The PLC Executive Group (1) is supporting the Polymer Industry Sector Skills Agreement (SSA) process, which will be facilitated by Cogent, the Sector Skills Council which represents employers across the sector.

The Cogent SSA is now underway, and is dependent on robust labour market information, including the current skills needs of the polymer industries, and the sector’s predicted needs in the medium and longer term. Its success will depend on the support and input of trade associations and employer groups whose representatives make up the Executive Group.

The SSA is investigating the current training provision - right across the polymer skills set - from both public and private providers. It will match this provision to current needs, and will indicate where future needs will require changes in provision. Cogent will broker the development of a costed action plan, detailing the contribution expected from all parties to the agreement, in order to maintain and enhance workforce competency and productivity in the light of predicted scientific and technological changes

Sector Skills Agreements, (SSAs) are essentially compacts between industry and government to ensure that the skills employers need for their businesses are the skills they get.

SSAs will:

• lead to a planned and integrated approach to the development and delivery of skills training.
• identify what is relevant and credible and cost effective.
• help to produce bespoke and quality assured provision.
• help to target public funding  more efficiently
• encourage employers to invest in workforce development

There are a number of key milestones.  Employer consultations will take place from now through to September 2005. Employer contribution to the action plan happens from September through to April 2006. The skills needs analysis report will be published in October 2005 and a summary of provision will be available in October 2005

Sector views

At the inaugural PLC meeting each group member expressed their views about current workforce development issues and perceptions including: skills, leadership and management development, business and continuous improvement, commercial knowledge and awareness, technical knowledge and awareness, sales and marketing knowledge, communication and supervisory/team leadership

Philip Marchant, MD Marchant Manufacturing and PLC Executive Group Chair said: “It is clear that some companies in our sector, particularly at the SME level, do not see the benefits of training and or never measure the benefits. They often feel squeezed financially which inevitably leads to a reduction or elimination in spends on marketing and training.

“This means that they are often unable to diversify into new products, applications or materials, which in turn means they remain at the bottom of the value chain.

"In addition, many need to develop a more robust strategic planning process, which includes workforce development. If companies are not adding value off the back of a well thought-out strategy, they must revisit the strategy or at least develop one in the first place. Ultimately it is innovation and leadership that is the key to keeping talented people in our industry.”

The group also agreed that the plethora of Awards for individuals or companies must be listed and examined. They concurred that the current regime does not necessarily make best use of sponsorship finances and often duplicates activities.

Philip Marchant added: “We must also consider the re-introduction of the Polymer Technician Award Scheme as this provided the leaders of the future. There is currently nothing which matches this excellent model.”

Notes to Editors

(1)The Polymer Leadership Council Executive Group comprises various employer members of the full Polymer Leadership Council and additional specialist support members.

The main function of the group is to consider all aspects of the current and future needs of the Polymer Sector in relation to Workforce Development issues.

The group take into consideration such items as materials prices, socio-economic factors, demographics, innovation, design and technology, together with legislation that is, will or could have an impact on the industries competitiveness and performance.

The group will take into account the requirements and timescales as identified in the Sector Skills Agreement and facilitate and assist (through its membership or employer grouping), with the gathering of Labour Market Intelligence and industry requirements upon request from Cogent’s Research and Policy Team.

Upon analysis of all gathered statistics the Group will make recommendations on the key Workforce Development Priorities and propose agreement to the full PLC. Upon approval by the full PLC, the final document will be presented to Cogent as the Workforce Development Plan/Strategy for the Industry Sector for implementation.

Cogent’s SSA for the polymer sector will be conducted in five stages:

Stage One (January to July 2005)                       

It will analyse employers’ current and future skills needs

Stage Two (January to July 2005)

It will assess the current state of available training provision, and ask employers what works and what doesn’t.

Stage Three (June to August 2005)

It will analyse the gaps and weaknesses in what is available and identify and agree priorities and objectives to deliver relevant 21st century skills.

Stage Four (September to December 2005)

It will agree the scope for collaboration by employers to tackle the identified priorities, and assess their expected contribution.

Stage Five  (September to December 2005)

It will develop a costed action plan with training providers and other delivery bodies that specifies actions, responsibilities and levels of contribution