CANADA S MANUFACTURING LABOUR MARKET: A Reality Check for Canadian Industry and Government

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1 CANADA S MANUFACTURING LABOUR MARKET: A Reality Check for Canadian Industry and Government DECEMBER 2012

2 Introduction and Summary Manufacturing is one of Canada s most important economic sectors by almost all statistical measurements, including being a leader in GDP, imports, exports, research and development, and employment. As a result, manufacturing plays a critical role in the economic success of each province, as well as the country as a whole. Today, manufacturers directly employ more than one in every 10 working Canadians and pay over $1.84 billion every week in salaries. While the business outlook for Canadian industry is positive for the next three to five years, companies are facing a variety of challenges, both domestically and internationally. The most pressing challenge for companies is growing business by finding new customers in new markets, they have a number of major concerns about their future success. Companies ability to meet these challenges lies with a number of critical factors, especially with their ability to attract and retain the necessary labour with the right skills to support their innovation, productivity and growth. However, a key concern businesses are met with is growing labour problems, which are only expected to worsen over the next five years. According to the national Management Issues Survey conducted by Canadian Manufacturers & Exporters (CME) in spring 2012, nearly 50 per cent of companies state they face labour shortages today across a wide range of occupations, with most occupational areas appear set to worsen over the next five years. Occupations such as sales and marketing, skilled production, general management and engineering are deemed to be the most critical for companies success over the next five years. However, those areas also are the ones in which companies are most concerned about labour shortages. These shortages have a significant impact on manufacturing operations in Canada, including constraining growth, restricting investment and forgoing production. Canadian companies require more labour with stronger skill sets across occupational classifications from both domestic and international sources if they are to fill the current and expected labour shortages. While Canadian companies, governments, employers and the education system have taken several steps to address these challenges, everyone must work more aggressively if Canada is to prosper, innovate, and take advantage of the economic opportunities over the next decade. CME CANADIAN MANUFACTURERS & EXPORTERS 1

3 Summary of CME s Management Issues Survey In the spring of 2012, CME, along with partner organizations in the Canadian Manufacturing Coalition, surveyed Canada s business community to better understand current business conditions and the outlook companies forecast for their businesses over the next three to five years. While asking about these conditions, the survey provided an opportunity to examine what the priorities were for business in terms of investment policies and government programs aimed at growing the economy coast-to-coast. In total, 649 individual responses formed the results of the Management Issues Survey (MIS). The data collected is one of the largest recent surveys of manufacturers in Canada and the only one available that provides a clear picture of the current state of the sector. The companies responding to the survey represent a broad cross-section of the manufacturing sector and related service providers with all sizes of companies, in all regions of Canada. Clear from the results is Canadian companies common view of challenges and solutions. Whether headquartered in Canada or abroad, whether a small company or a global multinational, whether annual sales exceeded $1 million or $500 million, companies have a united vision on issues and potential options for addressing them. Companies are continuing to deal with a myriad of pressures impacting their operations and business decisions. Their primary concerns and most pressing challenges are issues they have little influence over, such as the strength of local and international markets, the continued strength of the Canadian dollar, and the cost and stable supply of raw materials to make their products. They are also dealing with pressures which they have a more direct influence over, such as labour shortages, regulatory burdens, product and process innovations, supply chain management and infrastructure. Despite these pressures, companies are very optimistic and are anticipating growth in most aspects of their business, including production volumes, sales, exports, and profitability. These expectations are directly tied to their confidence in increasing investment in research and development, in new processes and more productive machinery and equipment, and in their people over the next three years. These investments are centered on one priority: satisfying existing customers and developing new clients at home and abroad. This customer base is continuing to shift, along with the supply base for Canadian companies. Showing the deep integration of Canada-US manufacturing, respondents indicated their market for purchasing and sales is heavily focused on their home province and into the United States. However, this will begin to shift in the coming years as the US market is expected to remain weak. Companies are increasingly looking to find new customers in offshore markets like Europe, China, and Brazil. CME CANADIAN MANUFACTURERS & EXPORTERS 2

4 Companies responding to the survey noted a primary factor for investment was proximity to customers and strength of the local market. The challenge for Canada, then, is: with shifting customer bases, how do we secure the production at home to satisfy these sales abroad? Given Canada s market size and the mobility of capital, Canada must be the absolute best in the world at attracting investment. Canada can, and must, do better if it is going to take advantage of the optimism expressed by Canadian industry in the survey. While a number of priorities for action emerged and will need to be addressed, the top priorities for action by both government and industry have been identified as the following: 1. Strengthen investment policies through supportive programs and taxation aimed at productivity and attracting investments in machinery and equipment, innovation, and R&D. 2. Strengthen the labour market by introducing training tax credits and improving the education system to be more in line with industry needs domestically while reforming the immigration system to fill the needs of industry that cannot be met at home. 3. Strengthen economic integration with the United States by fully implementing the Perimeter Security and Economic Competitiveness Action Plan and aggressively pursue a reciprocal government procurement agreement. 4. Support market diversification by focusing on trade agreements that work to eliminate structural and regulatory barriers to trade into priority markets as well as providing better support mechanisms for companies looking to develop new markets. 5. Reduce the regulatory burden to support investment by streamlining and speeding approval processes, reducing compliance costs, and eliminating duplication between jurisdictions, especially the US. While the detailed analysis and results of the MIS are available at this study and analysis focuses on labour market issues identified by respondents to the survey and the impact of labour and skills issues on manufacturing competitiveness and investment in Canada. In order to complete the analysis for this report, this study also examines the broader role that manufacturing plays in Canada s labour market. CME CANADIAN MANUFACTURERS & EXPORTERS 3

5 Manufacturing Sector Employment Overview CCanada s manufacturing sector plays a critical role in the economy by almost all measures. From an employment standpoint, it may be Canada s most important sector. Manufacturing is the third largest employer in the country with 1.85 million Canadians directly employed in the sector today 1. In fact, one in every 10 working Canadians is directly employed by a manufacturer. In addition to the direct employment, manufacturers support hundreds of thousands of jobs in related sectors, such as construction, transportation services, and finance, insurance and real estate. Manufacturing accounts for a significant portion of employment in each province. As shown in Table 2, the three provinces with the highest percentage of direct employment in the manufacturing sector accounts are Quebec (13 per cent), Ontario (12 per cent) and Manitoba (10.3 per cent) 2. While other provinces the direct employment concentration in manufacturing is lower, it still represents a significant proportion of employment. Table 1: Canadian employment by sector 1 August 2012 Statistics Canada, Table Labour force survey estimates (LFS), by North American Industry Classification System, sex and age group, unadjusted for seasonality. 2 See Statistics Canada, Table Labour force survey estimates (LFS), by North American Industry Classification System, sex and age group, unadjusted for seasonality with Provincial breakdown. CME CANADIAN MANUFACTURERS & EXPORTERS 4

6 Table 2: Manufacturing employment by province While manufacturing is a major contributor to employment, overall employment in the sector has fallen by roughly 360,100 since Given that overall manufacturing output remained relatively stable through this time period (shipments increased by $10 billion between 2000 and 2011), this is likely the result increased productivity, a loss of over 3,000 4 manufacturing establishments since 2006 (the oldest data available), and the appreciation of the Canadian dollar. As shown in Table 3, employment in manufacturing peaked in the last decade in 2002 at nearly 2.4 million employees. At the same time, the Canadian dollar exchange was just over $0.63 US. As the recession began in 2008 the dollar had risen by over $0.31 (to $0.94) since 2002 and manufacturing employment had fallen by 440,000. Throughout this period, many manufacturers that had previously competed on price, largely as a result of the Canadian exchange rate in the US, struggled to compete against domestic and foreign competitors. While the Canadian dollar has continued to appreciate against the US dollar since this time, companies have adjusted their business models to be much more competitive in a high dollar environment and, as a result, employment has grown. Since the first quarter of 2010 when employment dropped below 1.7 million, manufacturers have created 113,600 jobs across Canada, with significant gains coming in Furthermore, there are over 20,000 unfilled manufacturing jobs across Canada today, as shown in Table 4. 3 In the first quarter of 2000 total sector employment was 2,173,200 by the second quarter of 2012 total employment stood at 1,813,100. Statistics Canada. Table Labour force survey estimates (LFS), by North American Industry Classification System (NAICS), sex and age group, unadjusted for seasonality, quarterly 4 Statistics Canada, Table Principal statistics for manufacturing industries, by North American Industry Classification System 5 Statistics Canada. Table Labour force survey estimates (LFS), by North American Industry Classification System (NAICS), sex and age group, unadjusted for seasonality, quarterly CME CANADIAN MANUFACTURERS & EXPORTERS 5

7 Table 3: Canadian manufacturing employment vs. exchange rate Manufacturing Employment 2,400,000 2,200,000 2,000,000 1,800,000 $ 1.10 $ 1.00 $ 0.90 $ 0.80 $ 0.70 Canadian $ Exchange 1,600,000 $ ,400,000 jobs dollar Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q $ 0.50 Source: Statistics Canada Table 4: Canadian job vacancies by sector Manufacturing is not only among the largest employers in Canada, but the wages in manufacturing are also amongst the highest in any sector. In August 2012, the mining, oil and gas sector paid the highest average weekly salary with an average of $1,886. The utilities sector paid the second highest at $1,595 per week, and professional and scientific services paid an average of $1,256 a week ranking third overall. Manufacturing employees are the tenth highest earners in Canada, earning more than $996 per week on average. CME CANADIAN MANUFACTURERS & EXPORTERS 6

8 Table 5: Average weekly salary by sector $1, $1, $1, Manufacturing employees earn $996 per week $1, $1, $ $ $ Mining, quarrying, oil & gas Utilities Prof. & scientific services Management of companies Info & cultural companies Public administration Construction Finance & insurance Education Manufacturing Transport & warehousing Forestry & logging Source: Statistics Canada; August 2012 Given the number of people employed in the sector, and the average weekly salary paid to those workers, manufacturing has the highest weekly payroll across all sectors in Canada paying on average over $1.84 billion in salaries 6. The retail sector has the second highest payroll average with $1.83 billion in salaries and the health and social assistance sector ranks third with over $1.75 billion in weekly average salaries. Table 6: Canadian average weekly payroll by sector $2,000,000,000 $1,800,000,000 $1,600,000,000 $1,400,000,000 $1,200,000,000 $1,000,000,000 $800,000,000 $600,000,000 $400,000,000 $200,000,000 $000 Manufacturing Retail & trade Health and social assistance Prof. & scientific services Construction Finance & insurance Public administration Education Info & cultural industries Transport & warehousing Other services Canadian manufacturers pay $1.84 billion weekly in salaries Hospitality Utilities Forestry, logging Mining, quarrying, oil & gas Source: CME based on Statistics Canada data 6 Based on August 2012 data from Statistics Canada of 1.85 million manufacturing employees earning an average weekly salary of $ CME CANADIAN MANUFACTURERS & EXPORTERS 7

9 Labour Market Realities for Manufacturers: Results from the Management Issues Survey CME s Management Issues Survey examined a variety of factors relating to competitiveness, investment climate, government programs and policies, and the views of Canada s manufacturing sector on these issues. When examining the results relating to the challenges companies face today along with the most important factors impacting investment decisions, it is clear labour market issues are among the most critical facing Canadian industry. The most pressing challenges Canadian companies identified are competition in their primary markets and maintaining and growing their market share, with 56 per cent of respondents noting this was a top issue, as shown in Table 7. The continued strength of the Canadian dollar remains a concern for Canadian companies, with 47 per cent naming this issue a top priority, ranking as the second most pressing concern. Attracting and retaining labour ranked as the third largest challenge with 46 per cent of respondents stating it was a top concern. Table 7: Most pressing challenges companies face Increased competition in primary markets (maintain market share) Strength of the Canadian dollar Attracting or retaining labour Global economic conditions Developing new markets Cost and/or availability of raw materials Supply chain management and logistics Bringing new or improved products or services to market Compliance costs in dealing with regulations and environment Regulations causing delays in investment, expansion and/or product approvals domestically Accessing credit and/or cost of business financing Regulatory barriers to entering foreign markets Expanding production capacity inside Canada Cost and reliability of energy supply Tariffs and duties on goods and services exports Expanding production capacity outside Canada Access to global suppliers under competitive conditions (price, import duties) Attracting investment and/or new product mandates Other 24% 23% 22% 16% 15% 13% 13% 13% 12% 9% 8% 7% 5% 7% 28% 46% 41% 36% 47% 56% Interprovincial trade barriers (per cent) Source: CME Management Issues Survey respondents could choose five answers CME CANADIAN MANUFACTURERS & EXPORTERS 8

10 While many of these issues are outside the control of companies (such as the strength of the Canadian dollar), many of the issues and concerns selected are either within the control of the respondents themselves (supply chain management), within the control of government ( regulatory barriers), or within the influence and responsibility of both the companies and the government (attracting and retaining labour). A critical element CME aimed to gauge from Canadian companies was a better understanding of the top factors considered when making investment decisions. What it found was companies look at a variety of factors both within and outside of their control. For example, respondents clearly stated they are, first and foremost, concerned with the strength of local and other primary markets. Following market conditions, labour issues were the next highest ranked issue. As detailed in Table 8, the availability of labour at 35 per cent and labour costs with 33 per cent were ranked second and third, respectively, in terms of company priorities for making investment decisions. Table 8: Most important factors in making investment decisions Strength of local markets 43% Availability of skilled labour Labour costs Government support programs (including SR&ED and other productivity and commercialization programs) Proximity to primary markets Ability to access foreign markets Access to credit and/or cost of business financing 26% 24% 23% 22% 33% 35% Overall tax rates (corporate, payroll, etc.) Parent company decision/policy Infrastructure Regulatory environment (including approval processes for facilities and products) Access to new technology and research infrastructure 11% 10% 10% 17% 15% Direct government investment Supply and cost of energy Ability to connect with high quality post-secondary institutions 3% (per cent) Source: CME Management Issues Survey 7% 9% Given the importance of labour issues to competitiveness and investment, the MIS also examined how companies experienced the labour market s performance in Canada. The ability of companies to attract and retain labour in Canada had changed over the past three years. As Table 9 shows, 42 per cent of Canadian companies said the labour market has worsened over this time period, while only 13 per cent showed it improved. CME CANADIAN MANUFACTURERS & EXPORTERS 9

11 Table 9: Labour market conditions (the ability of companies to attract and retain workers) 3% 13% Worsened 42% No change 42% improved Unsure / not aplicable In order to better understand labour market issues and the possible role of all stakeholders to improve labour competitiveness, the MIS asked companies to rank their top challenges in creating a world-class labour market in Canada. The top five priorities identified by respondents included labour costs at 54 per cent, upgrading skills with 49 per cent, demographics with 39 per cent, payroll taxes at 26 per cent, and labour shortages at 21 per cent. Table 10: Top challenges to develop a globally competitive labour market Labour costs Upgrading skills of current employees 49% 54% Aging workforce 39% Payroll taxes Labour shortages Pension and other benefit costs Students Skillsfrom post-secondary institutions Union/company relations Immigration system Skills of students coming out of high school 26% 21% 18% 16% 14% 14% 14% Skills certification processes 12% (per cent) CME CANADIAN MANUFACTURERS & EXPORTERS 10

12 A provincial breakdown of this question shows these primary concerns are shared across Canada. Respondents from the provinces of Alberta, British Columbia, Ontario, and Quebec all stated their primary concern was labour costs, and noted upgrading skills and the aging workforce were in the top three issues. New Brunswick, Nova Scotia, and P.E.I. all share a greater concern for the aging workforce and population. Manitoba s primary concern is upgrading the skills of the current labour force, with the aging population coming in second. Respondents from Newfoundland selected the aging workforce and labour costs equally. To better understand these priority issues, the survey asked for company responses on many of these identified challenges in building a globally competitive workforce. The results provided substantial information on several of the key concerns raised by companies in creating a world-class competitive workforce, including skills shortages, employee training and skills development demographics, and labour mobility. 1. Skill requirements and shortages: The success of companies is directly tied to the skills and abilities of their employees and a wide variety of skill sets are required to successfully run any operation. While few would argue skilled production is central to the growth of Canadian industry, many may be surprised to learn that sales, marketing and customer service is the occupational segment in which respondents identified the most important to the prosperity of their business. Respondents listed sales, marketing and customer service (29 per cent), skilled production (25 per cent), and management and administration (17 per cent) as the top three most important occupational segments for the growth of their businesses over the next five years. To better understand labour needs today in these occupations and the possible shortages of workers, companies were asked if they faced labour shortages. Nearly 50 per cent of companies surveyed indicated they faced a labour shortage today. When examining shortages at the provincial level, Manitoba had the highest percentage of companies stating they experienced a labour shortage today at 55.7 per cent, followed by Newfoundland and Labrador at 54.1 per cent, and then Saskatchewan at 51.3 per cent. Alberta, the province most identified as having labour shortages, ranked below the national average with 44.3 per cent. Table 11: Most important occupations for success and growth over the next five years 25% 29% 16% 17% 9% 5% Production support (IT, maintenance) General labour Scientists, engineers, R&D technicians Management and administration Skilled production (welders, machinists, operators) Sales, marketing and customer service CME CANADIAN MANUFACTURERS & EXPORTERS 11

13 Table 12: Does your company face immediate labour and/or skills shortages today? Unsure No Yes Table 13: Companies facing labour shortages today by province 60% 50% 40% 54.1% 43.2% 40.0% 46.2% 51.3% 42.0% 55.7% 51.3% Canada: 49% 44.3% 43.8% 30% 20% 10% 0% NL NS PEI NB PQ ON MB SK AB BC 2. Skills requirements and the impact on growth and competitiveness: The labour shortages being faced today cover a wide range of job and skill classifications. As Table 14 shows, the most pressing area of labour shortages reported is skilled production, with 50 per cent of companies stating they experience a shortage. This is concerning, given this classification of worker is also noted in Table 11 above as the one of the most important groups for the success and growth of a companies. Significant shortages are also reported in general labour (29 per cent) and scientists and engineers (26 per cent). Over the next five years, these labour shortages are expected to grow in all categories, with the largest growth coming in management (an increase from 18 to 36 per cent) and with scientists and engineers (an increase from nine to 35 per cent). The economic consequences of these labour shortages are significant for Canada. Based on responses to the MIS, 34 per cent of companies stated CME CANADIAN MANUFACTURERS & EXPORTERS 12

14 labour shortages are already constraining their growth in Canada today. As shown in Table 15, while companies are investing heavily in operational efficiencies and automation to overcome labour shortages (55 per cent and 35 per cent, respectively), these actions are insufficient. As a result, companies are reporting they are dealing with a shortage of labour by increasing wages (61 per cent today, 63 per cent in 5 years time). Over the next five years, based on these results, companies are expected to significantly increase their investment in automation to improve labour productivity (35 per cent today increasing to 46 per cent in five years). More worrisome, however, is that the biggest expected changes in operations as a result of labour shortages are an increase in moving production and investment to other jurisdictions (up 22 per cent to 31 per cent of respondents) over the next five years. Table 14: Occupations with labour shortages (per cent) % 55% 29% 33% 35% 26% 23% 28% Today Next five years 36% 18% 17% 22% 10 0 Skilled production (welders, machinists, operators) General labour Scientists, engineers, R&D technicians Sales, marketing and customer service Management and administration Production support (IT, maintenance) 2% Other 3% Table 15: Operation impacts of labour shortages (per cent) % 61% 60 55% 50 47% 46% Today Next five years % 34% 36% 31% % 10% 9% 13% 3% 2% 3% 0 Increasing labour costs Increasing focus on operational efficiency Increasing nvestmen in automation Constraining business growth Closing or foregoing production Moving production and investment Moving production and Other to other countries investment to other provinces/ territories CME CANADIAN MANUFACTURERS & EXPORTERS 13

15 3. Sourcing of labour: To address the challenges faced by skill and labour shortages, companies have adopted several strategies including internal employee training and development programs (74 per cent), use of overtime (65 per cent), and outsourcing of activities and/or roles (52 per cent). When these efforts are insufficient, companies are looking at a variety of options to fill gaps. Primarily companies are looking internally first with 63 per cent of respondents stating they rely on internal promotion as a first source of labour and then backfilling the more junior vacant position with new hires. However, this underlines how critically important employee development and training programs are for company growth. When sourcing new labour from outside the company, 55 per cent of respondents use recommendations from current workers, while 51 per cent look to employment agencies and head-hunters. Only 43 per cent of companies use Internet services to source labour; which appears lows however given the mass use of the Internet today. It is clear from where companies are sourcing labour that their priority is to develop and grow the domestic labour pool. Immigration is ranked as the second least popular methods companies use today. However, there are significant challenges with this approach, including the reality that changing Canadian demographics are shrinking the labour pool and fewer youth are looking to enter industry and skilled trades in general. As such, immigration will be a significant source for both skilled and unskilled labour if the Canadian economy is to significantly grow going forward. Table 16: Strategies to address labour challenges Internal employee training and development programs 71% Use of overtime 64% Outsourcing of activities and/or roles 49% Focused recruiting on particular occupations 39% External training and certification programs Hiring foreign workers 25% 30% Job sharing 11% (per cent) Table 17: How does your company source labour? Consortia and partnerships with other businesses 6% Immigration 9% Programs to attract workers in the same industry 16% Partnerships with local colleges and universities 24% Internet services (such as icme.ca, Workopolis, etc.) 43% Employment agencies and/or headhunters Recommendations from current workers 51% 55% Internal promotion 63% (per cent) CME CANADIAN MANUFACTURERS & EXPORTERS 14

16 4. Training and skills development: Companies have clearly identified employee training as critical in terms of addressing labour shortages as well as building a globally competitive workforce. As noted earlier, companies primarily rely on internal promotion as a source of filling labour gaps. As such, it is not surprising companies are investing heavily in employee training across the country. In fact, 56 per cent of respondents are spending between one and five per cent of their total revenues on employee training today, while nine per cent are spending more than six per cent. Only 35 per cent of companies are spending less than one per cent of total revenues on training. Companies provide a wide range of employee training today either in-house or with the support of third parties. Over 95 per cent of companies currently provide orientation for new employees, health and safety training, and training in technical skills. However, companies are reporting that despite the need for training in these areas, training will decrease over the next three years. In fact, fewer than 70 per cent of companies are stating they will offer training in these areas in three years time. In most areas of training inquired on, companies are stating less training will be offered in three years than is offered now. This includes areas seen as critical to the success of companies such as technical training and customer service and sales. The one area of training where CME sees an increase is in language training, which will increase from 62 per cent today to 69 per cent in the next three years. This likely reflects an expectation that companies will need to source more labour through immigration and from countries where English or French are not the first language. Given the importance of training for corporate success both today and growth in the future, it is critical to understand the measures that would encourage companies to provide more training to their employees. When asking companies to select three possible options to encourage more training, two answers stood out as a the highest priorities; training tax credits with 63 per cent of respondents and direct funds to support training from 59 per cent of companies. Given the importance of internal promotion, the upcoming challenges facing companies due to aging management, and the impending decline of training provided by companies, it is no surprise companies would be motivated to provide more training if offered these motivational supports. The third most often selected option was a reduction in payroll taxes which was selected by 35 per cent of respondents. Table 18: Per cent of revenue spend on employee training 6% 3% More than 10% 6% 10% 35% 1% 5% 56% Less than 1% CME CANADIAN MANUFACTURERS & EXPORTERS 15

17 Table 19: Type of employee training provided Language Essential skills (literacy, math) Communication LEAN Management Teamwork Business development Customer service Other Computer skills Technical skills Health and safety Orientation 62% Currently Provided 69% Next three years 65% 62% 75% 71% 76% 75% 77% 74% 78% 73% 78% 71% 78% 70% 80% 70% 87% 61% 96% 67% 96% 69% 97% 69% (per cent) Table 20: Which incentives would encourage increased training: Training tax credits Funds to support training 59% 63% Lower payroll and taxes 35% In-house training programs Better partnerships with the education system Programs targeting industry needs Government training programs Online training programs Increased collaboration with other firms Better information on training 26% 22% 17% 14% 14% 11% 8% (per cent) CME CANADIAN MANUFACTURERS & EXPORTERS 16

18 5. Demographics: As noted in Table 10, companies see Canadian demographics as a major threat to their ability to create a globally competitive workforce, ranking the issue as the third highest priority with 39 per cent. Most concerningly, as shown in Table 21, two of the occupational segments identified as the most important for the success and growth of businesses over the next five years in Canada as a whole are also where the impact of the aging workforce is expected to be felt the most: skilled production (38 per cent) and management and administration (31 per cent). Across the country, the impact of demographics varies significantly, with the eastern provinces ranking demographics as more important to their future competitiveness than the rest of the country, as shown in Table 22. Not surprisingly, the provinces with the highest median ages are also those in which companies are most concerned with the impact of demographics on their operations. Canada s eastern provinces, along with Quebec and BC, have a higher median age than Canada as a whole, and a considerably higher median age than the prairie provinces. There is also a direct relationship in most provinces between the median age of the population and the labour market participation rate. While Canada s overall labour market participation rate is nearly 70 per cent, Canada s eastern provinces (except P.E.I.) along with Quebec and BC, have the lowest labour force participation rates across Canada. Table 21: Which occupational segment will the aging workforce have the greatest impact on your operations over the next five years? 38% 31% 15% 7% 8% 1% Production support (IT, maintenance) Scientists, engineers, R&D technicians Sales, marketing and customer service General labour Management and administration Skilled production (welders, machinists, operators) CME CANADIAN MANUFACTURERS & EXPORTERS 17

19 Table 22: Importance of demographics on the workforce by province 70% 65% 60% 50% 40% 49% 55% 51% 44% 41% Canada: 39% 35% 36% 43% 40% 30% 20% 10% 0% NL PEI NS NB PQ ON MB SK AB BC Table 23: Median age by province Canada: NL PEI NS NB PQ ON MB SK AB BC CME CANADIAN MANUFACTURERS & EXPORTERS 18

20 Table 24: Canadian labour force participation rates 75% 70% 65% 60% 60% 64% 68% 63% 65% 67% 69% 69% 74% Canada: 66.8% 65% 55% 50% 45% 40% NL PEI NS NB PQ ON MB SK AB BC 6. Labour mobility: Labour mobility is often cited as a major problem in Canada, both in terms of the movement of workers domestically between provinces as well as bringing foreign workers into the country. As companies become more globally focused, and as labour shortages continue to increase, the ability of companies to source labour from a variety of locations will be critical to their continued success and growth. In the survey, CME specifically asked for feedback on the level of restrictions on labour mobility that companies are facing, as well as which occupational segments are most affected. Despite significant attention to these issues over the past number of years by governments, businesses and labour groups, domestic labour mobility in a number of critical professions remains problematic. Companies report significant challenges with the mobility of domestically trained workers in almost all classifications of workers between provinces. While internationally trained workers show less mobility challenges, this is likely due to the reality that companies have a higher percentage of domestically trained labour than internationally trained. The occupational segment of scientists, engineers and R&D technicians faces more labour mobility challenges than other occupations across the internationally trained worker classifications. Table 25: Restrictions on labour mobility (per cent) % 82% 30% 81% 45% 71% 26% 82% 90% 17% 28% 82% Internationally trained Domestically trained 12% 10% 0 Management and administration Skilled production Scientists, (welders, machinists, engineers, operators) R&D technicians Production support (IT, maintenance) General labour Sales, marketing and customer service Other CME CANADIAN MANUFACTURERS & EXPORTERS 19

21 Summary Analysis and Conclusions: The functioning of Canada s labour market is a clear and present priority for Canadian manufacturers. Without an effectively functioning labour market, Canadian companies will struggle to compete, innovate and grow domestically and internationally. While companies are reporting significant labour shortages today, it is expected to get much worse as Canadian demographics continue to shift, resulting in fewer people in the workforce. Canadian companies have taken on a variety of tactics to overcome labour and skills shortages including increasing training, using the immigration system, the use of overtime, outsourcing some activities, and investing in new machinery and equipment to automate production and improve productivity wherever possible. However, they are concerned about their ability to maintain and grow their operations in Canada. While companies must do more to improve their own situations, governments at all levels clearly play a central role in the creation of a globally competitive workforce, including supporting the development of the domestic labour pool and increasing the supply of foreign workers. Governments, too, have been active in attempting to address these concerns, introducing a variety of measures aimed at improving Canada s labour market performance. However, given the results of this survey and the ongoing concerns of Canadian manufacturers, governments, industry and academia must work together to address these issues so Canadian industry can continue to grow and play a central role in Canada s economy. About CME Canadian Manufacturers & Exporters (CME) is Canada s largest industry and trade association representing businesses in all sectors of manufacturing and exporting activity across Canada. Our mandate is to promote the competitiveness of Canadian manufacturers and the success of Canada s goods and services exporters in markets around the world. Connect with YouTube: LinkedIn: Canadian Manufacturers & Exporters CME CANADIAN MANUFACTURERS & EXPORTERS 20

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