Thank you very much.
Good morning. Bonjour.
Thank you for the opportunity to speak with you today. My name is Colette Rivet and I'm the executive director of the Biotechnology Human Resource Council.
Biotechnology is comprised of such technologies as cell and tissue culture and gene and RNA vectors, DNA and RNA applications, and nano-biotechnology. It involves such subsectors as human health, agriculture, natural resources, environment, and bioenergy. It encompasses such areas as life sciences, medical devices, and pharmaceuticals.
In a 2005 report, the Conference Board of Canada stated:
Canada needs to act quickly in order to capitalize on biotechnology. We are beyond the point of discussing whether or not Canada should embrace biotechnology as a technology platform for growth. It would be like discussing whether or not we should embrace electricity or the Internet. It is no longer a matter of if we should establish a biotechnology platform, but how we will establish it.
The full achievement of the potential benefits of biotechnology depends on the industry's ability to manage its human resource challenges. A more strategic and national approach to the human resource challenges facing the industry is critical to ensure long-term growth and sustainability.
In addition to driving demands in human health in the other subsectors, current trends driving demand for bio-products include concerns for the environment, greenhouse gas reductions, and the cost and availability of petroleum. New products promise to deliver added value at the farm gate, while at the same time providing products that lessen the impact on our environment. Agriculture and forestry will form the basis for the creation of a new industry based on a renewable carbon and a new and prosperous Canada. However, rapid commercial and technological progress is stressing the industry's human resources capacity. Overall, Canadian-based biotechnology companies have global niche opportunities, but at the same time these firms face unique business challenges because they are highly regulated, research and development intensive, and many have long product development times with high risks of product failure. Most are small enterprises, and many of those have uncertain futures because of limited access to financing.
As a result of this limited long-term financing and minimal staff per company, there has been little focus and funds available for human resources and skills issues. In short, the competitive, international, and rapidly changing nature of this industry is resulting in a demand for a wide variety of skills. This shortage of qualified people is impacting the growth of Canadian biotechnology and its competitiveness. This sector is now only beginning to fully grasp how acute the lack of scientific and management people with the competency levels needed in the biotechnology sector really is. This change in thinking includes venture capitalists and junior scientists realizing that they need to understand how the biotechnology industry is different from the industries they're used to dealing with.
The many players and stakeholders in the Canadian biotechnology industry vary in size, location, the subsector in which they operate, and stage of development, while sharing the specific competencies required.
The Biotechnology Human Resource Council's objective is to ensure that qualified, skilled, and experienced people are available to fill the jobs in the industry and can contribute to the development of a more competitive sector and clusters. As a non-profit and national organization representative of the biotechnology industry, it works with companies, researchers, educators, governments, and employees to meet this goal. In response to the committee's questions related to ensuring that our citizens have the right skills for the benefit of employees and employers, we recommend a multi-disciplinary, multi-sectoral approach to education led by industry that would provide the ability to remain flexible in a rapidly evolving environment as related to the rate of scientific advancement globally and both the emergence of new technologies and convergence of existing technology.
We recommend an integrated system ensuring that individuals do not have to repeat learning when moving from institution or province and territory, and allowing Canadians to clearly determine their career paths.
We recommend a recognized national confirmation system for achieved competencies, including competency assessments and recognition processes, ensuring workforce mobility and industry buy-in.
The federal government's investments could include taking initiatives that will bring the post-secondary education and training systems more in line with the needs of industry; support for sector councils that bring together all the stakeholders to identify and implement industry-driven labour market solutions in a focused and organized manner sector by sector; work experience initiatives in partnership with industry and sector councils for new immigrants so they can integrate into the Canadian economy as soon as possible after arrival; and facilitate the assessment and recognition of foreign credentials and competencies through industry and sector council partnerships.
The federal government already has had a clear role through their support of sector councils since the late 1980s with the creation of the program by the Conservatives, and ongoing by the Liberals and Conservatives again, as well as the NDP in Manitoba and the Parti Québécois and the Liberals in Quebec. We would support a further stepped-up partnership approach between the federal government and the sector councils.
Thank you very much for your time.