EKPORT INDUSTRY

EKPORT INDUSTRY
The food and drink industry is one of Europe's most important and dynamic industrial sectors. It is made up of about 310 000 companies, and provides jobs for more than 4 million people.
With an annual turnover in excess of €800 billion, this diverse sector is a strong exporter and is responsible for countless end products in extremely competitive domestic and international markets. But room for improvement still exists.
Excess red tape, finance shortages, a lack of R&D opportunities and difficulties to access raw materials are some of the main obstacles which must be cleared if the EU is to position itself more strongly in world markets.
The development of a trade regime which places European businesses on a level playing field with foreign competitors and the establishment of preferential agreements to give the EU food industry greater access to foreign markets, are among the most important measures that the European Commission wants to implement in order to tackle the above problems.
Throughout its whole process of drafting and enforcing regulations, the Commission tries to strike a balance between safety and competitiveness while cutting down on unnecessary red tape.
Certificates management
The refund certificate system for Non Annex I goods entered into force from 1 March 2000. From that date the granting of export refunds on Non Annex I goods became conditional, other than in the case of small exporters, on the production of a valid covering refund certificate. The aim of the refund certificate system is to ensure that the EU complies with its obligations under international agreements to limit the payment of export refunds in respect of Non Annex I goods.
The refund certificate system enables exporters of Non Annex I goods to know in advance if their exports are eligible for a refund compatible with the Community's commitments, or where this can no longer be the case to be informed thereof sufficiently in advance. The issue of a refund certificate makes it possible to monitor refund applications and to guarantee that refunds can be paid to certificate holders up to the amount stated on the certificate, provided that the certificate holder complies with the other conditions for refunds laid down in the Community rules. The issue of a refund certificate obliges the holder to apply for refunds to the amount for which the refund certificate has been issued on goods exported during the validity period of the refund certificate. To ensure compliance with this obligation applicants for refund certificates are required to lodge a security equal to 15% of the amount applied for.
Refund certificates issued for a single budget period may be applied for separately in six tranches. Applications for certificates may be submitted at the latest on:
(a) 7 September for certificates for use from 1 October;
(b) 7 November for certificates for use from 1 December;
(c) 7 January for certificates for use from 1 February;
(d) 7 March for certificates for use from 1 April;
(e) 7 May for certificates for use from 1 June;
(f) 7 July for certificates for use from 1 August.
Operators may submit an application for a refund certificate only for the tranche corresponding to the first closing date, as set out under points (a) to (f), following the date of submission. Where applications to a tranche exceed the amounts available under that tranche a reduction coefficient is applied to applications.
Exporters of industrial agricultural products can submit applications for refund certificates, during the period defined in Article 33 of Commission Regulation 1043/2005. In accordance with Article 34 of Commission Regulation 1043/2005, Member States must notify the Commission of the total amounts of refunds applied for. Based on this information, the Commission is able to set a reduction coefficient in order to honour the international agreements in relation to the available budget.
If no reduction coefficient is applied, applications for refund certificates for any amount remained available for that tranche may be lodged on a weekly basis up to the closing date of the next period.
Small exports
An annual reserve of € 40 million has been set aside for "small exporters".
This was initially set up for "small exporters" who did not hold a refund certificate since the beginning of the budget period in question and on the date of export. However, since the middle of 2008, each exporter is exempt from the requirement to be in possession of a valid covering refund certificate on the date of export in order to claim export refunds if the applications for export refunds in the budget year in question do not exceed €100,000. If an exporter exceeds the €100,000 threshold in a budget period he will not be paid refunds on the excess, except under cover of a refund certificate.
Inward Processing Regime
Where there is a forecasted shortfall between the demand for Non Annex I Export Refunds and the amounts available for payment of same, there is provision for a system of admission of certain quantities of certain agricultural products under inward processing arrangements without prior examination of the economic conditions, to bridge the shortfall.
The quantities of basic products available under this provision are determined with the aid of a supply balance. This supply balance is drawn up by the Commission based on a comparison between available funds and the forecast refund requirements - account being taken of the situation on the Community market for the commodities concerned, so as to ensure prudent management. These quantities are subject to review at regular intervals in order to take account of developments in economic and regulatory factors. The total quantities available under this scheme are to be published no later than 30 September of each year.
These quantities are allocated by way of Inward Processing (IP) Certificates. Applications for IP certificates are limited to those operators who are titular holder of a valid refund certificate or who were the titular holder of a refund certificate in the previous year. However, operators who were granted a refund from the small exporter's reserve during the current or previous budget year may also apply.

Possible responses and strategies

Possible responses and strategies
Some specifi c responses to the implications of the individual
Industry Skills Reports and the general implications outlined
above should also be considered. These include:
1. Benchmark competency standards and qualifi cations
with international practice and investigate the potential
for international cooperation in competency standards
development (this is already occurring in areas such as
project management).
2. Consistent with the COAG agenda, ensure uniformity
between VTE competency standards and certifi cation
and occupational licensing and regulatory requirements.
3. Ensure that broad approaches to development and
certifi cation of competency are adopted.
4. Provide greater fl exibility in the application of public
funding to allow training providers to become more
actively engaged in enterprise and industry level
workforce development strategies as a means of raising
skills levels.
5. Provide greater differentiation in the design and
provision of qualifi cations and programs between:
a. The needs of younger and new workforce entrants,
through broadly based workforce preparation programs
which also serve as a platform for further learning
b. Older and existing workers using extensive
recognition of prior learning combined with gap
training to meet specifi c occupational and labour
market retraining needs.
6. Give greater priority in some sectors to the development
of higher level standards and qualifi cations, and to the
development and negotiation of credit transfer and
articulation pathways with universities. And Registered Training Organisations
• Increase fl exible delivery modes to meet the needs of
SMEs, part time, casual and seasonal workers and those
at rural and remote locations
• Put greater emphasis on the use of recognition of prior
learning to recognise skills of existing employees and to
develop their skills to train and mentor new entrants and
to provide industry with the mechanisms to undertake
assessments
• Increase opportunities for fl exible and on the job delivery
to ensure that existing workers are informed about
compliance.

Agriculture industry

Agriculture industry
Agenda
1. Crop and Food Supply Assessment Mission (CFSAM)
Presentation by FAO/WFP team on 3 November, 10.30 h, Chatrium Hotel
2. Update on Agriculture Cluster field level technical trainings
3. Formation of an Agriculture Cluster TWG on Forestry and Mangroves
4. Frequency of Agriculture Cluster meetings
5. Update from the Agriculture Cluster TWG Livestock and Animal Health (Thanawat Thiensin, FAO ERCU livestock expert)
6. Update from the Agriculture Cluster TWG Fisheries and Aquaculture (Claude Fernando, FAO ERCU fisheries expert)
7. Update on agriculture cluster field coordination:
- Bogale: focal point GAA
- Dedaye: focal point CESVI
- Labuta: focal point UNDP
- Khungyangon: focal point IDE
- Pyapon: focal point Mingalar Myanmar
8. PONREPP Working Group on Livelihoods
-Concept note for review / endorsement
9. AOB

Meeting Minutes
Meeting Facilitator: Rene Suter, Agriculture Cluster Lead
1. Crop and Food Supply Assessment Mission (CFSAM)
The meeting participants were informed that the joint FAO/WFP Crop and Food Supply Assessment Mission had finished their field work and that the team was currently in Nay Pyi Daw to present preliminary results. The mission team analyzed the food supply in the country (both in the Delta and in the non-Nargis affected areas of the country) to predict the up-coming harvest situation, focusing on the monsoon rice crop.
􀂾 A presentation of preliminary results will be made on 3 November, 10.30 h, Chatrium Hotel during the Food Cluster meeting

2. Update on Agriculture Cluster field level technical trainings
An update was provided on the technical trainings that are either ongoing or planned at the field level. FAO has organized trainings for local staff and local NGOs working at the local level. Next rounds of trainings will take place in November and December based on requests from the field and will include Laputta and Pyapon. Training modules will combine specific topics for crops, forestry and fisheries sub-sectors. Any organization may request additional
training dates / topics. Current training modules can be further adjusted to reflect specific needs in various townships.
􀂾 Township focal points were requested to consult partner agencies and other interested parties on what specific trainings are desired to custom fit township needs.
􀂾 Save the Children representative recommended the training

Analysis of Major Drivers and Marketing Target

Analysis of Major Drivers and Marketing Target
The Industry Skills Reports provide an extremely useful
overview of data, trends and drivers of skills needs within
and across industries. They adopt a broad view of skills
encompassing human resource development, recruitment,
career paths and formal VTE training.
All of the drivers appear to be relevant to industry but, not
surprisingly, their impacts vary within and across industries.
Consistent with current public discussion, the reports
highlight the importance of skills, and labour availability, as
a key business issue for enterprises and industries in all
sectors.
There appear to be two factors at work: the availability of
labour generally and changing skills requirements, that is,
workers with the right kinds of skills.
These pressures are driven by the general rate of economic
growth and increases in demand for goods and services,
the growing impact of workforce ageing coupled with
early retirement, industry specifi c issues such as image
(particularly for young people) and locational issues.
Changing technology also impacts across most industry
sectors, as do growing regulatory and compliance issues,
changing social attitudes and values (particularly in terms of
environmental protection), and the needs of more informed
and sophisticated customers.
The wider environment is also captured in the reports, as
they describe the rapid changes in their industries, which
have resulted from the impact of a global market for both
customers and the labour force.
The second group involves the interplay between markets,
customers and competitiveness and productivity demands in
a global context.
The development of the global economy has resulted in
competition from international fi rms and a focus on global
markets for the Australian fi rms. For example, large Australian
construction companies operate overseas but also face
increased competition from international companies with
takeovers and rationalisation occurring. Record commodity
prices and demand are being driven by economic growth and
infrastructure development in Asia. International fi rms are
entering niche markets in Australia, such as in rehabilitation
and fi nance services. Foreign ownership is signifi cant in some
industries, such as electricity, gas and water.
In agribusiness, international markets are demanding ‘clean
and green’ food which affects the whole supply chain from
farm gate to consumer and the use of sophisticated supply
chain management and tracking systems. This has resulted
in the consolidation of larger fi rms in order to compete, as
well as use of subcontracting arrangements with local fi rms.
The manufacturing industry has been profoundly affected by
global competition and must be export oriented to compete.
The US Free Trade Agreements will open up previously
protected markets, for overseas companies and multinational
corporations to operate in the local markets but also for
Australian fi rms to be able to compete in North American
markets.

Technological Change Regulatory Compliance

Technological Change Regulatory Compliance
• Technological Advancement
• E-Business
The impact of new technology on skills needs, work
practices and organisational structures is evident
in all skills reports. Global communication networks
and supply chains, online ordering and technology to
monitor stocks and cash fl ows, and use of the internet
has an impact in different ways across industries, with
advancements driving change in products, services
and communications. These changes result in the need
for continual retraining in new technology and related
products.
E-business is becoming prevalent in government and
large companies. This results in broader and different
customer networks. Global communication systems
change the notion of customer, and reshape supply
chains and service provision. Employees will need skills
in developing online relationships with consumers,
producers and other businesses. Most of the innovation
and business industries have embraced e-business
practices, but internet usage for business is not yet
consistent across industries. The use of e-learning for
training purposes is also uneven.
Information and Communication Technology (ICT) skills
are required at all levels, across occupations. Existing
workers need upskilling in new technologies as they
come on stream. How quickly these requirements can
be refl ected in Vocational and Technical Education (VTE)
standards and programs must be addressed. Small and
medium enterprises’ ICT training needs, including ebusiness,
must be met with programs delivered at times
to suit enterprise needs. VTE teachers’ and trainers’ knowledge of new
technology, and work processes underpinned by
technology must be current and relevant.
To support its activities as a transaction bank and deliver
its services to its customers, industry develops two broad
categories of delivery channels. The brick & mortar
channel consists of the regional offices, main branches
and local branches, where customers are served by
tellers. The virtual banking channel consists of technologybased
self-service facilities where customers can
complete their transactions without the help of human
tellers. The product industry, internet banking and mobile banking fall
into this category.

Technological Change

Technological Change
• Technological Advancement
• E-Business
The impact of new technology on skills needs, work
practices and organisational structures is evident
in all skills reports. Global communication networks
and supply chains, online ordering and technology to
monitor stocks and cash fl ows, and use of the internet
has an impact in different ways across industries, with
advancements driving change in products, services
and communications. These changes result in the need
for continual retraining in new technology and related
products.
E-business is becoming prevalent in government and
large companies. This results in broader and different
customer networks. Global communication systems
change the notion of customer, and reshape supply
chains and service provision. Employees will need skills
in developing online relationships with consumers,
producers and other businesses. Most of the innovation
and business industries have embraced e-business
practices, but internet usage for business is not yet
consistent across industries. The use of e-learning for
training purposes is also uneven.
Information and Communication Technology (ICT) skills
are required at all levels, across occupations. Existing
workers need upskilling in new technologies as they
come on stream. How quickly these requirements can
be refl ected in Vocational and Technical Education (VTE)
standards and programs must be addressed. Small and
medium enterprises’ ICT training needs, including ebusiness,
must be met with programs delivered at times
to suit enterprise needs.
VTE teachers’ and trainers’ knowledge of new
technology, and work processes underpinned by
technology must be current and relevant.
To become a transaction bank, industry would have to further
raise the level of transaction convenience, accessibility
and security in addition to the variety of services for its
customers as it strived to respond to all their changing
needs. This measure was expected to further strengthen
its customer and merchant bases, prompt it to keep
bringing new and innovative products and services to
market while continuously expanding its network. Coupled
with secured and regularly updated IT infrastructure as well
as a solid back office system, all these strengths could be
mobilized to take industry transaction convenience level so
high that more and more people would find it a necessity
to become industry customers. This would in turn help
strengthen BCA customer base further, and the
snowballing effect would keep its momentum.