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This document follows the Agribusiness, Food and Fibre Industries Skills Report [available in VOCEDplus at TD/TNC 149.307], which was produced collaboratively with the assistance of 12 Industry Reference Committees. The Agribusiness, Food and Fibre Industries Skills Report documented the skills and issues that are common across those industries. This document is an attempt to identify how those common issues relate specifically to the Amenity Horticulture, Landscaping, Conservation and Ecosystem Management industries.

Key findings include: (1) The Amenity Horticulture, Landscaping, Conservation and Ecosystem Management industries are going through significant transformation and facing challenges from multiple sources, including natural disasters, global markets, changing consumer taste, technological development and the [Coronavirus Disease 2019] COVID-19 pandemic; (2) The demands for skills, labour and work are likely to grow beyond the current predictions and expectations of the National Skills Commission and other analysis bodies. This points to a lack of analytic data available specifically for this field, including on new and emerging industry sectors and skills, which is expanding as the industry continues to be elevated as a national priority, especially in relation to addressing climate and in recognition of the critical importance of biodiversity and biosecurity to all Australian land and water activities.

The Amenity Horticulture, Landscaping and Conservation and Land Management IRC have identified priorities which they recommend for future consideration, including: the finalisation of the Unit Sector Approach for reviewing the AHC Training Package, and further consideration of the Rural Operations qualifications, including the potential for greater recognition of ecosystem management as a key part of rural activities; evaluation of the Unit Sector Approach for the review of the AHC Training Package; working with other agribusiness, food and fibre industries on research and planning projects to identify and address skills gaps relating to traceability, provenance and blockchain; identifying digital skills needs using the Digital Workforce Capability and vocational education and training (VET) framework currently in development (along with other digital capability frameworks); and working with the Arts and Personal Services Cluster (specifically relating to Tourism and Hospitality) to ensure that food handling, biosecurity, provenance, traceability and other relevant skills are incorporated into their qualifications with the guidance of experts from the Agribusiness, Food and Fibre Industry Cluster.

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The strains on labor capacity in oil and gas construction markets worldwide are becoming increasingly well known. These strains continue to affect projected project costs, and several large capital projects have already been delayed or cancelled as a result of rising costs and questionable long-term profitability projections. As demand continues to increase in the face of the liquified natural gas (LNG) export gold rush, construction firms are faced with unprecedented pressures to retain and grow talent. To keep up with this extremely dynamic and competitive - if not unprecedented - business environment, US energy infrastructure construction firms need to develop a robust talent pipeline to tackle the industry's many business challenges in the coming years. This article provides oil and gas construction demand and labor supply forecasts, presents key labor dynamics in today's US oil and gas construction industry, and summarizes recommendations on how to prepare for the imminent labor and knowledge void.

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This is the Cotton Workforce Development Strategy and Action Plan for 2015-18. It is based on a substantial body of high quality research, case studies, skills' needs assessment and focus groups across the industry. This has resulted in a broad picture of the significant capability gaps and challenges facing the industry in terms of maintaining enterprises' human resource capacity, systems and skills to meet various challenges. The aim of this strategy is to ensure that the cotton industry has the people with the right skills, experience and capabilities to drive industry competitiveness now and through time. The scope of the strategy is limited to on farm capability and capacity. It considers educational and training systems and supply chain issues only to the extent that they impact skills and labour availability on-farm.

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This document follows the Agribusiness, Food and Fibre Industries Skills Report [available in VOCEDplus at TD/TNC 149.307], which was produced collaboratively with the assistance of 12 Industry Reference Committees. The Agribusiness, Food and Fibre Industries Skills Report documented the skills and issues that are common across those industries. This document is an attempt to identify how those common issues relate specifically to the Agriculture and Production Horticulture industries.

Key findings include: (1) The Agriculture and Production Horticulture industries are going through significant transformation and facing challenges from multiple sources, including natural disasters, global markets, changing consumer taste, technological development and the [Coronavirus Disease 2019] COVID-19 pandemic; (2) With such a smorgasbord of issues impacting on agriculture, it is difficult to identify the priorities relating to workforce planning and skills needs. Currently it is clear that the industry needs access to labour, the recovery from natural disasters, stabilisation of markets and access to new and recently closed markets before workforce planning and skills needs can be addressed.

The Agriculture and Production Horticulture Industry Reference Committee has identified priorities which they recommend for future consideration, including: the finalisation of the Unit Sector Approach for reviewing the AHC Training Package, and further consideration of the Rural Operations qualifications, including the potential for broader skills requirements as a key part of rural activities; working with other industry clusters, identify qualifications that need to incorporate new and updated units from the current AHC Training Package project to identify a quick way to ensure adequate consultation can take place to update qualifications to ensure access to the most recent training standards and to assist registered training organisation (RTO) delivery of units; identifying any assistance that can be provided across all industries utilising AHC training products to enhance appropriate implementation, enrolments and viability of training delivery; evaluation of the Unit Sector Approach for the review of the AHC Training Package; working with other agribusiness, food and fibre industries on research and planning projects to identify and address skills gaps relating to traceability, provenance and blockchain; and identifying digital skills needs using the Agricultural Digital Workforce Framework, and the Digital Workforce Capability and vocational education and training (VET) framework currently in development (along with other digital capability frameworks).

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Public infrastructure is defined as any structure that is owned by the government or that is developed for the public good. Public infrastructure draws on a range of workers and skills to support delivery from four main infrastructure-based occupational groups: project management professionals; engineers, scientists and architects; structures and civil trades and labour; and finishing trades and labour. Australia has ambitious plans when it comes to investing in public infrastructure. A skilled workforce that is available when required will be pivotal in realising these plans. The proposed rapid expansion of public infrastructure is testing the limits of existing capacity and capability. Signs of shortages are already prevalent across the workforce with demand anticipated to reach unprecedented levels, well beyond the sector's ability to service them. Projections show that at its projected peak in 2023 the infrastructure workforce will be 48 per cent short of demand, a deficit of 93,000 people.

Efforts to grow the workforce are compromised by a range of cultural, geographical, diversity and education issues that constrain the sectors' ability to rapidly grow its workforce. Migration cannot meet the gap alone, and border closures, limitations of visa programs and poor utilisation of existing migrants are additional constraints. As the gap between demand and supply grows, the importance of early action is perspicuous. Many proposed investments are in the early stages of planning, but continued investment without significant expansion of workforce supply risks compounding shortages already evident in the public infrastructure workforce, increasing the risks to delivery of this once in a generation investment pipeline in the years to come. Section 1 of this report provides an overview of the type of workforce needed to design, construct and maintain public infrastructure in Australia. Section 2 outlines the current public infrastructure workforce including the geographic distribution for each occupation category. Section 3 assesses pressures on the current public infrastructure workforce. Section 4 assesses the capacity and capability of the future public infrastructure workforce to meet predicted future workforce demand. Section 5 outlines the constraints to addressing Australia's looming infrastructure workforce shortage through mobilisation of existing workers and growth in new workers.

The initial Market Capacity Program report identifies potential resource challenges and risks from estimated demands from the Major Public Infrastructure Pipeline. The report provides an evidence base to increase understanding of the supply and demand of the skills and materials critical to the pipeline, and associated risks in planning and delivery, to support decision making, and help ensure value for money outcomes from our future infrastructure investments. The challenges and opportunities highlighted through this report underscore the importance of continuing to drive productivity and innovation across government and industry.

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The purpose of this discussion paper is to provide stakeholders with the key findings from the 2012 Environmental Scan (E-Scan) industry consultation process prior to publication of the E-Scan in February 2012. Stakeholders are invited to provide comment and input. The 2012 E-Scan process has highlighted a number of challenges and opportunities impacting the industry. It also outlines key findings relating to skills and labour shortages in each of the following industry sectors: (1) Logistics Management; (2) Road Transport and Warehousing; (3) Aviation; (4) Maritime; (5) Rail; and (6) Ports.

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The foundation for the development of the Advancing Manufacturing Skills Strategy [available in VOCEDplus at TD/TNC 135.1092] was this environmental scan (E-scan). The E-scan examines workforce supply and demand for Queensland manufacturing with a focus on advancing manufacturing. It includes both a statewide view of the industry and regional perspectives, based on analysis of impacts and drivers, current and future skills needs, barriers and current use of the apprenticeship and traineeship system.

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This report provides a comprehensive picture of the current state of the tourism labour force and associated skills demand and shortages forward to 2020. The report is based on two related exercises: (1) a survey of tourism businesses to provide a snapshot of current conditions in the tourism labour market. The focus of the survey was on the extent of recruitment, retention and skills deficiencies experienced by businesses; and (2) modelling that projects the shortages of labour out to 2020 based on forecast visitor numbers and training completions. These two exercises build on the 2011 Australian tourism labour force report [indexed in VOCEDplus at TD/TNC 108.1482] which contained a survey of the sector at that point and projected shortages out to 2015. The approach and methodology employed in this update are consistent with the 2011 analysis and the findings are therefore comparable. Findings from this research provide policymakers and the industry with detailed, localised information on where deficiencies currently exist, where they are likely to materialise in the future and their origins and impacts.

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This report has been developed by the UK's National Skills Academy for Rail (NSAR) for the Australasian Railway Association (ARA) to provide insight into the current skills issues, in the context of the post-[COVID-19] pandemic environment and unprecedented investment underway in the industry. This report provides a Skills Intelligence Model (SIM) specific to the Australian rail industry, providing a clear, strategic overview to inform future workforce planning. This report provides insight into the findings and strategies that will need to be considered for rail to address the challenges that the data points to. These are not problems that can be easily solved and the solutions rely on collaboration across the rail industry, education and government.

The key challenge in creating this report has been access to well targeted and meaningful data. The industry data available nationally in relation to skills depends heavily on [Australian and New Zealand Standard Classification of Occupations] ANZSCO occupation data. Currently there are only eight rail roles that have their own six-digit identifier. The ARA has also gone to other direct, authentic sources for data, and as a result has captured approximately 55 per cent of the Australian rail workforce.

The most powerful insights contained in this report include: (1) Approximately 34 per cent of the rail workforce is aged over 50 years and only four per cent is aged less than 25 years; (2) The proportion of rail employees to state populations is consistent and reflects the size and scope of the rail industry more broadly; (3) Rail has a wide range of roles - over 450. These fall into six categories, which are: Operations, Train movement, Engineering/infrastructure, Project management, Corporate services, and Trades/maintenance; (4) If a significant percentage of rail employees retire by the age of 62 then 35 per cent of the workforce in rail will be lost by 2035; (5) The peak gap in workforce numbers will be approximately 69,000 in 2024. The gap predominantly exists for those working in operational and project roles; and (6) From a skill level perspective, the biggest gap predicted is for roles at the Australian Qualification Framework (AQF) level 4, which covers roles such as train drivers and train controllers and planners. In addition, AQF level 7, people with Bachelor's degrees such as engineers and IT specialists, will be in short supply.

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SKILL-UP Programme is a joint effort of the International Labour Organization (ILO) and the Norwegian Ministry of Foreign Affairs aimed to help the ILO Member States enhance their skills systems to take advantage of new opportunities offered by emerging global drivers of change relating to increased digitalization, international trade integration, technological change, large international migration flows, climate change, and demographics, among others. The SKILL-UP country projects are located in Ghana, Ethiopia, Lebanon, Malawi, Senegal and Tanzania.

Skill-UP Ghana aims to move the [technical and vocational education and training] TVET system from a supply to a demand-driven system by building on existing structures and strengthening institutional resources to promote a better understanding of the skills demanded in economic sectors. Agriculture is a critical sector for the Ghanaian economy; in terms of the number of people employed in the sector, its role to meet local demand and its export potential. The agriculture sector is concerned with the production and processing of crops, raising animals and harvesting fish and other animals in a farm or in their natural habitats. Skills mismatch and shortages are a common challenge. In response, the Council for Technical and Vocational Education and Training (COTVET) in collaboration with the International Labour Organization (ILO) and the Deutsche Gesellschaft fur Internationale Zusammenarbeit (GIZ) GmbH has established Sector Skills Bodies (SSBs) for the agriculture, construction and tourism and hospitality sectors with the aim of establishing a demand-led TVET system in these sectors. To support their establishment, the ILO worked with the SSBs to develop sector skills strategies through applying ILO's Skills for Trade and Economic Diversification (STED) approach in order to better align skills development to labour market needs. This document sets out that strategy and outlines a range of proposed actions to address the skill needs of the agriculture sector identified through the process by the SSB members.

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