2021 Winter BlockTalk - The Labour Issue

Keeping Ontario’s Meat and Poultry Industry Informed

Winter 2021 • Vol. 27, Issue 4

Ontario’s Finest Butcher Competition

Celebrating one of the world’s oldest trades, with a keen eye to the future

ALSO INSIDE:

30 Hela Spice Canada’s Success Built on Talented People

32 The GREAT DISCONNECT

41 How Micro-Careers Can Drive Employee Retention

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Index BlockTalk - Winter 2021

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Vol. 27, Issue 4

30

Strengthening the Workforce at Sargent Farms

Meat & Poultry Ontario Celebrates 40 Years

Presidents Message............................................................ 4 Welcome to the Association.............................................. 5 Awards Gala Highlights...................................................... 6 Meating Space..................................................................... 8 Congratulations on 40 Years!!!........................................ 12 The People Factor............................................................. 14 Adapting to the Changing Needs of the The Action Plan – It Starts With Us.................................. 16 Celebrating 40 Years of Moving the Industry Forward.............................................................. 20 The ‘Ontario’s Finest Butcher’ Title................................. 22 Taking a Bite Out of Food Service................................... 24 Strengthening the workforce at Sargent Farms............ 28 Hela Spice – Canada’s Success Built on Talented People........................................................... 30 The GREAT DISCONNECT – A Candid Conversation About the Elephant in the Room.................................... 32 Investing in Your Workforce Today for a Successful Tomorrow.................................................... 34 How Micro-Careers Can Drive Employee Retention..... 41 Top Business Grants for Hiring and Training in 2022.... 42 The Boss has been Fired!!................................................ 46 How to Defuse Current COVID fears — and the Risk of Work Refusals................................................ 50 Advertiser Index................................................................ 54

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The People Factor

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A

s the year comes to a close, I can’t help but reflect on a year like no other. With all the unknowns, changes, and challenges, we can pride ourselves in knowing that we in the meat industry are nimble and can adapt to change.

The labour shortage has certainly been highlighted now more than ever. This year’s Meating Space, held virtually in early November, gave members an insight on solutions available to them. If you missed it, MPO staff can link you to the Conference & Exhibition platform to replay the sessions and visit the TableTalk tradeshow. This issue of Block Talk continues that same theme and I’m sure you will find it very insightful.

On a final note, this will be my last President’s Message as my term as President comes to an end. It has truly been an honour and privilege to represent our membership over the last 4 years as president, and 15 years on the Board. I want to thank MPO staff, board, membership, and industry stakeholders for all the help, encouragement and support I have received over the years. I have come to realize how important a strong collective voice is, and we are so fortunate, and I say this sincerely, to have such dedicated people in our industry.

My hope is as we move forward, we remain connected.

Carol Goriup, Take care.

President

I

n case you haven’t heard there is a labour shortage in the meat sector. It started long before the pandemic. Nine out of every 10 of you have challenges hiring for open positions. That’s gone up by 20% since 2015. It’s not going to change overnight and will continue to be a challenge for our sector for years to come.

Today’s job market is extremely competitive, and employee expectations are higher than ever. Providing a paycheck is no longer enough to retain happy employees. As business leaders you have all faced labour challenges due to restrictive foreign worker programs, the COVID-19 emergency wage subsidy, and having to compete with other sectors for workers. These things are out of your control.

It’s time to start thinking about the things you can control. What are the incremental changes you can make to attract and retain employees? What can you do to provide your employees with a sense of purpose? How can you celebrate your employees and the important role they play as an essential service provider? Are you telling that story in your job ads and while building your company culture?

If you want to see change in your labour challenges, then you need to provide the solution to employee needs.

Do you offer a job? Or a sense of purpose?

Do you offer a paycheck? Or a compensation package?

Do you offer a place to work? Or a family to work with?

Do you tell your team what to do? Or inspire them to achieve their goals?

It starts with you.

I hope you will find this Labour issue of Blocktalk valuable in providing tips and resources that can help you along with your journey to building the workforce of tomorrow and overcoming your labour Franco Naccarato, challenges.

Executive Director 4

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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 • 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 Thank you to our long time members who have been helping move the industry forward for over 25 years.

• Abate Packers (1979) • Canadian Butcher Supply (1979) • Domingos Meat Packers (1979) • Sargent Farms (1979) • Townsend Meats (1979) • Ontario Pork, Guelph (1980) • Gord’s Abattoir, Leamington (1982) • L’Orignal Packing, L’Orignal (1986) • MMIS/MONDO, Aurora (1986) • Nitta Casings, Markham (1986) • Walnut Hill Farms, Gads Hill (1986) • VG Meats, Simcoe (1987) • Rothsay, Dundas (1988) • Stemmler Meat & Cheese, Heidelberg (1988) • Chicken Farmers of Ontario, Burlington (1989) • Jetnet Norstar, Toronto (1989) • Schinkels’ Gourmet Meats, Chatham (1989)

• Springer’s Meats, Hamilton (1989) • Barron Poultry, Amherstburg (1991) • Brenner Packers, Windsor (1991) • Norwich Packers, Norwich (1991) • Weston Abattoir, Maidstone (1991) • Handtmann Canada, Waterloo (1992) • Hay’s Custom Cutting, Campbellford (1992) • Hoffman Meats & European Deli, Stayner (1992) • Newmarket Meat Packers, Newmarket (1992) • WIBERG Corporation, Oakville (1992) • Schinkel’s Legacy, Chatam (1993) • Windcrest Meat Packers, Port Perry (1994) • Malabar Super Spice, Burlington (1994) • R. Denninger Ltd., Hamilton (1995)

MEAT INDUSTRY ACHIEVEMENT (MIA) AWARD RECIPIENTS • King Cole Duck (2021) • Hayter’s Farm, Dashwood (2016) • Schinkel’s Legacy, Chatham (2014) • Conestoga Meat Packers, Breslau (2013) • In Memory of Dave Tiller (2012)

• Halenda’s Fine Foods, Oshawa (2011) • Springer’s Meats, Hamilton (2010) • VG Meats, Simcoe (2009) • Stemmler’s Meat & Cheese, Heidelberg (2008) • Leo Rocheleau, Maidstone (2007)

ASSOCIATE MEMBER RECOGNITION AWARD (AMRA) RECIPIENTS • Viscofan (2021) • Multivac Canada Inc., Brampton (2020) • Reiser Canada, Burlington (2019) • VC999, Saint-Germainde-Grantham (2018)

• Handtmann Canada, Waterloo (2017) • Malabar Super Spice, Burlington (2016)

www.meatpoultryon.ca

MPO

Welcome to the Association

ADMINISTRATION EXECUTIVE DIRECTOR Franco Naccarato franco@MeatPoultryON.ca

Building an informed and engaged membership representing a diverse Ontario meat and poultry industry.

Local Jerky Plus Shawn Scott 1-(705) 562-0397 localjerkyplus@gmail.com 873 Kingsway Sudbury, ON P3B 2E4

Home Stretch Meat Stephan Gingerich (519) 372-4419 homestretchmeat@gmail. com 122242 Sideroad Kilsyth, ON N4R 5N5

BOARD LISTING

PRESIDENT | Carol Goriup Florence Meats, Oakville PAST PRESIDENT Cory Van Groningen VG Meats, Simcoe

TECHNICAL DIRECTOR Daphne Nuys-Hall technical@MeatPoultryON.ca EVENTS, MARKETING & COMMUNICATIONS MANAGER April Jackman april@MeatPoultryON.ca MARKET DEVELOPMENT SPECIALIST Derek Boudreau derek@MeatPoultryON.ca

VICE PRESIDENT Christine Hobson Halenda’s Fine Foods, Oshawa SECRETARY/TREASURER Kevin Schinkel Schinkel’s Legacy, Chatham DIRECTOR | Peter Baarda J&G Quality Meats, Burlington

MEMBERSHIP COORDINATOR Melissa McDougall member@MeatPoultryON.ca

SAVE THE DATE

&

RETURNING IN 2022

DIRECTOR | Graham Dalziel ViscoFan, Markham DIRECTOR | Adam Hayward Nesbitt’s Meat Market, Lindsay DIRECTOR | Gerhard Metzger Metzger Meats, Hensall DIRECTOR | Kevin Stemmler Stemmler Meats & Cheese, Heidelberg

October 14 -15, 2022 | Niagara Falls Ontario CONFERENCE

April 2022

Details to be announced

DIRECTOR | Dale Schefter Schefter Poultry Processing Ltd., Gorrie DIRECTOR | Doris Valade The Malabar Group Inc., Campbellville DIRECTOR | Jeff Miedema Townsend Butchers Inc., Simcoe DIRECTOR | Doug Alexander Belmont Food Group, North York

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.

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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.

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AWARDS GALA HIGHLIGHTS On November 19, Meat & Poultry Ontario held our 2021 Red Carpet Gala. The Gala brings together our members to honour the family of people that make up the association and celebrate their commitment to both the organization and Ontario’s meat sector.

The evening kicked-off with a special 40th Anniversary presentation delivered by MPO Executive Director, Franco Naccarato and former Executive Director, Laurie Nicol.

MPO honoured Bramic Sales, Charlies Meat and Seafood, Hayter’s Turkey Products, and University of Guelph (Meat Science Laboratory, Department of Animals & Poultry Science) as they received their 10-year membership plaque, followed by Abate Packers, Canadian Butcher Supply, Domingos Meat Packers, Sargent Farms and Townsend Butchers who were honoured for 25 years of loyal MPO membership. For the first time ever, a 40-year membership award was accepted by founding MPO member and commodity partner, Ontario Pork.

The Meat Industry Achievement (MIA) Award, which is given to an MPO Business member company or individual that deserves recognition for their achievements in the meat and poultry industry, was presented to King Cole Duck of Stouffville, Ontario.

The Associate Member Recognition Award (AMRA) is given to an associate member company that, judged by the membership, is deserving of recognition for their contribution to the association and to the industry. This year Viscofan Canada was honored with this distinction.

Since the awards’ inception in 1995, MPO has presented only 13 prestigious Lifetime Member Awards to individuals who have made outstanding contributions to industry. This year we inducted Richard Halenda, of Halenda’s Fine Foods, into that respected club.

In photo :AMARA Award Recipient, Klaus Klapps, Viscofan Canada

In photo L to R: Franco Naccarato, MPO ED, Lifetime Award Recipient, Richard Halenda, Laurie Nicol, former MPO ED.

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In photo L to R: MIA Award Recipients, Debbie Conzelmann and Patti Thompson, King Cole Ducks.

www.meatpoultryon.ca

Meating Space It Starts With Us Virtual Conference held November 3

By Laurie Nicol, Workforce Development Specialist, MPO

O

n November 3, Meat & Poultry Ontario (MPO) hosted our Meating Space Virtual Conference and Exhibition. The event brought together more than 90 participants and 14 exhibitors. The TableTalk tradeshow saw nearly 1000 visits to the virtual booths with over 270 direct chats, and 260 product views.

Conference attendees enjoyed three speaker sessions themed around business leadership and workforce development to discuss some of the challenges and opportunities Ontario’s meat sector is facing. There was great dialogue on how we can lead effectively to build the workforce of tomorrow. Thank you to all our attendees, exhibitors, speakers, and supporters for making this event a success.

In case you missed it, here is a recap of the day’s discussions: Agri-Food Leadership - It Starts at the Top Todd Klink, Chief Marketing Officer, Farm Credit Canada Todd, from his 20+ years of leadership experience in the agriculture and food industry, shared his stories inspiring those

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who are beginning or are transitioning through their leadership journeys.

He asked us to make the time for personal daily reflections and reminded us that every day can be a good day. Todd spoke about what it takes to be a good leader.

• There is a big difference between the facts and the stories we tell ourselves • Between stimulus and response there is a space. In that space is our power to choose our response • Remain curious and don’t judge • Deal with the small things before they become big things • Leaders bring the weather • Leaders we get the team we deserve Think about how you chose to lead. Be a super person – do ordinary stuff in an extraordinary way!

Building, Engaging, and Capitalizing on the Workforce of Tomorrow Shawn Casemore - Leadership Consultant and Author Finding and retaining talent is difficult in today’s highly competitive job market. According to the Achievers Workforce Institute, employees are leaving as a result of: 1. Pent up turn over demand (evolution) 2. Burnout/exhaustion (grass is greener) 3. Loss of connection (just a pay cheque) 4. Being micro-managed (bad boss) 5. Seeking higher pay/compensation (cost of living) In the next 5-10 years as the younger generation enters the workforce the way you interact with them will be key. Millennials will have 15-20 jobs during their career, almost triple what baby boomers had. You may need to adopt a more flexible schedule work what you can.

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Shawn encouraged us to be more self aware, take the time to evaluate, communicate and inspire. Our actions or lack thereof have a direct impact on engagement and retention of your employees. Are you adjusting how you interact with, communicate, and lead your employees as their needs, Continued on page 10

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Continued from page 8 – I T

STARTS WITH US

expectations, and priorities change? When was the last time you asked your employees what they need to be successful? 74% of workers are ready to learn new skills remain employable.

Employees need to upskill to be effective and employers need to invest! 37% of the current workforce are worried about automation taking their job. Remind them that technology can offer exciting new roles and help improve the work environment.

that. Recognize the unique quality in each person and approach them differently demonstrating genuine respect and gratitude.

We were reminded to plan now to be ahead tomorrow. Adopting a culture that embraces diversity and inclusion and employee engagement will be key and may require management training.

We need to develop a culture that starts – stays – and contributes. Putting our best foot forward to attract talent (and generate interest) will involve recognizing what individuals are looking for, incentives and the need to pay well. At the end of the day, it will require effective leadership to keep them.

Embracing a Workforce Culture to Overcome Labour Challenges Studies show that implementing workforce best practices result in more effective recruitment, onboarding, and higher levels of employee engagement, productivity, and retention. During our panel discussion facilitated by Daphne Nuys-Hall and Laurie Nicol from MPO we heard real examples of how companies have embraced a workforce culture. Don’t lose sight of what’s important – your key asset is your people and treat them like

Panelist Mark Carter of Halenda’s Fine Foods, Mike McLauchlan of Sargent Farms and Carol Goriup from Florence Meats were members on our Industry Workforce Advisory Table. They acknowledged the importance of networking with peers and sharing common challenges and offering solutions.

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Congratulations on 40 Years!!!

By Rafal Rusiniak, Handtmaan Canada Ltd.

D

ear MPO, let me count the ways!

Congratulations on your 40th Anniversary! I started with Handtmann Canada in 2011 and my first day was at the Toronto International Centre at MPO’s Meat Industry Expo (then OIMP).

I was excited to enter a new industry and make new contacts.

Our booth was humble, and the show was very well attended with lots of activity. Fast forward 6 years and as I grow in my position, the show is now located in the heart of my territory and our booth has grown. So many people are stopping by to say hi. Many friendships have started to mature, and I realize how important MPO is to the industry. By the end of the show, I feel like I have spoken to a thousand people and said a million words.

There is word of a Gala after the show. Tired and sore from being on our feet all day we pack up the booth before we head to our rooms and quickly change for cocktails and the Gala. The event is very well attended, and conversations pick up where they left off at the show. Everyone is dressed up and members have brought their spouses and families to the event. Everyone hopes that their products will be good enough to win top place this year. As the awards are handed out, I am amazed at how many great provincial products are being recognized and I make notes so that I can look for them on store shelves.

What happens next is truly magic and one of my fondest memories.

An auction will start soon so that people can bid on the awardwinning meat products in hopes of getting a taste of what it takes to achieve top prize. The auctioneer needs 2 spotters to ‘yelp’ and help with finding who is bidding on the items. Tanya Rizzardo and I are chosen to be yelpers on opposite sides of the room. As the auctioneer starts, we yelp and point to people as they bid. As I begin yelping, I get comfortable and start to play around. I realize that if I yelp louder and with some flare, maybe people will bid just to get me to yelp! The auction really heats up.

I am yelping louder and louder, really giving it everything I’ve got when we reach a milestone of $500, or $1,000 for a salami. By the end of the night, I have made a great friend in Tanya, there has been thousands raised from the auction, and I have lost my voice. Oh what a night!

I really love the MPO community. Members are always willing to help each other. The organization brings great value to its members, the seminars & events are excellent, and everyone stays around long after the last award is handed out.

Thank you MPO and your members for your friendship and guidance over the years. I look forward to many more years of good times and to seeing you all at the next event!

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The People Factor

By Isabel Dopta, Food & Beverage Ontario

E

arlier this year, Food and Beverage Ontario launched CareersNOW! in partnership with Meat & Poultry Ontario to test pilot projects designed to connect jobseekers and students with employers. Thanks to some incredible team work, the program is now in field, delivering job fairs, skills training, career mentorship, student & job seeker engagement campaigns, and hosting employer and jobseeker platforms.

Workforce challenges and skills gaps certainly aren’t new problems for Ontario’s food and beverage processors, but the COVID-19 pandemic exacerbated the situation at a time when many other manufacturing industries and food sectors were also under pressure.

Food Processing Skills Canada’s latest stats show that Ontario is home to about one third of the Canadian meat and poultry processing industry establishments and workforce. The top challenge facing meat and poultry processors across the country continues to be availability of labour — about 7% higher than that of the overall processing industry.

As part of their research, Food Processing Skills Canada also looked at revenue loss due to labour shortages. Using their national survey average of six vacancies per Canadian food and beverage processing employer and a cost per vacancy of $190/ day in lost revenue, meat and poultry processors are losing on average, up to $1,100 per day or about $275,000 per year. Apply that number across Ontario’s 250 federal meat and poultry processors, 350 free standing meat plants and 100 provincial abattoirs and the sector revenue loss sits around $192.5 million per year.

Interested in meeting with potential new hires digitally?

Participate in a CareersNOW! Job Fair. The CareersNOW! team takes care of the jobseeker recruitment so that employers simply meet online for scheduled interviews with prospective new hires. CareersNOW! is hosting a series of job fairs and one is sure to work for your operation.

Thinking about onboarding for your new hires? CareersNOW! can help with skills training that will ease new hires into a successful start to their job.

Choose from 14 microcredentials in soft skills and technical training or have your new employees complete the full curriculum. The training is online, self-paced and proven to build confidence in new hires and support employers in offering a workplace that values learning.

Labour is a complex problem which has necessitated the development of solutions that introduce new programs, public policy and resources. CareersNOW! is proving to be an important part of the Ontario solution with actionable support for processors. If you aren’t already involved, this is a good time to check out what’s available, at no cost, to your business.

If you are experiencing job vacancies, visit CareersNOW! Employer – a new online employment platform that’s connecting Ontario businesses with thousands of qualified jobseekers. This online employment system, is also a great place to hire a college or university student for a work placement and apply for wage subsidies. Add CareersNOW! Employer to your regular recruiting strategy by creating an account and taking a few minutes to post your available jobs.

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To gain profile for your company brand, CareersNOW! has Taste Your Future and Frontline Food Facts to share stories on employers, employees and career opportunities. Sharing information on your company and the people you employ signals a positive workplace culture, not to mention it supports recruitment and team building. Be part of the CareersNOW! strategy to raise the industry’s profile with jobseekers and students.

For more information on CareersNOW! visit www. foodandbeverageontario.ca or contact Laurie Nicol at the Meat & Poultry Ontario office.

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The Action Plan – It Starts With Us

By Laurie Nicol, Workforce Development Specialist, MPO

T

his past year MPO has dedicated resources to address the labour crisis in our industry. While COVID exacerbated a labour shortage affecting all positions from general labourer to management, this problem has existed for years.

The availability of skilled and unskilled labour today and for the future continues to threaten our members ability to grow their businesses and, in some cases, remain in operation.

With input from the Industry Workforce Advisory Table (IWAT), industry surveys, interviews, focus groups, and research, MPO has identified 5 key recommendations on our workforce development strategy.

1: Industry Career Promotion Campaign and Materials Develop a marketing and education campaign with supporting collateral to promote quality careers in the meat and poultry industry. Promotional materials will be used to support recruitment strategies and education partnerships.

2: Implement a Provincial Recruitment Strategy Develop a province wide promotion and recruitment strategy that targets diverse talent, including newcomers and youth. The strategy to include online recruitment partnership with CareersNow!, a social media campaign, and virtual job fairs (MPO held our first one November 9). We will be looking at enhanced job descriptions to help attract the right talent and promoting industry specific job readiness online modules. Additionally, we will explore the potential of an entry level boot camp training program to recruit and train a new entrant talent pipeline.

3: Create Education Partnerships to Increase Exposure to Careers Develop partnerships with grades 7-12 and post-secondary education system to integrate curriculum and awareness of careers in the meat and poultry industry. Working with Agscape we will develop new curriculum with a focus on career pathways to launch September 2022. Additionally, we will look at the potential for a Specialist High Skills Major (SHSM) program specific to meat and poultry or enhance the current SHSM program offered in Food Processing.

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4: Enhance Employer Knowledge, Skills and Practices Support effective employer workforce practices through knowledge, skills and resource sharing and development, including knowledge exchange among employers. Potential topics: recruitment, employee development, employee engagement, onboarding, internal training, and compensation.

5: Establish an Industry-Led Leadership Committee Create a permanent committee of employers to lead and steward the development, implementation, and governance of the workforce development action plan.

More details of the Workforce Development Action Plan including next steps will be shared in the coming months.

A special thanks to our IWAT members for stepping up and providing valuable insight into developing the five action items identified.

Adam Hayward - Nesbitt’s Meat Market Ben Thompson, Jessica Edwards - King Cole Ducks Carol Goriup - Florence Meats Doug Alexander - Leadbetter Foods Jeff Miedema - Townsend Butchers Joe Abate - Abate Packers Kevin Schinkel - Schinkel’s Legacy Mark Carter - Halenda’s Fine Foods Mike McLauchlan, Sinthu Navaretnam - Sargent Farms Pauline Zwiers - Conestoga Meats Shannon Desborough - Finest Sausage & Meat

What IWAT members gained from participating.

The one-on-one best practices and information sharing with other MPO members.

Learning that “I am not alone”, having the support and ability to discuss is amazing.

The interaction with others from our industry with similar roles. www.meatpoultryon.ca

What needs to happen to be successful?

Success will be dependent upon collaboration. MPO has already established a partnership with Food and Beverage Ontario and their CareersNow project. Success will take resources and will involve working with government, community partners, immigration agencies, schools, and industry.

The sharing of knowledge, best practices, and resources is critical. Employees need to upskill to be more effective and employers need to invest! Food Processing Skills Canada (FPSC) makes it easy to access on-line and virtual training material and resources including Industrial Butcher Certification.

IWAT identified the need for training in different languages.

Did you know that ten of FPSC training courses are available in French, Mandarin, Punjabi, Russian/Ukrainian, Spanish, and Tagalog?

Our worker survey told us that employees would be interested in taking courses outside of work hours. Have you asked your employees if they were interested in upskilling?

Are you prepared to….

• Take steps to improving the workforce culture in your company and invest in your workforce?

• Attend 30-minute knowledge sharing forums to learn from others?

• Post jobs on CareersNow, participate in job fairs and mentorship opportunities?

• Consider being a guest speaker at schools and engage with guidance counsellors?

• Offer Co-op placements?

Be part of the change. For more information on the Workforce Strategy contact: Laurie Nicol our Workforce Development Specialist at workforce@MeatPoultryON.ca This Employment Ontario project is funded by the Government of Ontario.

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Article by: Trevor Bacque

Food safety and efficiency drive innovation in meat processing

Increased efficiency The new line requires two people, it’s faster, safer and less product is lost due to liquid evaporation. “[The difference between] personal safety and food safety is very narrow,” Price says. “A lot of the things we do to keep food safe, we do to keep our staff safe.”

With less people working on the meat thawing, they have re-deployed labour into other productive activities at the plant.

Food safety Meat processor speeds up production, increases safety Innovation to improve safety for both food and personnel has been the focus of innovations at Sunterra Farms in Alberta.

The pork producer sells throughout the province, as well as to various Asian countries.

President Ray Price says a new 12-foot long conveyor beltstyle microwave is now in place to aid with the production in the company’s salami division.

The giant microwave is capable of defrosting 3,000 kilograms of meat an hour. Meat is separated into 20-kilogram blocks and is chilled in just 150 seconds and then moves on for further processing. Previously, meat thawed on its own to a chilled temperature before processing. This procedure took anywhere from 24 to 48 hours, depending on the size of the meat block.

It was handled multiple times and the processing line physically took up lots of space at the operations centre.

Beyond the new microwave, the company has also installed both X-ray and metal detectors for products leaving the plant. Foreign material could end up in a product during processing and these two devices add an extra layer of security moving forward.

Some importing countries have high standards and these machines give Sunterra’s customers the peace of mind knowing their products are free of unwanted contaminants. It’s a simple, yet highly important process for Price that benefits his customers.

“The automation probably layers in another level of food safety,” he says.

Overall, Price says it’s critical for businesses like his to continuously improve, since customers recognize quality.

“The innovation never stops,” he says. “We can’t go back, we have to continue to innovate, otherwise people are going to go without food or food is going to be a lot more expensive.”

Bottom line Remaining agile, anticipating consumer demands, watching out for food safety and increasing efficiency all play pivotal roles in seeking and implementing innovations in meat processing.

This article was originally published by FCC, and is reposted with permission of the author and FCC. Visit fcc.ca/knowledge for more ideas, advice and resources.

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40 YEARS Celebrating

of Moving the Industry

1979

The Ontario Freezer Meat Association was founded in Port Perry Ontario, with Ron Deeth as Founding President.

FORWARD In 2020, Meat & Poultry Ontario celebrated 40 years as the representative voice of Ontario’s independent meat and poultry processing sector. Although our association and industry have seen many changes and growth over the years, our foundation remains the same. Our organization is rooted in family, recognizing the people and businesses who proudly serve the communities they live and work in, across Ontario.

Here are some Memorable Moments in Our History 20

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1990’s

1990 Meat Industry Basics Quality Accreditation Program was launched, providing training specific to the sector.

1994 As our organization grew to 129 business members and 28 associate members, our office was moved to Guelph.

1995 – The first OIMP Lifetime Member achievement was awarded to Ron Deeth.

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1980’s

1980 - On May 28, the founding AGM was held at Constellation Hotel in Toronto.

1986 - The organization was renamed Ontario Independent Meat Packers and Processors and our first tradeshow was held in Kitchener.

1986 - First Expo was held in May at the Valhalla Inn in Kitchener

2000’s

1987 - Ron Usborne Product competition introduced with 4 categories judge and handed out same day

2010’s 2012 the first Meating Place Conference was held.

2002 Launch of the Food Handler Training Independent Study Program.

2007 Meat Industry Achievement Award (MIA) introduced with Leo Rocheleau as the first recipient

2008 Legal named changed to Ontario Independent Meat Processors.

2009 the product competition evolved into Ontario’s Finest Meat Competition, expanding the categories and number of entries.

2014 Ontario’s Finest Butcher competition created, crowning Peter Baarda of Stoney Creek Ontario.

2018 Executive Director Laurie Nicol retires securing over $5.25 million of funding during her tenure.

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The ‘Ontario’s Finest Butcher’ Title Celebrating one of the world’s oldest trades, with a keen eye to the future.

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By Stacey Newman

uring the fall—the traditional season for the harvest and Thanksgiving—the rounds of the Ontario’s Finest Butcher Competition (OFBC) were held. On September 30th, four Ontario butchers battled it out in the finale of this much-anticipated annual competition by Meat & Poultry Ontario (MPO).

There can only be one top winner, though every meat aficionado on the stage is a celebrated champion in the craft of butchery. The 2021 finalists put on an honourable display of talent and proficiency for the audience while vying for bragging rights and the top prize.

Butchery is an ancient occupation that roughly dates back to the first domestication and processing of livestock in Medieval Europe. The first known use of the term butcher dates to the thirteenth century.

Butchery is also a modern occupation that has evolved across centuries and regions of the world. It is a diverse and infinitely creative trade, with meat processing forming one of the most important, and understaffed, labour segments in Ontario and Canada.

“A butcher is a person who may slaughter animals, dress their flesh, sell their meat, or participate within any combination of these three tasks.” – Merriam-Webster’s Dictionary

In the end, it was Paul Gentile of Metro, Toronto who emerged victorious, bringing home the “black jacket.” Gentile fought his way through 16 of Ontario’s top butchers. His Metro colleagues, many of whom were in attendance, were noticeably proud.

“The skills demonstrated today are just a sample of the talented butchers that work tirelessly to put local food on the plates of Ontarians every day,” says Franco Naccarato, MPO’s executive director.

MPO launched its Finest Butcher Competition in 2014 with purpose— to inform and educate; and celebrate the past, present and future of meat processors in the province. Year after year—and through a global pandemic—the competition has continued to grow and draw interest from established meat professionals and up-and-comers alike.

Paul Gentile

“On behalf of the entire Metro Ontario team, I would like to congratulate Paul on his incredible knife skills, and winning the prestigious title of Ontario’s Finest Butcher,” says Joe Fusco, senior vice president of Metro Ontario.

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Troy Spicer is the program coordinator of the Professional Butchery Techniques certificate program at Fanshawe College, and one of the judges of the 2021 OFBC. Spicer is a self-described “educator of most things food-related.” But we might refer to him as a real “meat geek.” Spicer grew up in the foodservice industry—his family ran a resale bakery for 67 years. He moved into institutional foodservice for a long-term care facility in his twenties and at the time the

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ministry mandated that cooks in LTC must be certified.

He was offered the opportunity to go to Fanshawe where he continued in culinary apprenticeship and took a course called “Meat Theory.” Spicer had grown up hunting, but he says that he never considered butchery as a possible career. Because of this course, suddenly, he was fascinated with meat processing, especially around the farm-to-table movement and understanding where the meat that we eat comes from. One day he walked into a butcher shop and asked if they were hiring. He knew nothing about labour challenges in the meat industry, but he took the part-time job offered to him soon after. This began a career in and around butchery—from livestock handling to processing, to customer service. “Everything from the back to the front,” says Spicer. His interest in meat processing propelled him. That was approximately 15 years ago. In that time he garnered several credentials, not the least of which was earning his red seal as a cook.

Spicer realized the importance of meat processing and industry, for myriad reasons, including that he loves

animals, and he wanted to learn all he could about how meat is processed from beginning to end. He is also an educator at heart and he retained this interest throughout his own education in meat. His worlds collided and Spicer found himself at the helm of Fanshawe’s first Retail Meat-Cutter Pre-Apprenticeship program, which was a grant program at no cost to students. This was a stream aimed at getting underrepresented groups into the skilled labour trades. Spicer says that they had about 34 students complete the program and to this day most are still employed in the meat industry.

And this is what Spicer wants people to take away from his story: Meat processing—butchery—is a prime career destination, full of opportunities, jobs, stability, great compensation, and people. It’s a fulfilling, rewarding, and unique career and companies can’t fill the job openings today. Butchery is a highly skilled trade with deep historical roots, rich culture and a bright future. This is why we celebrate the art, craft and skill of Ontario’s Finest Butchers year after year, inviting audiences to observe the competition and also learn about where the meat we love comes from.

Spicer practices what he preaches. He knows a lot of butchers that have been working in the trade for 30, 40, or 50 years. “Huge, long, rewarding careers and they love their jobs. They love cutting meat. I still do it part-time.

Tomorrow morning, I’ll be cutting meat at eight o’clock, I work half a day, but I look forward to it. I love it,” he laughs.

The other part of pursuing butchery is that it is a very accessible and affordable post-secondary education, with the promise of jobs right out of the gate.

Spicer concludes with a few insights for retailers, companies and educators. There is a huge shortage of skilled labour, as well as a lack of communication to youth about the viability of this career. Butchery is a trade that is important, highly skilled and which has abundant job opportunities. Those who are trying to reach these potential future butchers are missing the mark in many ways, offers Spicer. “We need to make that connection for students,” he says.

For his part, Spicer’s strategy for boosting enrollment is engaging in the high school environment. But he thinks that the employers and brands out there could also be doing more to facilitate those connections.

Troy Spicer

“I never thought in a million years that I’d be teaching a butchery program now in my life, if you asked me 20 years ago, I never would have believed you and [that I would] enjoy it as much as I do right now,” says Spicer.

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Taking a bite out of food service

B

Jennifer Davidson, Ontario Pork

uilding on its strong retail branding program, Ontario Pork is now looking to capture consumers’ desire to support local by taking a bite out of the food service industry.

“Consumers’ desire to support local remains strong, if not has grown even strong during the pandemic,” said Ivan Teves, Retail and Food Service Marketing Specialist at Ontario Pork. “Ontario Pork’s food service branding program educates consumers about the benefits of buying local and supports Ontario farmers and Ontario businesses.”

Restaurants and food service providers that sign up for Ontario Pork’s free branding program instantly gain an established and loyal customer base, use of the widely recognized Ontario Pork logo, the opportunity to participate in province-wide consumer ad campaigns and have their location(s) added to Ontario Pork’s “Restaurants that use Ontario pork” interactive map. Members can also get Ontario Pork branded window clings and digital files for instore and online promotions and menus.

To learn more about Ontario Pork’s free food service branding program visit ontariopork.on.ca/retail/food-service or contact Ivan Teves, Ontario Pork Retail and Food Service Marketing Specialist at ivan.teves@ontariopork.on.ca.

Five favourites from Ontario Pork’s new Retail and Food Service Marketing Specialist Ivan Teves Ivan came to Ontario Pork in April 2021 with more than 15 years of experience in the protein sector, including 11 years with Retail Ready Foods Inc., where he served as a category manager for pork and poultry. Ontario Pork is excited to have Ivan on the team where he can use his depth of industry knowledge and his client-focused mindset to help grow our retain and food service brand programs.

To get to know Ivan a bit better we asked him to share five of his favourites.

1. Favourite cut of pork: Pork butts because of how versatile it is. Whether it’s a roast, chops or a killer pulled pork sandwich you can’t go wrong.

2. Favourite way to enjoy pork: For a quick and easy fix it’s bacon, thin slice pan-fried or thick cut on the barbecue.

If I have a little more time, it’s slow roast and then turn up the heat to get a nice crispy skin. Have a nice hoppy beer to go with it and dinner is served.

3. Favourite thing about working at Ontario Pork: By far it’s working with an organization that is able to help and have an impact across the supply chain. From farm to fork Ontario Pork is there every step of the way.

4. Favourite thing to do on the weekend: Spending time with family and friends, enjoying great food and creating memories.

5. Favourite all-time movie: I don’t really have a favourite movie but more a favourite genre. I love watching anything superhero-themed.

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Let’s meat one of Ontario Pork’s food service brand partners, Lechon Republik Lechon Republik is a Filipino restaurant located in Toronto that features an outstanding Asian menu in a casual and cozy atmosphere.

We asked Carol Opiniano, Operations Manager a couple of questions about why the Ontario Pork food service branding program was right for Lechon Republik.

What made you decide to carry Ontario pork and join Ontario Pork’s food service brand program?

We decided to carry Ontario pork in all our three locations because we trust that it is always fresh and safe for our customers. Ontario pork has no added hormones and artificial ingredients, and we know that this type of highquality product is exactly what our customers are looking for. We feel good knowing that by purchasing Ontario pork we are supporting local businesses which helps the community and can lead to job creation.

What benefits have you seen since becoming an Ontario Pork food service brand partner?

Lechon Republik is committed to providing high-quality products to its customers. We knew that by partnering with Ontario Pork’s food service branding program we could guarantee to our customers that our pork products are of the highest quality. We gained free mileage through Ontario Pork’s free advertising. We consider the Ontario Pork logo as a seal of excellence in the meat industry.

Having our three locations on the Ontario Pork interactive map has increased visibility to current and new customers looking for quality meat.

What has 2021 been like for you in terms of customer loyalty?

Lechon Republik is committed to exceeding our customer’s expectations by providing high-quality products and going above and beyond in terms of customer service. Because of our commitment to these two areas, we have managed to have good customer retention and customer loyalty despite the challenges 2020-21 have thrown at us.

Tell us about some of the ways you serve Ontario-grown pork in your restaurant?

We love preparing Ontario pork and our customers appreciate the variety in which we serve pork. In particular, they enjoy our whole roasted pig, our pork belly which we grill, roast and fry, our pork barbecue, our grilled pork with hollandaise and of course, our deep-fried pork chop.

The pandemic has been challenging for everyone in food service. What are some of the steps you take to maintain customer loyalty?

In order to maintain our customer loyalty during the pandemic, have a competitive advantage and basically keep the company afloat during a downturn, we became more customer-centric.

First, we became more flexible to meet customer needs and wants. Despite the rising food costs that have impacted our business profitability, the company decided to absorb the costs and not increase the price of our products. Second, we changed and expanded how we reach our customers by using social media channels like Facebook and Instagram, as well as engaging third-party delivery services at our own expense during holidays.

Finally, we have created a Research and Development Team to determine what our customers want and need. With this innovation, we were able to increase our market share and sustain our business during the pandemic.

Where can people find out more about your restaurant?

We have three locations. You can visit us in person at our locations in North York (1 Romar Crescent, Toronto), Scarborough (4465 Sheppard Avenue East, Scarborough) and Ajax (1995 Salem Road N, Ajax). Or you can order for delivery using DoorDash® or UberEats. You can also check out our Facebook (@lechonrepubliktoronto) or Instagram (@lechonrepublik) pages.

@OntarioPork

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Pork Tenderloin with Glazed Apples The delicious honey-apple glaze keeps this pork moist and juicy.

In autumn, serve with squash or sweet peppers, in winter with braised red cabbage, in spring with fresh asparagus.

Marinating Time: 4 hours or overnight Grilling Time: 20 minutes Preparation Time: 15 minutes Cooking Time: 45 minutes Serves: 6 Ingredients • 1/3 cup (75 mL) apple juice • 1/4 cup (50 mL) Ontario Honey • 2 tbsp (25 mL) each soy sauce and vegetable oil • 1 tsp (5 mL) Dijon mustard • 2 Ontario Green Onions, finely chopped • 2 cloves Ontario Garlic, minced • 2 tbsp (25 mL) grated ginger root • 1/8 tsp (0.5 mL) pepper • 2 Ontario Pork Tenderloins (3/4 lb/375 g each) Glazed Apples: • 2 Ontario McIntosh Apples, peeled, cored and cut into wedges • 2 tbsp (25 mL) each fresh lemon juice, butter and • Ontario Honey Instructions In large shallow dish, whisk together apple juice, honey, soy sauce, vegetable oil and mustard; stir in onions, garlic, ginger and pepper. Add pork, turning to coat. Cover and refrigerate for at least 4 hours or overnight, turning once.

Place pork on greased grill about 4-inches (10 cm) from medium heat; brush with marinade. Close lid and grill for 20 to 25 minutes or until juices run clear when pork is pierced or until thermometer inserted into the centre of the pork reads 160˚F (71˚C).

Glazed Apples: Meanwhile, toss apples with lemon juice. In skillet, melt butter over medium-high heat; sauté apples with honey for 2 to 3 minutes or until softened and glazed. Serve over pork.

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visit us: www.dpecfoodsolutions.ca BlockTalk - Winter 565 2021 1500 27 or call: (905)

BUSINESS MEMBER PROFILE

Strengthening the workforce at

Sargent Farms

By Lois Harris

M

aintaining strong lines of communication, making sure employees are well-trained, and rewarding them are some of the ingredients in Sargent Farms success in retaining a productive workforce.

“We practise management by walking around – we actually go onto the (production) floor and talk daily with employees,” says Mike McLauchlan, the company’s Chief Human Resources Officer. “We want to break down the barriers and have our team feel they are considered an equal.” McLauchlan says he champions the value of teamwork and adds that it helps that early in his career, he worked on a production line and can appreciate the work performed by the front line production team.

Sargent Farms – a long-time member of Meat and Poultry Ontario – is an Ontario-based poultry processing business that employs close to 300 people. There’s a primary processing facility in Milton and a further processing facility in Mississauga that produces boneless and sized products. There’s also retail outlets in the two cities.

The company’s workforce is very diverse, with five different languages being spoken. When they have town hall meetings for important announcements before the shift starts, they make sure any materials are translated into those languages. They also bring in interpreters because they want to ensure that everyone is fully engaged and aware of the information being conveyed.

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McLauchlan says that having that diversity also means understanding and appreciating cultural differences and educating the rest of the workforce about them.

“One of our recent strategies is that we formed an employee engagement committee where we have people from the different parts of the production floor and management get together regularly to discuss how we can continuously improve our workplace culture,” says CEO Kevin Thompson.

The committee is just the latest in a series of programs that have been implemented for employees.

As part of a retention program, employees are rewarded with a loyalty program where each receive an increase in their hourly pay as they gain tenure. Employees also receive a monetary gift and personalized plaque at the 10th, 15th, 20th and 25th anniversaries of employment.

There’s also a weekly attendance bonus for employees who work all their assigned hours in any given week.

A new-hire referral program rewards current employees for recruiting friends, acquaintances or family members. The referring employee receives extra compensation after three months and after six months of the new hire’s tenure.

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“We get really good people this way,” Thompson says, adding that the program has been in place for three or four years.

Hands-on training is crucial, especially for new hires. They use job-shadowing techniques, job rotations to keep it interesting and supervisors provide feedback as to how employees are doing.

“We compensate employees who want to further their education – for their tuition,” says Thompson, who adds that this is mostly offered to salaried employees and skilled trades.

Sargent Farms has recently implemented a number of automated processes – automatic de-boning machines in Mississauga and an extensive upgrade on the evisceration line in Milton.

“We’re really pleased - it saves labour and allows us to increase our capacity,” Thompson says.

“At the same time, anybody can buy machinery and put it in a building – it’s the people that make the difference – that’s why we value tenure and try to keep good people.”

Most of the time, employees are moved to another area of the company if their job is affected by upgrades, and Thompson says that their labour contingent continues to grow.

Thompson says that belonging to MPO has been very good over the years – especially in the early days when the company wasn’t as big as it is now – in terms of the technical resources it provides and helping resolve people issues.

“It’s also important to give back, too, to share some of the experiences we’ve had that others in the industry can learn from,” Thompson says.

Sargent Farms kevin.thompson@sargentfarms.ca (905) 878-8998 https://sargentfarms.ca/ @ https://twitter.com/sargentfarms @ https://www.facebook.com/sargentfarms @https://www.instagram.com/sargentfarms/

Pre-pandemic, they also arranged company barbecues cooked and catered to employees by the management team in the summertime, pizza days and holiday breakfast and luncheon parties.

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ASSOCIATE MEMBER PROFILE

Hela Spice Canada’s Success Built on Talented People

By Lois Harris

C

onstant innovation, creativity and a strong team are the secrets to the nearly 40-year success of Hela Spice Canada, according to President Paul Hoogenboom.

The company’s main business is in designing and formulating custom blends, spice mixtures and seasoning blends for the meat, poultry, vegetarian, bakery and other sectors of the food industry. The Uxbridge-based business – an associate member of Meat & Poultry Ontario (MPO) for four decades - has talented people and state-of-the-art facilities that can provide end-to-end services for customers.

“We do a lot of the product development and R&D (research and development) work for major food processing companies across Canada,” he says, adding that he has an R&D centre that employs 10 to 12 people, and the company employs 60 people in total.

Hoogenboom is extremely proud to be Canadian, and the company ships about 85 per cent of its product across this country, with the rest going south to the U.S. The firm has doubled in size over the last eight to nine years.

He also recognizes the tremendous contribution his staff has made to the success of Hela Spice Canada.

“You can’t be successful without great people – they make the company,” he says, adding that all the units work together – from the chefs, food scientists, flavourists and meat technologists working in the R&D centre to the employees on the production floor to quality assurance, sales, marketing, purchasing, finance, IT and administration.

“Some of our staff have been here 10, 15, 20, 30 years - we have a real family culture,” he says. “It’s really important that every department works together – we share the glory and we share the blame.”

Part of the secret of his success in retaining people is that they are all well-trained for their jobs and everyone has put their fingerprints on the success of the company. The company also pays close attention to health and safety.

Hoogenboom says that he’s concerned about the next year, with the fallout from the pandemic creating shortages in supplies and higher input prices.

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“It’s a perfect storm – fire, floods, drought, pandemic – and fewer truck drivers, as well,” he says, adding that supply chain problems are global in nature.

“A shipping container that used to cost $2,000 now costs a whopping $24,000,” he says.

He figures that, in the future, the company will need to be even more innovative in developing products that work around the issues.

“We almost never say we can’t do something – if we cannot source ingredients a customer requests, we come up with an alternative,” he says. One of the big competitive advantages of Hela Spice is the speed at which it can meet customer needs.

“We always try to find solutions,” he says. “We generate creative ideas – that’s the future.”

Part of the reason the company stays fresh and on trend is because it has connections all over the world – with processing companies in nine different countries – from Chile to The Netherlands, to Singapore and Australia. Overall, Hela Spice sells into 60 countries.

“We are constantly in touch with the new flavours and combinations that are emerging from different parts of the world – because that information is shared,” he says.

meatballs, cheese sticks or mini sausages - which can be used as an appetizer, snack, lunch or quick meal for one person.

Hoogenboom’s business philosophy is to get things right, be transparent, deal with customers and employees with integrity, going the extra mile and ensuring consistency in products.

The vision and business plan that was developed nine years ago focused on getting a strong R&D centre for product development, and to become faster and more efficient than competitors. It has worked.

“We are doing between 150 to 200 projects a month,” he says.

Hoogenboom says that he owes a big debt of gratitude to the meat and poultry industry, and notes that, for the first 15 years of its existence, Hela Spice Canada depended on small and medium sized firms. That’s why the company continues to be an MPO associate member. The bulk of the company’s customers continue to be larger companies in the sector.

“If it wasn’t for this industry, we’d have nothing,” he says.

Hela Spice paul.hoogenboom@helacanada.com (905) 852-5100 https://www.helaspice.com/na/ https://ca.linkedin.com/company/hela-spice

For example, recently, the company newsletter highlighted the emerging trend of finger foods – products like beef sliders, BlockTalk - Winter 2021

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The GREAT DISCONNECT

A Candid Conversation About the Elephant in the Room

By Deanna Zenger (National Project Manager & Regional Coordinator for Food Processing Skills Canada)

S

ince launching the Succeeding at Work (SAW) project, it has become painfully clear there is a surprising disconnect between job seekers and employers and well as employers and workers.

Let’s talk about labour market issues. But from a slightly different point of view.

What are we learning?

Being boots on the ground for FPSC allows me to interact with job seekers and employers alike. MPO members, other food industry sectors and non-food employers. I have spoken with many of you. The issues are the same, unlike other industries, We Feed Canada© so our needs are more pressing.

As much as employers say they’re looking hard for employees, they’re often not looking in the right places or in the right ways.

HR departments are leaning too heavily on technology to weed out candidates, or they’re just not being creative enough in terms of how they consider applications and what types of people could be the right fit. Hiring software and popular platforms like Indeed, LinkedIn, and ZipRecruiter have made it super easy for employers to list countless positions and for jobseekers to send in countless résumés. The problem is, they’ve also made it super easy for those résumés to never be seen.

Today, workforce change happens like a tsunami. The workforce revolution of today, will be disruptive. Both in recruitment and retention. It is time to stop talking.

It is time we turned the page. It is time to DO… Ask yourselves: What do I want?

What do I need?

What am I prepared to do to get it?

Elephant time…the biggest issue I see is there’s a lack of imagination on the employer side. Please don’t assume that what people are doing is what they are qualified for. We know many individuals have taken jobs out of necessity. Their job history may not align with your job title, but their transferable skills may be exactly what you are looking for!

When I asked employers what they were looking for in an employee, I heard, “reliable, hardworking, shows up on time, works well with others”. I didn’t hear; “labourer, 3-4 years experience ( for entry level) and post-secondary education”. So why are these words on your job postings? Why the disconnect?

Jobseekers and Recruitment.

To navigate the tsunami, we are going to need a hard look at how we work. I feel one of the lessons learned from the pandemic is that survival meant change, and change we did. Sort of. There is more work to be done beyond testing and physical distancing. Work is still designed for family and economic structures from half a century ago. That world no longer exists. So again, I ask…

What do you want?

What do you need?

What are you prepared to do to get it?

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TRY THIS: Ditch the software. Pick up the phone. Read the resume. Talk to people.

Back to the basics has become the new ‘creativity’.

The effort and creativity needed is not saved for recruitment alone. Retention has become an even larger issue. We tend to focus on hiring as a priority. Like the offers a new bank or phone customer gets for signing up. Have you, as an existing customer wondered why you don’t get the same deal? Employees do.

Today’s workforce wants more. Two things often show up in employment surveys as being most important for candidates and employees. Stability and growth/development opportunities.

Prior to the pandemic, lack of growth and development opportunities was a leading reason why employees left their previous job. In fact, research by The Harris Poll found that one in three employees (34%) quit their last position because they “didn’t learn new skills or better their performance.”

Today, growth and development is more important than ever as people are more likely to associate growth and development with stability. Showing candidates and employees that your company is invested in their growth has become a sought after benefit in today’s tight job market.

Benefits Overhaul We are learning a great deal from jobseekers and employees through the SAW program.

Let’s face it, we are limited in the wages we can offer. So we have to do more. We must rethink how we work. Rethink how we describe the work we do. Rethink how we manage people.

Rethink …what is the benefit they receive by working with you?

Management needs to reskill and upskill just as employees do.

Freebies vs. The Future Something interesting has emerged from the Succeeding at Work Employer Stream.

When I speak with business owners, there is a distinct divide between groups. What I see and hear in terms of our program for example, is one group is interested in the freebie. The funded aspect of the program. The other group I have spoken with are excited about the educational opportunity for their employees… and themselves! They see the future, not the freebie. They love the Emotional Intelligence courses in particular. Never having the opportunity for this type of learning, these courses will help strengthen ‘their crew’ and promote the growth and development employees are yearning for, and staying for..

Offering education as a recruitment tool has proven successful in attracting jobseekers who will accept that entry level job if there is opportunity for more in their future. The opportunity of education for many who have never received a certificate of any kind? Priceless.

TRY THIS: Make the time to learn what support is available for you. Learn how to succeed with this new workforce by reskilling and upskilling yourselves.

It’s time we turned the page.

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TECH TALK

Investing in Your Workforce Today for a Successful Tomorrow

By Daphne Nuys-Hall, Technical Director, Meat & Poultry Ontario

W

hat is the importance of training in the workplace?

Having an employee training program enables you to strengthen the skills your workforce currently possesses, equipping them with the skills they need to do their jobs effectively. Training your employees gives you the opportunity to improve the quality of their work and boost productivity across your organization. Effective employee training can improve employee loyalty, satisfaction, and commitment to your organization. Investing in your workforce is an indispensable way of to keep your business competitive in today’s ever-changing marketplace.

There are many reasons for training in a workplace; orientation for new hires, introducing new technology or processes, meeting regulatory requirements, or simply to advance their skills.

Whatever the reason – training allows employees to acquire new skills, sharpen existing ones, perform better, increase productivity and be better leaders.

Orientation Training Orientation training is particularly important for new employees and is part of your onboarding program. This training introduces the new employees to the company, their role within the company, specific job expectations and any other food safety or health and safety job requirements. Business leaders should look at orientation as the first step in engaging new employees in their workforce culture.

Job Shadowing The first days and weeks are critical to the success of retaining a new employee - they don’t know what they don’t know. Job shadowing allows a new employee to learn the job with handson experience from a more experienced staff member. This opportunity allows the individual to learn job-specific skills or upgrade their skills in a new position or department.

Additionally, cross training is critical with our current labour shortage. Allowing existing staff to work alongside more experienced staff or those in different functions will help them develop their skills in the workplace.

Continued on page 36

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Continued from page 34 – INVESTING

IN YOUR WORKFORCE TODAY FOR A SUCCESSFUL TOMORROW

On-Going Training We often heard that employers are hesitant to provide additional training to their existing staff for fear that once the training was complete, they would leave, taking that investment with them. However, research shows that training actually reduces employee turnover by improving employee engagement.

Providing training programs for your employees demonstrates the company’s willingness to invest in their success and growth. When employees feel that the company invests in their growth and development, it improves morale, productivity, and employee retention. Employees choose to invest in the companies that invest in them.

Additionally ongoing training will: • Enable employees to respond to technological changes that can affect their job requirements.

• Give them the ability to adapt to changes resulting from increased diversity in the workforce.

• Work to facilitate career development.

• Help to meet the employee’s need for continued growth.

MPO recently conducted a survey of workers across Ontario to better understand their experience working in the meat industry.

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The goal was to help identify opportunities for skills training and other ways to improve the workplace experience for those working on the front lines. What we heard is that workers are interested in skills development and training and are willing to take this training on their own time.

• 70% of respondents said that they would be interested in participating in skills training within their industry • 85% of respondents were interested in taking training to improve their skills at work • 32% were interested in taking training to improve the company’s performance • 52% of respondents indicated that they would be willing to take training in their off-work hours The goal of any training and development program is to create a workforce that will “Stay, Start and Contribute”. Invest in your workforce – get started today!

Where to Find Training Resources Food Processing Skills Canada has Certification for Industrial Butcher, CareersNow training for new hires

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Get in touch with our sales team today.

Innovation is at the heart of what we do. ca.multivac.com 38

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The Ontario A-Team!

Andrew Lebeau I have been in the food industry all my life. Initially working at our family farm raising animals, I moved into a retail bakery setting with one of Canada’s largest retailers. Not long after I graduated, I took a role in CPG health food sales distribution and learned how to take packaged food products to market, having contributed to a number of Canadian success stories in that time. For the last 17 years I have been a B2B sales professional for bulk food ingredients, manufactured food products and custom food solutions. During this time I had great opportunities to tour and learn the production processes of many premier Canadian food manufacturers and provide solutions which helped to move their businesses forward. I am extremely excited to be with MULTIVAC Canada and I am looking forward to providing my customers with a competitive edge through innovative packaging and processing solutions throughout central Ontario.

Andy Malacaria Hello, my name is Andy Malacaria from MULTIVAC Canada. I am the Regional Sales Manager responsible for Western Ontario, having spent the past twelve and a half years in the Single-Use Food Service Disposables/Packaging Industry.

I recently read a quote from Jeff Bezos and it rings true with what we do at MULTIVAC: Innovation always starts with the customer. We strive to focus on the customer in order to provide innovative solutions to meet their needs. I am very excited for this chapter in my career as I am honoured to be a part of the MULTIVAC team and their 60 years of excellence in the industry. I also look forward to supporting my customers (new and existing) in Western Ontario for many years to come.

Roberto Ribeiro My name is Roberto Ribeiro and I am the Regional Sales Manager for Packaging Films in Ontario. My goal is to engage with my local and global MULTIVAC peers so that we can provide our customers with an exceptional experi-ence. By combining innovation with state of the art service levels, along with the best technology available, we aim to help our customers overcome the daily challenges in the packaging world. I am originally from Sao Paulo-Brazil, with more than 25 years of experience in sales and market development in the flexible packaging / plastic related industries. At MULTIVAC we regularly deliver innovation and approach the challenges of our industry using different perspectives to transform our customers’ needs.

Carly Hayward I am the Customer Support Representative with MULTIVAC, working in the spare parts, rebuilds and preventative maintenance space to help my clients’ machines stay up to par with minimal downtime. We have a number of innovative solutions to keep our customers’machines performing as they were first delivered and I enjoy seeing these translate into real life results for our customers. I have had the pleasure of working directly with large retail chain stores, assisting with the implementation of innovative new kitchen setups with one such large brand. My passion for both food and customer satisfaction drive me to succeed within this industry.

Sonia Tarantini Over the past fourteen years I have held various roles at MULTIVAC, starting from a back office technical sales support role through marketing to currently the frontline in sales. I have enjoyed learning about the different areas of our business, but mostly I enjoy every interaction I have with customers. Whether they are a start-up, a retailer, small to medium size processor or a large corporation, learning about our customers’ business and their needs and develop-ing a solution is very rewarding. MULTIVAC has such a vast portfolio, and such a large global network, it enables us to deliver the perfect solution for our customers. Besides a pizza lunch, I’m very passionate about helping a customer to design and implement new or improved products and seeing the end results come off a line!

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justconnect@ca.multivac.com BlockTalk - Winter 2021

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How Micro-Careers Can Drive Employee Retention

By Shawn Casemore

A

recent Gallup research poll found that Millennials (the predominant generation in today’s workforce) will have between 15-20 jobs during their career.

That’s double Gen X (the generation before the millennials) and almost triple that of baby boomers.

It also suggests that experiencing younger employees who “jobhop” is something we can’t avoid.

So, although attracting employees today can be a challenge, retaining them is an even more significant challenge. If we can’t figure out how to keep them, we’ll be in recruitment mode (and struggling with employee shortages) for years to come.

Think of it like filling a leaky bucket. Until we fix the holes, we’ll never be able to fill the bucket.

To retain the younger generation of employees require we consider the types of careers they seek and then do our best to design a work environment that satisfies these demands.

A CEO of a manufacturing company in Georgia, who I worked with a few years ago, was herself a millennial. One of the first changes she made in the company was to add levels within each role, creating micro-careers for her employees.

three to five years. It’s more likely you’ll keep them engaged for 12 months until they decide they’d like to advance.

Involvement in Multiple Projects: Today’s younger employees are prone to be involved in various assignments, not left to work on the same tasks day in and day out. The more projects you can apply them to, the greater their interest. Moreover, involving them in multiple projects will also allow for a faster learning curve, a clear benefit to any employer.

Parallel Career Paths: If you want employees to stay, you’ll need to be prepared to move them around. The days of having an employee who only wants to work in finance, sales, operations, or customer service for their entire career are rare. Instead, be prepared to offer a wide variety of career paths and options to keep employees interested in the company and allow them to learn a broad range of skills.

Let’s be honest. If you are having a difficult time retaining young employees, you aren’t alone.

Fortunately, making small changes in how we design and support our employees’ careers can significantly impact retention.

Levels included a change in title and advancement of pay. So, for accounts payable, there were four different levels an employee could advance through, all within three years.

Each level contained a slight wage increase and was achievable after completing a series of role objectives, not based on time within the role.

Job titles were designed to be appealing, so using “associate” rather than “production.”

She did away with titles (and positions) of supervisor or manager instead of having a flat organization built around teams, each of whom reported into a handful of executives.

Lastly, each level an employee progressed through also had a significant pay bump.

The results?

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Over 95% of her office staff was under 30, and retention was well over 90%.

The CEO appealed to the three critical elements of building a culture that starts, stays, and contributes.

Clear Career Milestones: Gone are the days of placing an employee in a role and expecting they’ll be content for the next

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Top Business Grants for Hiring and Training in 2022

By Matthew Mongeon

W

ith the labour shortage affecting businesses across Canada, and the ongoing pandemic affecting the supply chain, the Ontario meat and poultry industry is facing workforce challenges.

Fortunately for them, the federal and provincial governments are addressing these challenges with a selection of wage subsidies and training grants. Businesses around the world are seeking new ways to attract and retain employees in 2022, while financially recovering from the pandemic. Government funding programs can play a critical role to giving employers the cash flow required to build and retain an effective workforce.

According to Deloitte Canada, 30% of Canadian businesses are reporting labour shortages.

This article highlights the top government grants and wage subsidies available to small-medium sized businesses within Ontario’s meant and poultry industry. These wage subsidy and

grant programs are expected to receive additional funding throughout 2022, however please check each funding program’s official websites for details and announcements. These programs are just a sample of the hiring and training programs available to help fund upcoming projects.

Wage Subsidies: Canada Summer Jobs (CSJ) To help kickstart youth careers and provide new co-op opportunities, the Canada Summer Jobs (CSJ) program was created to support employers that are providing supervised career-related summer work experience for youth employees returning to school in the fall. CSJ provides grants up to 50% of Ontario’s minimum hourly wage rate, with non-profits able to receive grants of up to 100% of minimum wage plus Mandatory Employment Related Costs (MERCs). The amount of funding provided is capped at a max $300,000 per employer, per province or territory. Each employee can generate a maximum of 40 hours per week of fundable hours.

Student Work Placement Program (SWPP) If your business is looking to hire a co-op student during the winter semester (January to March), SWPP provides subsidies up to 75% of wages, to a maximum of $7,500, for hiring post-secondary students on a work placement or co-op term.

Candidates must be a Canadian citizen, permanent resident status, or refugee status, and are enrolled in a Canadian postsecondary program or official co-op term. Eligible hires must not be receiving funding support through any other federal funding program.

Training Programs: Agricultural Clean Technology (ACT) Program: Adoption Stream The Agricultural Clean Technology (ACT) Program is a $190-million investment from the federal government that supports research, development, and adoption of clean technologies in the agriculture sector through investments in, and promotion of precision agriculture and agri-based bioproducts. This program funds projects through two streams, but this article will only be looking into the Adoption Stream as it includes funding for training related to new clean technology equipment that is also included and covered through the program.

Continued on page 44

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Continued from page 42 – TOP

BUSINESS GRANTS FOR HIRING AND TRAINING IN 2022

This stream funds up to 50% of project costs towards for-profits eligible expenses, or up to 75% of eligible costs for non-profits.

Funding will not exceed $2,000,000 per project. Eligible costs include improvements to energy efficiency systems and technologies, bioeconomic solutions which utilize waste for the generation of energy, and costs related to agriculture technology which allows for greater precision, such as equipment purchase, installation, and training employees.

Canada Job Grant (CJG) To help develop new and existing skills within your workforce, the Canada Job Grant (CJG) was created to reduce the costs of providing third-party skills training to new and existing employees to improve their in-demand skillsets. CJG has a provincial stream for each Canadian province, except for Québec, and each individual stream has varying funding amounts, training focus areas, and eligibility criteria. This program provides up to 50-100% of eligible costs covered in most provinces, with each province having a different maximum funding amount.

can find additional information on each of these programs, as well as programs relating to funding other projects by visiting the Mentor Works government funding program directory at mentorworks.ca/funding. For assistance in determining which government funding programs your business may be eligible for, please call the Mentor Works team at 1-888-599-3111, who can help you target the most suitable programs for your business’ unique investments and streamline the application process.

Author: Matthew Mongeon is a Marketing Coordinator at Mentor Works, helps business owners by creating educational content on what Government funding opportunities are available to Canadian businesses.

Mentor Works is a business support organization specializing in Canadian government funding. The Ontario-based business has helped hundreds of businesses build and execute their funding strategy through a mix of federal and provincial government grants, loans, and tax credits.

Mentor Works offers free online resources, funding webinars, and news via their website at www.mentorworks.ca.

Learn More About Hiring & Training Funding Programs The federal and provincial funding programs listed in this article have various ways they require applications submitted. You

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45

The Boss has been Fired!!

By Doris Valade, Business and Leadership Coach, The Malabar Group

I

n 1982, when I first started my business, the business owner was the boss, in every sense of the word. The boss made all the decisions, often alone and behind closed doors. He or she was expected to be the position of authority, the “expert” on everything to do with the business. Being the boss could be a lonely place. Business norms at the time dictated that the boss did not socialize with employees; even joining employees for lunch was discouraged. At the time, I was young and I was learning. But I knew I wanted to do things differently. Since I was the boss, I made an important decision. I fired the boss!

Let me explain…

During high school and university, I played competitive sports. Our team was always at the bottom of the win/loss game season. Early on, I learned that we could only win if our team ~ Simon Sinek, Author and Inspirational Speaker worked together. We were only as good as our weakest player. I was often captain or co-captain, with the responsibility to ‘lead’ the team, but I couldn’t win by myself. It was about the team. I Purpose and People Above Profits learned to look at each player to identify their strengths and As business changes, so must your role as a business leader. weaknesses and support them to improve. Our games improved. The impact of digital technology, new approaches to boosting And so did my leadership skills. Each game was no longer just productivity and more recently, the burdens of the pandemic, about winning, it was about all of us doing our best as a team. have been instrumental in pushing innovation and opportunities These were valuable leadership skills I would carry with me for businesses to do things differently. The emotional impact throughout my career. of the pandemic also highlighted the benefits of being

Leadership is not about being in charge. Leadership is about taking care of those in your charge.

Perhaps you’re still thinking that every company must have a boss. But what every company must have is strong leadership. In today’s business world, successful companies have fired the boss.

Today, leaders encourage their teams to collaborate. At least the successful ones do! In 1982, most people didn’t ask, “Do I enjoy going to work?” They just went! Most bosses didn’t wonder, “Are my employees happy?” “Are they filled with purpose?” They just expected people to show up and work. Things have changed.

Today’s employees, particularly the younger ones, believe that their purpose goes far beyond just doing their job. They want meaning in their work. More than 9 out of 10 employees are willing to earn less money to do more meaningful work? Good leaders understand this and the company reaps the benefits.

46

BlockTalk - Winter 2021

compassionate leaders. In his 2021 book, The Heart of Business: Leadership Principles for the Next Era of Capitalism, Hubert Joly, former Chairman and CEO of Best Buy, describes today’s leader as putting purpose and people above profits. Business leaders are learning to recognize and appreciate the value of human skills (e.g., communication, empathy, compassion, selfawareness). I always admired the leadership of the late Colin Powell (U.S. Secretary of State from 2001 to 2005). I was asked to give a talk to members of our local Chamber of Commerce a few years ago and I quoted from the management book by Oren Harari, The Leadership Secrets of Colin Powell. Those secrets centre around clear and supportive communication that inspires the people around you. Powell said, “when you make people feel like their work is part of something larger than themselves, you’ll win their trust and respect.” (Forbes.com Oct 19, 2021, Colin

www.meatpoultryon.ca

Powell’s Best Communication Advice for Motivating Teams.”)

For leaders of small businesses, this challenge can be particularly difficult — our days are spent putting out ‘fires’, keeping customers happy and trying to balance inventory against orders. But inspiring our teams is still possible. Bringing a team together with the shared purpose of growing the company, being open and transparent, encourages them to provide solutions and own the results. A collaborative approach encourages a variety of unique insights which generate new ideas and new solutions.

Your team is motivated to do more, to come together and support each other, which supports you and the company.

Where do you begin? What do you do? How do you do it?

In my company, we wanted to bring the team together to share ideas with a focus on continuously improving our day-to-day operations. We came up with two ideas to engage and empower everyone.

The Roundtable: Learning from your peers The first was a roundtable that included at least one person from each area of the business – accounting, customer service, sales, purchasing, warehouse operations, production and shipping/ receiving (we outsourced our marketing and HR programs). We

created a worksheet in which each team member presented either an objective, or a hurdle, specific to their area of work.

Open discussion followed to gather ideas on how best to support fulfilling the objective or overcoming the hurdle. Follow up discussion considered threats, available resources and possible next steps (which had to be clear, measurable and achievable).

Many of our daily activities included each of our team members, so it made sense to get their input and perspective too. That way, we also avoided unnecessary mistakes. Meeting as a roundtable gave us a much better perspective of each other’s work. Equally important, we had the opportunity to help each other with solutions. It was terrific team building. We would put together a course of action and once the objective was met, or the hurdle resolved, the worksheet would include “key lessons learned” for discussion so that the improvements would become part of our daily operations.

The Contest: Healthy competition creates healthier teams We also created a company-wide contest based on Sales Up/ Expenses Down. Recognizing that everyone has an impact on either increasing company sales or reducing company expenses, all team members were included. The call-out was for new ideas — gift cards were presented for ideas that were implemented.

Our sales and customer service team came up with new ideas Continued on page 48

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Continued from page 47 – T HE

BOSS HAS BEEN FIRED!!

is truly empowered, everything is possible. So, although the boss was fired, good leadership will always be required.

to promote our products as well as new marketing approaches.

Accounting and Purchasing teams sourced a more economical freight carrier, which reduced our delivery costs. Production came up with ideas on how we could save on packaging.

Everyone wanted to get involved. They realized that they could all make a difference in the business and benefit from their input.

Today, after successfully surviving a pandemic, I would include a contest centred around community support/team spirit. How can the company use the strengths of its team to reach out and support the local community?

It’s a new world. As the company’s leader, you are no longer expected to have all the answers, all the solutions or even the next steps and being the leader doesn’t have to be a lonely place.

If the pandemic taught us anything, it hammered home the importance of collaboration and innovation. Businesses that survived and thrived will tell you it took teamwork. Your greatest strength will come from empowering your team around a shared purpose that allows everyone to take responsibility for their own (and everyone else’s) performance, learning and well-being.

John Maxwell, whose books on leadership have sold millions of copies, said “leaders become great not because of their power, but because of their ability to empower others.” When your team

Are you tired of leading your company alone? Let’s talk … just email me to arrange for a phone call: doris@malabargroup.ca Related Additional Reading 1. C areer Development: Human Skills: Definitions and Examples 2. I t Worked for Me. In Life and Leadership. Colin Powell.

3. I t Doesn’t Have To Be Lonely at the Top. Forbes. July 2021.

About Doris Valade Doris has been involved in the meat and poultry industry for over 35 years. She has sat on the boards of Food & Beverage Ontario, the Canadian Meat Council and the Canadian Spice Association. Doris has been included on the list of Profit magazine’s Top 100 Female Entrepreneurs from 1999 – 2005 and again in 2016. Meat and Poultry Ontario recently awarded Doris the Lifetime Member Award for her outstanding contribution to the industry.

As a business and leadership coach, Doris mentors and supports small business owners and entrepreneurs through the challenges of running their business. You can request a free (no obligation) phone call and conversation with Doris by sending her an email request: doris@ malabargroup.ca

No matter how you slice it, Pemberton is your one source for all your food processing needs.

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Pemberton & Associates Inc TECHNOLOGY FOR THE FOOD INDUSTRY 48

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SAFETY FIRST

How to Defuse Current COVID fears — and the Risk of Work Refusals

By Donna Beaudette, Account Manager, Workplace Safety & Prevention Services

E

arly on in the pandemic, when governments and workplaces were still grappling with how to keep workers safe from COVID-19, instances of workers invoking their right to refuse work spiked. Workers may invoke this right if they believe there is a danger.

Few refusals were upheld because investigations found that the worker was not likely to be endangered after all. But circumstances change and fears may be rising as the more infectious and dangerous Delta variant continues infecting Canadians.

What we’ve learned from the previous work refusals is that if an employer is following provincial and public health requirements, the circumstances under which a right to refuse is upheld would have to be extreme or unusual.

Take as an example an employee who must work with unvaccinated colleagues. “If the employer is doing what’s required, it would be a challenge to have a lack of vaccination or less than full vaccination of staff as a justifiable basis for a

To ensure your company has met this requirement, consider registering for MPO’s Food Handler Training Workshop, by far the most convenient way to achieve certification.

Food Safety Is Everyone's Responsibility This 2-day workshop provides a great interactive learning environment focusing on these key areas: • Understanding your food safety responsibilities • How to identify and control food safety hazards • Why good manufacturing practices are crucial • Management’s responsibilities for food safety The workshop is delivered in English with the workbook and examination available in 9 languages: French, German, Italian, Polish, Portuguese, Punjabi, Simplified Chinese, Spanish, Traditional Chinese.

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BlockTalk - Winter 2021

• a susceptible worker at greater risk of a severe outcome if they were to contract COVID-19 • an elevated risk of violence in a workplace should conflict arise from differing views about vaccination.

However, it’s still possible to avoid work refusals under these circumstances and address worker fears that might trigger a refusal. Here are nine suggestions.

1. Ensure your workplace meets all provincial and Public Health requirements for preventing the transmission of COVID-19, including implementing a vaccination policy if required by your local Public Health unit. Not sure if this applies to your workplace? Check your local unit’s website https://www.health. gov.on.ca/en/common/system/services/phu/locations.aspx.

3. C ontinue communicating government requirements, including changes, to employees. Counter misinformation by providing links to reliable sources.

All employees handling food need to have the skills and knowledge to protect the safety and integrity of your products. As a meat plant operating under Ontario Meat Regulation 31/05, you are required to have at least one supervisor in attendance at the plant during production and slaughter who has received formal training in hygienic food handling.

50

Nevertheless, Jeremy points to two circumstances that might provide the basis for a work refusal today even if employers are following requirements:

2. R eview all requirements and concerns raised so far with your leadership team so that everyone knows what’s in place, what’s needed, and how to respond to future concerns. Make sure all leadership levels convey the same message.

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worker refusal,” says lawyer Jeremy Warning. Jeremy is a partner with Mathews, Dinsdale & Clark LLP and a frequent speaker at WSPS conferences.*

4. T ell employees how you are protecting them against COVID-19. This information helps everyone understand what’s expected in terms of COVID prevention behaviour and what standards they will be held to at work, limiting the chance of a work refusal based on confusion about employer policy.

5. T ake steps to sustain employees’ mental health, such as providing mental health awareness sessions for supervisors and employees. There are lots of training options available.

Start with the Canadian Mental Health Association’s Mental Health Works https://www.mentalhealthworks.ca/who-weare/.

6. R evisit your violence and harassment policies with your staff to remind them of behavioural expectations, safety procedures, and how to raise concerns.

7. R espond to concerns promptly. Ensure employees have an avenue to voice concerns. Explore what may be prompting them, and what reassurance or accommodation would make workers more comfortable. Communicate the accommodations.

Continued on page 52

www.meatpoultryon.ca

HYGIENE IN THE MARK ET FOR MOR E THAN 40 YEARS

SOLUTIONS

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Continued from page 50 – HOW

TO DEFUSE CURRENT COVID FEARS — AND THE RISK OF WORK REFUSALS

8. Take extra precautions to protect susceptible workers.

People with compromised immune systems or conditions that put them at greater risk will require more protection than others. The precautions to take would depend on the specific circumstances.

9. If your local Public Health unit does not require a vaccination policy but you’re thinking of implementing one anyway, do your homework. Take everything into consideration, including possible legal and human rights issues before putting anything into place. This includes seeking legal advice.

The pandemic and its effects are not going away anytime soon.

Once people understand and come to terms with this, we can all focus on working together to keep ourselves healthy and safe.

How WSPS can help These articles contain useful insights: • 9 suggestions to help avoid work refusals https://wsps.news/refusals • Can employees refuse to work because of the pandemic? https://www.cdc.gov/coronavirus/2019-ncov/community/ organizations/business-employers/limit-workplace-violence. html Also check out • Limiting Workplace Violence Associated with COVID-19 Prevention Policies in Retail and Services Businesses

https://www.cdc.gov/coronavirus/2019-ncov/community/ organizations/business-employers/limit-workplace-violence. html (U.S. Centers for Disease Control and Prevention) • Mental Health in the Workplace: An Accommodation Guide for Managers and Staff https://ontario.cmha.ca/wp-content/ uploads/2018/10/CMHA_Mental-Health-Works-Guidebook-8.5x11r.pdf (Canadian Mental Health Association, Ontario Division) * Mathews Dinsdale and Clark LLP, a leading Canadian law firm, addresses the issue of work refusals in this article, FAQs: COVID-19 and the Workplace https://mathewsdinsdale.com/ covid-19-and-the-workplace-frequently-asked-questions/.

The information in this article is accurate as of its publication date.

As an account manager with Workplace Safety & Prevention Service (WSPS), Donna Beaudette works with customers to build relationships and identify opportunities that will help them to develop their health and safety programs. WSPS is a is a health and safety association supporting employers and workers in Ontario’s agricultural, manufacturing and service sectors; www.wsps.ca.

Workplace Safety & Prevention Services 5110 Creekbank Road Mississauga, ON L4W 0A1 (877) 494-9777 customercare@wsps.ca wsps.ca

Your Insurance Policy Is Likely Going To Change

Make sure you are aware of new exclusions to property and liability insurance polices focusing on virus and bacteria that could potentially effect you. Discuss with your insurance professional prior to renewing your policy.

Business, Home and Auto Insurance | Employee Benefits (905) 319-2252 | (877) 338-2252 |peterd@donnellins.com 52

BlockTalk - Winter 2021

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BlockTalk - Winter 2021

53

Advertiser Index Abate Packers abatepackers.com

pg. 10, 34

Kungfu Butchers kungfubutchers.ca

pg. 35

AgSights agsights.com

pg. 36

Lumar Ideal Lumar.ca

pg. 7

AKR Consulting akrconsulting.com

pg. 41

Malabar Super Spice Malabarsuperspice.com

pg. 5

Bizerba Canada Inc. bizerba.com

pg. 33

Meat Depot, The themeatdepot.ca

pg. 44

Canada Compound canadacompound.com

pg. 49

Multivac Canada Inc ca.multivac.com

pg. 37

Darling Ingredients (Rothsay) darlingii.ca

pg. 42

Pack3000 pack3000.com

pg. 45

Donnell Insurance donnellins.com

pg. 52

Pemberton & Associates pemcom.com

pg. 48

DPEC Food Solutions dpecfoodsolutions.ca

pg. 11, 27, 51

Duropac Duropac.com

pg. 47

Erb Transport Erbgroup.com

pg. 8

Poly-Clip Systems polyclip.com

pg. 9, 37

Reiser reiser.com

pg. 15

Stock Canada www.stockcanada.ca

pg. 17

FCC fcc.ca

pg. 18

VC999 Vc999.com

Handtmann handtmann.ca

pg. 55

Viscofan Viscofan.com

Klever Equipment Inc. goklever.com

pg. 43

pg. 2, 56 pg. 13

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