As I reflect on my time with Meat & Poultry Ontario, I’m filled with gratitude for the dedication and resilience of our industry, especially in facing the workforce challenges that have tested us. Labour is the heartbeat of every operation, and this Winter edition’s theme is both timely and essential as we look to the future.
Our sector faces a dual challenge: attracting new talent and supporting our current workforce in meaningful ways. Today’s labour landscape requires us to be more creative, adaptive, and collaborative than ever. Initiatives to bring youth into our industry and to foster a sense of pride in the trade have been a priority for MPO, and I’ve been inspired by the progress we’ve made together.
Looking forward, I believe our success lies in further bridging the gap between the skills needed and the skills accessible within our communities. Programs focused on skills training, mentorship, and job opportunities for diverse populations will be critical. Together, we can create a work environment that values every contribution, recognizing that a sustainable workforce is built on support, respect, and growth.
As I step down, I do so with immense pride in what we’ve achieved and confidence in what the future holds. Thank you for the opportunity to serve and for your unwavering commitment to Meat & Poultry Ontario. Let’s continue to champion our people, our values, and our industry.
Kevin Schinkel Outgoing President
Recruiting and retaining a skilled workforce is essential to our sector’s future, and at Meat & Poultry Ontario, we’re committed to assisting operators with practical, forward-thinking solutions.
Our efforts start with CareersNow, a collaborative initiative with Food and Beverage Ontario. CareersNow offers training modules that help new entrants build foundational skills for our industry. For operators, we’ve developed targeted resources and tools to support talent attraction, training, and retention. From employee engagement strategies to hiring tools, CareersNow is designed to help you find and keep the right people.
We also recognize the importance of igniting a passion for butchery and food processing in younger generations. The Skills Ontario Competition is an exciting opportunity to connect with future talent. This year, we’re enhancing our presence with a virtual reality game and live butchery demonstrations to immerse students in the craft and inspire them to consider a future in butchery.
Our Centre for Meat Innovation and Technology (CMIT) is also paving the way in workforce development by upskilling our existing trade. CMIT offers short, impactful, industry courses for supervisors and managers. We also offer The Art and Science of Meat Tasting—a masterclass for anyone in meat sales. CMIT provides customized training, either onsite at your facility or at our centre, to address specific needs.
VISION
A sustainable, respectful and diverse food system that celebrates the nutritional and economic value of meat and poultry.
MISSION
We strengthen the meat and poultry industry in Ontario by connecting people, influencing change and empowering our members.
MPO LIFETIME MEMBERS
• Carlos Domingos (2023)
• Richard Halenda (2021)
• Doris Valade (2019)
• Laurie Nicol (2018)
• Joe Abate (2017)
• Brian Quinn (2016)
• Graham Dalziel (2015)
• Tony Facciolo (2011)
• Pat Johnson (2005)
• Gerry Houtzager (2003)
• Leo Rocheleau (2001)
• Jim Vidoczy (2000)
• Nancy Ackert (1997)
• Dr. Ron Usborne (1996)
• Ron Deeth (1995)
MPO LONG TIME MEMBERS
Ontario Pork - 1980
Gord’s Abattoir Inc. - 1982
L’Orignal Packing Ltd. - 1986
Walnut Hill Farm - 1986
MMIS / Mondo Inc. - 1986
VG Meats - 1987
Stemmler Meats - 1988
Darling International Canada Inc. - 1988
Schinkels’ Gourmet Meats - 1989
Springer’s Meats Inc. - 1989
Chicken Farmers of Ontario - 1989
Jetnet Norstar Corp. - 1989
Brenner Packers Ltd. - 1991
Norwich Packers Ltd. - 1991
Weston Abattoir Ltd. - 1991
Hay’s Custom Cutting - 1992
Hoffman’s Meats & European Deli - 1992
Thank you to our long time members who have been helping move the industry-forward for over 25 years. MEAT INDUSTRY ACHIEVEMENT (MIA) AWARD RECIPIENTS
Labour issues won’t be solved overnight, but through strategic partnerships, engagement with new talent, and a commitment to innovation, we’re making strides. I encourage you to explore these programs and connect with us on how they can benefit your business. Together, we can create an industry that attracts and retains the talent essential to our future.
• Multivac Canada Inc., Brampton (2020)
• Reiser Canada, Burlington (2019)
• Nick VanLankveld (2024)
• Natasha Barlett, OMAFRA (2022)
• In memoriam to Joe Abate (2024)
• Kelly McAslan, OMAFRA (2022)
Welcome to the Association MPO
Building an informed and engaged membership representing a diverse Ontario meat and poultry industry.
GEA Food Solutions
North America, Inc.
16005 Gateway Dr. Suite 100 Frisco, TX 75033
Michael Yamanda Camargo michael.camargo@gea.com 613-297-1001 www.gea.com
Synapse By Choice Inc.
Food Safety Consulting 60 Spooner Crescent Cambridge, ON N1T 1X3
Muhammad Asim Sultan info@synapsebychoice.com 519-729-6783 www.synapsebychoice.com
BLOCKtalk is the official publication of the MPO, distributed to over 250 MPO members, commodity groups, and others throughout the industry, providing excellent advertising opportunities for suppliers of the meat and poultry industry to promote their newest, most innovative, supplies, equipment, and technology.
BLOCKtalk encourages Associate Members and supporters of the industry to submit articles which would be beneficial to our members.
ADVERTISING DEADLINES 2025
Spring January 30
Summer April 26
Fall July 26 Winter October 25
The information published in BLOCKtalk is compiled from a variety of sources, which we believe to be reliable; however, MPO does not guarantee, and assumes no responsibility for the correctness of the information.
Seasonings
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Functional Food Ingredients
Custom Blending
Addressing Labour Shortages in the Meat Processing Industry
From Kungfu Butchers
Short-Term Labour Market: Temporary Relief
The meat processing industry in Ontario has historically faced labour shortages due to the physically demanding nature of the jobs, high turnover, and retention issues. However, the short-term pressure on labour has eased somewhat in 2024 due to several factors. First, the economic downturn and a rise in unemployment across the country have led to more individuals, including temporary foreign workers (TFWs), being willing to take on physically demanding roles. As of September 2024, Canada’s national unemployment rate has risen to 6.5 per cent, with key regions like Toronto (8.6 per cent) and Windsor (9.8 per cent) recording even higher unemployment rates (Statistics Canada, 2024). This increased labour supply has temporarily alleviated shortages in industries like meat processing, as more workers are available and willing to accept these demanding roles.
Long-Term Outlook: Structural Shortages Remain
Despite short-term relief, the long-term labour shortage in the meat processing industry remains significant. Several
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structural challenges continue to impact the sector:
1. Aging Workforce: The meat processing industry relies on an aging workforce, with fewer young workers entering the field. The aging population, coupled with retirement trends, has created a widening labour gap (Food Processing Skills Canada, 2023).
2. Worker Retention: The industry faces a 41 per cent turnover rate, higher than in many other sectors. Temporary foreign workers often leave for better-paying or less physically demanding jobs after gaining permanent residency, exacerbating the labour shortage (Meat and Poultry Ontario, 2023).
3. Geographic and Job Mismatch: Filling meat processing jobs remains a challenge due to the physically demanding work and remote locations, even in areas with high unemployment rates (CIC News, 2024).
Looking ahead, the agri-food sector in Canada, which includes meat processing, is projected to face a labour shortfall of between 63,000 and 123,000 workers by 2029 (Statistics Canada, 2024). This projection underscores the need for sustainable recruitment and retention strategies.
The Trudeau government has responded to these shortages by exempting the meat processing industry from low-wage LMIA (Labour Market Impact Assessment) restrictions, allowing processors to hire foreign workers even in regions with high unemployment (Government of Canada, 2024).
Looking forward, Pierre Poilievre, leader of the Conservative Party, stated, “When I am Prime Minister, the Temporary Foreign Worker Program will be used exclusively to fill jobs that Canadians cannot or do not fill, like in agriculture sectors.” This confirms a bipartisan consensus on the necessity of foreign workers for industries like meat processing.
Kungfu Pipeline Program: A Solution to Labour Shortages
The Kungfu Pipeline Program is designed to create a steady supply of skilled foreign workers for the meat processing industry. The program emphasizes overseas recruitment, specialized training through partnerships with institutions like Food Processing Skills Canada (FPSC) and the Centre for Meat Innovation and Technology (CMIT), and job placements with meat processing employers.
A key strength of the program is its ability to filter contributors to Canadian society by requiring workers to prove their commitment through hard work before being granted permanent residency. This approach ensures that those who stay in Canada have demonstrated their willingness to contribute through demanding and essential jobs. The program believes that anyone who proves their commitment in this way deserves the chance to become a permanent resident.
The Kungfu Pipeline Program also ensures transparent and ethical recruitment practices, protecting foreign workers from abuse and fraud. By offering a clear pathway to permanent residency, the program fosters worker loyalty, addressing long-term labour gaps. Additionally, support in areas like housing and transportation helps improve retention and overall job satisfaction, ensuring that both employers and workers benefit.
Program Objectives:
• Creating a sustainable workforce through ethical recruitment and training.
• Ensuring fair treatment of workers and preventing exploitation.
• Providing specialized training programs in collaboration with industry partners.
• Offering pathways to permanent residency, promoting longterm retention.
• Supporting workers with housing, transportation, and integration assistance.
• Balancing the needs of employers and workers, ensuring reliable labour supply and fair treatment.
A Sector in Need of Long-Term Strategic Thinking
The meat processing industry’s reliance on temporary foreign workers is unlikely to change in the near term. Exemptions from low-wage LMIA restrictions have helped alleviate immediate labour shortages, but they do not offer a long-term solution. The Kungfu Pipeline Program offers a structured approach to address both short- and long-term workforce needs by focusing on recruitment, training, and retention strategies. By ensuring transparency and worker protection, the program can help create a sustainable and ethical labour force. The industry will benefit from adopting similar strategies and collaborating with stakeholders to ensure a healthy and stable workforce for the future.
Sources:
• Statistics Canada. (2024). Unemployment rate by province and territory, September 2024. Retrieved from https://www150.statcan.gc.ca/n1/daily-quotidien/241011/mc-a001-eng.htm
• Government of Canada. (2024). Refusal to process LMIA applications. Retrieved from https:// www.canada.ca/en/employment-social-development/services/foreign-workers/refusal.html
• Meat and Poultry Ontario (MPO). (2023). Industry insights on labour turnover.
• CIC News. (2024). Canadian regions with unemployment rates over 6%. Retrieved from https://www.cicnews.com
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The Ontario Finest Meat Competition is a bi-annual competition showcasing the best Ontario meat and poultry. In 2024, more than 110 premium meat or poultry products were submitted for a chance to be crowned in one of twelve categories with judging taking place in June at Fanshawe College in London, Ontario. From traditional to new and innovative taste profiles, 16 companies/ competitors showcased their goods in the 12 categories with 40 total awards.
Diamond Award Halenda’s Fine Foods: Ruby Red Bacon
Ron Usborne Award of Excellence Halenda’s Fine Foods
BACON
Platinum: Halenda’s Fine Foods Ltd., Ruby Red Bacon
Gold: Leadbetters Foods Inc., Wood Fire Bacon
Original
Silver: The Village Grocer, Hardwood Smoked Side Bacon
KIELBASA
Platinum: L’Orignal Packing Ltd., Kielbassa
Gold: Halenda’s Fine Foods Ltd., Double Smoked Kobassa
Silver: Denninger’s Foods of the World, Turkey Kielbasa
SMOKED SAUSAGE - TRADITIONAL
Platinum: Halenda’s Fine Foods Ltd., KranskaGold: Stemmler’s Meat and Cheese Inc., SmokedBall Park Franks
Platinum: Sikorski Sausages Co Ltd., Meat Sticks Mild
Gold: Halenda’s Fine Foods, Buggy Whip
Gold: Sikorski Sausages Co Ltd., Spicy MiniKabanos
Silver: Halenda’s Fine Foods Ltd., Turkey Salami Sticks
Disability Inclusion: A Smart Business Decision
By Deanna Zenger – Food Processing Skills Canada National Project Manager: FoodAbility Program
If there were an untapped multi-billion-dollar market, would you want to know about it?
Would you like to know if those consumers or clients want to do business with you? Would you cater to that market to get ahead of your competitors?
Welcome to an untapped market. That market is Canadians living with disabilities.
It’s not a niche market: one in four Canadians has a disability, and they represent purchasing power worth a whopping $55+ billion annually.
The people with a disability, or PWD, market is vast, underserved and growing. It all adds up to a considerable opportunity for businesses ready to become more accessible and inclusive.
Preparing your business to move toward inclusivity is a smart business decision. It is estimated that by 2035, 40 percent of Ontario’s consumer base will be people with disabilities—that’s a lot of people you may have never thought of as customers before.
In addition to the power of people with disabilities themselves, adopting disability inclusion has yet another benefit: other consumers.
While these other consumers may not have a disability themselves, many have friends and family members who do. Combined with the purchasing power of people with a disability, this group represents a massive $366 billion market.
And it keeps getting better…did you know that 78 per cent of Canadians are more likely to buy from a business with a policy of hiring people with a disability over a company that doesn’t?
The spending power of people with disabilities and their families is a significant market opportunity that your businesses can tap into. By ignoring people with disabilities in their workforce and their customer base, companies are missing out on a vast pool of talent and potential revenue.
Now, factor our labour market into the following:
• More than 800,000 individuals with a disability that we know of are employable and want to work but are not working.
• As an industry, we have chronic recruitment and retention issues.
• This is an untapped talent pool ready, willing and waiting to work.
The business case for disability inclusion in hiring.
Extensive research highlights the enduring benefits of inclusive policies in private and public sectors. The statistics show us inclusivity leads to the benefits we seek, such as loyalty, creativity, retention, attendance improvement, fewer accidents, and a strong workplace culture. Organizations with a diverse
workforce are more adaptable to change and are often at the forefront of leading transformations. People with disabilities are diverse as the number of disabilities that we know of, which is over 300! Disabilities can be visible or invisible and temporary or permanent. The number of persons who live with a disability is increasing due to demographic trends and increases in chronic health conditions, among other causes. Did you know…Almost everyone will temporarily or permanently experience disability at some point in their life.
Sodexo Canada – Disability Inclusion in Action
Every day, Sodexo Canada employee Sean Callaghan and his 35-person team help nourish nearly 4,000 workers at the Loblaw head office in Brampton, Ontario.
Sean relies on his employees, who must work hard and possess both attention to detail and a cheerful attitude.
Luckily for Sean, he stumbled on a secret pool of extraordinary talent a few years ago.
These extraordinary employees make up about 20 percent of Sean’s overall team, and their statistics are impressive:
• While his other employees, on average, miss 17 percent of their work shifts, Sean’s extraordinary staff members didn’t miss a single shift over the same period.
• Compared with the 15 accidents recorded by the other employees, the extraordinary staff members only recorded a single accident – a minor head bump.
Eight years ago, the first of these employees joined Sean’s team. His name is Anthony.
“He’s never called in sick, he’s never hurt himself, he’s never had a conflict with any other employees,” says Sean. “He does the opposite. He creates that gel that makes the team, the team.”
So, what makes Anthony so extraordinary?
Anthony has a disability.
Years before Anthony joined the team, Sean considered hiring people with disabilities but wasn’t sure how. How would he accommodate their needs? Would there be an added risk to safety in the kitchen? A question most
Fast forward…“Our successes range from improved staff morale, reduced turnover, improved attendance, reduced accidents and improved customer loyalty,” says Sean.
Those successes mirror trends that have been captured on a larger scale: People with disabilities have a 72 per cent higher retention rate at work.
Ninety per cent of people with disabilities rated average or better on job performance.
“By having a diverse workforce, we have better business results,” explains Katherine Power, Sodexo Canada’s Vice President of Communications and Corporate Affairs.
In fact, the more people with disabilities that Sodexo hires, the better customer satisfaction they have.
“You hire someone with a disability who has never been able to get employment before, and they are thrilled to have that job,” Katherine says. “And they stay in the job. They might grow in the organization as well.”
So, what can your business do to become more inclusive and accessible?
Businesses and Abilities Meet Here.
A good starting point is Food Processing Skills Canada’s new FoodAbility program.
FoodAbility is a groundbreaking program dedicated to bridging the gap between individuals with disabilities and hiring businesses in Canada’s food and beverage manufacturing industry. Our goal is to see a diverse and inclusive food sector that embraces the abilities of all individuals and demonstrates the benefits these opportunities bring to your business. We will do that by working with employers, HR professionals, and employee teams and partnering with disability-serving agencies.
Over 800,000 people in Canada have a functional limitation or disability and can work and want to work.
The program launched in October with a series of in-person National Employer Workshops. This is an entirely new approach to labour issues within our industry, so we needed to hear what the industry was thinking and how a program like FoodAbility would be received. While awareness was on the agenda, so was demonstrating the business case highlighted in this article. MPO’s own Daphne Nuys-Hall attended, and based on her experience, we will work together to bring this funded program to the MPO Board and Membership.
What workshop participants are saying:
“The FoodAbility workshop I attended last week was incredible. It opened my eyes to the program’s mandate as a concierge service and resource for employers in a safe and welcoming environment where it’s possible to unpack what an inclusive workplace means for our industry. “
“I thought I had an inclusive mindset, but I was blown away by what I didn’t know.”
“Amazing opportunity for industry. We have tried many initiatives; this may be the secret sauce to a better workplace culture and retention”.
Welcome to a New Kind of Training Program
Business and Abilities Meet Here
Program
What is FoodAbility?
Food Processing Skills Canada welcomes you to FoodAbility, a groundbreaking program dedicated to bridging the gap between individuals with disabilities and hiring businesses in Canada’s food and beverage manufacturing and value chain. FoodAbility will take businesses from awareness to action with comprehensive training modules, workshops and resources that empower businesses to cultivate inclusive environments and benefit your bottom line
All at no cost! Learn more at foodability ca
DID YOU KNOW THAT INCLUSION IMPROVES BUSINESS?
Who This Program is For
Employers Business owners, social enterprise, managers and decision-makers in the food and beverage industry and beyond
HR Professionals Individuals responsible for hiring, onboarding, and team management
Industry Associations eager to support inclusive initiatives and support their members
Employee Teams motivated in wanting to learn how to support co-workers
The Disability Community - National and Local with food sector training and facilitating introductions to welcoming employers
If you have participated in a Food Processing Skills Canada program in the past, you understand our commitment to your workforce and the benefits to your business
72%
92%
higher retention rate among people with disabilities of consumers favour companies that hire people with disabilities
What’s Included
$15,000 Value at NO COST
Programs, courses, workshops, webinars, resources and tools at no cost to participants.
Employer & HR Programming
15 online courses with micro credentials to enlighten coworkers on effective ways to support their colleagues with disabilities, fostering a more inclusive work environment
Employee Teams Training
Increased awareness through 18 online courses, with micro credentials, workshops, webinars, industry recognition, resources, toolkits and organizational support.
Workshops & Events
Join us across Canada for the FoodAbility National Tour 2024! These Employer only Disability Inclusion Workshops are FREE
ONTARIO PORK’S Pig Mobile Brings Transparency and Education to Consumers Across the Province
From Ontario Pork
At a time when more people are asking where their food comes from, Ontario Pork is committed to being fully transparent in how our farmers raise the delicious pork products consumers enjoy.
One of the ways we do this is with the Ontario Pork Pig Mobile. First launched 20 years ago, the Pig Mobile program provides valuable public education and helps bridge the gap between rural and urban audiences.
The interactive 24-foot trailer is a tool to help consumers feel more confident about the pork industry, as it’s a way of bringing the farm to the public so they can see how Ontario pork farmers raise their animals.
Featuring a live animal display with a sow and a litter of piglets, the Pig Mobile has two large viewing windows, a large video screen and interactive displays highlighting the value supply chain on how pork makes it to your plate.
The viewable sow housing draws many onlookers and consumers are free to ask important questions about how pork is farmed in Ontario. These questions are answered by a team of “Hambassadors”. Thanks to a dedicated group of Ontario Pork Hambassadors who staff the Pig Mobile, consumers are able to speak directly with pork farmers, and other industry partners who are experts in the industry.
These Hambassadors play a pivotal role and take great pride in educating consumers on how the pork industry operates as they field a variety of questions.
From the CNE in Toronto to the Western Fair in London, the Pig Mobile will travel to 18 events across the province throughout the year. The success of the program is led by our Hambassadors interacting with tens of thousands of consumers, many of whom have never met a farmer before. This valuable one-on-one experience helps dispel many misconceptions about the pork industry and has helped build a lasting impression of the hardworking people who make up the Ontario pork sector.
As an industry that contributes more than 3.78 billion of economic output for the province and employs nearly 20,000 full-time equivalent jobs, the pork industry has an important story to tell, and the Ontario Pork Pig Mobile is a great resource to help tell this positive story.
To find out where the Ontario Pig Mobile will be next, please visit our upcoming events calendar on our website. www.ontariopork.on.ca/Communications/UpcomingEvents
Pork and Mushroom Stroganoff
This recipe uses pork in place of the traditional beef. The ultimate comfort food! Serve with an Ontario greenhouse lettuce and cucumber salad.
Season pork with salt and pepper. Heat half of the oil in large nonstick skillet over medium-high heat. Cook pork until lightly browned on both sides, about 5 minutes. Remove from skillet. In same skillet, heat remaining oil over medium heat. Cook garlic, onion, mushrooms, and thyme, stirring occasionally, until softened, about 5 minutes.
Meanwhile, cook noodles according to package directions. In small bowl, whisk broth, water and cornstarch; stir into skillet. Bring to boil, stirring and scraping up brown bits, simmer until thickened, about 5 minutes. Return pork and any juices to skillet; simmer 3 minutes or until cooked. In small bowl, combine sour cream, mustard and vinegar; stir into skillet. Add peas; cook until heated through.
Drain noodles; return to pot; toss with butter. Serve noodles topped with stroganoff. Sprinkle with pepper and parsley.
• 1 cup (250 mL) each sodium-reduced chicken broth and water
• 1 tbsp (15 mL) cornstarch
• 1/2 cup (125 mL) low-fat Ontario Sour Cream
• 1 tbsp (15 mL) Dijon mustard
• 2 tsp (10 mL) balsamic vinegar
• 1/2 cup (125 mL) fresh or frozen Ontario Peas
• 1 tbsp (15 mL) butter
• Freshly ground black pepper
• Chopped fresh Ontario Parsley
Florence Meats
From Immigrant Roots to Oakville Staple, Celebrates Four Decades of Quality
By Stacey Newman
Florence Meats of Oakville, Ontario was founded in 1977 by Mario and Maria Goriup, who immigrated to Canada to pursue a better future. Originally from Slovenia, the couple’s fascinating story begins when they met after World War II in a refugee camp in Italy. Each would be headed for different parts of the world—Maria to Australia and Mario to South Africa.
But fate brought them together again in Johannesburg, South Africa where Mario was honing his skills in the meat industry, producing Italian-style cured meats that had earned him a strong reputation. In search of new opportunities, Mario and Maria immigrated to Canada in the 1970s bringing their dedication to family and hard work with them. Settling in Oakville, they opened Florence Meats, named for their first location on Florence Drive.
It wasn’t the first time the Goriups had built a life from scratch, and they did so once again, working tirelessly to build their shop offering unique meat, cheese and other gourmet products. They would become as known for their community service as they were for their worldly foods.
Today, Florence Meats is operated by Mario and Maria’s son, Damian, along with his wife, Carol, who has brought her own unique experiences and dedication to the family business. Carol’s family background in construction may seem far removed from the meat industry, but she quickly found a sense of purpose
within the Florence Meats family. Over time, she has become deeply involved, bringing her management skills and passion for community to the business.
Damian and Carol’s son, Michael, joined the business five years ago after establishing a successful career in mechanical engineering. He grew up alongside the business, and even as a child, showed a keen interest in working with his family. With the next generation now helping to shape the future of Florence Meats, the family is as committed as ever to preserving the legacy Mario and Maria created.
The direction of Florence Meats’ business has been rooted in meeting the changing demands of their community. The family is proud of their latest expansion, which includes a second facility dedicated to Biltong, a popular South African dried meat. This addition has allowed them to diversify their offerings, catering to customers with unique tastes while staying true to their commitment to quality. As Oakville continues to grow and evolve, the Goriups are prepared to adapt and innovate, ensuring Florence Meats remains a valued institution for future generations.
Florence Meats offers a range of products that represent a fusion of traditions, including Italian-style cured meats, sausages, and South African Biltong which they have been serving since 1977. Its popularity prompted the expansion of a second facility in 2016 to meet customer demand for this unique dried meat.
The company‘s commitment to supporting immigrant workers is equally integral to its operation. Most of Florence Meats’ staff are newcomers to Canada, creating an inclusive workplace where team members support one another as they adapt to life in a new country. For instance, two recent hires from Ukraine, who spoke no English upon arrival, found immediate support and encouragement from the rest of the staff, many of whom remembered their own challenges as newcomers. When the new employees mentioned needing winter clothing, Florence Meats issued a community call for donations, and the response from Oakville residents was overwhelming, with people donating clothes, gift certificates, and cash.
Central to Florence Meats’ success is its loyal and dedicated staff, some of whom have been with the company for decades. Two employees who reflect the ethos of commitment and camaraderie that characterizes the Florence Meats team were recently recognized and celebrated.
Izu Karic, a long-time employee originally from Bosnia, has been with Florence Meats for over 25 years. Having moved to Canada following the Bosnian War, Karic quickly found a home at Florence Meats. His ability to communicate in Croatian enabled him to connect with Mario, who spoke Slovenian, and the two built a close working relationship. Over the years, Karic has been a reliable and steadfast presence, embodying the family’s values and dedication to hard work.
Another invaluable member of the Florence Meats family is Wolfgang Ordung, a former delicatessen owner who joined the team in his later years. Now 88, Ordung continues to bring his years of experience and a vibrant personality to the shop. He is beloved by both colleagues and customers, many of whom remember him from his own delicatessen days in Oakville. Wolfgang’s work ethic is unwavering; he ensures the shelves are fully stocked and takes pride in engaging with customers, who are often delighted to see him. His presence in the shop is a testament to the family’s commitment to creating a welcoming and supportive work environment that values every individual’s contribution.
For Carol and Damian, membership in Meat & Poultry Ontario (MPO) has been an essential part of Florence Meats’ journey. Since joining the association—formerly known as Ontario Independent Meat Processors—the family has benefited from a strong network of support and shared knowledge. Attending their first MPO gala in 2007 was a transformative experience. That night, Florence Meats was awarded the People’s Choice for their pepperoni, a moment that solidified their place within the Ontario meat processing community. The couple left with more than an award; they left with new friends, valuable industry connections, and a renewed sense of purpose.
Through MPO, Florence Meats has gained access to resources and advice that have helped them navigate complex regulations and industry challenges. Carol notes that the collaborative spirit within MPO is unique. Unlike other industries, where competition can hinder collaboration, MPO members share a commitment to each other’s success, offering support and guidance. This network has been especially valuable during challenging times, such as the COVID-19 pandemic, when the family was able to rely on MPO and provincial government support to keep their operations running smoothly.
Florence Meats is more than a business; it’s a legacy of resilience, community, and family values that continues to thrive with the support of loyal employees, a dedicated community, and the invaluable network provided by Meat & Poultry Ontario. For Carol and Damian, their involvement in MPO is not only about professional growth but about being part of a community that shares their dedication to quality and integrity. As they look to the future, the Goriups remain committed to upholding the legacy started by Mario and Maria, honouring their family’s journey while embracing new opportunities and challenges.
Peter Donnell Strengthening the Meat Industry Through Dedicated Insurance Solutions
By Meat & Poultry Ontario Editorial Staff
For Peter Donnell of Donnell Insurance Brokers, supporting Ontario’s meat and poultry sector is more than just business—it’s a long-standing commitment. As a dedicated industry advocate, Donnell has seen first-hand how specialized insurance solutions can bolster the strength and resilience of businesses in this sector.
Since its founding in 1983, Donnell Insurance has served Ontario’s meat and poultry businesses, working closely with a diverse array of Meat & Poultry Ontario (MPO) members, from abattoirs and processors to distributors and wholesale suppliers. “We are known for providing the proper product required for the individual client. Each client has unique needs,” Donnell explains. This personalized approach has earned Donnell Insurance a reputation as a trusted partner and advocate for the meat industry’s varied stakeholders, especially within Ontario, where 95 per cent of its clients are based.
Donnell recently decided to join forces with Brokerlink in 2023, in a seamless transition that aims to further support his clientele. The acquisition by Brokerlink has introduced new resources and stability to Donnell’s client base, which Peter sees as an added strength for their MPO partners. “Joining Brokerlink brings us the resources and backing of a larger organization while allowing us to continue delivering the customized solutions our clients expect,” he says. This stability, he believes, allows Donnell Insurance to deepen its commitment to the industry and expand its coverage offerings, including in emerging areas like cyber insurance—a growing need in the modern landscape.
Insurance in the meat and food industries brings unique challenges, particularly with certain segments experiencing higher-than-average losses. Donnell is candid about the complexities: “Insurance is challenging with some parts of the food industry as there have been more losses with certain classes than others. The goal is to get the stakeholders together to come up with solutions.” This problem-solving approach is the crux of Donnell’s service philosophy, which is finding long-term, sustainable solutions for his clients.
As part of his business, Donnell values honesty, fairness, and reliability. He emphasizes the importance of being present not just at the time of policy writing but throughout the lifecycle of a client’s business journey. “We’re usually brought in as advisors before major changes or expansions, like new plant launches, marketing campaigns, or ambitious growth targets,” he notes, adding that he takes pride in witnessing the successes of his
clients as they grow and evolve.
Donnell also attributes much of his company’s success and industry insight to their involvement with MPO. “MPO is important to me because it centralizes the help that companies need to remain compliant and competitive,” he shares. Through MPO, Donnell Insurance can stay in sync with the shifting regulations and standards that impact their clients, ensuring they remain well-positioned to advocate effectively on behalf of the meat and poultry businesses they serve.
In both his personal and professional life, Donnell holds fast to the philosophy of balance and dedication. When he’s not assisting clients, he prioritizes family, believing that a wellrounded life allows him to approach his work with renewed commitment and integrity.
With decades in the industry, Peter Donnell’s role as both a protector and advisor has made him an indispensable asset to MPO’s membership. His dedication to the sector, reinforced by the backing of Brokerlink, makes Donnell Insurance a steadfast partner for Ontario’s meat and poultry businesses, committed to navigating challenges and driving future success.
Peter Donnell, BA C.A.I.B
Account Executive | BrokerLink
T: 905-319-2252 ext. 87344 | F: 905-319-7020
pdonnell@brokerlink.ca
Brokerlink Inc. | 3077 Mainway, Burlington, Ontario L7M 1A1
brokerlink.ca
Peter Donnell
Strengthen Your Orientation and Training Program to Get Results
From Workplace Safety & Prevention Services
“Never underestimate the value of good training,” says Alyson Smith, health and safety consultant with Workplace Safety & Prevention Services (WSPS). She quickly points out there is a substantial difference between training and good training. “For employers, your orientation and training program is the first impression you will make with new hires. It’s your chance to communicate the organization’s values and priorities, and set the tone for health and safety,” she says.
A strong orientation and training program not only helps employers meet their legal requirements for health and safety, but it can also boost employee retention and provide a competitive advantage with clients. “Employers have a legal obligation to inform workers of the hazards they will encounter while performing their job and the control measures that have been implemented to prevent injury and illness,” reminds Alyson. “When this is done well, what you are really doing is setting up your workers and your company for success. When not done, you are taking on enormous risk.”
Remember
That Every Workplace is Unique Orientation and training are fundamental components of any
health and safety program. Employers must provide training to all employees and that training should be specific to the tasks they will perform and the hazards they will encounter. “Your orientation and training program sets the stage for what the expectations are at your workplace. This is when you explain to new employees how you are going to keep them safe at this job,” says Alyson. According to her, the best way to approach it is to assume that workers have not received any training in the past. “Assume that you have a blank slate and train everyone,” says Alyson. It is very difficult to demonstrate due diligence without documented workplace-specific training, even if a worker has experience from a previous employer.
Alyson cautions against minimizing or dismissing the need for training because of past work experience. “Just because someone tells you that they have done a particular task a thousand times, it does not mean they did it correctly or that they did it using the same type of equipment,” explains Alyson. Most workplaces use different equipment, run different machines, and have different procedures, which is why an effective orientation and training program must be specific to the workplace.
Continued on page 34
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5 tips for Impactful, Effective Training
Be careful not to overwhelm employees, especially new hires, with too much information in one day. Start with a detailed orientation to ensure workers feel comfortable in the workplace. “Give them an overview of the whole operation and then help them understand where they fit within it,” says Alyson. Once you have completed a detailed orientation, move on to health and safety training that addresses the hazards workers will face. Alyson offers these five recommendations to make training impactful and effective.
1. Complete a hazard assessment and create a training matrix. Break down each job task and identify the potential hazards associated with it. Doing this will tell you what type of training is required for each job. Document this information by creating a training matrix.
2. Focus on a few learning outcomes. Avoid covering too many topics at one time. Determine a few key learning outcomes that you would like employees to gain from training and focus on them.
3. Acknowledge that every person learns differently. Develop training that involves a mix of formats and styles to meet the needs of all learners. “Some people are visual learners, some learn best through conversation, and others prefer handson activities,” says Alyson.
4. Remove language barriers. If your workers understand only limited English, providing them with an English procedural manual or employee handbook will not be very effective. Translate training material, use images where possible, and consider having a translator during training sessions.
5. Verify understanding and reinforce with brief safety talks. “Sometimes people nod and tell you everything is clear even when it’s not,” says Alyson. Ask direct questions to confirm understanding. Have workers demonstrate what they have learned through a combination of theoretical and practical evaluations. This will help you verify that workers understand the content. Keep the momentum going by periodically reviewing specific procedures or controls with brief safety talks.
Have health and safety questions? Connect with health and safety experts from Workplace Safety & Prevention Services (wsps.ca/contactus). At WSPS.CA, you will find videos, checklists, handbooks, and other free resources to help you build a strong health and safety program.
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7 Questions to Begin Building Your Transition Plan
By Anne-Marie Hardie for Farm Credit Canada (FCC)
For every business, no matter its age, transition should always be top of mind, experts say.
As a core part of your business plan, transition plans ensure stability during periods of change. When the plan is integrated into your business plan, other partners, family members and senior staff have peace of mind and know the path forward.
“I think the best practice is to always be thinking of succession,” says Jennifer Dunn, a Partner in the Charlottetown office of BDO Canada, adding she likes to keep in mind that someday, a business will be sold.
Involuntary situations, including death, illness or disability, may result in an unanticipated sale of the company. Developing a structured plan early in your business’ life can provide peace of mind when a sale of the company is unplanned. Transition plans provide an approach to managing the changeover, ensuring that the company’s and its stakeholders’ interests are protected while
also helping position the business and new ownership for future success.
Dunn says that at the bare minimum, transition plans should be in place three to five years before a business owner considers selling. However, it is often difficult to predict when your business will transition.
“Transition plans act as a road map, and it will help to identify the goals of the business owner, including clarifying roles and responsibilities and mitigating risk,” Dunn says.
Why You Need a Transition Plan
Conversely, failing to put a transition plan in place exposes a business to numerous risks that could impact its overall operations, financial stability, market position and long-term viability.
“Some of the risks include operational disruptions, loss of key personnel, cash flow issues, reputational damage and lack of clarity about leadership roles and responsibilities,” Dunn says. “And in a worst-case scenario, the lack of a transition plan can lead to business failure.”
Here are the top five benefits of having a transition
plan:
1. Help minimize disruptions of the day-to-day business of the company
2. Ensure your personal and business goals are met
3. Anticipate potential challenges and risks
4. Develop strategies to mitigate potential challenges proactively
5. Provide a deeper understanding of the current state of the business, including market position and financial health
Where to Start
Transition plans are a multi-step process, which vary in duration and complexity depending on the nature of your food and beverage processing business. The process can take anywhere
from a few months for companies with straightforward infrastructures, to several years for more complex organizations. That’s because transition plans are designed to consider the state of the business today, including critical operational details, while also forecasting the company’s future. Helping identify the key stakeholders affected by the transition and defining their roles
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and responsibilities will aid in cultivating a seamless transition. One critical element of a transition plan, Dunn says, is to consider which stakeholders will be involved in the development of the transition plan. Engaging with advisors, like financial experts, food and beverage processing specialists, lawyers familiar with the processing industry and business consultants, can make the transition smoother. They assist with evaluating the business, tax planning, ensuring legal regulatory compliance and more.
Here are seven questions to begin with when developing a transition plan:
1. What is the current state of the business, including operations, financial health, key personnel and existing processes?
2. What type of transition will occur? Will it be a sale to a third party, a transfer to employees or a transfer to family members?
6. How will you communicate the transition? Is there an internal and external communication plan in place?
7. How often will the plan be reviewed, monitored and adjusted (if needed)?
Transition plans are not something to be left as an afterthought. These comprehensive plans provide your food and beverage processing company with a road map, defining the essential aspects of your business, including roles, responsibilities and the vision of your operation.
Investing the time and resources to complete this process will provide your company with peace of mind, a deeper understanding of your business and the development of a comprehensive strategy to mitigate unanticipated challenges.
This article is reprinted by permission of the author and FCC. It was
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LListeria Controls in a Meat Plant: Best Practices for Managing Listeria Monocytogenes in Ready-to-Eat Foods
By Daphne Nuys-Hall, Technical Director, Meat & Poultry Ontario
isteria monocytogenes is a harmful bacterium that poses serious health risks, especially when found in ready-to-eat (RTE) meat products. Known for its ability to survive in cold, damp environments, Listeria contamination is a significant concern in the food industry, particularly in meat processing plants. The presence of this bacterium in RTE foods such as deli meats can lead to listeriosis, a severe infection with potentially fatal outcomes, particularly for vulnerable populations like pregnant women, the elderly, and individuals with compromised immune systems.
In response to the dangers posed by Listeria, food safety regulations and best practices emphasize the need for meat processing facilities to implement stringent controls to prevent contamination during production, packaging, and storage. This article outlines effective strategies for controlling Listeria in a meat plant, with a focus on environmental monitoring, sanitation, equipment design, and employee training, to ensure the safety of RTE meat products.
Understanding Listeria Monocytogenes
Listeria monocytogenes is a bacterium commonly found in the environment, including soil, water, and decaying vegetation. However, its presence in food production facilities becomes dangerous when it contaminates food products, particularly RTE foods that do not undergo further cooking or heat treatment before consumption.
The bacteria can grow at refrigeration temperatures, making it particularly challenging to control in food processing environments. To ensure food safety, meat plants must implement a comprehensive food safety management system that includes preventive measures to control Listeria throughout the production process.
Key Components of Listeria Control in Meat Plants
• Environmental Monitoring Programs (EMP): A proactive Environmental Monitoring Program (EMP) is essential for detecting Listeria in the processing environment before it contaminates products. The program should include routine sampling and testing of various areas in the facility, including food-contact surfaces (FCS), non-food-contact surfaces (NFCS), and other high-risk zones.
• Sampling Plan: The facility should establish a well-designed sampling plan that includes regular testing of FCS and NFCS. High-traffic areas, such as packaging lines and slicing equipment, should be prioritized for frequent testing. Sampling should be done at intervals based on the size and complexity of the facility, with increased testing in areas prone to moisture and food debris accumulation.
• Rapid Testing Methods: Quick and accurate testing methods, such as PCR (Polymerase Chain Reaction), can help detect Listeria at low levels, allowing for timely corrective actions.
• Response to Positive Results: When Listeria is detected, immediate corrective actions are necessary. This can include deep cleaning, additional sampling, and reviewing procedures to prevent further contamination.
Sanitation Controls
Effective sanitation practices are critical in preventing the survival and spread of Listeria in meat plants. Since Listeria can thrive in moist environments, areas like drains, coolers, and equipment that may harbour water or food residue must be rigorously cleaned and sanitized.
• Cleaning Procedures: A thorough cleaning protocol should be in place for all food-contact and non-food-contact surfaces. Equipment and surfaces should be cleaned with detergents and disinfectants specifically designed to kill Listeria. High-risk
areas, such as slicing and packaging machines, should be sanitized more frequently to minimize the risk of contamination.
• Hygiene Practices: Good personal hygiene practices among employees are essential. Workers should be trained in handwashing, the use of protective clothing, and protocols for moving between different areas of the plant. Reducing traffic between raw and RTE product areas is key to preventing crosscontamination.
Preventive Controls in Equipment and Plant Design
The design and maintenance of equipment play a significant role in Listeria prevention. Equipment used in RTE meat production should be easy to clean and maintain, minimizing areas where moisture or food debris can accumulate.
Employee Training and Hygiene
• Sanitary Design: All equipment should adhere to sanitary design principles, ensuring that every part is accessible for cleaning and inspection. This includes reducing cracks, crevices, and dead spots in machinery where Listeria could grow.
• Temperature Control: Listeria can grow at low temperatures, making temperature control critical in preventing the bacterium’s proliferation. Refrigeration units should be regularly maintained, and temperature monitoring systems should be installed to ensure that RTE meats are stored at appropriate temperatures.
Employee training is a fundamental aspect of Listeria control. Workers need to be aware of the risks of Listeria contamination and understand how to implement control measures effectively. Ongoing training and awareness programs should emphasize the importance of hygiene, proper cleaning techniques, and safe handling of RTE products.
• Comprehensive Training Programs: Employees should receive initial training when hired and ongoing refresher courses throughout their employment. These programs should cover topics like the importance of personal hygiene, the proper
use of cleaning chemicals, and the role of environmental monitoring in controlling Listeria.
• Monitoring Employee Compliance: Regular monitoring and audits of employee compliance with hygiene and sanitation procedures are essential. Supervisors should provide feedback and corrective guidance to ensure that protocols are being followed correctly.
Verification and Validation of Control Measures
To ensure that Listeria control measures are effective, facilities must regularly verify and validate their processes. Verification involves routine checks of sanitation records, environmental test results, and corrective actions. Validation confirms that the interventions, such as heat treatments or cleaning protocols, are effectively reducing or eliminating Listeria from the environment.
• Routine Verification: Verification activities may include swabbing food-contact surfaces after cleaning to ensure they are free from contamination, reviewing test results from EMPs, and monitoring corrective actions taken in response to any positive findings.
• Validation of Control Measures: Facilities may also need to conduct validation studies to prove that their control measures, such as thermal processing or chemical sanitizers, are effective against Listeria.
Recordkeeping And Compliance
Accurate recordkeeping is essential for tracking the effectiveness of Listeria control measures. Facilities should maintain detailed records of their environmental monitoring data, sanitation schedules, employee training logs, and corrective actions taken in response to contamination.
• Documentation for Audits: Proper documentation not only helps improve internal processes but also ensures that the facility can demonstrate compliance during audits and inspections. This includes maintaining records of environmental test results, corrective action reports, and proof of employee training.
• Continuous Improvement: Analyzing trends in test results and corrective actions can help identify areas where the facility may need to improve its Listeria control strategies. Continuous improvement is key to maintaining a high standard of food safety.
Controlling Listeria monocytogenes in a meat plant requires a multifaceted approach, combining environmental monitoring, sanitation practices, equipment design, employee training, and continuous verification of control measures. By implementing these strategies, meat processing facilities can significantly reduce the risk of Listeria contamination in ready-to-eat foods, ensuring the safety of their products and protecting public health.
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Labour Outlook 2025
The Pressures and Economic Realities in Ontario’s Meat and Poultry Industry
From Meat & Poultry Ontario Editorial Staff
Ontario’s meat and poultry sector is facing significant shifts in the labour landscape, as longstanding recruitment issues meet new regulatory adjustments and heightened economic pressures from the U.S. With recent developments, including the re-election of Donald Trump, cross-border trade relations and workforce trends in North America are likely to see impacts that Ontario processors must quickly navigate. As 2025 approaches, meat and poultry businesses in Ontario are likely to address immediate workforce shortages, evaluate their reliance on temporary foreign workers, and explore long-term strategies for sustaining a reliable labour force.
Labour Shortages and High Turnover Rates
Ontario’s meat and poultry processors have been operating with workforce shortages for several years. According to recent figures from Statistics Canada, the province’s agri-food sector struggles to fill entry-level processing roles, which require intensive physical labour and offer relatively low starting wages. This imbalance is particularly challenging for mid-sized processing facilities, which often lack the financial resources for automation technologies yet face escalating costs from recruitment gaps and decreased production capacity.
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Short-staffed operations report reduced efficiency and for some, output limitations. This situation has led industry groups to call for targeted workforce retention measures.
Impact Of Temporary Foreign Worker Policies
The Temporary Foreign Worker Program (TFWP) has provided crucial support for Ontario’s meat and poultry industry, supplying workers for roles that domestic recruitment has struggled to fill. Recent federal updates have expanded access to the TFWP, including streamlined application processes and extended work permits, to reduce delays for industries in need. While the TFWP is essential for maintaining production levels, labour advocates have argued it is an insufficient long-term strategy, as it neither addresses structural barriers nor builds a stable workforce within Canada.
Ontario’s Ministry of Labour has signalled intentions to introduce programs that would allow foreign workers easier paths to permanent residency. This move is seen as a step towards workforce stabilization by making agri-food roles more attractive as long-term career options. However, to attract Canadian workers, the industry will likely need to examine factors like wages, benefits, and career development opportunities. With
We heard from you that:
• You wanted to support your current processes but not replace them (“if it ain’t broke, don’t fix it”).
• There’s a lot of communication and coordination problems with farmers.
• Farmers often show up on processing day with:
• Different size or amount of animals than expected.
• A lack of paperwork.
• A lack of preparation.
• Mismatched expectations between cut styles offered.
• Trust is key to conducting business.
For abattoirs we will be updating ProcessorLinks with the following improvements:
• Access industry news and information pertaining to abattoirs.
• Customizable profile to promote your services.
• Allowing you to dictate your availability for processing on particular days.
• Promote & share last minute availability on your profile.
• Receive booking requests from Farmers online.
• Ability to accept, modify or reject any booking requests received.
• Automatically remind farmers of upcoming dates, schedules and expectations.
• Ability to share images of cut sheets and packaging style to avoid missed expectations with farmers.
high turnover rates even among TFWP hires, the industry may be at a crossroads regarding its reliance on temporary solutions.
Cross-Border Economic Shifts and Implications for Ontario
With Donald Trump’s re-election, Canadian businesses, particularly those in export-reliant industries, are assessing how evolving U.S.-Canada trade policies might affect their operations. Ontario’s meat and poultry sector exports substantial volumes to the U.S., and any changes in tariffs or import regulations could have significant economic repercussions for the industry. Heightened tariffs or restrictions could increase production costs for Ontario’s processors, adding another layer of strain to an already demanding market.
The Ontario Ministry of Agriculture, Food, and Rural Affairs has signalled that it will expand support for agri-food training programs, particularly those focusing on technical skills, to create a more robust and resilient workforce. As part of this, industry advocates are pressing for improved working conditions, wages, and benefits, all of which would make the sector a more competitive option for domestic job seekers.
Ontario’s meat and poultry processors, operating in an increasingly pressured landscape, are working to address labour needs in both the short and long term. The coming year is likely to shape workforce dynamics and competitive positioning for the sector, as it adapts to both domestic demands and international developments.
Industry analysts are advising Ontario processors to reduce exposure to U.S. market volatility by exploring domestic and other international markets. In this context, cross-border uncertainties are accelerating a call for “diversified market strategies” that could lessen dependency on the U.S. market and improve local supply resilience.
Automation In Ontario’s Meat and Poultry Processing
As a response to workforce shortages, large-scale processors in Ontario are investing in automation to increase productivity and reduce dependency on human labour. Automated machinery, from precision cutting tools to robotic packaging systems, is becoming more common, especially in larger facilities where capital investments in technology are more accessible. However, for smaller and mid-sized companies, the costs of adopting these systems can be prohibitive.
The Ontario government has indicated it will consider offering subsidies to support small and mid-sized businesses in adopting automation, though detailed plans are pending. For these companies, automation presents an opportunity to close labour gaps, but it also raises questions about the impact on job availability and skill requirements for remaining roles. As automation becomes increasingly embedded in the industry, the nature of work in Ontario’s meat and poultry sector is likely to evolve, requiring workers with specialized skills to operate and maintain new technologies.
Preparing For Workforce Transitions In 2025
In anticipation of workforce shifts, Ontario’s meat and poultry sector is turning to collaboration with government bodies and educational institutions to develop job training initiatives. Industry stakeholders are calling for new programs that target younger Canadians, emphasizing skills that align with emerging roles in a partially automated, high-tech processing environment.
Sources
• Statistics Canada. “Employment and labour market trends in Ontario’s food processing sector,” Labour Force Survey, 2024.
• Meat & Poultry Ontario. “The state of the Ontario meat and poultry workforce: A sector report,” Meat & Poultry Ontario, 2024.
• Government of Canada. “Temporary foreign worker program updates,” Employment and Social Development Canada, 2024.
• Ontario Ministry of Agriculture, Food and Rural Affairs. “Ontario agri-food workforce strategy,” Ontario Government Publications, 2024.
Advertiser Index
Abate pg. 22 abatepackers.com
Agsights pg. 12, 48 agsights.com
AKR pg. 49 akrconsulting.com
BrokerLink Insurance pg. 34 brokerlink.ca
Canada Compound pg. 35 canadacompound.com
CSB Systems pg. 8 csb.com
Darling (Rothsay) pg. 44 darlingii.ca
David Food Processing Equipment Inc. pg. 46 davidfoodprocessing.com
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