FOOD AND BEVERAGE MANUFACTURING
INDUSTRY REPORT
A Quantitative Research on
Labour Market Demands in the
Food and Beverage Manufacturing
Industry
July, 2015
Research, Planning and Development Department
1
Acknowledgements
The Research, Planning and Development Department of the National Training Agency (NTA)
would like to express sincere gratitude to all participating organisations for their contribution to
this quantitative research. Through their cooperation and candor, a better understanding of the
labour market in the food and beverage manufacturing industry was established. Ultimately, this
provided a basis through which targeted and strategic policy improvements could be formulated
to help bridge the employment gap between the supply of and demand for labour.
2
Contents
Acknowledgements ...................................................................................................................................... 2
Executive Summary ...................................................................................................................................... 6
Introduction .................................................................................................................................................. 8
International Perspective......................................................................................................................... 8
Regional Perspective ................................................................................................................................ 9
Local Perspective .................................................................................................................................... 10
Current Status of the Food Processing and Manufacturing Industry ............................................... 11
Economic Review........................................................................................................................................ 12
Contribution to Gross Domestic Product .............................................................................................. 12
Labour Force and Employment .............................................................................................................. 14
Demand for Skilled Persons and Training ............................................................................................. 14
Purpose of Study ........................................................................................................................................ 16
Objectives ............................................................................................................................................... 16
Methodology .............................................................................................................................................. 17
Scope....................................................................................................................................................... 17
Survey Population .................................................................................................................................. 17
Data Collection ....................................................................................................................................... 17
Data Entry ............................................................................................................................................... 18
Limitations of the study ......................................................................................................................... 18
Findings ....................................................................................................................................................... 19
Organisational Profile ............................................................................................................................ 19
Primary Service Offered ..................................................................................................................... 19
Type of Business Offered ................................................................................................................... 20
Number of Years in Operation ........................................................................................................... 20
Number of Employees ........................................................................................................................ 20
Employment Profile................................................................................................................................ 21
Present Employment .......................................................................................................................... 21
Work Permits ...................................................................................................................................... 21
Vacancies ............................................................................................................................................ 21
New and Emerging Skills Sets/Competencies ....................................................................................... 23
Anticipate Demand for Labour .............................................................................................................. 24
Training and Development .................................................................................................................... 24
3
Develop the Industry .............................................................................................................................. 25
Analysis ....................................................................................................................................................... 28
Conclusion and Recommendations ........................................................................................................... 31
Appendices ................................................................................................................................................. 32
Appendix 1: Primary Service Offered ................................................................................................... 32
Appendix 2: Present Employment ......................................................................................................... 34
Appendix 3: Vacancies ........................................................................................................................... 42
Bibliography................................................................................................................................................ 44
4
Tables
Table 1: Structure of the Food Processing and Manufacturing Industry…………………………………………………11
Table 2: Exports in TT$ for the Food Processing and Manufacturing Industry for the years 2009 - 2014 by
Subsector………………………………………………………………………………………………………………………………………………13
Table 3: Number of Business Establishments for the Food Processors and Drink Industry by Employment
Size and Year………………………………………………………………………………………………………………………………………….14
Table 4: Vacancies that are Most Difficult to Source………………………………………………………………………………22
Table 5: List of New & Emerging Skills Set/Competencies within the next 12 months…………………………..23
Figures
Figure 1: Key Mega Global Trends within the Food Processing and Manufacturing Industry from 2010 –
2020 ……………………………………………………………………………………………………………………………………………………..8
Figure 2: Percentage of Companies within each Subsector……………………………………………………………………19
Figure 3: Years in Operation………………………………………………………………………………………………………………….20
Figure 4: Number of Employees…………………………………………………………………………………………………………….21
Figure 5: Anticipate Demand for Labour………………………………………………………………………………………………..24
Figure 6: Current Training Providers Meeting your Needs……………………………………………………………………..25
Figure 7: Apprenticeship, Internship and Mentorship Programme…………………………………………………………25
Figure 8: Ways to Develop the Industry…………………………………………………………………………………………………25
5
Executive Summary
The National Training Agency (NTA) is the coordinating body for all technical, vocational
education and training (TVET) in Trinidad and Tobago. One of its mandate is to continually assess
and provide relevant information on TVET and workforce development, which includes the
demand for and supply of human resources. In keeping with this mandate the NTA conducts
labour market studies in the form of sector surveys to evaluate the labour needs of the country.
This report examined the Food and Bevearge Manufacturing industry in Trinidad. This industry
is the largest in the non-energy manufacturing sector and is the most appropriate one to be used to
diversify the economy.
This research was designed as a census of all employers sourced from Central Statistical Office
(CSO) listing and Food and Beverage Industry Development Committee (FBIDC) listing. Fifteen
subsectors were represented in the Food and Beverage Manufacturing Industry. The study
employed both a quantitative and qualitative approach to data collection. A major constraint to
data collection was the unwillingness of some employers to participate in the exercise due to staff
shortage and busy work schedules. This resulted in a participation rate of 44%.
The employers surveyed comprised of a large number of small processors and a small number of
large processors. Respondents complained about labour shortage and the poor attitude of the
current workforce. The present labour pool were staying away from this industry as it did not
seem lucrative like other sectors or industries as noted by several stakeholders. Shortages in the
technical skilled areas exist as a result of sectors such as the construction and energy providing
better remuneration and benefits unlike Food Processing and Manufacturing Industry. Make work
programme such as the Community-Based Environmental Protection and Enhancement
Programme (CEPEP) and Unemployment Relief Programme (URP) were also attracting the
persons as a result of shorter hours for the same wage as Food Processing and Manufacturing
Industry.
6
One industry captain commented that technology has shifted leading to increased automation in
the manufacturing process. This shift has brought about a change in the skills set demanded for
the manufacturing process from manual labour to skilled machine operators with mandatory
computer literacy certification.
The top four job vacancies were also the most difficult jobs to source labour and included Factory
Worker; Processing Staff; Warehouse Attendant and Delivery Clerk; and Machine Operator.
Fifteen percent of employers stated that that there will be new and emerging skills
sets/competencies in the industry within the next 12 months. The primary response was for skills
required for new product development. A quarter of the employers (31%) anticipated a reduction
in the demand for jobs, stating the most common reasons being ‘persons are not interested in
working eight hours a day when government make work programmes such as CEPEP and URP
exist for shorter hours.’
Three fifths (60%) of the participants stated that their needs were not being met by current training
providers, as there is a lack of industry specific courses and whatever training is done is executed
in house by the employers. Only 23% of the employers have an apprenticeship, internship or a
mentorship programme. Employers stated a number of ways that the industry can develop.
Namely, training programmes in skilled areas and lifeskills and the provision of labour.
7
Introduction
International Perspective
In 2008, the number of workers employed worldwide in the food and beverage (manufacturing)
industry amounted to 22 million. Forty percent of the workers comprised of women, who were
predominantly clustered in sub sectors such as fish, vegetable and fruit processing. This industry
is significantly increasing in emerging and developing economies. For instance, between 2000 and
2008, it grew in Brazil and China by 68 and 178 percent respectively. China’s growth is attributed
to the emergence of its middle class and it is seen as a potential export market by large foreign
firms. (Rural Development through Decent Work, International Labour Office, ILO 2011, Erick J.
Zeballos)
Figure 1: Key Mega Global Trends within the Food Processing and Manufacturing Industry from 2010 - 2020
Despite this growth the global industry is faced with a number of challenges such as climate
change, changes in supply and demand, food price volatility, food security, changes in food safety
8
regulations and laws. Further, trends also impact this industry, in the ‘2020 Vision Global Food
Processing and Manufacturing Industry Outlook’ presentation, key mega trends that have or are
likely to affect the industry within the period of 2010 – 2020 were identified (See figure 1). All
these challenges and trends have an effect on the dynamics of companies in particular, labour.
Therefore, it is essential for workers to be trained and continuously upgrading their skills to meet
technological advancement and innovations to ensure greater productivity and prevent
unemployment.
As mentioned above in the trends, food safety will become an integral function within the industry.
Therefore, policies are needed to ensure adherence to prevent negative implications on
employment and business operations and survival. It is imperative that workers involved in the
food handling process be trained in proper food handling and safe production practices. One such
policy that promotes decent working conditions and safe production practices is the ILO Decent
Work Agenda policy.
Regional Perspective
The Caribbean Development Bank (CDB) declared that the region experienced an average
economic growth of 1.5% in 2013, and is likely to record an average economic growth by 2.3% in
2014. This growth is on account of the increased production levels in the milled rice subsector in
Guyana, the beverage subsector in Dominica and the food production subsector in Barbados.
(CDB Annual Report 2013 – Volume One)
The Food Processing and Manufacturing Industry contributes significantly to the region’s Gross
Domestic Product (GDP). The CDB is also boosting the region’s specialty food industry by
supplying US$469,000 to the industry via a supplemental grant to the Caribbean Export
Development Agency (Caribbean Export) under the Caribbean Aid for Trade and Regional
Integration (CARTFund) Programme, which is funded by Britain’s Department for International
Development (DfID). This will bring about growth to an industry that produces high-end
processed foods and beverages. (www.stlucianewsonline.com, May 19 2015)
9
The Food Processing and Manufacturing Industry within the region is made up of a small number
of large enterprises (for instance especially in subsectors such as bakery and snacks, beverages,
oils and fats, sugar, rice and poultry) and a large quantity of micro, small and medium enterprises
(for instance preservatives, jams, jellies, condiments, juices, spices, herbs, hot beverages), many
of which are family owned, often based at the entrepreneur’s household. A significant number of
women manage and work in small and medium enterprises and their related networks.
Approximately, 1 – 3 large food processing and manufacturing firms dominate each subsector
within the industry and have alliances or ownership intraregional. (SMAE Competitiveness in the
Caribbean, 6-8 March 2012)
In terms of regional development, US based firm Global Business Innovation Corporation (GBIC)
recently launched the ‘Caribbean Food Business Innovation Revolution’ with the objective to
revolutionise the Caribbean Food Processing and Manufacturing Industry by moving its products
beyond regional exports into US stores such as Walmart and Costco. Several countries within the
region have been contacted for involvement. This entails improvement in product quality to meet
international standards, significant increases in production levels which will lead to job creation.
Local Perspective
The Government identified six Strategic Business Clusters1 as part of its diversification drive, one
cluster being Food Sustainability. The Food Sustainability cluster consists of four sub-sectors
namely, Food and Beverage (Food Processing and Manufacturing), Agriculture Production,
Fishing and Farming, and Packaging. From here on, the Food and Beverage (Food Processing and
Manufacturing) will be referred as Food Processing and Manufacturing Industry.
Building Competitive Advantage – Six Strategic Business Clusters and Enablers page 5, Ministry of
Planning and Sustainable Development July 2012
1
10
The Food Processing and Manufacturing Industry not only plays a pivotal role in this
diversification thrust but also has the potential to reduce the food import bill2. As suggested by
Professor John Spence, with respect to reducing food imports, he commented that "The next step
is to assess which of these items (and in what quantities) we can produce locally; or which...we
can substitute with an equivalent item that we can produce locally. For example, we cannot grow
wheat but we can substitute a certain proportion of cassava flour for wheat flour in our bread
without significantly affecting the taste of the bread..."
This industry has significant growth and export potential. In order to promote development within
this industry the Government of Trinidad and Tobago has introduced several incentives to boost
production and exports in addition to luring higher levels of foreign direct investments.
Current Status of the Food Processing and Manufacturing Industry
The Food Processing and Manufacturing Industry consist of both small and large players. The
main features of small players are sole trader type enterprises operating mostly out of homes, with
low levels of technology, small number of employees catering to the domestic markets and in some
cases now looking to venture into the international scene. The converse holds true for the large
players. This is represented in the table below.
Table 1: Structure of the Food Processing and Manufacturing Industry
Small Processors and Manufacturers
Large Processors and Manufacturers
Large number
Small number
Low levels of Technology
High levels of technology
Greater use of Local Raw materials
Large use of imported raw materials
Small number of employees within a firm
Large number of employees within a firm
Owner operated (sole trader type operations)
Fewer owner operated and mostly limited
liability companies
Domestic market focus
Both domestic and export market
Source: “The Status of the Food Processing and Manufacturing Industry in Trinidad and Tobago and Opportunities
for Cluster Development” Presentation, TTMA November, 2011
2
$400m import bill? Can T&T reduce, Trinidad Express, November 8, 2011
11
In addition, some major developments or practices that are happening within the industry include:

Consciousness with respect to food safety

More small scale processors are entering the export market

Improvements in the labelling and packaging of products such as pouch packs.
Two known organisations, Caribbean Industrial Research Institute (CARIRI) and exporTT, the
National Export Facilitation Organisation of Trinidad and Tobago assist first timers and existing
employers with these development or practices. CARIRI’s role in the industry is that of research,
product development, quality management, testing of products, packaging and labelling and
training. Training offered by CARIRI is both planned as well as customised to suit the needs of
manufacturers. Many manufacturers approach CARIRI to provide customised training for their
staff.
exporTT promotes and builds the export capacity of companies and is seen as the trade policy
implementation agency of the Ministry of Trade, Industry, Investment and Communication. The
various services offered by exporTT include exporter training programmes, assistance in
implementing food safety management systems, international standards certification programmes,
co-financing of export related costs, market research. One such programme, Cottage Food and
Beverage Export Development Programme (CFBED) has produced graduates from local
companies that showcase the local products and taste of our country at international food shows.
Economic Review
Contribution to Gross Domestic Product
Given that the Food, Beverages and Tobacco is the largest sub-sector in the Non-Energy
Manufacturing sector, this industry was estimated to have contributed 4.5% of Trinidad and
Tobago’s GDP in 2014, as outlined in the Review of the Economy 2014. In 2009, this industry
contributed $3,828.0 million to the country’s GDP and has always been increasing with a recorded
12
$5,789.8 million contribution in 2013. However, the industry faced a declined in growth from
22.4% in 2007 to 3.4% in 2011. As illustrated in the table 2 below, exports have increased. An
increase in this industry’s exports was recorded during the first half of the year 2011 from TT$104
million, up from $70.3 million for the same period.
Table 2: Exports in TT$ for the Food Processing and Manufacturing Industry for the years 2009 - 2014 by Subsector
FOOD AND
BEVERAGE
Edible
Preparation
Of Meat, Fish
And/Or
Crustacean,
Molluscs Or
Other Aquatic
Invertebrates
Sugars &
Sugar
Confectionery
Cocoa And
Cocoa
Preparations
Preparations
Of Cereals,
Flour, Starch
Or Milk;
Pastrycooks'
Products
Preparations
Of
Vegetables,
Fruit, Nuts Or
Other Parts
Of Plants
Miscellaneous
Edible
Preparations
Beverages,
Spirits And
Vinegar
Residues And
Waste From
The Food
Industries;
Prepared
Animal
Fodder
TOTAL
FOOD AND
BEVERAGE
EXPORTS
YEAR
2009
2010
2011
2012
2013
2014
TT$27442,970
TT$24810,456
TT$33920,270
TT$37174,784
TT$35606,004
TT$35689,393
TT$35830,100
TT$29082,935
TT$39629,310
TT$51355,696
TT$62141,858
TT$59239,250
TT$55586,566
TT$65707,937
TT$72920,225
TT$74924,799
TT$76828,060
TT$73691,867
TT$292621,012
TT$289776,053
TT$418940,427
TT$419685,161
TT$438064,806
TT$431901,793
TT$184363,487
TT$183475,782
TT$231594,647
TT$233469,393
TT$227597,462
TT$175954,507
TT$106957,541
TT$84810,994
TT$130655,558
TT$143416,534
TT$149389,457
TT$155805,830
TT$701926,522
TT$610140,374
TT$938207,951
TT$917585,463
TT$845995,202
TT$919135,141
TT$22801,126
TT$23267,428
TT$5322,402
TT$7717,782
TT$1980,471
TT$17714,033
TT$1427529,324
TT$1311071,959
TT$1871190,789
TT$1885329,613
TT$1837603,319
TT$1869131,813
13
Labour Force and Employment
The Food Processing and Manufacturing Industry is the largest industry in the non-energy
manufacturing industry with 430 companies and 11,000 direct employees operating3.
Many
manufacturers have noted that the biggest challenge facing the local industry is the supply and
availability of workers. The table below suggest a decline in the number of business establishment
and employees within the industry.
Table 3: Number of Business Establishments for the Food Processors and Drink Industry by Employment Size and Year
Food Processors and Drink (TTSNA)
Employment
Size by
Group
2005
2006
2007
2008
2009
2010
2011
0-1
2-4
5-9
10-24
25-49
50-99
100-249
250-500
501-999
1000 and Over
Branch
Not Stated
Total
28
42
54
50
26
15
16
12
7
0
1
166
426
26
43
50
53
27
12
13
12
6
0
11
129
382
25
43
41
54
28
13
14
12
6
0
10
100
346
25
48
34
58
20
13
14
13
7
0
9
95
336
23
46
32
52
21
14
13
13
4
3
8
91
320
23
46
32
50
24
14
12
13
6
1
9
87
317
24
41
33
48
25
13
16
12
5
1
9
82
309
Year
Source: Central Statistical Office
Demand for Skilled Persons and Training
In terms of technology, automation has increased in the industry. Several of the manufacturing
processes such as filling bottles, washing vegetables and fruits, labelling and sealing have become
3
Trinidad Express, ‘Time to Diversify in Food and Beverage says Minister’ July 17, 2013
14
automated. Therefore the skills sets demanded for these processes have moved from manual
labour to that of skilled machine operators. Over the next few years there will be a reduction in
the demand for manual labour for these processes particularly by large scale processors.
As mentioned above, the biggest challenge facing the local industry is the supply and availability
of workers. Despite an increase in the overall graduate output of training institutions and ranking
at the top in the category of vocational/skills training in 2014 Global Talent Competitiveness Index
Report4, there remains a shortage of skilled, semi-skilled, technical and professional labour in the
industry as a result of lack of Food Processing and Manufacturing Industry specific courses. The
industry specific courses that do exist are few in number with limited graduates and mostly at semi
– skilled level. Additionally, these courses cater to the small scale, sole trader type operations
using low levels of automation. Further, there is no training school solely dedicated to the Food
Processing and Manufacturing Industry.
On May 26th, 2015 the Trinidad and Tobago Manufacturers’ Association (TTMA) along with 10
participating manufacturers signed a Memorandum of Understanding (MOU) with the Ministry of
Tertiary Education and Skills Training (MTEST) to address the labour shortage within the
industry. This authorised the development of a two-tiered apprentice system, establishment of the
OJT Manufacturing within the OJT programme and an Export Manufacturing Apprenticeship
Programme (EMAP). This apprenticeship type system takes into account the dual system of
education and work-based training utilising the Workforce Assessment Centres and Worker
Productivity Schools for the next seven years.
4
‘MTEST & TTMA Partner on Manufacturing Apprenticeship System’ www.news.gov.tt May 2015
15
Purpose of Study
The National Training Agency selected the Food Processing and Manufacturing Industry to be
evaluated during the period March – June 2015. This selection was guided by the Government’s
plans to reduce its dependency on the energy sector and diversify the economy given that this
industry is the largest non-energy manufacturing sector. As a result, the industry will be enhanced
and will significantly contribute to the economy to ensure the country’s long term, sustainable
growth and development. The main focus of the project was to ascertain the nature and scope of
the demand side factors affecting the labour market conditions of the Food Processing and
Manufacturing subsector in Trinidad and Tobago.
Objectives
The broad objective of this survey is to assess the current state of the labour market of the Food
Processing and Manufacturing Industry, so as to provide information useful to the development of
the country’s human resource capacity.
The specific objectives of this survey for the Food Processing and Manufacturing Industry are as
follows:

to provide the National Training Agency with the required quantitative data and research
on the demand side of this subsector;

to lay the groundwork, through data collection, for the establishment of an updated training
needs analysis;

to ensure a comprehensive understanding of the labour market conditions and labour
market signalling of this subsector;
16
Methodology
Scope
The approach taken for this study included both quantitative and qualitative research methods.
One qualitative interview was conducted with an industry captain whom provided valuable insight
into the industry. Contact was made with other stakeholders however time constraints and busy
work schedules did not permit additional meetings.
This study examined the subsectors of the Food Processing and Manufacturing Industry as
identified by the National Accounts Classification from the Central Statistical Office (CSO).
Fifteen out of eighteen subsectors were explored. The subsectors that were excluded were citrus
processors, tobacco and ice. Only one organisation belonged to the subsector citrus processors
and that company was taken over and merged into the operations of a beverage company and the
citrus processor company is now defunct. The other two subsectors do not contribute significantly
to the economic productivity. The tobacco subsector is declining not only locally but also
internationally which attributes to a growing global health awareness and policies to stimulate a
reduction in consumption.
Survey Population
The list of employers were taken from the CSO’s ‘Business Establishments Operating in Trinidad
and Tobago by Industry 2011’ listing and also from the Ministry of Trade, Industry, Investment
and Communication, Food Processing and Manufacturing Industry Development Committee
‘Stakeholder’s Listing’. Both listings contained companies operating in Trinidad, were not current
and contained some duplication. After cleaning, an updated population was arrived at, amounting
to 108 companies.
Data Collection
A census was undertaken and all 108 companies were contacted via emails which included
attachments of a letter requesting participation and a survey instrument (quantitative
17
questionnaire). However, at initial contact, seventeen (17) employers (16%) declared that they
were not interested in participating as they were too busy or faced staff shortage and did not see
any benefit in completing the questionnaire.
The questionnaires were administered via email, fax or telephone interview. Follow-up calls were
made to remind employers to submit the questionnaires. Respondents either emailed or faxed the
completed questionnaire. A response rate of 44% (47 questionnaires) was obtained.
Data Entry
The Microsoft Access software was used to enter completed questionnaires. This exercise was
done simultaneously with data collection.
Limitations of the study
This study faced a number of challenges and every effort was made to minimise these challenges
to ensure its validity. One challenge was the unwillingness of employers to participate in the
survey with the primary reason being heavy or tight work schedules preventing the employer to
spare time to complete the form. Another was lack of updated company listings caused longer
time to be spent in cleaning up the list. In addition, a lack of legislation for the NTA prevented
the company from being taken seriously by employers as they saw no benefit to be gained from
this exercise.
18
Findings
Organisational Profile
Primary Service Offered
The total population surveyed were categorised into 15 subsectors / primary service offered. The
number of companies per subsector varied. A list of primary service offered can be found in
Appendix 1. Respondents stated the primary service offered by their company and the subsector
with the most responses were ‘All Other Miscellaneous Processors’ with a total of 23%, Figure 2
below shows this. The primary service offered by these miscellaneous processors within this
subsector were as diverse from manufacturing of spices and sauces to flavouring extract used as
raw materials for further manufacturing of food products.
Figure 2: Percentage of Companies within each subsector
Percentage of Companies within each Subsector
23
Percentage
25
20
15
9
10
5
11
2
4
4
13
11
9
2
2
2
2
2
4
0
19
Type of Business Offered
The majority of organisations surveyed were ‘Private’ amounting to 98% while only 2% of the
organisations were ‘Public’. The sole ‘Public’ business type represented a public limited liability
organisation, with a 51% Government ownership.
Number of Years in Operation
The number of years participating organisations have been in operation varied from one to one
hundred years. Thirty percent (30%) of organisations indicated that they had been in operation
between 11 to 20 years. Twelve percent (12%) of organisations had been in operation for over
fifty years.
Figure 3: Years in Operation
Percentage of Companies by Years in Operation
Number of Years
> 50
12
41 - 50
15
31 - 40
6
21 - 30
26
11 - 20
30
1 - 10
11
0
5
10
15
20
Percentage
25
30
35
Number of Employees
Respondents stated the number of employees within the organisation and these figures were further
categorised into small, medium and large organisations. Three fifths of the respondents (61%)
employed between one and fifty employees. Medium firms represented 18% of the respondents
employing between fifty-one and one hundred employees while twenty-one percent (21%)
employed over one hundred employees and belonged to the large category.
20
Figure 4: Number of Employees
Percentage of Employees
80
60
40
20
0
1 - 50
51 - 100
> 100
Number of Employees
Employment Profile
Present Employment
Employers were asked to list the job titles of employees and the number working full time and part
time. However, several employers grouped employees by departments or occupational area rather
than job titles. The most frequent full time jobs were Factory Worker, Production Staff, Processing
Staff, and Packer, with a total of 760, 309, 274 and 160 respectively. This table is shown in
Appendix 2.
Work Permits
The majority of respondents (96%) did not apply for work permits while, the minority (4%),
applied for work permits in the skill area of Machine Operator and Technician.
Vacancies
Employers indicated the vacancies that exist within the organisation as well as specified which
ones they have difficulty in sourcing. Additionally, these vacant positions were distinguished by
full time or part time. Table 4 demonstrates the vacancies that employers had difficulty sourcing.
21
The top three jobs titles that are most difficult to source comprised of Factory Worker; Warehouse
Attendant and Delivery Clerk; and Machine Operator. For a full list of vacancies see Appendix 3.
Table 4: Vacancies that are Most Difficult to Source
Vacancies that are Most Difficult to Source
Job Title
Full Time
Administrative Assistant
2
Application Support Specialist
1
Assistant Accountant
1
Assistant General Manager - Operations
1
Bread Chef
1
Cake Chef
2
Cleaner
3
Communications Officer
0
Cook
2
Delivery Man
1
Dessert Chef
1
Dispatch Manager
1
Dispatcher
1
Driver
8
Electrical Technician
1
Electrician
1
Factory Worker
105
Field Refrigeration Technician
1
Food Safety and Quality Assurance Officer
1
Forklift Operator
2
Front Counter Clerk
1
Graphic Artist
0
Heavy 'T' Driver
2
Heavy 'T' Driver Salesman
1
Human Resource Assistant
1
Human Resource Officer (Junior & Senior)
2
Inventory Manager / Stockroom Staff
1
Kitchen Assistant
2
Kitchen Staff
2
Lorry man
2
Machine Operator
17
Maintenance Manager
1
Maintenance Staff
6
Marketing Officer (Junior & Senior)
0
Part Time
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
2
0
0
0
0
1
0
0
0
0
0
4
0
0
0
0
0
2
22
Vacancies that are Most Difficult to Source
Job Title
Full Time
Mechanical Technician
1
Merchandiser
2
Office Staff
2
Operations Assistant
1
Oven Operator
1
Pastry Chef
1
Pastry Chef Assistant
1
Process Technician
2
Production Manager
1
Professional Chef
1
Quality Assurance Staff
5
Refrigeration Technician
2
Sales Assistant/Loader
4
Sales Representative
4
Sales Staff
6
Stores Clerk
3
Supervisor
2
Warehouse Attendant , Delivery Clerk
20
Part Time
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
New and Emerging Skills Sets/Competencies
Only 15% of participants believed that there will be new and emerging skills/competencies in the
industry within the next 12 months.
Table 10 indicates a list of the new and emerging
skills/competencies as stated by the employers.
Table 5: List of New & Emerging Skills Set/Competencies within the next 12 months
Knowledge about healthier or organic food options (for e.g. soya free vegie products)
Skills required for the development of new products
Skills required for the manufacturing / processing of products given new technology
Skills required for the packaging of products given new technology
23
Anticipate Demand for Labour
Employers were asked if they anticipated a reduction or an increase in the demand for jobs within
the industry in the next 12 months and to state the reasons. Almost three quarter (69%) of
employers anticipated an increase while, 31% anticipated a reduction in demand for jobs within
the industry in the next twelve (12) months. This is illustrated in Figure 5.
The majority of respondents stated that the reason for the reduction in demand for jobs was that
persons were entering into the government make work programmes such as CEPEP rather than the
food processing and manufacturing industry as they preferred working shorter hours.
Increased
job opportunities within the sector as a result of expansion, in terms of growing market and
venturing into exporting was the primary reason for an increase in the demand for jobs as indicated
by employers. This is followed by respondents indicating that an increase in graduate output from
the secondary and tertiary institutions and persons seeking opportunities to improve their standard
of living were the additional reasons for an increase in the demand for jobs.
Figure 5: Anticipate Demand for Labour
ANTICIPATE DEMAND FOR LABOUR
Increase in
Demand
69%
Reduction in
Demand
31%
Training and Development
Three fifths (60%) of the employers indicated that current training providers were not meeting
their need. A minority of employers (23%) had some form of apprenticeship, internship or a
mentorship programme.
24
Figure 6: Current Training Providers Meeting your Needs
Figure 73: Apprenticeship, Internship and Mentorship
Programme
Apprenticeship, Internship,
Mentorship Programme
Current Training Providers
Meeting your Needs
Yes
23%
Yes
40%
No
60%
No
77%
Develop the Industry
Employers were asked what more can be done to develop the sector. A significant number of
employers (38%) indicated that ‘training’ was most needed to develop the industry. They
mentioned that ‘training’ should be looked at from two facets, training in skilled areas and lifeskills
training. Another means to develop the industry was the ‘provision of labour’ as expressed by
twenty three percent (23%) of respondents by having an adequate labour pool as well as sourcing
labour from CARICOM countries. Provision of incentives was another way to develop the
industry as stated by seventeen percent (17%) of employers. Incentives such as no import duty on
machinery as well as raw materials especially for those labour intensive companies and tax breaks
for those companies that hire graduates.
Figure 8: Ways to Develop the Industry
Ways to Develop the Industry
Ways to Develop the Industry
Training
38
Infrastructure
6
Labour
23
Policy
6
Incentives
17
Focus on the Agriculture Sector
6
0
10
20
30
40
Percentage
25
A more comprehensive breakdown of the recommendations from the industry captains include:

A policy needed to benefit the industry is one that will ease the labour shortage, create change
and reduce the dependency on make work programmes.

More incentives are needed to boost the industry. Some suggestions include:

Incentives to employers to venture into the new apprenticeship programme. The greater
number of organisations that come on board will reduce the labour shortage, or skills gap

Provision of scholarships for training in Food Microbiology

Provisions of tax breaks for those manufacturers that provide training to staff or those that
implement quality management systems.

Provision of incentives to increase the use of local raw materials

Establishment of a Food Processing and Manufacturing Industry Training School
Training programmes both at the technical and tertiary level should be offered or developed to
meet current as well as future labour needs. Like in other sectors, there are specific training
schools catering to the needs of the sector, for instance TTHTI for Tourism and NESC for
Energy so too there should be a training institution catering to the needs of the food and
beverage and on a large note to the manufacturing sector. A tertiary level Food Microbiologist
training programme does not exist. At the University of West Indies (UWI) this course or
subject area is offered as a module within another degree.

Establishment of a Food Park / Food and Beverage Industrial Estate
The presence of a food park or an industrial estate designated wholly to this industry will
provide a boost to the industry and the economy. Some of the Industrial Estates in the country
like Trincity Industrial Estate, Frederick Settlement Industrial Estate, Diamond Vale Industrial
26
Estate have a few food and beverage manufacturers but none solely devoted to the industry. If
one is developed, the Food and Drug administration can be situated there.
27
Analysis
The findings of the survey reveal that this industry is primarily comprised of private companies
operating both on a small and large scale. All the employers whether small or large, preached the
same sermon, which were problems with labour in terms of poor workers’ attitude and a shortage
of workers.
The Food Processing and Manufacturing Industry encompasses a large number of small scale
processors and manufacturers as evidenced by sixty one percent of employers hiring between one
and fifty employees. The bulk of the current employees comprised of workers directly involved
in the processing or manufacturing activities of the organisation. Additionally, the vacancies
within this industry existed primarily with jobs directly associated in the processing and
manufacturing activities.
The top four job vacancies were also the most difficult jobs to source labour and included Factory
Worker; Processing Staff; Warehouse Attendant and Delivery Clerk; and Machine Operator. It is
in this area, the processing or manufacturing activities of the organisation that is primarily faced
with labour shortage. Furthermore, some of the overall skills that are needed for the development
of the industry within the next 3-5 years are Machine Operators; Factory Workers; a large number
of unskilled labour and further, in terms of specialised area, Food Microbiologist.
Overtime, the production process has become more automated with technology changes. This has
implications on the skill sets demanded and the type of training offered both internally and
externally. Employers are now demanding skilled machine operators with mandatory computer
literacy certification. Machine Operator is one of the skilled areas that 4% of the employers
applied for work permits.
Although the industry complained of difficulty in sourcing labour or labour shortage, the majority
of employers (96%) did not apply for work permits. This was as a result of the respondents
unaware of the process to obtain foreign workers. Further, one employer was in the process of
applying for work permits and will be actively using this avenue shortly.
28
The majority of respondents stated that the new and emerging skills sets/competencies needed in
the industry within the next 12 months are skills required for the development of new products. A
number of these employers stated that these new and emerging skills sets/competencies were
specifically needed for their organisation. This suggests that greater research and development is
needed to bring about innovations and boost the industry further as well as ensuring the
organisation’s survival.
Employers were asked if they anticipate a reduction or an increase in the demand for jobs within
the industry in the next 12 months. A quarter of the employers (31%) anticipated a reduction in
demand for jobs, stating the most common reasons being ‘persons not interested in working eight
hours a day when government make work programmes such as CEPEP and URP exist for shorter
hours.’ To filter this group of workers from the make work programmes, training in proper work
ethics as well as in a skilled area should be given. On the other hand, 69% of the participants
anticipated an increase in the demand for jobs. An increase in graduate output (both postsecondary and tertiary level) and an expansion of the industry as well as exports were some of the
reasons given for this anticipation.
Current training providers were not meeting the needs of 60% of the employers. This group of
employers indicated that either the training programmes do not exist or that in - house training is
done by a member of staff. Training was the most suggested way to develop the industry and were
needed in all subsectors with certification. These include programmes for seafood processors,
bakery chef, lab technicians in analytical areas, and machine operators among others. Currently,
there is no training programme geared towards the Food Processing and Manufacturing industry
specifically for the job of Machine Operator and Food Microbiologist.
The only training
programmes that may be related to this industry are a few semi-skilled level training programmes
in agro-processing and bread, cake and pastry making that offer a ‘Certificate of Participation’.
Within these training programmes there is no form of assessment to ascertain if the trainee is
competent in the skilled area. Therefore, if the industry’s labour demand is to be meet, there needs
to be an introduction of industry specific courses as well as offering of higher level courses with
some form of assessment.
29
Employers noted that work ethics was lacking in the workplace which have a detrimental effect
on the productivity and the survival of the company. Employers recommended that persons be
trained in work ethics and lifeskills training which should be introduced at secondary school level
or before potential employees enter the workplace.
This training is needed to improve
responsibility, respect, co-operation, team spirit, manners, dedication and positive attitude as well
as managing their finances.
A minority of employers (23%) had some form of apprenticeship, internship or a mentorship
programme. However, this is soon to be changed with the signing of the MOU between
Government and several manufacturers with regards to the development of a two tiered
apprenticeship system. It is hoped that these apprenticeship programmes come on board quickly
to alleviate the labour shortage.
Provision of an adequate labour pool was one the ways to develop the industry as suggested by the
employers. One possible means to achieve this is the transfer of CEPEP and URP workers to the
manufacturing sector. But for this to be successful, these workers need to be up-skilled and
retrained in the skilled area as well as in Lifeskills. The implications of this is a shift in work
culture and a change in the mind-set of these workers. Another option is the importation of labour
from the CARICOM countries.
Agro-processors within the industry highlighted the need for the development of the agriculture
sector as their raw materials are derived from this sector. Currently, the large agro-processors are
importing the majority of their raw materials. The agro-processor who used local raw materials
complained of a lack of a consistent supply.
30
Conclusion and Recommendations
The Food Processing and Manufacturing Industry is the largest subsector in the Non-Energy
Manufacturing sector. Therefore, this industry should be one of the foremost choice used to
diversify the economy. The Government of Trinidad and Tobago needs to recognise that more is
needed to develop this industry.
Labour shortage is a major crisis in the industry and measures are needed to alleviate this. Such
measures include the transfer of workers from the make work programmes, training in industry
specific courses and lifeskills.
Stakeholders within the industry have to be aware of time-lapse between inception of
apprenticeship programme and output of graduates. Therefore, commencement of the programme
should be done as soon as possible if the Government as well as employers are to reap its benefits.
The agriculture sector is a major supplier to the Food Processing and Manufacturing Industry
therefore more is needed to develop the sector in terms of availability and cheaper raw materials
for processors.
31
Appendices
Appendix 1: Primary Service Offered
Subsector
Primary Service Offered
Manufacture food products and spice blends
Manufacture flavouring extracts for soft drinks/ ice
cream / baking
Manufacture sauces, drinks and condiments
Manufacture seasonings, spices, teas, coffee and
snacks
All Other Miscellaneous Processors
Manufacture coffee
Manufacturing and distribution of sauces, noodles
Manufacturing food flavourings for the beverage,
ice cream and baking industries
Manufacturing of seasonings and pepper sauce
Manufacturing vegie burger and soya free health
food products
Production of seasonings, pepper sauce and
browning
Dehydrated spices and seasonings
Fruit Processing
Manufacture fruit juices and concentrates
All Other Processors of Fruit and
Vegetable Products
Manufacturing and Wholesale of food essence and
syrup
Processing of root crops into frozen food
Processing vegetables and manufacture of pepper
sauce
Animal Feed Mills
Manufacture animal feed
Baked goods namely bread, cakes, pastry, desserts
Baking bread, pastries and cakes
Bakeries [Including Biscuits and Other Dry
Bakery Products]
Baking of cakes, pastries, bread and catering items
French Patisserie - Café
Manufacture baked products and food items.
(Bakery / Food service)
Manufacture biscuits and other baked snacks
Breweries [Including Wine Factories]
Manufacture wine and food
32
Subsector
Primary Service Offered
Frying and Packaging of peanuts and channa
Manufacture and distribute beverage drinking
chocolate
Confectionery and Snack Foods
Manufacture confectionery / candy
Manufacturing and processing of edible items
Processing/manufacturing preserved fruits and
snacks
Processing and sale of seafood (over 150 products)
Fish Processors
Processing of Seafood
Seafood processing and distribution
Flour Mills
Grain and Other Cereal Mills, N.E.S.
[Including Breakfast Foods e.g. Corn
Flakes, etc.]
Ice Cream Factories
Manufacturing of food and feed items
Manufacturing of Cereals
Manufacturing of ice cream
Meat Processors
Processing of Burger patties, sales of imported meat
and food items
Milk and Milk Products
Manufacture of milk drink products such as peanut
punch
Manufacture of yogurt
Non-Alcoholic Beverages
Manufacture of bottled water
Chicken processing
Poultry Processors
Poultry processing and manufacturing of flour and
animal feed
Processing and sales of poultry products
Processing and sales of poultry products into ready
to heat food
Vegetable Oils, Animal Oils and Fats
Manufacture edible oils, margarine and soaps
33
Appendix 2: Present Employment
Present Employment
Job Title
Accountant
Accountant, Administrative Staff, Sales Staff, Manager and
Director
Accounting Assistant
Accounting Officer
Accounting Staff
Accounts Clerk
Accounts Clerk (Clerk I & II)
Accounts Staff (Payable & Receivable Staff)
Accounting Modules Clerk, Accountant
Administrative Assistant
Administrative Staff
Administrative Staff and Supervisor
Analyst
Application Support Specialist
Area Manager
Assistant Accountant
Assistant Cold Room Supervisor
Assistant General Manager
Assistant Manager
Assistant Mechanic
Assistant Production Analyst
Assistant Production Supervisor
Assistant Warehouse Supervisor
Baker
Bakery Assistant
Bakery Staff (Bakers and Baking Assistant)
Brand Assistant
Brand Manager
Bread Chef
Bread Staff
Cake Chef
Cake Decorating Staff
Cake Staff
Cashier
Chain Supply Manager
Full Time
4
Part Time
0
56
10
1
11
4
8
5
40
22
77
24
2
1
4
2
1
1
1
1
1
1
1
8
5
15
2
2
1
12
2
6
6
14
1
0
0
0
0
1
0
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3
0
0
0
0
0
34
Present Employment
Job Title
Chairman
Chemist
Chief Executive Officer
Chief Technology Officer
Clerical Accounting Assistant
Clerical Staff
Clerk/Typist Receptionist
Cold Room Attendant
Cold Room Forklift Driver
Cold Room Supervisor
Confidential Secretary
Continuous Improvement and Condition Monitoring Engineer
Cook
Cook II
Corporate Secretary
Courier
Craftsman I
Craftsman II
Craftsman III
Credit Collector
Customer Service Manager
Customer Service Representative
Customs Clerk
Data Entry Clerk
Deli Assistant
Delivery Driver
Delivery Staff
Dessert Staff
Dining Room Host / Hostess
Director
Dispatcher
Driver
Driver / Salesman
Driver Helper
Electrician
Engineer Officer
Engineering Staff
Executive Assistant
Export Assistant
Full Time
1
1
2
1
1
27
1
1
1
1
1
1
2
1
1
1
7
6
13
1
1
5
8
1
5
6
2
3
6
9
3
30
4
3
1
1
15
3
2
Part Time
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
35
Present Employment
Job Title
Export Coordinator
Export Manager
Export Staff
Facilities Coordinator
Factory Assistant
Factory Supervisor
Factory Worker
Field Sales Officer
Financial Accountant
Financial Controller
Financial Director
Fleet and Maintenance Manager
Forklift Operator
Freezer Staff
Front Counter Clerk
General Manager
General Manager - Business Support Services
General Manager - Finance
General Manager - Operations
General Manager - Sales and Marketing
General Technician
Group Administrative Officer
Group Corporate Services Manager
Group Human Resource Assistant - Administration
Group Human Resource Specialist - Employee Relations and
Development
Group Information Technology Specialist
Gum Mixer
Handyman
Hatchery Worker
Heads of Production and Supervisory Staff
Health and Safety Staff
Health, Safety and Environment Assistant
Health, Safety and Environment Coordinator
Heavy 'T' Driver
Help Desk Support Technician
Health, Safety, Security and the Environment Officer
Human Resource Assistant
Human Resource Assistant - Payroll
Full Time
3
1
4
1
11
1
760
10
3
4
1
1
5
1
3
2
1
1
1
1
1
1
1
1
Part Time
0
0
0
0
0
0
162
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
2
1
6
4
1
1
1
20
1
1
2
1
0
0
0
0
0
0
5
0
0
0
0
0
0
0
36
Present Employment
Job Title
Human Resource Manager
Human Resource Officer
Human Resource Officer - Payroll and Administration
Human Resource/Safety Staff
Industrial Machine Mechanic
Information Technology Assistant
Information Technology Staff
Internal Auditor
Inventory Clerk
Invoicing Clerk
Janitor
Junior Production Supervisor
Key Account Representative
Key Accounts Officer
Kitchen Assistant
Kitchen Staff (Preparation)
Lab Assistant
Lab Technician
Loader
Logistics Clerk
Logistics Manager
Lorryman
Machine Operator
Machine Operator / General Labourer
Machine Operator I
Machine Operator II
Machine Technician
Maintenance (Welders, Machinist, Electrician, mechanical
technician, stores staff)
Maintenance Engineer
Maintenance Officer
Maintenance Staff
Maintenance Supervisor
Maintenance Technician
Management Staff
Manager
Manager - Carlsen Field Operations
Manager - Corporate Security
Manager - Feed Milling and Packaging
Full Time
2
3
1
3
1
3
2
1
2
1
4
1
1
1
5
10
3
2
7
1
1
18
73
70
7
1
2
Part Time
0
0
0
0
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
13
1
1
28
1
18
15
37
1
1
1
0
0
0
1
0
0
2
0
0
0
0
37
Present Employment
Job Title
Manager - Feed Sales
Manager - Flour Milling and Packaging
Manager - Food Sales
Manager - Human Resource and Administration
Manager - Information, Communication and Technology
Services
Manager - Maintenance and Facilities
Manager - Management Accounting
Manager - Procurement and Logistics
Manager - Quality, Health, Safety and Environmental
Services
Manager, Sales
Manager, Technical Services
Managing Director
Marketing Manager
Marketing Officer
Marketing Staff
Meat Room Attendant
Mechanic
Merchandiser
Merchandiser , Salesmen , Promoter
Merchandising Manager
Messenger
Mill Operative
Mill Worker
Mixer
Mobile Equipment Operator I
Mobile Equipment Operator II
Network Administrator
Office Assistant
Office Clerk
Office Manager
Office Sales Helper
Office Staff
Operations Manager
Operations Officer
Operations Staff
Oven Operator
Owner/Manager
Full Time
1
1
1
1
Part Time
0
0
0
0
1
1
1
1
0
0
0
0
1
1
1
5
2
1
8
3
3
61
120
1
1
3
32
22
18
2
1
1
2
1
1
14
1
1
13
7
2
0
0
0
0
0
0
0
0
0
25
0
0
0
0
3
0
0
0
0
0
0
0
0
2
0
0
0
0
0
38
Present Employment
Job Title
Packer
Para-Professional Staff
Pastry Assistant
Pastry Chef
Pastry Maker
Pastry Staff
Payroll Clerk
Payroll Officer
Planner
Plant and Operations Director
Plant Maintenance Staff
Plant Maintenance Technician
Plant Manager
Plant Operator I
Plant Operator II
Plant Operator III
Plant Operator IV
Plant Production Technician
Plant Superintendent
Porter
Process Operator III
Processing Staff
Production Analyst
Production Manager
Production Shift Manager
Production Staff
Production Supervisor
Production Supervisor/Operator
Production Trainee
Programmer
Projects Engineer
Promotions Assistant
Promotions Supervisor
Purchasing Clerk
Purchasing Manager
Purchasing Officer
Quality Assurance Officer
Quality Assurance Staff
Quality Auditor
Full Time
160
38
2
2
2
6
2
1
1
1
16
3
1
2
1
2
2
1
1
11
1
274
1
4
1
309
9
18
3
4
1
1
1
1
1
2
1
33
1
Part Time
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
49
0
7
0
0
0
53
0
0
0
0
0
0
0
0
0
0
0
0
0
39
Present Employment
Job Title
Quality Control Manager
Quality Inspector
Quality Management / Quality Control Staff
Quality Manager
Raw Materials TL Staff
Receptionist
Refrigeration Technician
Research and Development Officer
Route Sales Helper
Sales and Marketing Officer
Sales Clerk
Sales Executive
Sales Officer
Sales Representative
Sales Staff
Sales Supervisor
Salesman / Driver
Sanitation Staff
Sanitation Team Leader
Security Staff
Senior Brand Manager
Senior Human Resource Officer
Shelf Replenisher
Shipping and Export Manager
Staff (Office Staff and Salesman)
Stores Clerk I
Stores Staff
Supervisor
Supervisor / Manager
Team Leader - Information Technology
Technical / Professional Officers
Technical Director
Technical Draughtsman
Technical Staff
Technician / Machine Operator
Trade and Marketing Assistant
Trade, Sales and Marketing Manager
Truck Assistant
Utility Attendant I
Full Time
1
6
10
1
1
3
1
1
1
1
3
1
7
13
158
2
36
50
1
5
1
1
3
1
12
5
20
105
50
2
29
1
1
55
1
1
1
15
28
Part Time
0
0
0
0
0
0
0
0
0
0
0
0
0
0
19
0
0
5
0
7
0
0
0
0
0
0
5
0
0
0
0
0
0
0
0
0
0
0
0
40
Present Employment
Job Title
Utility Attendant II
Utility Attendant III
Utility Driver
Van Driver
Van Loader
Vice President
Warehouse Attendant / Dispatcher / Delivery Staff
Warehouse Coordinator
Warehouse Manager
Warehouse Supervisor
Welder
Workshop Supervisor
Full Time
9
5
4
3
1
1
73
1
1
5
3
1
Part Time
0
0
0
0
0
0
5
0
0
0
0
0
41
Appendix 3: Vacancies
Vacancies
Job Title
Accounts Clerk
Administrative Assistant
Application Support Specialist
Assistant Accountant
Assistant General Manager - Operations
Auditor
Bread Chef
Cake Chef
Cashier
Cleaner
Cold Storage Labourer
Communications Officer
Cook
Corporate Communications Officer
Delivery Man
Dessert Chef
Dispatch Manager
Dispatcher
Driver
Electrical Technician
Electrician
Factory Worker
Field Refrigeration Technician
Food Safety and Quality Assurance Officer
Forklift Operator
Freezer Attendant
Front Counter Clerk
Graphic Artist
Heavy 'T' Driver
Heavy 'T' Driver Salesman
Human Resource and Industrial Relations Manager
Human Resource Assistant
Human Resource Officer
Information Communications Technology Coordinator
Inventory Manager / Stockroom Staff
Kitchen Staff
Full Time
1
2
1
1
1
1
1
2
3
3
2
0
2
1
1
1
1
1
12
1
1
106
1
1
2
2
1
0
2
1
0
1
3
1
1
4
Part Time
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
7
0
0
0
0
0
1
0
0
1
0
0
0
0
4
42
Vacancies
Job Title
Lorryman
Machine Operator
Maintenance Manager
Maintenance Staff
Marketing Manager
Marketing Officer
Marketing Staff
Mechanical Technician
Merchandiser
Office Staff
Operations Assistant
Oven Operator
Pastry Chef
Pastry Chef Assistant
Press Plant Operator
Process Technician
Processing Staff
Production Coordinator
Production Manager
Professional Chef
Quality Assurance Staff
Quality Management Systems Officer
Refinery Operator
Refrigeration Technician
Sales Assistant/Loader
Sales Representative
Sales Staff
Stores Clerk
Supervisor
Warehouse Attendant, Delivery Clerk
Full Time
8
17
1
6
1
0
1
1
2
2
1
1
1
1
1
2
20
1
1
1
5
1
1
2
4
4
6
3
3
20
Part Time
0
0
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
43
Bibliography
http://investt.co.tt/country-profile/economy
Review of the Economy 2014
http://www.foodmanufacturing.com/articles/2015/01/5-food-processing-industry-trends-2015
http://www.ilo.org/global/industries-and-sectors/food-drink-tobacco/lang--en/index.htm
http://www.slideshare.net/FrostandSullivan/2020-vision-global-food-beverage-industry-outlook
http://www.caribank.org/uploads/2015/02/CDB-2014-Caribbean-Economic-Review-and-Outlook-for2015.pdf
44