Manufacturing Growth, Innovation and Prosperity For Canada

Manufacturing
Growth, Innovation
and Prosperity
for Canada
Who We Are
About Canadian Manufacturers & Exporters About the Canadian Manufacturing Coaltion
Since 1871, we have made a difference for Canada’s manufacturing The Canadian Manufacturing Coalition is comprised of more than 50
and exporting communities. Fighting for their future. Saving them major industry groups, united by a common vision for a world-class
money. Helping them grow. manufacturing sector in Canada.
The association directly represents more than 2,500 leading companies The Coalition speaks with one voice on priority issues affecting
nationwide. More than 85 per cent of CME’s members are small manufacturers, and what must be done to ensure all Canadians
and medium-sized enterprises. As Canada’s leading business continue to enjoy economic growth, high-value outputs and high-paying
network, CME, through various initiatives including the establishment jobs. The Canadian Manufacturing Coalition’s member organizations
of the Canadian Manufacturing Coalition, touches more than represent roughly 100,000 companies through their collective networks.
100,000 companies from coast to coast, engaged in manufacturing,
global business and service-related industries. manufacturingourfuture.ca
CME’s membership network accounts for an estimated 82 per cent of

total manufacturing production and 90 per cent of Canada’s exports.
cme-mec.ca
Strategic Partners
Our strategic partners have helped CME throughout this process by defining the agenda and supporting the research and consultation exercise. Like
CME, they believe that a strong Canada can and must have a strong manufacturing sector at its heart. From business associations to manufacturers
to key service providers, these groups have been instrumental in creating this action plan and in supporting the growth of manufacturing in
Canada. A special thanks to BDO, RBC, Food and Consumer Products of Canada (FCPC), KPMG, Export Development Canada (EDC), Salesforce,
Bombardier, Tenaris, ArcelorMittal, Dofasco, and Xerox.
CME Lead Team:
Mathew Wilson Mike Holden Marie Morden

Senior Vice President Chief Economist Manager, Stakeholder Relations
mathew.wilson@cme-mec.ca mike.holden@cme-mec.ca marie.morden@cme-mec.ca
industrie2030.ca
© 2016 Canadian Manufacturers & Exporters
ii Industrie 2030: Manufacturing Growth, Innovation and Prosperity for Canada

Table of Contents
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Sommaire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
About Industrie 2030 . . . . . . . . . . . . . . . . . . . . . . . . 8
Manufacturing in Canada . . . . . . . . . . . . . . . . . . . . . 9
The Impact of Doubling Manufacturing Output and
Value-Added Exports by 2030 . . . . . . . . . . . . . . . . . 11
Canadian Manufacturing in a Global Context . . . . . . . . . . 13
Barriers to Growth . . . . . . . . . . . . . . . . . . . . . . . . 15
A Strategy to Double Manufacturing Output and
Industrie 2030 Strategy for Growth . . . . . . . . . . . . . . . 18
1. Building a Strong Labour Pool and Skilled Workforce . . . . 20
2. Accelerating Adoption of Advanced Technologies . . . . . . 22
3. F
ostering Innovation, Commercialization and
New Product Development . . . . . . . . . . . . . . . . . 24
4. Creating a Competitive Business Environment in Canada . . 26
5. Increasing Access to Domestic and Foreign Markets . . . . 27
Affecting and Measuring Change . . . . . . . . . . . . . . . . 29
Conclusion and Next Steps . . . . . . . . . . . . . . . . . . . . 30
Canadian Manufacturers & Exporters MANUFACTURINGOURFUTURE iii

Summary
Manufacturing is the heart of Canada’s economy. Declining Competitiveness
At the same time, the cost of doing business in Canada is rising.
Every individual and every business in Canada is directly supported Manufacturers are moving to more competitive jurisdictions and foreign
by manufactured goods. A full 28 per cent of all economic activity investment is passing Canada by. These trends are threatening not only
across the country is tied to manufacturing. So too is 27 per cent the long-term sustainability of manufacturing, but the millions of middle-
of total employment. class Canadians whose livelihoods are directly and indirectly tied to the
sector. Policies that focus on middle-class growth and innovation need
Manufacturing Innovation to recognize that is it manufacturing that drives innovation and creates
Canadian manufacturers are creating new technologies, services and middle-class jobs. Without that underlying economic driver, Canadians
products in a wide range of critical segments including transportation, and their governments cannot achieve their desired policy outcomes.
communication, health care, clean tech, natural resources, food, and
electronics. They are selling those products in Canada and around the The need for more supportive policies for manufacturers and exporters
world. Last year, Canadian manufacturers exported nearly $350 billion is evident in many of the key indicators that determine global success
in value-added goods – accounting for a full two-thirds of Canada’s total in the sector. Manufacturing productivity rates are falling behind those
international sales. of our global competitors. Investment in new capital equipment and
technologies is declining. The business climate is deteriorating as
In spite of its critical importance to our economic well-being, Canada’s the regulatory and tax burden increases. Companies are investing
manufacturing sector is often misunderstood and at risk of being taken less in innovation, resulting in the creation of fewer new products.
for granted. Canadians do not realize the full value of manufacturing Canada is importing more value-added goods than it is exporting,
and the products, technologies and services that it creates for dramatically reducing sales and growth opportunities. Canada is
customers around the world. Government policies focus on innovation, falling behind – at risk of becoming too high cost and not technically
exports, or economic development and diversification, but often ignore advanced or innovative enough to compete in the global market.
manufacturing, thinking it to be from a bygone era, with no role to play in
advancing those priorities. The Solution
Canada has two choices for how to respond. We can either continue to
In fact, manufacturers drive research and development in Canada. They watch our manufacturing capacity and competitiveness erode, or we can
turn ideas into innovative new products capable of solving our most embrace a national strategy that reinvigorates our manufacturing sector
daunting economic and social challenges. They are often the first users by leveraging advanced technologies and decisively addressing our
of new technologies. In short, manufacturers are both the driver of, and longstanding domestic challenges.
the market for, a Canadian innovation agenda.
We choose the latter. This is why the Industrie 2030 initiative is so
Canada’s manufacturing sector is being overlooked at the very time important. Canadian Manufacturers & Exporters’ (CME’s) goal, which we
that the world of manufacturing is transforming – a transformation share with our many partner organizations, was to shine a bright light
that brings with it tremendous opportunities as well as risks. New on the manufacturing sector in Canada: to better understand where we
technologies are changing both customer demands and manufacturing stand today; to identify its challenges; and to chart a plan for growth.
processes. Advances in new technologies are creating new products
and solutions that are allowing manufacturers to help tackle the world’s
great problems. Growing global competition is disrupting established
markets and trade routes. Labour-intensive manufacturing countries
like China are rapidly moving up the value-added chain, while advanced
manufacturing countries like Germany are pressing farther ahead,
employing even more advanced technologies and production methods
to stay ahead of the curve.
4 Industrie 2030: Manufacturing Growth, Innovation and Prosperity for Canada

The report that follows outlines this plan for growth. This plan and its
recommendations stem directly from the input of over 1250 Canadian
manufacturers and exporters of all sizes from all corners of the country.
While there is some regional and sectoral variation, the core priorities
and recommendations are consistent. To tackle Canada’s challenge
and double manufacturing output and value-added exports by 2030,
Industrie 2030 participants recommended that public and private sector
stakeholders focus their efforts on:
• Strengthening the existing and future skilled workforce, including at

the management level
• Increasing rates of adoption of advanced manufacturing technologies
• Encouraging more new product development and commercialization
• Improving the business climate for investment
• Expanding access to domestic and foreign markets
The Industrie 2030 consultations, the research, this paper, and the
supporting detailed reports are only the start of this process. CME and
our partners will now set out to affect change, to reshape and to grow
manufacturing in Canada. We will work aggressively to reach our end
goal of doubling manufacturing output and value-added exports by
2030. We have developed key performance indicators to monitor
our progress.
We invite all manufacturers, Canadians and governments to get

involved, to manufacture growth, innovation and prosperity For Canada.
Together, we can manufacture change!
Mathew Wilson
Senior Vice President
Canadian Manufacturers & Exporters
Canadian Manufacturers & Exporters MANUFACTURINGOURFUTURE 5

Sommaire
Le secteur manufacturier est au cœur même de l’économie canadienne. On néglige le secteur manufacturier du Canada au moment
même où il se transforme. Sa mutation, qui offre des perspectives
Au Canada, chaque citoyen et chaque entreprise bénéficie directement prometteuses, comporte aussi son lot de risques. L’avènement des
de l’activité du secteur des produits manufacturés. De fait, 28 % de nouvelles technologies contribue à changer à la fois la demande des
l’ensemble de l’activité économique canadienne dépend de ce secteur, consommateurs et les procédés manufacturiers. La croissance de la
qui regroupe 27 % de tous les emplois au pays. concurrence mondiale perturbe les marchés et les routes commerciales
établis. Les pays dont le secteur manufacturier exige une main-d’œuvre
Le manufacturier innovant importante, comme la Chine, occupent une place de plus en plus
Les manufacturiers canadiens créent de nouvelles technologies, de importante dans la chaîne de création de la valeur, tandis que des pays
nouveaux produits et de nouveaux services, pour une grande variété de dont le secteur manufacturier est technologiquement avancé, comme
segments essentiels comprenant les transports, les communications, la l’Allemagne, continuent de progresser, utilisant des méthodes de
santé, les technologies vertes, les ressources naturelles et l’alimentation. production sans cesse plus sophistiquées pour maintenir leur position
Ils vendent ces produits au Canada et aux quatre coins du globe. L’an de tête.
dernier, les manufacturiers canadiens ont exporté près de 350 milliards
de dollars en produits à valeur ajoutée, ce qui représente les deux tiers Le coût d’exploitation
des exportations totales du Canada. Parallèlement à cela, il en coûte de plus en plus cher aux entreprises
pour mener leurs affaires au Canada. Or, les manufacturiers décident
En dépit de son importance cruciale dans la santé économique du pays, souvent de poursuivre leurs activités commerciales dans des régions où
souvent, le secteur manufacturier canadien est mal compris et risque les coûts d’exploitation sont moindres, de sorte que les investisseurs
d’être tenu pour acquis. Les Canadiens ne réalisent pas la véritable étrangers négligent le Canada. Ces tendances menacent non seulement
valeur générée par le secteur manufacturier, qui crée des produits, des la viabilité à long terme de notre secteur manufacturier, mais aussi des
technologies et des services pour les consommateurs du monde entier. millions de Canadiens de la classe moyenne dont le gagne-pain est
Les politiques gouvernementales se concentrent sur l’innovation, sur les directement ou indirectement lié à ce secteur. Les politiques qui visent
exportations ou sur le développement et la diversification économique, à assurer la croissance de la classe moyenne et de l’innovation doivent
mais ignorent souvent le secteur manufacturier, pensant qu’il est reconnaître que c’est le secteur manufacturier qui stimule l’innovation et
dépassé et qu’il n’a aucun rôle à jouer pour faire progresser ces priorités. qui crée de l’emploi pour ce segment de la population. Sans ce moteur
économique, les Canadiens et les gouvernements provinciaux
En fait, ce sont les manufacturiers qui soutiennent principalement et fédéraux ne peuvent pas espérer atteindre les résultats prévus par
les activités de recherche et de développement au Canada. Ils leurs politiques.
transforment les idées en produits novateurs qui contribuent à
résoudre nos problèmes économiques et sociaux les plus graves. Le La nécessité d’adopter des politiques qui appuient davantage les
secteur manufacturier est souvent le premier à adopter les nouvelles manufacturiers et les exportateurs saute aux yeux lorsqu’on examine
technologies. En résumé, les manufacturiers sont aussi bien les plusieurs des principaux indicateurs de réussite économique du Canada.
chefs de file qui encouragent l’élaboration d’un programme canadien D’abord, les taux de productivité du secteur manufacturier canadien
d’innovation, que les utilisateurs finaux de ces innovations. sont inférieurs à ceux de nos concurrents mondiaux. Ensuite, les
investissements dans de nouveaux équipements et dans de nouvelles
technologies sont en baisse, sans compter que le climat économique
se détériore et que le nombre d’exigences réglementaires et fiscales
augmente. Enfin, les entreprises investissent moins dans l’innovation,
ce qui entraîne une baisse du nombre de nouveaux produits créés, et le
Canada importe plus de produits à valeur ajoutée qu’il n’en exporte,
ce qui réduit considérablement le potentiel de vente et de croissance
des entreprises.

La solution Les consultations menées dans le cadre de l’initiative Industrie 2030,
Le Canada peut répondre à ces défis de deux façons. Nous pouvons les recherches, le présent document, ainsi que les rapports détaillés
continuer de laisser s’éroder notre capacité manufacturière et notre complémentaires ne sont que la première étape de ce processus.
compétitivité ou nous pouvons adopter une stratégie nationale destinée Manufacturiers et exportateurs du Canada et ses partenaires tenteront
à revitaliser notre secteur manufacturier en tirant profit des dernières ensuite de faire adopter des changements, de redéfinir le secteur
avancées technologiques et en nous attaquant de façon décisive à des manufacturier canadien et de stimuler sa croissance. Nous travaillerons
obstacles persistants à l’échelle nationale. avec acharnement afin d’atteindre notre but ultime : doubler la
production manufacturière et les exportations d’ici 2030. Nous avons
Nous, Manufacturiers et exportateurs du Canada (MEC), choisissons la défini un ensemble d’indicateurs de rendement clé pour suivre les
deuxième voie. Voilà pourquoi l’initiative Industrie 2030 est si importante. progrès réalisés à ce chapitre.
Les objectifs que nous partageons avec nos nombreuses entreprises
partenaires visent à mettre en lumière les besoins du secteur manufacturier Nous invitons tous les manufacturiers, tous les citoyens canadiens et
canadien, à mieux comprendre son état actuel, à déterminer les défis qu’il tous les gouvernements du pays à se joindre à nous et à collaborer
doit relever et à lui préparer un plan de croissance. les uns avec les autres pour favoriser la croissance et la prospérité
du secteur manufacturier canadien ainsi que l’innovation à l’échelle
Le rapport qui suit décrit ce plan de croissance. Le plan et les nationale. Ensemble, nous pouvons produire du changement !
recommandations qui l’accompagnent découlent directement des
commentaires recueillis auprès de plus de 1 250 manufacturiers et
exportateurs canadiens de toutes tailles établis aux quatre coins du
pays. Bien que l’on constate certaines divergences régionales et
sectorielles, les principales priorités et recommandations dégagées
durant les consultations abondent dans le même sens. Afin d’être en
mesure d’aborder les défis qui attendent le Canada et pour doubler la
production manufacturière ainsi que les exportations, les participants Mathew Wilson
d’Industrie 2030 ont recommandé aux intervenants des secteurs public Senior Vice President
et privé de concentrer leurs efforts sur les points suivants : Canadian Manufacturers & Exporters
• l’amélioration des compétences de la main-d’œuvre qualifiée actuelle

et future, y compris l’offre de formation en gestion ;
• l’augmentation du taux d’adoption des technologies de

production avancées ;
• l’instauration d’un climat propice au développement et à la

commercialisation de produits ;
• l’amélioration du climat économique pour stimuler les investissements ;
• l’amélioration de l’accès aux marchés domestique et étranger.

About Industrie 2030
Industrie 2030 began with a bold question: What would it take to In addition, CME and our partner organizations are issuing a series of
double manufacturing output and value-added exports from Canada detailed reports and analysis that stem directly from the Industrie 2030
by the year 2030? objectives and support this summary report. Those reports will be
available on the Industrie 2030 website at www.industrie2030.ca as
From there, we identified a series of business outcomes needed they are released. They include:
to reach those targets. Businesses need to be dynamic, profitable,
productive, innovative and growing. They must invest in their facilities, Roadmap to 2030: A path towards doubling manufacturing
processes and products, and they must find new customers in Canada output and exports (April 2016)
and around the world.
Management Issues Survey 2016 (October 2016)
The next step was broad-based direct consultation with manufacturers
themselves. We wanted to hear about the issues, challenges and Industrie 2030: A National Strategy for Canadian Manufacturing
opportunities they see every day while running their businesses. We in the Digital Age (October 2016)
wanted to know what would help them grow their operations, output
and sales at home and internationally. CME and our partners held Manufacturing and Exporting in Canada (October 2016)
about 55 moderated roundtable discussions across Canada from April
through October 2016. Over 750 manufacturing leaders attended. To Detailed Issue Reports (October – November 2016):
add quantitative support to that qualitative feedback, we leveraged our – Building a Strong Labour Pool and Skilled Workforce
bi-annual Management Issues Survey (MIS) to focus more closely on – Accelerating Adoption of Advanced Manufacturing Technologies
specific Industrie 2030 themes and issues. We received 553 responses – Fostering Innovation, Commercialization and New Product
to the survey. Development
– Creating a Competitive Business Environment in Canada
This report is the result of that process expanding. It analyzes Canada’s – Increasing Access to Domestic and Foreign Markets
manufacturing sector in a global context and highlights many of the
key trends for the sector. With those trends in mind, it summarizes Collectively, these reports will constitute the complete research and
the key challenges to growth that we heard directly from participants recommendations into what it will take to double manufacturing output
throughout our consultations. It then provides a summary of the core and value-added exports by 2030.
recommendations that will be critical to help address these challenges.
Finally, this report outlines what we believe are the core performance But words alone are not enough. It is now time to put those words into
measures that need to improve for Canada to achieve long-term growth action. CME will be working with its strategic partners and members
in manufacturing. Progress on these measures will indicate success in to implement the recommendations contained in these reports. This
addressing manufacturers’ challenges and set us on a path to doubling will not happen overnight and course corrections may be necessary.
manufacturing output and value-added exports by 2030. However, we are firm in our commitment to meet our goal: doubling
manufacturing output and value-added exports by 2030.
8 Industrie
2030 Paper:
2030:
Manufacturing
Manufacturing
andGrowth,
Exporting
Innovation
in Canada
and Prosperity for Canada
Economic Impact of
Manufacturing in Canada
Manufacturing is a vital contributor to the Canadian economy and to the These indirect and induced spinoff effects create an additional
living standards of all Canadians. It is the single largest business sector $292 billion in value-added output in Canada. As such, the total direct,
in Canada and the source of two thirds of Canada’s exports around the indirect and induced impact on Canadian GDP – $475 billion – is
world. It directly employs 1.81 million Canadians and generates close to equivalent to 28 per cent of the entire size of the Canadian economy.
11 per cent of GDP nation-wide.1 In other words, In other words, close to three of every 10 dollars in wealth
created in Canada can be traced back to the manufacturing sector.
However, these numbers only tell part of the story. Every manufactured
good produced in Canada creates demand for raw materials, semi-
finished inputs, transportation and a host of other goods and services. Direct Impact:
That demand, in turn, sparks additional purchases all the way up the 1.81 million jobs
production stream. Total Impact:
4.72 million jobs
Indirect Impact:
27 per cent
1.69 million jobs
Direct Impact: of all jobs
$183 billion across Canada
Total Impact: Induced Impact:
$475 billion 1.22 million jobs
Indirect Impact:
28 per cent
$186 billion
of the entire
Canadian economy These spinoff impacts reach every corner of the Canadian economy.
Induced Impact: The greatest impact is in the resource sector – industries that rely on
$106 billion Canadian manufacturers to buy their goods as inputs and raw materials
in their production processes. In industries like forestry and logging,
as much as 60 per cent of total production feeds directly into
Along the way, jobs are created, income is generated, and taxes are Canadian manufacturing.
collected. The wages and salaries that Canadians earn from these
direct and indirect effects are then spent on other goods and services,
generating another round of induced effects.
1 Labour force data suggests that manufacturing employment totalled 1.7 million in 2015. This higher figure (1.81 million) is taken directly from the results of the input-output model which is based on
2012 data and calculated using different methodology.

Manufacturing is also a major creator of jobs. The 1.81 million jobs In contrast to industrial output, most of these jobs are in services
in manufacturing represent about 10 per cent of the total employed industries – wholesale trade, finance, professional and technical services
labour force.The spinoff effects from manufacturing activities, and so on. Over 15 per cent of all transportation and warehousing
including the businesses and their employing purchasing goods and activity in Canada is the result of demand from manufacturers.
services in the broader economy, create an additional 2.9 million jobs The same is true of 10 per cent of all wholesale trade output.
in Canada, bringing total employment attributable to manufacturing
up to 4.7 million – about 27 per cent of all jobs across the country.
MANUFACTURING IMPACT ON EMPLOYMENT MANUFACTURING IMPACT ON SECTOR OUTPUT
Resource Resource
industries industries
385,800 jobs $58.6 billion
Wholesale and Business Wholesale and Business

Manufacturing Manufacturing
retail trade services retail trade services
1.81 million jobs $643 billion
716,900 jobs 767,000 jobs $24.6 billion $44.2 billion
Transportation Transportation
and warehousing and warehousing
277,700 jobs $21.6 billion
All other industries 765,000 jobs All other industries $119.4 billion
Total impacts 2,912,400 jobs Total impacts $268.4 billion

The Impact of Doubling Manufacturing Output
and Value-Added Exports by 2030
In 2015, manufacturing sales across Canada were valued at $610 billion These additional sales would have tremendous spinoff effects across
and exports of manufactured goods were worth $348 billion. Doubling the Canadian economy. Doubling manufacturing output would add an
these numbers requires sustaining an average annual growth rate of about estimated $459 billion in GDP to the Canadian economy through direct,
4.7 per cent. It sets a target of $1.2 trillion in total manufacturing output indirect and induced effects. It would also create 4.1 million additional new
and of $696 billion in manufactured goods exports in just 15 years. jobs by 2030 – 1.5 million jobs directly in manufacturing and 2.6 million
across the economy through indirect and induced effects.2
DOUBLING MANUFACTURING OUTPUT BY 2030
(Projected sales, in $billions) DOUBLING MANUFACTURING EXPORTS BY 2030
(Projected exports, in $billions)
1,200
800
1,000
700
Total impact:
800 $3.9 trillion
600
by 2030
Total impact:
500 $2.4 trillion
600
by 2030
400
400
Based on average growth from 2000-2015 300
Based on goal of doubling sales by 2030 Based on average growth from 2000-2015
200 Actual growth from 2000-2015 200
Based on goal of doubling exports by 2030
Actual growth from 2000-2015
100
0
2000 2005 2010 2015 2020 2025 2030
2000 2005 2010 2015 2020 2025 2030
As great a challenge as reaching this target may be, the potential rewards
are even greater. Compared to baseline expectations that growth
continues at its 15-year average of 0.6 per cent, doubling manufacturing
sales and value-added exports would generate $3,941 billion in total new
manufacturing sales and $2,235 billion in total new exports by 2030.
2 These figures are calculated using the most recent data available from Statistics Canada’s input/output model. It is important to note that this model is based on current linkages across industries.
Since these linkages evolve over time, multiplier numbers grow less reliable the further into the future projections are made.

SUMMARY OF IMPACTS

Direct Impact on Manufacturing Sales: Spinoff effects:
• Manufacturing sales would rise from $610 billion in 2015 to •A n estimated $459 billion in additional GDP to the Canadian
$1.2 trillion by 2030. economy through direct, indirect and induced impacts.
• Based on annual growth rates over the last 15 years, sales would – $459 billion is about equivalent to the present-day size of
otherwise only rise to $662 billion. the Quebec and Saskatchewan economies combined.
• By 2030, sales would be $557 billion higher than under baseline – The economic spinoffs would lift the projected GDP growth
growth assumptions. rate in Canada from 2.0 per cent per year to 3.3 per cent
• Doubling manufacturing output would generate $3,941 billion in from 2015 through 2030.
cumulative additional sales from 2015 through 2030.
• An estimated 4.2 million additional jobs by 2030 – 1.5 million
directly in manufacturing and 2.7 million spinoff jobs across
the Canadian economy.
Direct Impact on Manufacturing Exports: – Those jobs would increase the projected employment
• Exports of manufactured goods would rise from $348 billion in growth rate in Canada from 1.3 per cent per year to
2015 to $696 billion by 2030. 2.5 per cent from 2015 through 2030.
• Based on annual growth rates over the last 15 years, exports – 4.2 million jobs would take Canada from 17.9 million
would otherwise only rise to $380 billion. jobs in 2015 to 22.1 million by 2030, assuming no other
• By 2030, exports would be $316 billion higher than under employment growth took place anywhere else in the
baseline growth assumptions. Canadian economy.
• Doubling manufacturing exports would generate $2,235 billion in – 4.2 million people is about the size of the entire workforce
cumulative additional sales from 2015 through 2030. in Quebec in 2015.

Canadian Manufacturing
in a Global Context However, that is no longer the case. China and other developing nations
Global manufacturing output is dominated by two countries: China
and the United States. Together, they account for close to 42 per cent are rapidly moving up the value chain. Meanwhile, advanced economies
of all manufactured goods produced around the world. Japan and like the United States and Germany are embracing new advanced
Germany are the next largest at 7.1 per cent and 6.5 per cent of global manufacturing technologies to create new innovative products, and to
production, respectively. improve productivity, quality, speed and flexibly in their processes to
create a competitive edge in high-value production.
MANUFACTURING OUTPUT BY COUNTRY – 2014
(In $US billions) Global leaders in manufacturing output
3,000
Rank 1984 1994 2004 2014
2,500 1 US US US China
2 Japan Japan Japan US

2,000
3 Frmr USSR Germany China Japan
1,500
4 Germany Italy Germany Germany
1,000 5 Italy France Italy South Korea
6 France UK France India

500
7 UK Brazil UK Italy
0
8 Canada South Korea South Korea France
China
US
Japan
Germany
India
Italy
Korea
France
UK
Russia
Brazil
Mexico
Canada
Spain
9 Brazil Canada UK UK
By comparison, Canada is a relatively small player, accounting for a little less 10 Mexico Russia Canada Russia
than 1.5 per cent of total production, which is down from 2.5 per cent just
15 years ago. More concerning, however, is that Canadian manufacturers 11 India Spain Mexico Brazil
are losing ground to their overseas competitors. In 1984, Canada was the 12 Spain Mexico India Mexico
eighth-largest manufacturing country in the world, producing more than
current manufacturing powerhouses like South Korea, Russia, Mexico and 13 Australia India Brazil Indonesia
India. By 2014, Canada was ranked 14th in the world and had been passed
14 Argentina Switzerland Russia Canada
by all four of those countries.
15 Poland Netherlands Netherlands Spain
Initially, this trend was the result of the offshoring of low-skill, labour
intensive activity to countries like China where labour costs were too Source: United Nations
low for Canada to compete. Note: data for China are not available before 2004
Here too, Canada is losing ground. Domestic growth in labour

productivity rates between 2002 and 2014 is less than half of that
of the US and only one-fifth that of the world leaders in Taiwan and
South Korea.

LABOUR PRODUCTIVITY GROWTH IN GLOBAL GROWTH IN MANUFACTURING MACHINERY
MANUFACTURING: 2002-2014 AND EQUIPMENT INVESTMENT: 2002-2014
98%
94%
53%
49%
39%
36%
30%
18% -5%
13%
58% 43% 33% 28% 24% 12% 0%
Taiwan S. Korea Japan US France UK Germany Canada Italy US Mexico S. Korea Israel Germany France Italy Canada
Much of a country’s labour productivity rates are directly tied to investment This negative investment climate in Canada is having a direct impact on
in capital equipment and advanced technologies – the basis of the Fourth the ability of manufacturers to research and commercialize new products.
Industrial Revolution – and are critical for global competitiveness today. Simply put, to meet their customers’ constantly changing expectations,
Unfortunately, once again Canada is heading in the wrong direction. By manufacturers must be continuously innovating – investing in research
comparison, in the United States, manufacturing investment in machinery and development that leads to new product commercialization. However,
and equipment has risen by 58 per cent since 2009. In Canada it has fallen manufacturers in Canada are struggling in this regard. Industrial research
by nearly five percent and hit a 30-year low in 2014. Few industrialized and development spending in manufacturing is falling and businesses are
countries have a worse record than Canada on this matter. introducing fewer new innovations. From 2007 to 2009, 48.6 per cent
of manufacturers produced at least one product innovation. By 2012 to
Investment decisions by companies are made for a variety of reasons, 2014, that share had fallen to 43.9 per cent. Meanwhile, the share of
including access to customers (domestically or internationally), supporting companies reporting no innovations of any kind rose from 18.8 per cent
infrastructure (finance, education, etc.) and the general investment climate. to 38.8 per cent over that time.
Most Canadian companies have good access to customers at home or
in international markets through a variety of free trade agreements. Our Commercializing new products is essential to attracting production
supporting infrastructure is often world class, especially our banking mandates which, in turn, generate investment, jobs and economic growth.
and education systems. However, the investment climate in Canada for This growth can be seen through expanded sales at home and abroad.
manufacturing is worsening. According to CME’s 2016 Management Issues While Canada obviously has many successful examples in this regard, in
Survey, nearly half of businesses believe the federal government does general we are not competitive globally. On the export side, Canadian firms
not support investment and growth in their company. That share rises to accounted for 3.7 per cent of global manufactured goods exports in 2000,
60 per cent for provincial governments. And these results are getting worse. but by 2015 that share had fallen to just 1.8 per cent. From a domestic
Half of MIS respondents think that federal government has grown less standpoint, in 1990 about 55 per cent of Canadian domestic demand for
supportive over the past three years while 58 per cent felt the same about manufactured goods was filled by domestic producers. That share has
provincial governments. Industrie 2030 participants identified a wide range fallen to only 38 per cent today. These realities show themselves directly in
of issues to substantiate these claims including tax increases, the regulatory Canada’s overall trade balance in manufactured goods. In fact, since 2000
burden, rising energy costs and lack of investment support mechanisms. this trade balance ballooned from nearly break-even to a deficit of roughly
$122 billion by 2015.
These trends on productivity, capital investment, investment climate,

commercialization and sales clearly point to a sector that is under performing
and risking falling out of a global race for competitiveness and innovation.
As a result, Canada is in danger of being caught in the middle: too advanced
to be a low-cost producer, but not advanced enough to keep up with those
at the forefront of technology and innovation.

Barriers to Growth
Why are Canadian manufacturers losing ground to their international WHAT ARE THE MOST PRESSING CHALLENGES
competitors? What do we need to do to reverse this trend, leverage the FACING YOUR COMPANY TODAY?
opportunities of the Fourth Industrial Revolution, and create an attractive Attracting or retaining
climate for investment and growth in Canadian manufacturing? 35% skilled labour
Finding new clients
32% or business partners
These questions formed the core of the Industrie 2030 consultations.
Through our roundtable discussions and the 2016 Management 17% Developing new markets outside Canada
Issues Survey, Canadian businesses gave clear answers and strategic Improving production processes/implementing
16% digital technologies
direction for what needs to be done and where Canada needs to go.
The issues raised at our roundtables were reinforced and confirmed 15% Exchange rate volatility
by the survey results.
15% The increasing regulatory burden on businesses
Bringing new or improved products/services

There were four specific questions in the Management Issues Survey 15% to market
that captured the essence of the challenges facing manufacturers and
what steps need to be taken.
15% Higher costs due to government policy changes
13% Increased competition in primary markets

Perhaps the most important of these questions was: what are the most
important pressing challenges facing your company today? Topping the 12% Global economic conditions
list of issues was access to labour and workers with the right skills. 11% Supply chain management and logistics
A full 35 per cent of respondents stated that attracting or retaining
skilled labour was one of their three most pressing issues. On a related 11% Ageing facilities
vein, ten per cent also pointed to the cost of labour as one of their
10% Cost of labour
largest concerns.
10% Impact of low crude oil prices
The second most important issue was finding new clients or
9% Cost and reliability of energy supply
business partners, followed by developing new markets outside
Lengthy regulatory processes causing delays in
Canada. Manufacturers also pointed to the need to implement digital 8% investment, expansion and/or product approvals
technologies into their production processes, the tax and regulatory
burden and commercialization of new products. 8% Excess capacity/lower sales
8% Cost and/or availability of raw materials
4% Access to foreign markets (tariffs, regulatory barriers, procurement)
4% Other
4% Accessing credit and/or cost of business financing

3% Attracting investment and/or new product mandates
3% Lack of information on how to scale up operations
3% Expanding production capacity outside Canada
2% Social licence/public perception challenges
2% Expanding production capacity inside Canada
2% Interprovincial trade barriers
Access to global suppliers under competitive conditions
2% (price, import duties)

Attracting investment and promoting growth is key to a revival of DO YOU BELIEVE THAT GOVERNMENTS ARE SUPPORTING
Canadian manufacturing. For that reason, we also asked businesses INVESTMENTS IN, AND GROWTH OF, YOUR COMPANY?
about the most important factors they consider when making
Federal Government
investment decisions. Access to skilled labour once again topped
the list, while labour costs was the third most common response.
Businesses also stressed the importance of proximity to their customer
Yes 34% No 48% 18%
base and existing operations, as well as the tax and regulatory burden, Unsure
availability of government incentives, infrastructure and a range of
Provincial Government
cost considerations.
WHAT ARE THE MOST IMPORTANT FACTORS YOUR BUSINESS

Yes 30% No 58% 12%
CONSIDERS WHEN DECIDING WHERE IN CANADA TO INVEST? Unsure
32% Availability of skilled Municipal Government

labour/labour quality
Location of existing
30% operations Yes 19% No 60% 21%
29% Labour costs Unsure
Overall tax rates
29% (corporate, payroll, etc.) Given that a large part of the role of government is to support
economic growth and wealth creation in society, these again are
29% Proximity to customer base
concerning trends. The range of issues manufacturers identified through
Government incentives and
18% support programs the consultation process where they felt the federal government
negatively impacted their growth was fairly broad, but tended to focus
14% Energy costs
around such issues as regulatory management and inefficiencies,
13% Cost and availability of land tax creep, trade infrastructure and investment supports. One of the
most frequently-cited examples raised by manufacturers during the
11% Strength of local markets
roundtable discussions was the changes to the Scientific Research and
Experimental Development (SR&ED) program and the loss of support
11% Regulatory environment
for capital equipment and the tightening rules for claims eligibility. Many
11% Quality of infrastructure companies had simply given up trying to use the program.
9% Ability to access foreign markets

The cause for concern is even greater at the provincial level. Close to
7% Customer commitment to local supply 60 per cent of respondents were clear that provincial governments
were growing less supportive over time. The specific issues raised in
Ability to connect with high-quality post-secondary
6% do not
Manufacturers operate
institutions in a vacuum.
to support skills andGovernments
staffing needs play a vital Industrie 2030 consultations in support of those findings tended to vary
role in establishing the economic and policy environment in which depending on the sector and province.
5% No plans to expand
businesses must work. However, businesses were clear that more
Ability to connect with high-quality post-secondary institutions
needs to be4%done. As noted above, nearly half of MIS respondents
to support research and development needs
While not applicable in all provinces, the rising cost of energy and
believe that the federal government is not adequately supporting the growing unreliability of the system was the most oft-raised issue,
4% Other
their investment and growth strategies. Moreover, manufacturers feel followed closely by regulatory inefficiencies and costs. In several
that government 3%taxAccess
and regulatory policies
to new technology andwere getting
research worse, not
infrastructure provinces, manufacturers noted a three-fold increase in electricity costs
better. Again, close to half of survey respondents think that the federal over the past five years and doubling in brown-outs and power outages.
government has grown less supportive over the past three years. Only
13 per cent of respondents felt things have improved.

On the regulatory side, companies complained about a constant stream WHAT MORE SHOULD GOVERNMENTS DO TO
of new and updated regulatory requirements for their products and SUPPORT MANUFACTURING IN CANADA AND ATTRACT
operations. In many cases, the issue is not the regulations themselves, MANUFACTURING INVESTMENT TO THE COUNTRY?
but the overzealous way in which they are being applied by inspectors.
This is adding costs, uncertainty, and delays in investment.
Reduce the
38% business
At the municipal level, only 19 per cent of respondents to the survey 37% tax burden
believed their government was supporting investment and less than
4 per cent thought that support had improved over the last three years. Provide tax credits and other incentives to support
Much of the problem at this level of government relates to a steady investment in new machinery and equipment
rise in user fees, taxes and other special charges. Several businesses Lower energy costs 18%
also pointed to bureaucratic ineptitude. One specific example is worth
Implement a preferential
repeating; a small manufacturer in a small city was looking to do a 22% M&P tax rate
one-million-dollar expansion and hire 75 new employees, which would Provide tax credits
have made it amongst the largest employers in a struggling region. 13% and other support for
business investment
Plans were drawn up for expansion and submitted to the municipality Introduce tax policies that in skills training
encourage businesses to
for approvals, however the process for approval took close to a year scale up rather than 16%
to complete, which delayed the investment and the company lost the stay small
market opportunity. No investment. No jobs. No growth. Better protect Canadian
businesses from unfair
13% foreign competition
Manufacturers were just as clear on what governments need to do 13% Invest directly in
business R&D
better. In a nutshell, they want to keep more of their money to invest
in their own future; and they want governments to help them invest in Improve tax policies to support
making themselves better. Prioritize 12% investment in innovation,
Canadian-made research and development
products in government
12%
procurement contracts
When asked about what more governments could do to support
Promote “Made in Canada”
manufacturing and attract more manufacturing investment, the top manufactured goods domestically 11%
response was: provide better incentives to support investments in new Improve access to and globally
business financing 11%
machinery and equipment. The second most common response was to
lower the overall business tax burden.
Strengthen training and skills development linkages
11% between industry and post-secondary institutions
Other popular responses followed a similar theme. Introducing a special
Address labour shortages
manufacturing & processing tax rate and lowering energy costs both (including immigration, post-secondary recruitment, etc.) 11%
speak to the need for businesses to retain more of their own income
Provide tax holidays and other direct incentives
to invest in their future. Tax policies to encourage growth; support 9% for investments in new plants and facilities
business investment in skills training; and direct investment in business Improve access
9% to foreign markets
research and development all speak to the fact that businesses know Invest more in transportation
they need to do better to compete and they want governments to help and ICT infrastructure 8%
Invest directly in research into
8% new technologies
them along the way.
Better support efforts
In fact this last point might be the most critical. There needs to be a 7% to commercialize new Strengthen research and technology
products in Canada inkages between industry and 6%
shift in attitude in government and business in Canada. Governments post-secondary institutions
and industry often talk publicly about partnering to foster economic
growth, wealth and prosperity for all Canadians. And there are many
good examples of these words being put to action. However what we
heard more often was that there is growing frustration in the business
community and a deterioration in the working relationship between
business and government. Manufacturers reported increasing tension
and less cooperation, even in cases where the goals of government
and those of industry were seemingly identical. This needs to change
if Canada is going to reverse its long-term trends on economic growth
and manufacturing sector global competitiveness.

Industrie 2030 Strategy for Growth
Survey results and roundtable consultations point to a clear path • Manufacture more products and technologies in Canada.
forward for achieving our goal of doubling manufacturing output and Developing, commercializing and manufacturing new products in
value-added exports by 2030. Canada leads to new investment and new opportunities to service
customers around the world. Canada has a strong history of
First, there are specific business conditions that need to be in place for developing and commercializing new innovative products, but we
this goal to be achieved. Manufacturers need to be dynamic, profitable, must accelerate these processes to expand demand for Canadian
productive, innovative and growing. Profitability is the centerpiece made products.
of these conditions. Without profit, growth, innovation, expansion or
investment in technologies is not possible. • Accelerate adoption of new technologies and processes.
The adoption of new advanced manufacturing technologies
Productive manufacturers can compete with anyone in the world in any can dramatically improve operational efficiency and flexibility
market. Productive companies invest in new technologies. A productive while reducing production costs, and improving environmental
workforce attracts new investment to Canada. performance. In this way, new technologies are critical to improving
the competitiveness of Canadian manufacturing. They create new
Innovative businesses develop and commercialize new products opportunities to manufacture more products in Canada and sell
and can adapt quickly to changing customer demands and foreign them to the world.
competition. They are early adopters of new technologies and maintain
a smart, well-trained workforce. • Sell more to customers in Canada and around the world.
Canadian companies must expand their customer bases both in
Growing businesses are successful businesses. Growth requires traditional markets and beyond. The development of innovative
investment and creates new jobs and production capacity. Large products will accelerate market demand, as will the opening of
businesses can take advantage of economies of scale and lower new markets around the world through free and fair trade
per-unit production costs to enhance their competitiveness in liberalization agreements. In addition, Canada must be better at
Canadian and foreign markets. recognizing the value of goods “made in Canada” and promote
and celebrate those products that are designed, engineered and
These four necessary conditions feed directly into the desired business manufactured right here.
outcomes – the four pillars of Industrie 2030 that were set out in our
initial discussion paper, Roadmap to 2030. Only through making
meaningful progress in these four areas can manufacturing in Canada
grow. The four Industrie 2030 pillars are:
• Retain and attract investment to expand manufacturing

capacity. Expanding manufacturing capacity in Canada is critical.
Over the past decade, manufacturing capacity has decreased
significantly and existing facilities are running at or near peak
capacity. Canada needs new capital investment from domestic and
foreign sources that both increases the capacity of existing facilities
and adds new capacity as well.

The purpose of the Industrie 2030 process was to identify the Taking decisive and effective action in these five areas is the foundation
programming and policy requirements needed to accomplish these four of the Industrie 2030 strategy moving forward. Stemming from our
goals. Through our extensive cross-country consultations, five keys to extensive consultations and survey results, CME identified a number
success were indentified: of key issues, themes and recommendations for action within each
priority area. This summary paper includes an overview of these
1. Building a strong labour pool and skilled workforce; recommendations. They will be further supported by detailed reports in
each priority area. Those reports will be released in the fall of 2016.
2. Accelerating adoption of advanced manufacturing technologies;
Addressing these issues through meaningful programming and policy
3. Fostering innovation, commercialization and new product action will build the four pillars of Industrie 2030. These, in turn, will
development; create the business conditions that are needed if Canada is to double
manufacturing output and value-added exports by 2030.
4. Creating a competitive business environment in Canada; and

5. Increasing access to domestic and foreign markets
THE INDUSTRIE 2030 STRATEGIC PLAN
Strategic Goal: …for Canadian

manufacturing
Double
manufacturing
to prosper.
output and
exports by 2030
Businesses must be:

Necessary Conditions: Dynamic …creating the
Profitable right business
Productive conditions…
Innovative
Growing
Pillars of Industrie 2030

Required …will build
Outcomes: • Retain and attracting • Accelerate adoption of new the Industrie
investment to expand technologies and processes
manufacturing capacity
2030 pillars…
• Sell more to customers in
• Manufacture more new products Canada and around the world
and technologies in Canada
Priority Action Areas

Keys to • Building a strong labour pool and • Fostering innovation, commercialization Achieving
Success: skilled workforce and new product development results in
• Accelerating adoption of advanced • Creating a competitive business these areas...
manufacturing technologies environment in Canada
• Increasing access to domestic and
foreign markets

1. Building a Strong Labour Pool and Skilled Workforce
According to CME’s 2016 Management Issues Survey, skills and labour DOES YOUR COMPANY FACE IMMEDIATE LABOUR AND/
shortages rank as the most important issue for business executives. OR SKILLS SHORTAGES TODAY? DO YOU ANTICIPATE SUCH
This theme repeated itself throughout the in-person Industrie 2030 SHORTAGES TO ARISE WITHIN THE NEXT FIVE YEARS?
consultations. Manufacturing executives are deeply concerned both
about the availability of workers as well as the skill level of existing and Today
future employees at all levels of the organization.
Yes 39% No 58%
Today, Canadian manufacturers directly employ 1.7 million people
Unsure
throughout their domestic operations. This workforce ranges from Within 5 years
general labourers, to skilled tradespeople, to designers to sales and
service representatives, to management. However these skills sets are Yes 59% No 25% 16%
constantly being redefined as technology and business opportunity
reshape the business of manufacturing. Unsure
Technology is changing both the type of workers being used – a shift Simply put, a lack of a sufficiently-sized and skilled labour pool is
from general labour to specialized work – and the type of skills that are directly impacting the growth of manufacturing in Canada today, and will
needed – from single-skilled and repetitive to multi-skilled and flexible. continue to restrict growth moving forward if substantial changes are
Technology is also impacting the type of products and services being not made.
offered, as well as how manufacturers operate; instead of merely
building and selling a product in a local or regional market, businesses Another issue repeatedly arose in the Industrie 2030 consultations:
are now offering a range of customer services that are anchored around the deficit of manufacturing leadership in Canada. While Canada
a manufactured product. Jobs are becoming more specialized, and does create great leaders, there are not enough of them. Leadership
they are growing more valuable and less interchangeable. As a result, gets to the heart of manufacturing strategy and entrepreneurship. It
workers are becoming more difficult to find and harder to replace. affects how companies operate, how they invest, how they create new
products and open new markets. It also affects how manufacturers train
At present, however, Canadian manufacturers are facing real and and develop their workforce. While Canada has a range of excellent
significant labour shortages. Roughly 40 per cent of businesses face business schools we lack capacity in training the next generation of
labour and skills shortages today. Five years from now, close to 60 innovative manufacturing leaders which is directly impacting our long-
per cent anticipate such shortages. These shortages stem from three term growth and prosperity.
primary sources. First: an inability to attract youth into skilled trades
relevant to manufacturing. Second: a disconnection between the formal
training system and industry needs. Third: an aging workforce.
These shortages are driving up costs and eroding our global

competitiveness. This is causing businesses to forego production
opportunities, and delay investment. In some cases, shortages of skilled
workers are causing companies to consider relocation of production
to sustain production. It is also causing companies to under-invest in a
range of advanced manufacturing technologies and is limiting the use of
those technologies to their fullest potential.

Throughout the consultations, many recommendations were put
forward for how to solve the twin problems of skilled-worker and
leadership training. However, unlike many other challenges that were
raised, the solutions in this area can vary widely from sector to sector
and region to region, depending on many local conditions. As a result,
the recommendations also cover a wider range of potential solutions
to support the building of a stronger skilled workforce in Canada.
Furthermore, the solutions require substantial partnership between
industry, government and a range of supporting partners, including
labour and post-secondary institutions.
To support the building of a stronger skilled workforce in Canada,

Industry 2030 recommendations are:
1. Improve engagement youth and under-represented in

manufacturing careers to grow the domestic skilled labour pool.
This must include better education and information about careers in
manufacturing, better detailing career paths and opportunities, and
strengthening education in science, technology, engineering and math
(STEM) fields.
2. Improve linkages between industry and post-secondary

institutions to improve the skills of existing and future workers
as well as to strengthen industrial innovation. This must include
addressing curriculum gaps to ensure students are taught current
skills and trends in manufacturing. It must also include more
opportunities for Work Integrated Learning to facilitate student
engagement and helping young people find a job sooner.
3. Expand supports for business led training and management

leadership. Including expanding and strengthening the Canada Jobs
Grant and developing national training for manufacturing leadership
that can begin to change our culture of manufacturing and exporting.
4. Improve access for foreign trained skilled workers through the

immigration system and access to temporary skilled workers
when required.
These recommendations are not aimed at any one group. They are
in fact a collective responsibility that we must all tackle. However it is
industry itself that must be supported to increase its responsibility in this
area to ensure the future workforce it needs to thrive.

2. Accelerating Adoption of Advanced
Manufacturing Technologies
A wide range of advanced technologies are changing the face of modern These trends are having a predictable effect on productivity.
manufacturing and providing new opportunities and challenges in Canada Manufacturing productivity in Canada has risen by 18 per cent since
and around the world. Technologies such as 3-D printing are changing 2002. In the US, it has risen by 49 per cent. In South Korea: 94 per cent.
how products are prototyped, how original equipment manufacturers
(OEMs) are interacting with their supply chains, and the speed of new Advanced technologies are the future of manufacturing. Canadian
product development and commercialization. The Internet of Things manufacturers need to improve their record on capital investment
is allowing manufacturers to control and monitor their operations from and technological adoption if they are to grow and remain globally
anywhere in the world to ensure maximum efficiency, and to connect with competitive. In addition to these economic impacts, adopting advanced
and serve their customers continuously. Advanced robots are working technologies have the added benefit of reducing energy costs and the
side by side with humans to assist in the assembly process. These are environmental footprint of manufacturing operations.
on top of a range of what are now commonplace advanced technologies
such as multi-axis computer numerical control (CNC) machines and a However, Canadian manufacturers are slow adopters of the more
wide range of automated processes and robotics. modern advanced manufacturing technologies. According to the
results of the Management Issues Survey, more than 60 per cent of
These new technologies are driving modern manufacturing by lowering businesses do not presently use them in their operations. Based on
production costs, increasing productivity, quality and agility, while the Industrie 2030 consultations, there are several significant factors
allowing for the creation of new innovative products. It is also driving a that impact this reality. First, the cost of purchasing new machinery and
manufacturing renaissance in many jurisdictions around the world which equipment is the single biggest obstacle that Canadian manufacturers
were once thought to be too high-cost to be competitive. face in their efforts to adopt new technologies. The drop in the value
of the Canadian dollar since 2014 has dramatically increased the price
For Canadian manufacturers to prosper, they need to be at the forefront of these goods. Second, there is significant risk in adoption given the
of this change, investing in new machinery and equipment, and quick change in technologies, the length of time required for integration,
incorporating new digital technologies and advanced manufacturing and the uncertainty of the impact. Finally, financial support is not always
capabilities into their operations. available from the public or private sector.
Unfortunately, Canadian manufacturers are moving in the wrong direction.

In the United States, manufacturing investment in machinery and
equipment has risen by 58 per cent since 2009. In Canada it has fallen
by nearly five percent and hit a 30-year low in 2014. Few industrialized
countries have a worse record than Canada on this matter.

WHAT ARE THE MAIN OBSTACLES YOUR COMPANY FACES
IN ADOPTING NEW TECHNOLOGIES IN YOUR OPERATIONS? The Industrie 2030 recommendations to achieve this objective are:
Lack of sufficient financial and/or

32% 1. Enhance the deprecation rates for advanced manufacturing
tax incentives
Lack of information about the new technologies technologies to help offset the rising costs of new machinery and
15% that are available equipment and to reduce the risks associated with technology
adoption.
17% Limited opportunities to test new technologies
Unclear how new technologies would
31% fit into existing operations 2. Establish manufacturing hubs and technology demonstration
Risk associated with investing in a centres to showcase and test new advanced manufacturing
31% product with uncertain application/return technologies. Companies that have the opportunity to examine
6% Learning about the technology/training employees is too expensive and learn about new technologies are able to make more informed
decisions about new investments and are more likely to adopt those
Incorporating new technologies takes up too much
16% productive time/too disruptive to ongoing operations technologies. These would also allow for smaller companies to
Cost of purchasing partner with larger companies to leverage existing technologies and
46% equipment support networks for product commercialization.
10% Installation costs
3. Expand all regional manufacturing technology investment
Uncertainty about the economic
39% return on investments support programs across the country. Manufacturers across
Canada should have access to the same types of support programs
9% Other
regardless of where they are physically located, including a wide
range of training and investment supports that are available through
Given the importance of technology adoption for the long-term Canada’s federal regional economic development agencies.
competitiveness of Canadian manufacturing, for reducing the
environmental footprint, and how far Canadian firms in general lag their 4. Reinvest all federal and provincial carbon-pricing revenues back
competitors in this area, it is critical that government and the private into offsetting the cost of purchasing new technologies and M&E.
sector work together to accelerate the adoption of a range of advanced Investment in new technologies is critical to reducing the environmental
manufacturing technologies. footprint of manufacturing as well as improving productivity.

3. Fostering Innovation, Commercialization and
New Product Development
Innovation is turning an idea into a product or service. Successful According to the 2016 Management Issues Survey, the biggest
innovation is creating commercial and social benefits out of those obstacle that manufacturers face in developing and commercializing
products and services. new products is the cost and difficulty in building prototypes. New
advanced manufacturing technologies like 3-D printers can dramatically
Consumers are growing ever more demanding as rapid advances in lower these costs, but many Canadian businesses are slow adopters of
technology reshape their expectations. To meet these expectations, these technologies – something we must clearly overcome.
manufacturers must be continuously innovating – investing in research
and development that leads to new product commercialization. While technology may offer some advantages to industry for
Commercializing new products is essential to attracting production prototyping, it is only a small part of the manufacturing innovation and
mandates which, in turn, generate investment, jobs and economic growth. commercialization story. Repeatedly throughout the Industrie 2030
consultations, companies spoke about Canada’s overall support
Canada – our people, society and businesses – is full of ideas. environment for innovation, from initial stages of product development
However, in general the country struggles to turn those ideas into new through commercialization. While there are some positives, most
products or services. Our post-secondary institutions have more peer- companies were simply frustrated at the level of support offered,
reviewed articles per capita than anywhere else in the world. Similarly including the current state of Canada’s SR&ED program, the poor
our government research labs regularly turn out a range of intellectual linkages and support from post-secondary institutions, and the lack of
property (IP) and patents each year. However, despite all of this primary government risk sharing support in most sectors.
research and tens of billions of dollars in annual federal government
funding, and billions more from provincial governments, neither of these WHAT ARE THE MOST SIGNIFICANT CHALLENGES
groups leverage these ideas into commercial success on a regular YOUR COMPANY FACES WHEN BRINGING NEW
basis. It is not their job or focus to do so. PRODUCTS OR SERVICES TO MARKET?
Manufacturers in Canada are also struggling with product and process

Cost of building/
developing prototypes 36% External competition
makes new product 19%
innovation and commercialization. While Canadian manufacturers are development risky
known for creation of innovative, customized, niche solutions, we are

falling behind our international competitors. Industrial research and
Availability of
skilled personnel 30% Lack of necessary
machinery, equipment 18%
or plant capacity
development spending in manufacturing is declining and businesses are
Lack of incentives/
introducing fewer new innovations. From 2007 to 2009, 48.6 per cent
of manufacturers produced at least one product innovation. By 2012 to
programs to invest in
new technologies
29% Process engineering/
production scale-up 18%
2014, that share had fallen to 43.9 per cent. Meanwhile, the share of
companies reporting no innovations of any kind rose from 18.8 per cent
Cost of manufacturing
the final product 29% Regulatory
impediments 15%
to 38.8 per cent over that time.
Why does this matter? Manufacturers in Canada are directly responsible

Lack of internal
funding/resources 23% Product design 14%
for over 42 per cent of all private sector research and development.
Their development of new products, technologies and processes drive Lack of customer
the growth of their business and the wealth creation of the broader demand 22%
Canadian society. If Canada is going to be a more innovative society,
Canadian manufacturers will play a central role.

To bridge the gap in supporting manufacturing innovation, 4. Expand funding for industry-driven programs aimed at
commercialization and product development, Industrie 2030 post-secondary partnerships in R&D and commercialization.
participants had a wide range of recommendations, including to: Post-secondary institutions have strong research capacity, but linkages
to the entrepreneurialism of the private sector are underdeveloped.
1. Conduct a complete review and modernization of the SR&ED Closer ties are needed to support industry-driven research at
program. Cuts to SR&ED have reduced business uptake of this post-secondary institutions, and publicly-funded intellectual property
program. Furthermore, administration of the program often leads to should be made freely available to Canadian industry.
finding ways to reduce spending, rather than supporting growth.
It needs to be refocused to support its original intention – economic 5. Leverage government procurement to foster R&D and
growth through innovation and commercialization of products new product development. Governments spend billions of
and processes. dollars on public procurement every year, but very little is used
to help companies invest in new product development and
2. Implement a Patent Box system to reward commercialization commercialization. A small share of this funding should be placed in
and production of products in Canada. This program would an innovation fund to finance private-sector-led research into specific
provide relief from corporate tax on income generated from certain areas of strategic benefit to the Canadian economy. Governments
types of qualifying intellectual property, when those products are should also introduce a “first-buyer” principle for new technologies
commercialized and manufactured in Canada. It will help close the and products to expand and support scale up and production.
gap between Canada’s strong track record on invention and its
weaker record on commercialization. Much of the focus in these recommendations is naturally on the
government and related public-sector institutions to foster innovation
3. Create a manufacturing commercialization investment fund and commercialization. However, in our Industrie 2030 consultations,
that would that would be repayable based on commercial there was also tremendous emphasis on how smaller companies can
success of the product. This fund would address one of the and should leverage global assets and the supply chains of larger
biggest challenges in new product commercialization: development multi-national enterprises to facilitate commercialization of new
costs can be significant and the economic return far from technologies, services and products. How this could be more broadly
guaranteed. It would fill an important gap in Canada’s support for implanted will also need to be explored further.
the commercialization of research by providing a risk-sharing facility
between the government and industry.

4. Creating a Competitive Business Environment in Canada
Investment in operations is critical to the health and long-term For example, Canada is competing for business with countries like the
success of manufacturing in Canada. Businesses need machinery and United States which offer tax holidays, free land, refurbished facilities,
equipment and new technologies to remain competitive. They need to direct investment incentives and a range of other supports to locate in
engage more in new product development to secure new customers their jurisdiction. These are not random, sporadic, or sector-specific
and market share. They need to invest to maximize the skills of their offers. US governments are aggressively recruiting manufacturers away
workforce. Without this ongoing investment, output will not grow, from Canada by cold calls from government officials trying to sell them on
factories will become less competitive, businesses will not develop moving to their state, offering concierge services and a range of significant
product leadership and innovation, and growth opportunities will be lost. incentives. Unfortunately, Canadian businesses are not turning these
Simply put, investment drives competiveness. offers down.
Global competition to attract new investment in manufacturing is fierce. The impact of the widening gap between Canada’s investment climate
Companies decide where in the world to locate their operations based and that of its international peers has been predictable. From 2009
on where the economic return will be highest. They look for specific to 2014, foreign investment in manufacturing in the US grew by 134
factors in assessing that return: accessibility of markets; profitability; per cent. In Canada, it grew by less than 7 per cent. Even domestic
and net input advantage – the combination of access to raw materials, manufacturers are investing less in Canada. Planned capital construction
human resources and other local attributes like transportation in manufacturing fell to $4.2 billion in 2016 – its lowest level in six years.
infrastructure and logistics.
Clearly if manufacturing is going to grow in Canada we need to reverse
Among those attributes is the prevailing tax and regulatory burden. these trends and build a much more competitive manufacturing
If this burden is too high in Canada, investment will pass us by and investment business climate. Achieving this objective requires taking the
migrate to another location. following steps:
Unfortunately, the business climate in Canada is getting worse, not 1. Create a globally-competitive business tax structure in
better. As noted earlier, nearly half of all respondents to the 2016 Canada that supports growth. Tax competitiveness is a key factor
Mangement Issues Survey believe the federal government does not businesses consider when deciding where in the world to invest.
support investment and growth in their company. That share rises to 60 Canada needs an attractive tax climate that rewards companies for
per cent for provincial governments. Most respondents also felt growing, rather than simply for being small.
that government support has grown worse, not better over the past
three years. 2. Establish government investment concierge services.
Governments in other jurisdictions are in the business of helping
Industrie 2030 participants identified a wide range of tax increases businesses succeed. Meanwhile, manufacturers in Canada are often
and government policy changes that are making it more difficult unaware of the range of government programs and services available
and costly to do business in Canada and are eroding our global to them.
competitiveness. Payroll taxes are rising, carbon taxes and other levies
are being introduced, and the corporate tax rate is going up in several 3. Establish a Regulatory Bill of Rights that will increase
provinces. Renewable energy policies are also driving up energy costs transparency and predictability of regulatory processes.
for manufacturers, eliminating what was once a core competitive A clear, simple and stable regulatory system attracts investment
advantage for the sector. The regulatory burden continues to intensify and growth. In Canada, businesses are struggling with lengthy
as governments are seeking certifications, approvals, requirements that regulatory delays and uncertainty about what future regulations
cover all aspects of operations and products. may be on the way.
While no single one of these changes is significant enough to drive 4. Increase investment in economic and trade-related
investment away, in aggregate they are death by a thousand cuts. infrastructure, including physical, energy and electronic
And they are increasingly putting Canada out of step with its infrastructure. Having top-quality infrastructure is critical to
international competitors. maximizing economic efficiency and helping manufacturers reach
new markets. Transportation costs and delays can be the difference
between making and losing a sale.

5. Increasing Access to Domestic and Foreign Markets
Customers, both existing and future, drive business decisions. From These trends are not sustainable for Canada’s manufacturing sector,
investment in operations, to the types of products that are offered, or for the economy as a whole. This decline is directly causing slower
manufacturers’ decisions revolve around servicing their customer base economic growth, lower investment, and job losses. Progress is
and attempting to expand that base. urgently needed if we are to reverse the gradual erosion of Canada’s
global manufacturing presence and increase wealth generation at home.
Finding new customers is critical to a thriving manufacturing sector.
It increases domestic output and generates the need for continuing Canada has a great opportunity to reverse these trends by leveraging
investment in existing and new facilities. New investment leads to higher our current and traditional strengths and targeting our efforts on solving
production, more jobs, and additional economic growth. the major challenges facing the world. These strengths include our
natural resource base, our inherent competitive capabilities and the
However, recent trends in domestic and international markets mindset of our workforce. These advantages can be leveraged even
are pointing in the wrong direction for a sustainable and healthy further by linking Canadian companies into global supply chains to
manufacturing sector in Canada. On the export side, Canada is losing support resource development globally. Clean, safe and sustainable
ground to its competitors. Canada accounted for 3.7 per cent of global food production, rooted in our strong agricultural and seafood sectors,
manufactured goods exports in 2000. By 2015, that share had fallen to can feed the world. Canada has some of the best software engineers
just 1.8 per cent. From a domestic standpoint, Canadian manufacturers on the planet. The technology companies where they work, can and
are similarly losing to international competitors. Imports from China and should be integrating their solutions into global industrial operations,
other low-cost jurisdictions have eaten into Canadian manufacturers’ creating safe, reliable, and productive workplaces. Similar stories exist
share of the domestic market over the past twenty-five years. In 1990, in many other manufacturing and related service sectors where Canada
about 55 per cent of Canadian domestic demand for manufactured has natural and historical advantages including health care, education,
goods was filled by domestic producers. That share has fallen to only transportation and communications.
38 per cent today.
However, Canadian companies, especially the small and mid-sized
These realities show themselves directly in Canada’s overall trade balance companies that dominate manufacturing, struggle to understand the
in manufactured goods. Since 2000, this trade balance ballooned from market opportunities that exist. They are restricted from accessing
nearly break-even to a deficit of roughly $122 billion by 2015. many of those markets, and they often face a range of market-access
challenges that benefit their global competitors. And unlike other
CANADA’S BALLOONING TRADE DEFICIT IN MANUFACTURING countries, Canada lacks a national strategy to leverage our natural
20 5 expertise and resources to support domestic and international market
growth opportunities.
0
0
-20 Sales almost always start at home before expanding internationally.
Unlike their competitors in other parts of the world, Canadian
-40 -5 manufacturers receive little assistance from governments and other
-60
support networks for selling their products in the domestic market.
There are no “Buy-Canada” promotional campaigns that celebrate
-10
-80 what technologies, services, and products are made here. Neither
In $billions (left axis)
-100
do we promote these products well around the world. There are no
As a % of two-way mfg trade (right axis)
-15 strategies to leverage domestic public and private procurement to
-120 foster product development, innovation and increase sales. Supply
-20 chains linking Canadian manufacturers to our extractive industries are
-140
1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 underdeveloped, which represents a failure to capture the full value-
added potential from our non-renewable resources.

From an international perspective, there are two core components Throughout the Industrie 2030 consultations, participants offered a
to increasing sales. First, the manner and extent to which Canadian number of solutions to help them address these challenges and find
governments support industry in going global. And second, whether new customers in domestic and international markets, including to:
or not trade is taking place on fair and reciprocal terms. On the former
point, while the federal government is doing its job in opening new 1. Create promotional campaign celebrating Canadian-made
markets for manufacturers through negotiating and implementing free products to increase awareness in Canada of our manufacturing
trade agreements, the reality is that most manufacturers are simply successes and to improve international recognition of Canadian
not taking advantage of those opportunities because they lack the innovation, expertise and quality.
knowledge or internal capacity to do so. It is clear from the results of
the Management Issues Survey that most Canadian companies are 2. Leverage Canada’s domestic procurement system to foster
neither aware of, nor are they using, the vast array of government new product development, innovation and local production.
support programs available to them. In fact, most of Canada’s Canadian manufacturing supply chains into both government and
smaller manufacturers report that they lack information about market private-sector procurement opportunities are underdeveloped.
opportunities, how to navigate the rules and regulations in foreign
countries and how to find customers and local partners. One potential 3. Negotiate Free and Fair Trade Agreements with reciprocal
explanation for this apparent contradiction is that trade advice is often access for manufactured goods and strong trade
focused on how to access a specific foreign market, rather than enforcement mechanisms. Unless trade agreements give
how to access global supply chains of larger companies operating in Canadian manufacturers the same access to foreign markets
those markets. as their competitors have in Canada, they will put our businesses
at a permanent disadvantage. Strong trade rules, including
On the latter point, Canadian manufacturers are gravely concerned anti-dumping, dispute resolution, currency manipulation and trade
about unbalanced trade. To be clear, this is not an anti-trade sentiment. remedy mechanisms are needed to ensure all parties comply with
Manufacturers understand that Canada’s market is too small and they the spirit of these trade agreements.
need access to foreign markets for growth opportunities. However,
manufacturers often face a wide range of tariff and non-tariff barriers, 4. Improve export support programs. Programs need to be better-
such as constantly shifting regulations that effectively block access funded and have more flexibility around the application timeframes
to foreign markets. Meanwhile, some sectors here at home are being and duration of the funding agreement. They should not favour
significantly harmed by foreign competitors that are not abiding by the certain products or markets over others.
terms of trade agreements or who are artificially manipulating prices by
dumping their goods and other illegal trade tactics.

Affecting and Measuring Change
It is now time to put words into action. CME and our partner With this in mind, we have identified the following key performance
organizations have no interest in simply consulting and producing a indicators that we will use to measure progress towards achieving our
large paper to sit, unread, gathering dust on a shelf. ultimate goal. They are:
To ensure that we are making progress towards our ultimate goal of Key Performance Measures
doubling manufacturing output and value-added exports by 2030, we have • The share of businesses reporting labour and skills shortages in
developed a series of performance metrics to guide our efforts. These CME’s biannual Management Issues Survey will fall by 2 per cent
measures have been distilled from the five keys to success that make up every two years from the current 34 per cent to 20 per cent
the foundation of our Industrie 2030 Strategic Plan and from the overall by 2030.
global economic trends that are impacting manufacturing in Canada.
• Annual investment in manufacturing machinery & equipment in
Success at building a strong labour pool and skilled workforce is Canada will rise by 5 per cent per year to reach $24.5 billion
measured by the share of manufacturing businesses reporting labour by 2030.
and skills shortages in CME’s biannual Management Issues Survey. If
fewer manufacturers report such shortages, then more are able to find • The share of manufacturers reporting that governments support
the workers they need, when they need them. Companies with the the growth of their company in the biannual Management Issues
right workers in place will take on more business, engage in more new Survey will improve at each level of government by 4 percentage
product development and invest in their own growth. points every two years. By 2030, it will rise to 62 per cent for the
federal government, 58 per cent for provincial governments and
Manufacturing investment in new machinery equipment and 47 per cent for municipal governments.
technologies is well below levels seen in the mid-2000s. Accelerating
adoption of advanced manufacturing technologies means that • Canada will be among the top two G7 countries for
more manufacturing businesses are investing in new machinery and manufacturing productivity growth in every five-year period
equipment. As investment equipment rises, manufacturers will become ending in 2020, 2025 and 2030.
more productive, innovative and competitive.
• The share of manufacturing businesses in Canada reporting
Fostering innovation, commercialization and new product product innovations will rise by 4 per cent every two years to
development is critical to meeting customer expectations. Innovative reach 60 per cent by 2028-2030.
companies leverage R&D and new ideas to improve existing products
and create more new ones. Companies that report new innovations also • Canada’s position in the World Bank’s annual Ease of Doing
commercialize new goods and attract production mandates. That, in turn, Business ranking rises from 14th in 2016 to 11th by 2020, 8th by
leads to new market opportunities, growth and productivity improvements. 2025 and 5th by 2030.
Creating a competitive business environment in Canada is vital • Canada’s trade deficit in manufactured goods will fall by an
if we are to attract foreign and domestic investment. Countries with average of $5 billion per year to reach $47 billion by 2030.
low tax rates, a speedy, effective and efficient regulatory system and a
government interested in fostering business investment and growth are
those to which global capital is drawn. Canada needs to have one of the
most competitive business tax regimes in the OECD to compete with
countries that are offering manufacturers lucrative incentives to locate in
their jurisdictions.
Increasing access to domestic and foreign markets is a measure

of a successful, globally-competitive manufacturing sector. When
businesses are able to export around the world and expand their
presence in domestic supply chains, it means that more manufacturing
activity is taking place in Canada – a signal that productivity, investment
and innovation levels are all high. A country with a strong manufacturing
sector is one where imports and exports are in close balance.

Conclusion and Next Steps
Industrie 2030 started out with the bold objective to double Canadian
manufacturing output and value-added exports within 15 years.
This objective was chosen for one simple reason; it was essential to
reset the dialogue on the future of manufacturing in Canada given
the rapidly-transforming global manufacturing environment – a
transformation driven by a combination of the Fourth Industrial
Revolution and changes in consumer and societal demands.
We believe that Canada has a choice: we can do nothing and watch

manufacturing continue to stagnate while investment and production
continues to go to other jurisdictions; or we can act decisively to once
again make Canada a preferred location for manufacturing. When
28 per cent of the economy is linked to the manufacturing sector, this
should not be a difficult choice to make.
We also believe that Canada has a great opportunity. Within our country
we have the people, the natural resources, the supporting infrastructure
and the technology to accelerate growth in Canada’s manufacturing
sector. Canada’s issue is that we need to focus on a coordinated
national plan that will manufacture growth, innovation and prosperity
for Canada.
The easy part is done. This report and the related economic and
research analysis stemming from the Industrie 2030 consultation sets
the framework for growth. CME will be working with its partners to
implement the recommendations contained in these reports. We will
create industry working groups to refine those recommendations into
specific priority areas for action. We will partner with government and
the supporting service sectors to develop implementation strategies
and put those plans into action. We will measure success based on our
progress in meeting the performance metrics outlined above.
Ensuring success in this process requires a sustained focus for our

organization, partners and members. Reaching our goals will require
additional research and consultations, developing new programs,
focusing our advocacy efforts, creating new partnerships and improving
existing ones. We look forward to working together on the key changes
needed to dramatically reinvigorate manufacturing in Canada and
materially improve the economic well being of all Canadians.
Together we can manufacture change.

Thank you to our Partners
National Partners
National Innovation
& Investment Partner National Export Partner National Skills Partner
National Industry Partners
Supporting Partners
All Weather Windows Ltd. Hamilton Chamber of Commerce

Bel-Con Design-Builders Ltd Murray Latta Progressive Machine Inc.
Colleges of Ontario Niagara College Canada
Colleges of Trade Northern Development Initiative Trust
Council of the Great Lakes Region OMX
Economic Development Corporation of North Simcoe Sault Ste. Marie Economic Development Corporation
Excellence in Manufacturing Consortium UPS Canada
Guelph Chamber of Commerce WindsorEssex Economic Development Corporation

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Manufacturing

CME’s membership network accounts for an estimated 82 per cent of

CME Lead Team:

Mathew Wilson Mike Holden Marie Morden

© 2016 Canadian Manufacturers & Exporters

ii Industrie 2030: Manufacturing Growth, Innovation and Prosperity for Canada

Canadian Manufacturers & Exporters MANUFACTURINGOURFUTURE iii

4 Industrie 2030: Manufacturing Growth, Innovation and Prosperity for Canada

• Strengthening the existing and future skilled workforce, including at

• Increasing rates of adoption of advanced manufacturing technologies

• Encouraging more new product development and commercialization

• Improving the business climate for investment

• Expanding access to domestic and foreign markets

We invite all manufacturers, Canadians and governments to get

Canadian Manufacturers & Exporters MANUFACTURINGOURFUTURE 5

6 Industrie 2030: Manufacturing Growth, Innovation and Prosperity for Canada

• l’amélioration des compétences de la main-d’œuvre qualifiée actuelle

• l’augmentation du taux d’adoption des technologies de

• l’instauration d’un climat propice au développement et à la

• l’amélioration du climat économique pour stimuler les investissements ;

• l’amélioration de l’accès aux marchés domestique et étranger.

Canadian Manufacturers & Exporters MANUFACTURINGOURFUTURE 7

Canadian Manufacturers & Exporters MANUFACTURINGOURFUTURE 9

MANUFACTURING IMPACT ON EMPLOYMENT MANUFACTURING IMPACT ON SECTOR OUTPUT

Wholesale and Business Wholesale and Business

10 Industrie 2030: Manufacturing Growth, Innovation and Prosperity for Canada

Canadian Manufacturers & Exporters MANUFACTURINGOURFUTURE 11

12 Industrie 2030: Manufacturing Growth, Innovation and Prosperity for Canada

2 Japan Japan Japan US

1,000 5 Italy France Italy South Korea

6 France UK France India

Here too, Canada is losing ground. Domestic growth in labour

Canadian Manufacturers & Exporters MANUFACTURINGOURFUTURE 13

These trends on productivity, capital investment, investment climate,

14 Industrie 2030: Manufacturing Growth, Innovation and Prosperity for Canada

Bringing new or improved products/services

13% Increased competition in primary markets

8% Cost and/or availability of raw materials

4% Access to foreign markets (tariffs, regulatory barriers, procurement)

4% Accessing credit and/or cost of business financing

Canadian Manufacturers & Exporters MANUFACTURINGOURFUTURE 15

WHAT ARE THE MOST IMPORTANT FACTORS YOUR BUSINESS

32% Availability of skilled Municipal Government

9% Ability to access foreign markets

16 Industrie 2030: Manufacturing Growth, Innovation and Prosperity for Canada

Canadian Manufacturers & Exporters MANUFACTURINGOURFUTURE 17

• Retain and attract investment to expand manufacturing

18 Industrie 2030: Manufacturing Growth, Innovation and Prosperity for Canada

THE INDUSTRIE 2030 STRATEGIC PLAN

Strategic Goal: …for Canadian

Businesses must be:

Pillars of Industrie 2030

Priority Action Areas

Canadian Manufacturers & Exporters MANUFACTURINGOURFUTURE 19

These shortages are driving up costs and eroding our global

20 Industrie 2030: Manufacturing Growth, Innovation and Prosperity for Canada

To support the building of a stronger skilled workforce in Canada,

1. Improve engagement youth and under-represented in

• Strengthening the existing and future skilled workforce, including at

• Increasing rates of adoption of advanced manufacturing technologies

• l’amélioration des compétences de la main-d’œuvre qualifiée actuelle

• l’augmentation du taux d’adoption des technologies de

• l’instauration d’un climat propice au développement et à la

• Retain and attract investment to expand manufacturing

1. Improve engagement youth and under-represented in

2. Improve linkages between industry and post-secondary

3. Expand supports for business led training and management

4. Improve access for foreign trained skilled workers through the