Annex 1: Food and Beverage Taskforce Recommendations: One-to-One Response

Food and Beverage Taskforce: Government Response - Cabinet Paper

Hon Trevor Mallard, Minister for Industry and Regional Development

[ Last Updated 20 June 2007 ]

Within this section…

Summary Table

Summary Table

	Title	Recommendations Addressed
[Withheld under section 9(2)f(iv) of the Official Information Act]	[Withheld under section 9(2)f(iv) of the Official Information Act]	1.3, 2.1,
Key Initiative 1	The Food and Beverage Product Development Infrastructure Project.	8.2, 8.3, 8.4, 10.3
Key Initiative 2	Increasing the business capability of exporters	15.1
Key Initiative 3	Increasing the profile of New Zealand food and beverage firms internationally through expanded in-market assistance.	14.2, 14.3 & 17.2
Key Initiative 4	Raising productivity, with a focus on the pastoral industries.	1.1
Key Initiative 5	Setting clear directions for food and beverage research	7.1, 8.1.
Key Initiative 6	Implement the food and beverage Skills Action Plan.	3.1-6.3 (12 recommendations in total)

Status:	Recommendations
Addressed through new or current work programmes	8.5, 10.1, 13.1, 13.2, 14.1, 15.6 (NZFSA), 15.8, 16.3, 17.1
Policy being developed	16.1, 16.2
Monitoring	1.2, 15.4, 15.7
Completed	12.1, 12.2,
Statement; no action required	9.1, 9.2, 15.5
Action for industry	11.1, 15.2, 15.3,
No action	10.2, 18.1

1. Overarching Recommendations

No.	F&B Taskforce Recommendation	Current Status
1	Raising Productivity
1.1	The government and industry to work together through strategic investment in science and improved pasture management to increase output from the pastoral industries by at least 50 per cent by 2016.	Key Initiative 4: Raising productivity, with a focus on the pastoral industries.
1.1		Status: work ongoing Government supported the Pastoral 21 research initiative with a budget allocation of $16 million over 4 years in the 2006/2007 budget. A further proposal has been received from Pastoral 21 and the case for additional funding is being assessed through the 2007/2008 budget process. Further work is required to better understand the relationships between environmental sustainability issues, on-farm productivity, maintaining competitiveness and the risks and opportunities for the sector going forward. Lead Agencies: MoRST and MAF. Consultation: MED, DoL.
1.2	That options for industry good funding be explored, including some level of compulsion.	Status: monitoring MAF is currently monitoring the effectiveness of industry-good funding mechanisms, such as the Commodity Levies Act, to ensure that they support the long-term priorities of the primary industries. Lead Agency: MAF
1.3	The government engage directly with the top tier of firms (by size) in the sector to identify how to address constraints on growth and/or assist in realising new opportunities.	Status: [withheld under section 9(2)f(iv) of the Official Information Act]. MED is leading development of the [withheld under section 9(2)f(iv) of the Official Information Act]. This will provide a mechanism through which direct engagement with the top tier of firms can be facilitated. Lead Agency: MED Consultation: Treasury, MoRST, FRST, TEC, MAF, DPMC, DoL.
2	Implementation
2.1	That a Prime Minister's Advisory Council for the Food and Beverage Sector be appointed to guide implementation of the sector's development agenda.	Status: [withheld under section 9(2)f(iv) of the Official Information Act]. This recommendation will not be implemented at this time, as it is envisaged that the [withheld under section 9(2)f(iv) of the Official Information Act] will provide a more targeted, meaningful and action oriented means of engaging with sector stakeholders to identify and support transformational projects. Lead agency: MED Consultation: NZTE, MoRST, MAF, FRST, Treasury, DPMC, DoL.

2. Skills Working Group Recommendations

No.	F&B Taskforce Recommendation	Current Status
	Key Initiative 6: Implement the food and beverage Skills Action Plan.
3.1 to 6.3	Status: work underway. Overarching response Government will support the entirety of the skills recommendations, as contained in the package entitled the Skills Action Plan for the Food and Beverage Sector. The Skills Action Plan provides for future focused activities that can be undertaken by industry and government. It is designed to support a high skill, high wage, high value economy by influencing changes in the food and beverage sector. Implementation of the Plan will be overseen by the Skills and Training Action Group (STAG). In summary, the Plan has the following aims: improve industry training organisations' strategic planning, particularly: application of forecasting tools to address skill shortages; quality and relevance of education and training; improve productivity and adoption/integration of science and technology; and improve attractiveness of careers. STAG will provide an opportunity for increased collaboration between industry organisations and government agencies. Lead agency: Department of Labour in association with NZ Council of Trade Unions and Business NZ
3	Better labour market information
3.1	Implement a labour market forecasting framework across food and beverage sub-sectors.	TEC, ITF and DoL have met to begin the establishment of an ITO strategic planning group. One of its initiatives will be labour demand forecasting for food and beverage ITOs.
3.2 3.3	The findings of the Vegetable and Savoury Foods Sub-sector Science and Technology Adoption Research Project to be taken forward by industry and relevant agencies. This recommendation will also address: Rec 3.3 below. Complete the productivity study specific to food processing businesses.	Productivity research reports have been completed and STAG is determining the best way to use the results of this research. CTU will use the findings of the productivity study to inform the Workplace Productivity Education Programme and in developing resources for union delegates and future productivity initiatives.
3.4	Consider how best to promote solutions to occupational skill shortages.	STAG is considering how best to communicate/facilitate implementation of skill shortage solutions.
4	More strategic investment in training
4.1	Workplace practice: Promote and explore industry best practice and incentives around skills development. Increase employee participation in the CTU's Learning Representatives Scheme.	STAG is considering how to progress these initiatives as part of its work programme.
4.2	Community awareness: Develop learning resources reflecting the importance of food and beverage. Promote the sector to parents, youth and careers advisers as a source of quality jobs. Support initiatives from the Human Capability Group in Horticulture and Agriculture.	STAG is considering how to progress these initiatives as part of its work programme.
4.3	Responding to changing skill needs: Explore ways to make the skills and training system more responsive to changing and new occupations. Increase support for initiatives that Learning Representatives could undertake and build on ITO work to integrate literacy training. Promote the relationship between high foundation skills and productivity. Encourage the uptake of relevant vocational qualifications in the sector. Assist displaced workers to find alternative employment, preferably within the sector.	STAG is considering how to progress these initiatives as part of its work programme.
4.4	Quality and relevance: Link funding to the new Tertiary Education Strategy and the Statement of Tertiary Education Priorities. Better link ITOs to the funding decisions and priority setting of the Tertiary Education Commission. The TEC to encourage greater alignment between ITOs and other tertiary education providers. Review quality and relevance of food and beverage related qualifications and consider consolidating courses in specialist industries into a single centre of excellence. Review relationships among polytechnics, ITOs, industry and unions in setting food and beverage related qualifications.	STAG is considering how to progress these initiatives as part of its work programme. Some of these initiatives will be addressed via the ITO strategic planning group mentioned in 3.1 above.
5	Attractive careers
5.1	High quality workplaces and careers: Department of Labour stocktake into career promotion initiatives within the sector to be completed and the findings shared with industry. Managers and unions to be engaged in developing industry standards and encouraging technology uptake and other productivity improvements to improve wages and conditions and, therefore, recruitment. Tailor education and training provision to include an increased focus on developing	Stocktake completed and STAG considering findings. STAG is considering how to progress these initiatives as part of its work programme.
6	Implementation
6.1	That the food and beverage Skills Action Plan be implemented.	STAG terms of reference agreed and most members confirmed. Three STAG meetings have taken place.
6.2	That a new industry-led group, the Skills and Training Action Group (STAG), be established consisting of the relevant education and training organisations, industry and government agencies to oversee implementation of the food and beverage Skills Action Plan.
6.3	That a workforce centre of excellence in the food and beverage sector be established and housed within the CTU. The centre would promote worker engagement and commitment to deliver the Food and Beverage Taskforce Development Agenda.	Funding application to MED's Regional and Industry Development Fund is in progress.

3. Innovation Working Group Recommendations

No.	F&B Taskforce Recommendation	Current Status
7	Develop a National Innovative Food Research Strategy
7.1	The government and industry to develop a National Innovative Food Research Strategy which covers both basic and applied research and ensures appropriate links and alignment of existing research across New Zealand's research providers, including universities. Government to consider matching new industry funds or implementing innovative funding mechanisms to support the development of this strategy.	Key Initiative 5: Setting clear directions for food and beverage research.
7.1		Status: work on stage one has begun. The Ministry of Research, Science and Technology will develop a food and beverage roadmap – which will in effect deliver a 5-10 year food research strategy. The first stage of this work will be a background capability survey to be undertaken in 2007, with consultation and roadmap development beginning in 2008. Lead agency: MoRST. Consultation: FRST, MAF, TEC and MED.
8	Align scientific effort with the productive potential of the sector – to support innovation in the food and beverage sector
8.1	- Commission a survey of New Zealand's existing food and beverage research capability, particularly industry research that targets high-value processed foods and products, in order to identify existing and emerging needs.	Status: Addressed by Key Initiative 5 (see rec 7.1)
8.2	Commission work to develop new mechanisms that will enable research and investment in the food and beverage sector to respond more effectively to global markets.	Status: Addressed by Key Initiative 1 There are a number of work-streams in train which will likely result in mechanisms to address this recommendation, including [withheld under section 9(2)f(iv) of the Official Information Act]. The F&B Product Development Infrastructure Project will address this in part, as will MoRST work to develop an F&B Roadmap.
8.3	Sponsor a project to develop new tools that will enable small and medium food and beverage enterprises to access industry and government research and innovation.	Status: Addressed by Key Initiative 1: The Food and Beverage Product Development Infrastructure Project. (See rec 10.3)
8.4	Support work that will establish mechanisms for applying engineering and process development in food research.	Status: Addressed through Key Initiative 1: The Food and Beverage Product Development Infrastructure Project. (See rec 10.3)
8.5	Assess the value of increasing research into how food and diet modification influences the health of a population¹ and consider establishing this as a formal area of health research eligible for funding.²	Status: Incorporated into MoRST work programme. MoRST will bring key stakeholders together from research and government to discuss how this research is funded, the barriers and limitations that may exist to this research, and possible actions. This will take place in the first half of 2007. Lead Agency: MoRST Consultation: FRST, Health Research Council, MAF, MED, NZTE, MoH.
9	Enhance technology transfer and knowledge uptake systems – to build technological capacity and get greater adoption of new technology by industry
9.1	The taskforce notes that ensuring that technology is transferred and adopted requires investment from both industry and government, where generally: · the role of industry is to invest in research and/or transferring technology where benefits are captured by specific industries or sectors; and · the role of government is to invest in research and/or transferring technology that either underpins a range of industries or sectors, or where technology adoption is hindered by a market failure.	This is a statement and reflects government policy.
9.2	The taskforce supports the Vegetable and Savoury Foods Sub-sector Science and Technology Adoption Project.	This is a statement. Note that the project did not proceed to its second stage.
10	Link research and development to commercialisation opportunities for new products, processes and services.
10.1	Apply to update the biz.org.nz website with the relevant science pathways and links into science industry information.	Status: addressed in current work programme The Biz website is currently being redeveloped as a business portal that will assist users to identify and link to relevant science pathways and science industry information.
10.2	Sponsor the establishment of local networks of industry, university and science providers to publicise the portal, hold meetings, generate contacts and provide for discussion, which would then hand ideas into the science pipeline.	Government will undertake a scoping project in mid 2007 to identify the value, process and available options. To be linked with recommendation 10.1.
10.3	Establish regional capabilities in new food product development that are linked both to industry and research.	Key Initiative 1: The Food and Beverage Product Development Infrastructure Project.
10.3		Status: Stage 1 (scoping) of project commenced. NZTE and MED will work with sector stakeholders on a Food and Beverage Product Development Infrastructure Project to identify possible gaps in food and beverage innovation and commercialisation infrastructure and identify whether there is a case for Government investment. Lead Agencies: NZTE/MED Consultation: TEC, MoRST, FRST, MAF.
11	Encourage greater collaboration in research and development
11.1	Based on observations of Pastoral 21, determine how government can best encourage the development of forward looking, whole-of-industry R&D strategies, and, where appropriate, to leverage funding from government - keeping in mind that there will be industries with considerable potential for growth but limited ability to raise funding from within.	Status: Action for industry. Pastoral 21 is considered to be a successful model for aligning research investment with the long-term needs of the sector and leveraging both government and industry funding. A key success factor is the motivation of industry stakeholders to align their efforts and present a combined proposal. Other sectors that demonstrate a similar motivation would certainly be considered for engagement.
12	Facilitate the development of new products
12.1	Seek advice from the New Zealand Food Safety Authority (NZFSA) on whether there are cases where it would be appropriate to allow raw materials from multiple sectors to be processed in factories that have previously been single-sector, with a view to developing new food products.	Status: completed The NZ Food Safety Authority advises that there are no regulatory impediments to businesses processing raw materials from multiple sectors in premises. The implementation of the Animal Products Act removed previous legislative restrictions. However, restrictions to some multiple sectors may be imposed through the market access requirements of trading partners and in some circumstances by the costs of ensuring hazards are managed.
12.2	Seek advice from NZFSA on whether there are cases where it would be appropriate to enable waste streams that are no longer food-approved raw materials being reincorporated into the food chain in a more cost- and process-effective manner and, if so, how to do this.	Status: completed The NZ Food Safety Authority (NZFSA) advises that there are no regulatory impediments to persons wishing to have waste streams that are no longer food-approved raw materials being reincorporated into the food chain. Market access requirements of trading partners do, however, prevent or add costs to such practices. Where market access permits, an operator needs to be able to demonstrate that waste streams that are reincorporated into the food chain can be done so through a documented and verifiable process that ensures all hazards are managed and the final product is fit for its intended purpose. In the first instance, the development of the manner on how this is achieved rests with the operator.

4. Markets Working Group Recommendations

No.	F&B Taskforce Recommendation	Current Status
13	Identify and communicate market opportunities
13.1	NZTE should review and update every two years the market research and supporting data it holds on file on the top ten markets³ for New Zealand food and beverage exports. Any changes should be communicated to all known exporters operating in each market. Profiles on promising developing markets⁴ should also be updated regularly, but less frequently.⁵ This recommendation will also address: Rec 13.2 - Develop and implement an information-campaign to ensure all potential exporters are aware of the assistance offered by NZTE.	Status: addressed through current work programmes. MED's recent evaluation of NZTE's Information Services programmes has identified the need to develop a more strategic approach to the provision of market intelligence. Work is underway, in combination with the review of NZTE's www.marketnewzealand.com website with an update of information provided for exporters.
13.2	Develop and implement an information-campaign to ensure all potential exporters are aware of the assistance offered by NZTE.	Status: addressed through current work programmes. NZTE is currently undertaking two streams of promotional activity. The BIZ campaign promotes generic business assistance and an advert in this campaign has been developed which focuses on exporting. BIZ staff will refer appropriate export related enquiries to NZTE and the biz.org.nz website also includes details of NZTE services and links through to NZTE websites. A separate promotional campaign is underway for Export Year 07, which includes print, radio and on-line advertising. This campaign drives traffic to the Export Year website, which includes links to information on the relevant NZTE services.
14	Expand in-market assistance
14.1	Expand in-market support through to the supermarket shelf. This could include establishing in-market distribution and merchandising entities to service SMEs and emerging exporters. These entities would be charged with facilitating entry for selected products into selected global supermarkets and food service channels in the top ten markets for food and beverage.	Status: addressed in current programmes. NZTE currently carries out similar, channel-development, work in several markets. As an example NZTE launched a "shop within a shop" in two retail stores in Shanghai in May 2006 as part of a project which aims to create long-term business opportunities for New Zealand food and beverage exporters in China. NZTE is working in collaboration with a Chinese logistics service provider and distributor (Heng Tai Group) and a retail chain (Parkson) to provide a low cost format, which allows companies to keep control of costs, volumes, prices and distribution choices until they are ready to make a greater, long-term commitment to the market. NZTE also carries out work to help companies become more export-ready. This work, although indirectly, also helps companies to perform better in export markets.
14.2	Government should work with industry to establish food and beverage showcases in target markets particularly China, Japan, USA, UK, Korea, Germany, Taiwan and Canada. Government support would include the provision of funding and physical resources estimated at $3 million over three years. It is expected the private sector will contribute 15 per cent of the total cost of participating in each event.	Key Initiative 3: Increasing the profile of New Zealand food and beverage firms internationally through expanded in-market assistance.
14.2		Status: subject to budget decisions NZTE are seeking $3 million in 2007/2008, rising to $6 million in 2008/2009 and 2009/2010 and then reducing to $4 million in 2010/2011 to establish in-market initiatives in the high-growth markets of Asia and North America (particularly China, Japan and the United States) and to increase the proportion of Sector Projects funding dedicated to the food and beverage sector. NZTE will develop and implement the in-market initiatives in consultation with the private sector, MED and agencies with offshore posts in the relevant markets, including the Ministry of Foreign Affairs and Trade, the Ministry of Education, and the Ministry of Research, Science and Technology. This initiative also addresses recommendations: 14.3 & 17.2 Lead agency: NZTE Consultation: Private sector, MED and agencies with offshore posts in relevant markets, including MFAT, MoE and MoRST
14.3	Provide additional funding to support renewed and focussed participation by industry in a number of key European and Asian trade exhibitions on a consistent basis.	Status: addressed by Key Initiative 3.
15	Increase supports for exporters
15.1	To build the capability of SMEs, NZTE to develop an audit and mentoring programme similar to the Better By Design programme. This would include qualifying SMEs undergoing a diagnostic review by a group of experienced business professionals with the objective of identifying strengths and weaknesses, strategic direction and advice on upgrading core competencies, with a view to facilitating improved export performance.	Key Initiative 2: Increasing the business capability of exporters
15.1		NZTE will undertake a full evaluation of existing audit and mentoring programmes (benchmarked internationally) to identify synergies, strengths and gaps, with particular respect to the needs of the New Zealand food and beverage sector. The take-up rate of current programmes by food and beverage firms will also be addressed. This analysis will inform decisions on whether the needs of food and beverage firms can be met by expanding or altering an existing programme or whether there is a case to develop a new one. The taskforce recommendation refers specifically to export performance. However, NZTE's audit and mentoring programme would focus on improving the food and beverage sector's international connections in general. The level of exports, although key, is only one measure of a country's international connections. The programme would seek to help companies to understand the benefits that stem from participating in international markets and to develop the expertise to capture these benefits. A report outlining the outcome of the review and the proposed plan of action will be provided to the Minister for Industry and Regional Development by 30 July 2007. Lead Agency: NZTE Consultation: MED, DoL and TEC
15.2	Government and industry to work together to encourage the formation of specialist exporters that provide consolidated services on behalf of SME's, such as consolidation of small consignments for export and negotiated freight rates.	Status: This is a task for industry to initiate. NZTE will assist with consolidated services as appropriate where there is industry demand.
15.3	To reduce the cost structure for exporters, government to be encouraged to review export requirements to identify the benefit to the economy of not seeking full cost recovery, but instead apply an equitable sharing of cost between private and public sectors.	Status: addressed through current work-programmes. NZFSA has an ongoing programme of review of export requirements including: responding to overseas trends for clarity of function in risk assessment and risk management; providing a sharper focus around market access liberalisation and management of bilateral trading strategies; and creating a common approach to market access official assurances across all activities. NZFSA is also undertaking a comprehensive review of cost recovery, including a review of who pays for particular functions and services the NZFSA provides. The results of the review will provide the basis for the NZFSA to report to government on the benefits or otherwise of not seeking full cost recovery from industry. The government has recently commenced a review of the fisheries cost recovery framework (to be led by the Ministry of Fisheries). The first stage of the review will be for a government-industry joint working group to develop options for a new cost recovery framework. Ministers may then approve consultation on the recommended changes, to enable new regulations to be in place from 2008.
15.4	Investigate whether there is evidence of a gap in the market in terms of equity investment and financing support for early stage business development in the food and beverage sector. If so develop policies to address it, including evaluating the applicability of a 21st century version of the Development Finance Corporation.	Status: Monitoring. The functioning of capital markets is the subject of on-going work programmes and advice. A preliminary investigation identifies that there is no gap in terms of equity investment and finance support. However, this subject will continue to be examined.
15.5	The taskforce supports the government's continued efforts to negotiate bilateral free-trade agreements and to progress trade liberalisation through the WTO Doha round.	Status: This is a statement. No response required.
15.6	NZFSA to be requested to increase the number of qualified NZFSA personnel in key export markets.	Status: further work required. Subject to budget process. NZFSA recognises that to enhance its market access capability it needs to increase its staff resources. Currently most market access initiatives (except some input into multilateral standards setting) are funded by industry. NZFSA recognises that some market access requirements fall within the public-good umbrella of Free Trade Agreements (FTAs) and closer economic partnerships. NZFSA expertise in this area resides with market access personnel who are expert in sanitary issues and in policy, in terms of an overarching contribution and coordination. There is a case for such functions to be funded by the Crown. If Crown funds were to be applied to those functions existing industry funding could be reprioritised to provide additional FTE equivalent resources for new market access initiatives. Approval to reprioritise Crown funding is subject to government budget initiatives.
15.7	That government commit to providing a more business friendly face to relevant NZ Government Regulatory Agencies via improved business liaison.	Status: Monitoring MAF, Biosecurity New Zealand (BNZ) and NZFSA are committed to building and maintaining effective relationships with the business community. They have extensive business-liaison mechanisms and are currently engaged in a number of initiatives to improve the mechanisms. For example, NZFSA recently started to publish regulatory impact and business cost compliance statements as part of its consultation process. The statements help NZFSA to better evaluate the impact of regulation on business. In addition, MAF, BNZ and NZFSA are considering various regulatory-quality issues as part of their work on the Ministerial Review of Regulatory Frameworks.
15.8	Provide accelerated income tax deductions on specified expenditure incurred to support export market development.	Status: Addressed through the Market Development Export Scheme.
16	Catalyse Collaboration
16.1	The government, in consultation with industry, to evaluate the potential of a range of collaborative entities, including Joint Action Groups, industry owned development organisations similar to the Australian National Food Strategy Ltd and regional collaborative initiatives such as Food Hawkes Bay.	Status: policy under development [withheld under section 9(2)f(iv) of the Official Information Act]. Also addressed in part by Key Initiative 1.
16.2	The government to provide security of funding over a five year period for at least five and up to seven significant food and beverage clusters (action alliances). Funding of up to $2 million a year is envisaged but the actual amount should be calibrated to what is required to deliver a step-change in cluster member capability and performance.	[withheld under section 9(2)f(iv) of the Official Information Act]
16.2		[withheld under section 9(2)f(iv) of the Official Information Act]. [withheld under section 9(2)f(iv) of the Official Information Act]. [withheld under section 9(2)f(iv) of the Official Information Act]. Lead Agency: MED Consultation: MoRST, NZTE, Treasury, TEC, DoL and MAF.
16.3	That government continue to fund the development of sector specific strategies, similar to those developed by the aquaculture and pipfruit sectors, to assist in identifying the value proposition for the sector and enhancing sector co-operation and strategic planning; and	Status: addressed by existing programmes. Government particularly through NZTE continues to have the capacity to fund sector specific strategies similar to those developed by the aquaculture and pipfruit industries. Consideration of whether to do so will be on a case by case basis and would normally be determined using the criteria in the Sector Engagement Framework agreed in May 2004 as Lead agency: MED Other Agencies: MAF, NZTE, and DoL
17	Develop the iconic "New Zealand" brand
17.1	Establish a common branding theme with which New Zealand food and beverage producers can associate their products. In addition NZTE and Tourism New Zealand to work together to develop complementary publicity material where appropriate.	Status: Addressed in part by current programmes. The two major branding themes under which New Zealand is currently being promoted are "100% Pure New Zealand" for tourism and "New Zealand New Thinking" for trade and investment. As a small nation, New Zealand needs to ensure that it does not develop a complex array of sub-brands, which will dilute its international impact and a new tagline for Food and Beverage is not therefore recommended. NZTE's promotional material for the food and beverage sector draws heavily on photography of New Zealand's natural environment, which is in line with Tourism New Zealand's promotions and conveys clean, fresh taste sensations. The tagline being used alongside this imagery is ‘New Zealand New Thinking', reflecting the sector's focus on innovative value added foods as the future direction for the industry. NZTE and Tourism NZ work together through the New Zealand Way Limited to ensure that they develop complementary campaigns where possible, albeit that they are targeting very different markets.
17.2	- Use international trade fairs and the showcase concept to promote New Zealand products overseas.	Status: Addressed by key Initiative 3 (see recommendation 14.2)
18	Develop New Zealand food culture
18.1	Government to provide adequate funding over three years to: establish an annual New Zealand Food Week showcasing the New Zealand offering at home and overseas; work with regional stakeholders to improve and better co-ordinate regional food and beverage celebrations; build the image of the food and beverage sector; establish sales and distribution systems to enable regional products to be supplied to local and national retail outlets.	Status: will not be implemented at this time. NZTE has determined that this falls outside of its core business. In addition, there is concern that this event may crowd out current private sector investment, it has limited wider financial benefits for the economy, and the actual timing of such an event is extremely restricted due to a proliferation of similar types of events. Currently there are food weeks held in Auckland, Wellington and Christchurch. As well as activities such as the Waikato Innovation Park, the NZ International Wine Show and numerous regional events, such as Harvest Hawkes Bay, the Wine Marlborough Festival, the Devonport Wine and Food Festival, and the Toast Martinborough Wine, Food and Music Festival.

¹ For example, looking at food as a preventative medicine.

² This would be in addition to Government continuing to channel early stage funding into the science pipeline and would not come at the expense of basic research funding.

³ Defined as Australia, America, Japan, China (including Hong Kong), Korea, Germany, Taiwan, the Philippines, the United Kingdom and Canada.

⁴ Defined as Malaysia, Indonesia, Singapore, Saudi Arabia, United Arab Emirates, India, Russia and Brazil.

⁵ Perhaps every five years unless there are significant changes in the market’s profile or entry conditions which would justify an earlier review.

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Printed: 08/11/2009