Statistics Canada

Your Recipe for Success.

Cintas is the industry expert, providing garments and accessories.Front-of-the-House

Once mostly behind the scenes, chefs and kitchen staff are more visible than ever with todays open kitchens. Uniforms for waitresses, waiters, bartenders, cocktail servers and more Casual, formal, thematic, and custom uniforms

Back-of-the-House

Visible or not, Cintas uniforms, accessories, mats and other products promoteorder, hygiene and performance in the most important part of any restaurant. Chefwear and food prep uniforms Kitchen mats, anti-fatigue mats, soaps and sanitizers

With Cintas in the kitchen, youll be certain to send a positive message of credibility and professionalism.

www.cintas.ca

For more information, contact Leslie Molin at 905.565.4841.

Best UniformSupplier

Cintas Ad:Layout 1 6/4/08 3:38 PM Page 1

Source: CRFA Foodservice Facts 2007; Statistics Canada, Eating Patterns in Canada October 2006

Anticipated Demand for Foodservice Employees

10

Experts recommend taking a multi-faceted approach to the labour shortage and to consider many elements: Becomingbetteremployersandoffering skills based and managerial training will help draw new and retain and existing employees. Cross-trainingpeoplesotheyareskilledatdoing a variety of tasks keeps employees fulfilled and able to step in when another employee is absent. Addingmorespacesinhospitalityprogramsatboth the secondary and post-secondary level will help ease the shortage of skilled workers in the sector. Attractingandemployinglargelyunder-utilized labour pools such as semi-retired, retired, Aboriginal and disabled people can help breach any struggles in finding workers. ModifyingtheCanadaPensionPlanclawback would allow retired people to pick up hours of work along with additional income without the fear of reducing their pensions. Offeringbetterbenefitssuchastop-upsfor maternity leave and paid vacation time might be appealing to potential employees. Advertising to ethnic communities in local papers may also be productive as well as approaching rural areas and Aboriginal leaders asking fortheir support in staff recruitment, comments von Schellwitz.

With over one million Canadi-ans directly involved in the foodservice in-dustry, an estimated 181,000 additional employees are needed according to the Canadian Tourism Human Resource Council.

The labour shortage is the number one issue for CRFA members in British Columbia and Alberta,

says von Schellwitz, While not a permanent solution, changes to the Temporary Foreign Worker Program [and the Provincial Nominee Program] are a step in the right direction and recognize that were dealing with a people shortage, not just a skills shortage. One can hope that recent changes to existing gov-ernmental policies in Western Canada will impact the rest of the country as well.

Anticipated Demand for Foodservice Employees

Source: CRFA Foodservice Facts 2007; 2005 Survey of Household Spending; Statistics Canada

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Source: CRFA Foodservice Facts 2007; Statistics Canada, Eating Patterns in Canada October 2006

10

By Jon Kiely State of the Industry Report on Tourism

to fill this void, thus limiting a critical source of labour supply for the tourism sector.

The Canadian Tourism Human Resource Council (CTHRC) worked with the Canadian Tourism Research Institute of The Conference Board of Canada to develop and apply a new model that estimates the gap between labour supply and demand. This work builds on the Canadian Tourism Research Institutes extensive expertise in measuring the impact of tourism in Canada. CTHRC tracks employment information for food and beverage service industries included in Statistics Canadas Tourism Satellite Account. This includes full-service restaurants, limited service eating places and bars. It does not include food and beverage services provided in other industries such as institutions, hospitals, food service contractors or mobile food services.

Projections for the potential labour shortage in the tourism sector indicate that the labour shortage will grow significantly between 2005 and 2025. In 2005, there was an estimated shortage of nearly 25,000 jobs in the tourism sector. By 2025, this figure could rise to nearly 350,000 jobs. (See table below.)

The Canadian tourism sector is a key component of local economies as well as the national economy. The Conference Board of Canadas forecast of the potential demand for tourism goods and services in Canada suggests that spending could rise from $130 billion in 2005 up to $220 billion in 2025 (at inflation-adjusted 1997 dollars). Growth in spending from domestic and foreign tourists on tourism good and services in Canada could increase from $54.4 billion in 2005 to $101.7 billion in 2025, a potential gain of 86 per cent. In order to meet this demand, however, the sector will need to attract an increasing number of workers.In 2006, there were 1.67 million Canadians, or 10.1% of the Canadian workforce, employed by the approximately 190,000 businesses in the Canadian tourism sector. These employees work in five industry groups: Accommodations, Food & Beverage Services, Recreation & Entertainment, Transportation, and Travel Services. While some of these businesses are large corporations, 80% are small and medium-sized enterprises having fewer than 20 employees.

While people of all ages work in the tourism sector, one-third (33%) are between the ages of 15-24, which is double the average of the entire Canadian workforce. It is not surprising then, that 37% of the tourism workforce are seasonal or part-time employees. Contrary to common misperceptions, 51% of tourism employees have some level of post-secondary education, and the proportion of the tourism labour force that were born outside of Canada is just 1% higher than the

percentage for Canada as a whole.

While employment demand in Canada is expected to grow at 1.1% per year, tourism employment is projected to increase 1.8% annually, which represents more than 30,000 new tourism jobs per year.

The food & beverage group is the largest in terms of number of employees, accounting for nearly 47% of total tourism employ-ment. It is projected that employment demand will grow by 1.8% per year until 2015. That equates to approximately 14,100 new jobs per year. This does not account for hiring as a result of turnover. According to a survey conducted by Canadian Restaurant and Food service Association on 25 national and regional foodservice chains, average annual turnover rate for an hourly paid employee is 67% at a quick-service restaurant or a casual/family dining restaurant. Growth is projected to be the largest in Ontario, Alberta, and British Columbia.

There is an interesting trend in the gender distribution of occupations. The service oriented, front-line positions are dominated by women. Occupations such as cooks, chefs and bakers are dominated by men. Managers are more likely to be men, whereas supervisors are more likely to be women. This industry group does attract more immigrants than the total tourism sector or the Canadian labour force as a whole. As the labour force shifts to depending on immigration for growth, food and beverage services will need to compete with the other sectors attracting new immigrants. As it stands, the Canadian immigration policy focuses on bringing professionals to Canada. If this does not change, it will also affect this industry groups ability to compete for labour. Other sectors that may be able to offer employment in the professionals area of expertise may be prepared to absorb immigrants more easily into the work place.

The tourism sector has long been considered one that offers only entry-level, low-paying jobs. While it is true that this is a sector that has ample frontline positions, which makes the sector the first employment experience for so many, the breadth of employment options offers a number of well-paying positions as well. That being said, we are currently feeling the effects of the front end of a labour shortage that only going to deepen. The different sectors of the Canadian economy are all in competition with one another to attract and retain top talent, whether for frontline or management positions. In this increasingly competitive landscape, employers are looking for ways to build the most competitive compensation and benefits packages they are able to.

Canadas growing labour shortage has garnered a lot of attention in recent years, especially within the tourism sector. Tourism employers are already finding it difficult to recruit enough workers, and the situation is getting worse. In the years ahead, the challenge of finding enough people to fill tourism jobs will intensify - so much so that missed opportunities and the inability to meet potential business demand could cost the industry billions of dollars.

By 2025, the potential labour shortage could reach 348,000 jobs. This shortage represents the cumulative effect of missed opportunities and unfulfilled demand over the 20 years between 2005 and 2025.

The projected labour shortages in the tourism sector will be caused by the increasing demand for labour during a period when the labour force is expected to experience a sizable shift in its growth and composition. Traditionally, the tourism sector has relied heavily on young people as a source of labour. However, the rate at which young people are entering the labour force is decreasing, and the competition to attract young people is increasing from other sectors.

Continued growth in demand for tourism goods and services contrasted with slower growth in Canadas labour force are two of the main reasons for the growing imbalance between labour demand and labour supply in the tourism sector. Falling fertility rates, longer lifespans, and the aging of the baby-boom generation will all contribute to the aging of Canadas population, which will limit labour force growth. And, although immigration rates are rising, Canadas current immigration focus on highly skilled immigrants is unlikely to fill the gap in tourism jobs. Indeed, the negative economic effects of these demographic changes are magnified in the tourism sector. On the demand side, Canadian baby boomers are expected to significantly increase their consumption of tourism and tourism-related goods and services over the forecast period. Whats more, similar baby booms in Canadas key international markets are also boosting foreign tourism demand in Canada. Thus, demand for tourism goods and services is expected to keep growing at a healthy pace. By contrast, on the supply side, the exodus of the baby boomers from the labour force is creating an increasing void of unfilled positions. Because of declining fertility rates, fewer young people are available

Total Tourism Employment: By Industry Group

2005 2006 2007 Tourism Industry # of # of # of # of # of # of Group people people people people people people employed employed employed employed employed employed

Tourism 1,651,200 100.0% 1,660,800 100.0% 1,742,400 100.0% Accommodations 202,700 12.3% 191,500 11.5% 203,900 11.7% Food & Beverage 753,300 45.6% 775,200 46.7% 814,400 46.7% Services Recreation & 383,600 23.2% 379,700 22.9% 416,500 23.9% Entertainment Transportation 259,800 15.7% 266,500 16.0% 256,800 14.7% Travel Services 51,800 3.2% 47,900 2.9% 50,800 2.9%

Source: Canadian Tourism Human Resource Council.

12 13

By Jon Kiely State of the Industry Report on Tourism

to fill this void, thus limiting a critical source of labour supply for the tourism sector.

The Canadian Tourism Human Resource Council (CTHRC) worked with the Canadian Tourism Research Institute of The Conference Board of Canada to develop and apply a new model that estimates the gap between labour supply and demand. This work builds on the Canadian Tourism Research Institutes extensive expertise in measuring the impact of tourism in Canada. CTHRC tracks employment information for food and beverage service industries included in Statistics Canadas Tourism Satellite Account. This includes full-service restaurants, limited service eating places and bars. It does not include food and beverage services provided in other industries such as institutions, hospitals, food service contractors or mobile food services.

Projections for the potential labour shortage in the tourism sector indicate that the labour shortage will grow significantly between 2005 and 2025. In 2005, there was an estimated shortage of nearly 25,000 jobs in the tourism sector. By 2025, this figure could rise to nearly 350,000 jobs. (See table below.)

The Canadian tourism sector is a key component of local economies as well as the national economy. The Conference Board of Canadas forecast of the potential demand for tourism goods and services in Canada suggests that spending could rise from $130 billion in 2005 up to $220 billion in 2025 (at inflation-adjusted 1997 dollars). Growth in spending from domestic and foreign tourists on tourism good and services in Canada could increase from $54.4 billion in 2005 to $101.7 billion in 2025, a potential gain of 86 per cent. In order to meet this demand, however, the sector will need to attract an increasing number of workers.In 2006, there were 1.67 million Canadians, or 10.1% of the Canadian workforce, employed by the approximately 190,000 businesses in the Canadian tourism sector. These employees work in five industry groups: Accommodations, Food & Beverage Services, Recreation & Entertainment, Transportation, and Travel Services. While some of these businesses are large corporations, 80% are small and medium-sized enterprises having fewer than 20 employees.

While people of all ages work in the tourism sector, one-third (33%) are between the ages of 15-24, which is double the average of the entire Canadian workforce. It is not surprising then, that 37% of the tourism workforce are seasonal or part-time employees. Contrary to common misperceptions, 51% of tourism employees have some level of post-secondary education, and the proportion of the tourism labour force that were born outside of Canada is just 1% higher than the

percentage for Canada as a whole.

While employment demand in Canada is expected to grow at 1.1% per year, tourism employment is projected to increase 1.8% annually, which represents more than 30,000 new tourism jobs per year.

The food & beverage group is the largest in terms of number of employees, accounting for nearly 47% of total tourism employ-ment. It is projected that employment demand will grow by 1.8% per year until 2015. That equates to approximately 14,100 new jobs per year. This does not account for hiring as a result of turnover. According to a survey conducted by Canadian Restaurant and Food service Association on 25 national and regional foodservice chains, average annual turnover rate for an hourly paid employee is 67% at a quick-service restaurant or a casual/family dining restaurant. Growth is projected to be the largest in Ontario, Alberta, and British Columbia.

There is an interesting trend in the gender distribution of occupations. The service oriented, front-line positions are dominated by women. Occupations such as cooks, chefs and bakers are dominated by men. Managers are more likely to be men, whereas supervisors are more likely to be women. This industry group does attract more immigrants than the total tourism sector or the Canadian labour force as a whole. As the labour force shifts to depending on immigration for growth, food and beverage services will need to compete with the other sectors attracting new immigrants. As it stands, the Canadian immigration policy focuses on bringing professionals to Canada. If this does not change, it will also affect this industry groups ability to compete for labour. Other sectors that may be able to offer employment in the professionals area of expertise may be prepared to absorb immigrants more easily into the work place.

The tourism sector has long been considered one that offers only entry-level, low-paying jobs. While it is true that this is a sector that has ample frontline positions, which makes the sector the first employment experience for so many, the breadth of employment options offers a number of well-paying positions as well. That being said, we are currently feeling the effects of the front end of a labour shortage that only going to deepen. The different sectors of the Canadian economy are all in competition with one another to attract and retain top talent, whether for frontline or management positions. In this increasingly competitive landscape, employers are looking for ways to build the most competitive compensation and benefits packages they are able to.

Canadas growing labour shortage has garnered a lot of attention in recent years, especially within the tourism sector. Tourism employers are already finding it difficult to recruit enough workers, and the situation is getting worse. In the years ahead, the challenge of finding enough people to fill tourism jobs will intensify - so much so that missed opportunities and the inability to meet potential business demand could cost the industry billions of dollars.

By 2025, the potential labour shortage could reach 348,000 jobs. This shortage represents the cumulative effect of missed opportunities and unfulfilled demand over the 20 years between 2005 and 2025.

The projected labour shortages in the tourism sector will be caused by the increasing demand for labour during a period when the labour force is expected to experience a sizable shift in its growth and composition. Traditionally, the tourism sector has relied heavily on young people as a source of labour. However, the rate at which young people are entering the labour force is decreasing, and the competition to attract young people is increasing from other sectors.

Continued growth in demand for tourism goods and services contrasted with slower growth in Canadas labour force are two of the main reasons for the growing imbalance between labour demand and labour supply in the tourism sector. Falling fertility rates, longer lifespans, and the aging of the baby-boom generation will all contribute to the aging of Canadas population, which will limit labour force growth. And, although immigration rates are rising, Canadas current immigration focus on highly skilled immigrants is unlikely to fill the gap in tourism jobs. Indeed, the negative economic effects of these demographic changes are magnified in the tourism sector. On the demand side, Canadian baby boomers are expected to significantly increase their consumption of tourism and tourism-related goods and services over the forecast period. Whats more, similar baby booms in Canadas key international markets are also boosting foreign tourism demand in Canada. Thus, demand for tourism goods and services is expected to keep growing at a healthy pace. By contrast, on the supply side, the exodus of the baby boomers from the labour force is creating an increasing void of unfilled positions. Because of declining fertility rates, fewer young people are available

Total Tourism Employment: By Industry Group

2005 2006 2007 Tourism Industry # of # of # of # of # of # of Group people people people people people people employed employed employed employed employed employed

Tourism 1,651,200 100.0% 1,660,800 100.0% 1,742,400 100.0% Accommodations 202,700 12.3% 191,500 11.5% 203,900 11.7% Food & Beverage 753,300 45.6% 775,200 46.7% 814,400 46.7% Services Recreation & 383,600 23.2% 379,700 22.9% 416,500 23.9% Entertainment Transportation 259,800 15.7% 266,500 16.0% 256,800 14.7% Travel Services 51,800 3.2% 47,900 2.9% 50,800 2.9%

Source: Canadian Tourism Human Resource Council.

12 13

Compensation and BenefitsIn 2006 the CTHRC conducted the first comprehensive, national study on compensation and benefits across the sector. Market information from the report is based on data gathered from 1,153 organizations (51,754 incumbents).

Bonus and IncentiveTwenty percent of the full- and part-time employees in the study (7,847 incumbents) are eligible for some type of short term incentive program. Sixty-eight percent of executives, 44% of supervisory / management jobs and 15% of front line jobs are eligible for short term incentives. Of those eligible, 76% (5,971 incumbents) received incentive payouts.

The median bonus payouts range from 12% of base salary for the executive / owner level to 4% of base salary for front line staff. Incumbents in Alberta received the highest median bonus payouts, while employees in Newfoundland and Labrador received the lowest bonus payouts.

Benefits The most prevalent benefits programs offered are extended health care (59% of organizations), employee life insurance (57% of organizations), long term disability (53% of organizations), and dental care (offered by 52% of organizations). Cellular phone with air time, mileage reimbursement, and employee discounts (travel or services) are the most common perquisites offered to the employees.

The most prevalent other perquisite program reported is free meals. Other free items reported include dry cleaning and laundry, use of company facilities, uniforms, tickets to events, employee recognition awards, parking, room and board, gift certificates, golf, staff appreciation parties, work footwear, and Air Miles. Subsidized housing and clothing allowance is another perquisite program reported. Professional development, another perquisite program, may include paid educational programs, staff training courses, informal conflict resolution programs, participation in Tourism Human Resource Organization industry programs, first aid training, and scholarships or bursaries for returning students.

14 15

Compensation and BenefitsIn 2006 the CTHRC conducted the first comprehensive, national study on compensation and benefits across the sector. Market information from the report is based on data gathered from 1,153 organizations (51,754 incumbents).

Bonus and IncentiveTwenty percent of the full- and part-time employees in the study (7,847 incumbents) are eligible for some type of short term incentive program. Sixty-eight percent of executives, 44% of supervisory / management jobs and 15% of front line jobs are eligible for short term incentives. Of those eligible, 76% (5,971 incumbents) received incentive payouts.

The median bonus payouts range from 12% of base salary for the executive / owner level to 4% of base salary for front line staff. Incumbents in Alberta received the highest median bonus payouts, while employees in Newfoundland and Labrador received the lowest bonus payouts.

Benefits The most prevalent benefits programs offered are extended health care (59% of organizations), employee life insurance (57% of organizations), long term disability (53% of organizations), and dental care (offered by 52% of organizations). Cellular phone with air time, mileage reimbursement, and employee discounts (travel or services) are the most common perquisites offered to the employees.

The most prevalent other perquisite program reported is free meals. Other free items reported include dry cleaning and laundry, use of company facilities, uniforms, tickets to events, employee recognition awards, parking, room and board, gift certificates, golf, staff appreciation parties, work footwear, and Air Miles. Subsidized housing and clothing allowance is another perquisite program reported. Professional development, another perquisite program, may include paid educational programs, staff training courses, informal conflict resolution programs, participation in Tourism Human Resource Organization industry programs, first aid training, and scholarships or bursaries for returning students.

14 15

Three hundred and seventy participants provided details on their policies of splitting gratuities. Not surprisingly, the food and beverage services industry shows the highest prevalence of a policy to split gratuities among staff. Key findings include:

Gratuitiesaregenerallysplitamongthoseemployeeswhodirectlyaffecttheserviceprovided,bothmanagementandfrontline. Mostof thegratuitysplittingpolicies rewardemployees involvedwith thepreparationandserviceof foodandbeverageseven if the primary industry of the organization is not food and beverage services. Respondentsreportedvariouslevelsofmanagementsinvolvementingratuitysplittingpolicies.Insomecasesmanagementisnot involved at all; This policy choice is left with the employees, while in other cases polices are enforced by management; Servers are required to tip out. In the food and beverage services industry themost common policy is for servers to tip out either a percentage of their tips or a percentage of their total sales to the support and kitchen staff. Tip pooling is only used occasionally. Whenserverstipthesupportandkitchenstaffoutoftheirgratuities,theamountrangesfrom10%to50%ofgratuities,withanaverage of 18%. Anothercommonmethodofgratuitysplittingisforserverstotipthesupportandkitchenstaffbasedontotalfoodandbeveragesales. The amount ranges from 1% to 4.5% with an average of 2.5% of sales. Intheaccommodationsindustrytippoolingisthemostcommonpolicy.Gratuitiesareusuallyaddedontothebanquetbilland then split amongst staff based on job function, often as per the collective agreement. Managementstaffworkingwithinbanquetsandcontractedeventscommonlyreceive25%to40%ofgratuities. Fortippools,mostoftheorganizationsdistributethepoolbasedonhoursworked.Othersmaysplitusingapointsystembased on function and/or length of service. The CTHRC will continue to conduct research into labour market information, and share this information with the sector. The ability of employers to make decisions and take action to counter deepening labour shortages will be assisted by arming them with timely and accurate information. To learn more about the 2006 Total Tourism Employment study, or the National Compensation study, please visit www.emerit.ca. Plans to update the Total Tourism Employment study to incorporate the 2006 Census data and the 2007 Labour Force Survey and Business Register are underway. The National Compensation study will also be updated this fiscal.

The Canadian Tourism Human Resource Council is funded through the Federal Government Sector Council Program.

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16

Three hundred and seventy participants provided details on their policies of splitting gratuities. Not surprisingly, the food and beverage services industry shows the highest prevalence of a policy to split gratuities among staff. Key findings include:

Gratuitiesaregenerallysplitamongthoseemployeeswhodirectlyaffecttheserviceprovided,bothmanagementandfrontline. Mostof thegratuitysplittingpolicies rewardemployees involvedwith thepreparationandserviceof foodandbeverageseven if the primary industry of the organization is not food and beverage services. Respondentsreportedvariouslevelsofmanagementsinvolvementingratuitysplittingpolicies.Insomecasesmanagementisnot involved at all; This policy choice is left with the employees, while in other cases polices are enforced by management; Servers are required to tip out. In the food and beverage services industry themost common policy is for servers to tip out either a percentage of their tips or a percentage of their total sales to the support and kitchen staff. Tip pooling is only used occasionally. Whenserverstipthesupportandkitchenstaffoutoftheirgratuities,theamountrangesfrom10%to50%ofgratuities,withanaverage of 18%. Anothercommonmethodofgratuitysplittingisforserverstotipthesupportandkitchenstaffbasedontotalfoodandbeveragesales. The amount ranges from 1% to 4.5% with an average of 2.5% of sales. Intheaccommodationsindustrytippoolingisthemostcommonpolicy.Gratuitiesareusuallyaddedontothebanquetbilland then split amongst staff based on job function, often as per the collective agreement. Managementstaffworkingwithinbanquetsandcontractedeventscommonlyreceive25%to40%ofgratuities. Fortippools,mostoftheorganizationsdistributethepoolbasedonhoursworked.Othersmaysplitusingapointsystembased on function and/or length of service. The CTHRC will continue to conduct research into labour market information, and share this information with the sector. The ability of employers to make decisions and take action to counter deepening labour shortages will be assisted by arming them with timely and accurate information. To learn more about the 2006 Total Tourism Employment study, or the National Compensation study, please visit www.emerit.ca. Plans to update the Total Tourism Employment study to incorporate the 2006 Census data and the 2007 Labour Force Survey and Business Register are underway. The National Compensation study will also be updated this fiscal.

The Canadian Tourism Human Resource Council is funded through the Federal Government Sector Council Program.

Saeco has a solution for all of your personal and business needs. With the simple push of a button Saecos fully automatic espresso/cappuccino machines prepare all typesof coffee with the best results. Thanks to the heart of Saecos patented removable brew group, your coffee is brewed perfectly each time!

Choose Saeco if you love espresso coffee!

Great Coffee made easy!

Featuring the Talea by Saeco!Talea features the latest technological advances used in the art and science of automated espresso production to enhance both quality and consistency. Talea is perfection, cup after cup.

Welcome to the Talea family. Whether your choice isTalea Giro, Talea Ring Plus or Talea Touch, you have made a wise investment. In addition to numerous features and benefits, the entire Talea line gives you the option of adding the Milk Island (a brand new milk accessory that enables automatic frothing of milk in an external caraf). Saeco Ontario Ltd.

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16

SELECTIONS COMMITTEE

J. Chares Grieco, Committee Chair, Chair and President - The Ontario Hostelry InstituteBruce McAdams, Committee Vice-Chair, The Oliver/Bonacini GroupJasmine Baker, The Drake HotelPeter Bodnar - Rod, Tannin Fine WinesGarry Hallam, Conestoga CollegeNorman Wolfson, Lecours Wolfson

Presidents Message The Ontario Hostelry Institute has recognized for some time that the demand for talented young rising-star hospitality professionals managers, chefs and operational staff, far exceeds supply. Why? As an industry, we have tended to traditionally view our human capital at times, and in certain quarters, as an expendable resource. Increasingly, because of out-dated, low-return compensation models and onerous working conditions, talented young people too often dont view our industry as a viable long-term career option... And the non-hospitality world, recognizing the transferable, highly regarded skills that hospitality professionals possess, has begun to aggressively target our most promising workers for recruitment to other retail and professional industries. The Top 30 under 30 initiative has created a recognition and awards vehicle that is designed to recognize the hospitality industries top young performers in the field of hospitality. This recognition will go a long way to help to create and inspire a future generation of hospitality leaders. This recognition program will make the difference that ensures the future of the industry and a career-long commitment to excellence and professionalism within the ranks of our industryMen and women who are actively engaged in the hospitality industry and committed to a life-long career in this profession and who will be under 30 years of age as of December 30th, each year, are eligible to be nominated.The Top 30 under 30 will recognize, on an annual basis, 30 exceptional hospitality industry performers from Ontario who are all under the age of 30. Nominees will be drawn from a cross section of the industry (including culinary, the hotels, and will include chain restaurants, one-offs/entrepreneurs, tourism related businesses, and suppliers and those currently working in fields related to the vineyard and wineries. We will also include a small number of front-line (service) employees within this very broadly based cross section of the entire industry as well. Nominees must be actively working in Ontario for the past 2-3 years and at the time of nomination.Nomination forms for the 2009 Top 30 under 30 will be posted on www.theohi.ca on September 15, 2008.Those 30 successful nominees under 30 will be honored at our annual GOLD AWARDS DINNER on April 16, 2009.J. Charles Grieco,

!President and ChairThe Ontario Hostelry Institute

18 19

SELECTIONS COMMITTEE

J. Chares Grieco, Committee Chair, Chair and President - The Ontario Hostelry InstituteBruce McAdams, Committee Vice-Chair, The Oliver/Bonacini GroupJasmine Baker, The Drake HotelPeter Bodnar - Rod, Tannin Fine WinesGarry Hallam, Conestoga CollegeNorman Wolfson, Lecours Wolfson

Presidents Message The Ontario Hostelry Institute has recognized for some time that the demand for talented young rising-star hospitality professionals managers, chefs and operational staff, far exceeds supply. Why? As an industry, we have tended to traditionally view our human capital at times, and in certain quarters, as an expendable resource. Increasingly, because of out-dated, low-return compensation models and onerous working conditions, talented young people too often dont view our industry as a viable long-term career option... And the non-hospitality world, recognizing the transferable, highly regarded skills that hospitality professionals possess, has begun to aggressively target our most promising workers for recruitment to other retail and professional industries. The Top 30 under 30 initiative has created a recognition and awards vehicle that is designed to recognize the hospitality industries top young performers in the field of hospitality. This recognition will go a long way to help to create and inspire a future generation of hospitality leaders. This recognition program will make the difference that ensures the future of the industry and a career-long commitment to excellence and professionalism within the ranks of our industryMen and women who are actively engaged in the hospitality industry and committed to a life-long career in this profession and who will be under 30 years of age as of December 30th, each year, are eligible to be nominated.The Top 30 under 30 will recognize, on an annual basis, 30 exceptional hospitality industry performers from Ontario who are all under the age of 30. Nominees will be drawn from a cross section of the industry (including culinary, the hotels, and will include chain restaurants, one-offs/entrepreneurs, tourism related businesses, and suppliers and those currently working in fields related to the vineyard and wineries. We will also include a small number of front-line (service) employees within this very broadly based cross section of the entire industry as well. Nominees must be actively working in Ontario for the past 2-3 years and at the time of nomination.Nomination forms for the 2009 Top 30 under 30 will be posted on www.theohi.ca on September 15, 2008.Those 30 successful nominees under 30 will be honored at our annual GOLD AWARDS DINNER on April 16, 2009.J. Charles Grieco,

!President and ChairThe Ontario Hostelry Institute

18 19

LATOYA ALLEN Age: 27

Employer: Sheraton Centre Toronto HotelPosition: Engineering Coordinator

Industry Experience: 6 yearsFavourite Quote: Life is filled of uncertainties.

That is why the sky is never my limits Personal Quote

TANYA AVOLEDO-VADORIAge: 29

Employer: Maple Leaf Sports & Entertainment Ltd. Position: Manager, People Development

Industry Experience: 5 years Favourite Quote: Live with intention. Walk to the edge. Listen Hard. Practice

wellness. Play with abandon. Laugh. Choose with no regret. Continue to learn. Appreciate your friends. Do what you love. Live as if this is all there is

Mary Anne Roadacher-Hershey

NICK AUF DER MAUERAge: 26Employer: Far Niente Restaurant Position: Chef de CuisineIndustry Experience: 11 yearsFavourite Quote: You must take action now that will move you towards your goals. Develop a sense of urgency in your life Les Brown

NORMAN AITKENAge: 30Employer: Juniper Kitchen & Wine BarPosition: Chef and OwnerIndustry Experience: 14 YearsFavourite Quote: Success will be realized if you stay focused and love what you do, understand that you cant reach it with out your team behind you Personal Quote

HAYLEY BISHOPAge: 29Employer: Stratus Vineyards full-time; Niagara College part-timePosition: Hospitality & Retail Manager Industry Experience: 7 yearsFavourite Quote: What would life be if we had no courage to attempt anything? Vincent van Gogh

CYRUS COOPERAge: 22Employer: Ryerson UniversityPosition: Student, Ted Rogers School of Hospitality and Tourism ManagementExperience: 3 yearsFavorite Quote: Whether you think you can or you cant your probably right Henry Ford

JACKIE BOURGEOISAge: 28Employer: The Fairmont Royal York Hotel Position: Yorks Kitchen ManagerIndustry Experience: 6 yearsFavourite Quote: Work like you dont need the money, love like youve never been hurt, and dance like no one is watching. Satchel Paige

MARK CUFFAge: 29

Employer: The Living Vine Position: Owner

Industry Experience: 10 years Favourite Quote: The harder I work, the luckier I get

My Father

ELIZABETH EDEAge: withheldEmployer: ACE BakeryPosition: Foodservice RepresentativeIndustry Experience: 9 yearsFavourite Quote: Life is either a daring adventure or nothing Helen Keller

JASON BRAGANZAAge: 29

Employer: Angus Glen Golf Club Position: Director of Hospitality

Industry Experience: 12 yearsFavorite Quote: If youre helping move a piano

Dont be the guy that goes for the stool My mentor the late G. Bain Arnold

20 21

LATOYA ALLEN Age: 27

Employer: Sheraton Centre Toronto HotelPosition: Engineering Coordinator

Industry Experience: 6 yearsFavourite Quote: Life is filled of uncertainties.

That is why the sky is never my limits Personal Quote

TANYA AVOLEDO-VADORIAge: 29

Employer: Maple Leaf Sports & Entertainment Ltd. Position: Manager, People Development

Industry Experience: 5 years Favourite Quote: Live with intention. Walk to the edge. Listen Hard. Practice

wellness. Play with abandon. Laugh. Choose with no regret. Continue to learn. Appreciate your friends. Do what you love. Live as if this is all there is

Mary Anne Roadacher-Hershey

NICK AUF DER MAUERAge: 26Employer: Far Niente Restaurant Position: Chef de CuisineIndustry Experience: 11 yearsFavourite Quote: You must take action now that will move you towards your goals. Develop a sense of urgency in your life Les Brown

NORMAN AITKENAge: 30Employer: Juniper Kitchen & Wine BarPosition: Chef and OwnerIndustry Experience: 14 YearsFavourite Quote: Success will be realized if you stay focused and love what you do, understand that you cant reach it with out your team behind you Personal Quote

HAYLEY BISHOPAge: 29Employer: Stratus Vineyards full-time; Niagara College part-timePosition: Hospitality & Retail Manager Industry Experience: 7 yearsFavourite Quote: What would life be if we had no courage to attempt anything? Vincent van Gogh

CYRUS COOPERAge: 22Employer: Ryerson UniversityPosition: Student, Ted Rogers School of Hospitality and Tourism ManagementExperience: 3 yearsFavorite Quote: Whether you think you can or you cant your probably right Henry Ford

JACKIE BOURGEOISAge: 28Employer: The Fairmont Royal York Hotel Position: Yorks Kitchen ManagerIndustry Experience: 6 yearsFavourite Quote: Work like you dont need the money, love like youve never been hurt, and dance like no one is watching. Satchel Paige

MARK CUFFAge: 29

Employer: The Living Vine Position: Owner

Industry Experience: 10 years Favourite Quote: The harder I work, the luckier I get

My Father

ELIZABETH EDEAge: withheldEmployer: ACE BakeryPosition: Foodservice RepresentativeIndustry Experience: 9 yearsFavourite Quote: Life is either a daring adventure or nothing Helen Keller

JASON BRAGANZAAge: 29

Employer: Angus Glen Golf Club Position: Director of Hospitality

Industry Experience: 12 yearsFavorite Quote: If youre helping move a piano

Dont be the guy that goes for the stool My mentor the late G. Bain Arnold

20 21

DERRICK FISHERAge: 30Employer: Greyhawk Golf & Country Club, Cumberland, ONPosition: Executive Chef Industry Experience: 15 yearsFavourite Quote: The people you surround yourself with, are the people that make you who you are Personal Quote

ERIC GIBERSONAge: 29

Employer: Park Hyatt TorontoPosition: Front Office Manager

Industry Experience: 9 years Favourite Quote: Be nice to people on your way up because

you meet them on your way down Jimmy Durante

JONATHAN GONSENHAUSERAge: 24Employer: Panagaea RestaurantPosition: Sommelier / Restaurant ManagerIndustry Experience: 7 yearsFavourite Quote: Nothing makes the future look so rosy as to contemplate it through a glass of Chambertin Napoleon Bonaparte

LINDSAY GROVESAge: 26

Employer: Via Allegro Ristorante Position: Sommelier

Industry Experience: 17 monthsFavourite Quote: A pessimist sees the difficulty in every opportunity; an

optimist sees the opportunity in every difficulty Sir Winston Churchill

ZUZANA HARSAGHYAge: 28Employer: Oliver & Bonacini Caf & Grill, Bayview Village Position: Sous Chef Industry Experience: 10 YearsFavourite Quote: Life is great Personal Quote

GWEN HISELERAge: 27Employer: Barberians Steak House TavernPosition: Head Line Cook, Special Events Coordinator/ Caterer, Food StylistIndustry Experience: 6 yearsFavourite Quote: Too few people understand a really good sandwich James Beard

RYAN KOWALYKAge: 30Employer: Kultura Restaurant Position: Chef de Cuisine Industry Experience: 12 yearsFavourite Quote: Ability is what youre capable of doing. Motivation determines what you do. Attitude determines how well you do it Author Unknown

SALEEM MALIKAge: 30Employer: Granite ClubPosition: Banquet Services ManagerIndustry Experience: 8 yearsFavourite Quote: The man of knowledge is the one who recognizes that what is known is very little compared to what is not known, and as a result he considers himself ignorant, and accordingly he increases his efforts to know more by going out in search of knowledge Author Unknown

JEFF HYSLOPAge: 27

Employer: InnVest Hotel Real Estate Investment TrustPosition: Manager, Assset Management

Industry Experience: 10 yearsFavourite Quote: Since we cant export the scenery,

well have to import the tourists William Van Horne when building the

Banff Springs Hotel

LEAH LETFORDAge: 26

Employer: Great Wolf Lodge - Ripleys Niagara Waterpark ResortPosition: Ambassador of Fun - Director Level

Industry Experience: 3 yearsFavourite Quote: You have brains in your head. You have feet in your

shoes. You can steer yourself, any direction you choose Dr. Seuss

22 23

DERRICK FISHERAge: 30Employer: Greyhawk Golf & Country Club, Cumberland, ONPosition: Executive Chef Industry Experience: 15 yearsFavourite Quote: The people you surround yourself with, are the people that make you who you are Personal Quote

ERIC GIBERSONAge: 29

Employer: Park Hyatt TorontoPosition: Front Office Manager

Industry Experience: 9 years Favourite Quote: Be nice to people on your way up because

you meet them on your way down Jimmy Durante

JONATHAN GONSENHAUSERAge: 24Employer: Panagaea RestaurantPosition: Sommelier / Restaurant ManagerIndustry Experience: 7 yearsFavourite Quote: Nothing makes the future look so rosy as to contemplate it through a glass of Chambertin Napoleon Bonaparte

LINDSAY GROVESAge: 26

Employer: Via Allegro Ristorante Position: Sommelier

Industry Experience: 17 monthsFavourite Quote: A pessimist sees the difficulty in every opportunity; an

optimist sees the opportunity in every difficulty Sir Winston Churchill

ZUZANA HARSAGHYAge: 28Employer: Oliver & Bonacini Caf & Grill, Bayview Village Position: Sous Chef Industry Experience: 10 YearsFavourite Quote: Life is great Personal Quote

GWEN HISELERAge: 27Employer: Barberians Steak House TavernPosition: Head Line Cook, Special Events Coordinator/ Caterer, Food StylistIndustry Experience: 6 yearsFavourite Quote: Too few people understand a really good sandwich James Beard

RYAN KOWALYKAge: 30Employer: Kultura Restaurant Position: Chef de Cuisine Industry Experience: 12 yearsFavourite Quote: Ability is what youre capable of doing. Motivation determines what you do. Attitude determines how well you do it Author Unknown

SALEEM MALIKAge: 30Employer: Granite ClubPosition: Banquet Services ManagerIndustry Experience: 8 yearsFavourite Quote: The man of knowledge is the one who recognizes that what is known is very little compared to what is not known, and as a result he considers himself ignorant, and accordingly he increases his efforts to know more by going out in search of knowledge Author Unknown

JEFF HYSLOPAge: 27

Employer: InnVest Hotel Real Estate Investment TrustPosition: Manager, Assset Management

Industry Experience: 10 yearsFavourite Quote: Since we cant export the scenery,

well have to import the tourists William Van Horne when building the

Banff Springs Hotel

LEAH LETFORDAge: 26

Employer: Great Wolf Lodge - Ripleys Niagara Waterpark ResortPosition: Ambassador of Fun - Director Level

Industry Experience: 3 yearsFavourite Quote: You have brains in your head. You have feet in your

shoes. You can steer yourself, any direction you choose Dr. Seuss

22 23

DAVID SALTERAge: 28Employer: Balsam RestaurantPosition: Owner Industry Experience: 13 yearsFavourite Quote: Youre only as good as your last service Sebastien LeGoff

MICHAEL SILVA Age: 28 Employer: The TDL Group Corp. Position: Operations Manager, Special Projects Industry Experience:: 14 years Favourite Quote: The true measure of a career is to be able to be content, even proud, that you succeeded through your own endeavors without leaving casualties in your wake Allan Greenspan

AMIT SETHAge: 29

Employer: Saisethsons Hospitality Group Inc. Position: Managing Director

Industry Experience: 3.5 yearsFavourite Quote: Lead without title Robin Sharma

SCOTT ROYCEAge: 27

Employer: Harvest Restaurant, Picton ONPosition: Sous Chef/Saucier

Industry Experience: 10 yearsFavourite Quote: Cooking is like love, it should be

entered into with abandon or not at all Harriet van Horne

JASON ROLLERAge: 28Employer: Diamond Estates Wines & Spirits Ltd.Position: WinemakerIndustry Experience: 5 yearsFavourite Quote: Water separates the people of the world; wine unites them Anonymous

MELISSA STUNDENAge: 26Employer: Maple Leaf Sports & Entertainment Ltd.Position: Assistant SommelierIndustry Experience: 8 yearsFavourite Quote: Live each day to the fullest for this is not a practice life Author Unknown

MICHELLE THAMAge: 22

Employer: Far Niente RestaurantPosition: Line Cook

Industry Experience: 4 yearsFavourite Quote: Anyone can cook

Ratatouille

ZANETTE ZUKOWSKIAge: 28Employer: The Drake HotelPosition: Senior Event CoordinatorIndustry Experience: 11 yearsFavourite Quote: A man is not old until regrets start taking place of dreams Anonymous

MATTHEW WORDENAge: 30Employer: Wildcraft Grill Bar, Waterloo Position: Wine Portfolio Director and Server Industry Experience: 15 yearsFavourite Quote: Dont piss in my ear and tell me its not raining Kelly Kwan

DAN YOUNGAge: 29

Employer: Starwood Hotels & Resorts Canada Position: Public Relations Manager

Industry Experience: Experience: 4.5 yearsFavourite Quote: I dont want to achieve immortality through my work. I

want to achieve it through not dying Woody Allen

24 25

DAVID SALTERAge: 28Employer: Balsam RestaurantPosition: Owner Industry Experience: 13 yearsFavourite Quote: Youre only as good as your last service Sebastien LeGoff

MICHAEL SILVA Age: 28 Employer: The TDL Group Corp. Position: Operations Manager, Special Projects Industry Experience:: 14 years Favourite Quote: The true measure of a career is to be able to be content, even proud, that you succeeded through your own endeavors without leaving casualties in your wake Allan Greenspan

AMIT SETHAge: 29

Employer: Saisethsons Hospitality Group Inc. Position: Managing Director

Industry Experience: 3.5 yearsFavourite Quote: Lead without title Robin Sharma

SCOTT ROYCEAge: 27

Employer: Harvest Restaurant, Picton ONPosition: Sous Chef/Saucier

Industry Experience: 10 yearsFavourite Quote: Cooking is like love, it should be

entered into with abandon or not at all Harriet van Horne

JASON ROLLERAge: 28Employer: Diamond Estates Wines & Spirits Ltd.Position: WinemakerIndustry Experience: 5 yearsFavourite Quote: Water separates the people of the world; wine unites them Anonymous

MELISSA STUNDENAge: 26Employer: Maple Leaf Sports & Entertainment Ltd.Position: Assistant SommelierIndustry Experience: 8 yearsFavourite Quote: Live each day to the fullest for this is not a practice life Author Unknown

MICHELLE THAMAge: 22

Employer: Far Niente RestaurantPosition: Line Cook

Industry Experience: 4 yearsFavourite Quote: Anyone can cook

Ratatouille

ZANETTE ZUKOWSKIAge: 28Employer: The Drake HotelPosition: Senior Event CoordinatorIndustry Experience: 11 yearsFavourite Quote: A man is not old until regrets start taking place of dreams Anonymous

MATTHEW WORDENAge: 30Employer: Wildcraft Grill Bar, Waterloo Position: Wine Portfolio Director and Server Industry Experience: 15 yearsFavourite Quote: Dont piss in my ear and tell me its not raining Kelly Kwan

DAN YOUNGAge: 29

Employer: Starwood Hotels & Resorts Canada Position: Public Relations Manager

Industry Experience: Experience: 4.5 yearsFavourite Quote: I dont want to achieve immortality through my work. I

want to achieve it through not dying Woody Allen

24 25

HR GUIDE

Canadas growing labour shortage is making headlines, and its impact is be-ing felt by an increasing number of employers across the country. Whats more, a recent study commissioned by the Canadian Tourism Human Resource Council (CTHRC) suggests the shortage will worsen significantly over the next 20 years as demand for tourism products increases and the available labour pool decreases. The largest labour shortfalls are anticipated in both the food and bev-erage industry and the recreation and entertainment industry. So how will this affect your business and what can you do to work through the crunch?

An effective way to reduce the supply-de-mand imbalances is to find ways to raise productivity and to increase the avail-ability of labour at the prevailing wage rate (rather than entering into a bidding war for workers). Good human resource practices that create and retain more pro-ductive employees, and increased incen-tives for under-represented labour pools (Aboriginals, recent immigrants, people with disabilities, and retirees) to work in the tourism sector will help businesses to fulfill the increasing demand for tourism products.

Advantage: Employers of Choice

Employers who are able to attract and retain skilled labour through strong HR practices will have a distinct advantage in the tight labour market. Businesses have experienced success with a variety of strategies, including a good working environment with opportunities for ad-vancement, training, recognition and re-wards programs, and other incentives.

Creating a positive working environment requires planning and employee feed-back. It is important that employees have trust and confidence in their senior lead-ers. Including all levels of your organiza-tion in the planning, implementation, and maintenance of your corporate objectives can also go a long way to making them feel that they have a vested interest in the business. Employees want to see their efforts as valuable and contribut-ing to the prosperity of the company as a whole.

Training

When it comes to staff retention, produc-tivity, and satisfaction, no other activity is more beneficial, or more misunderstood, than training. Canada has long been singled out amongst the G8 as having a

rather lacklustre approach to training and skills development. Statistics Canada noted that,

Investment in human capital, that is, in education and skills training, is three times as important to economic growth as investment in physical capital, such as machinery and equipment.

With the available labour pool at an all-time low, employers are beginning to view training as a viable undertaking to remain competitive in the struggle to re-tain staff.As your business evolves and changes, your employees will need to keep pace

Solutions to the Labour Shortagewith new d