Launch of the Horticulture and Viticulture Seasonal Labour Strategy

Good morning, Tena ra katou katoa

I acknowledge my colleague, David Benson-Pope, and the preceding speakers, Jerf Van Beck, John Barker and Richard Whatman and CTU representatives, Carole Beaumont and Peter Conway.

It is a pleasure to be here today.

Introduction

I'd like to start by congratulating everyone here on the launch of this fantastic strategy today. Your vision, planning and collaborative approach to the development of this strategy is a credit to you all.

You have already heard this morning about how this strategy was developed and how it is intended to work and clearly, migrant workers are essential.

As Minister of Immigration, I have to manage, as best I can, the flows of migrants into New Zealand that will assist our country to grow and prosper. This is not a precise science, and there are many views as to how this can best be done, but whatever view you have, it takes both an effective strategy and robust implementation to deliver the best outcomes for New Zealand.

In July 2004, it was identified that a seasonal Labour strategy was needed to address Labour issues in the Horticulture and Viticulture industry.

At first, having a seasonal labour strategy might seem like an oxymoron. How can you strategise for casual work that is driven by the seasons? The answer is that the seasonal nature of the horticulture and viticulture industry is exactly why we have to be clear about what we need; how we achieve it in practice; and how we manage risk along the way.

So, on that note, I would like to take a few minutes to outline the points that I see as crucial to making this strategy a working success.

Labour Supply

Employment for New Zealanders is a top priority. However, with an unemployment rate of just 3.4%, there just aren’t enough out-of-work New Zealanders to meet industry requirements.

Over the past two years, the Government has developed a responsive immigration programme to cater to the growth of the New Zealand economy and particularly the Seasonal Labour Market. For example, the numbers of overseas workers available for legal seasonal work has more than doubled, through an Approval in Principle Scheme Pilot, Variation of Conditions, and Working Holiday Schemes.

This season, there will again be a Seasonal Work Scheme Pilot. A visitor from a visa-free country will be legally able to obtain a permit for work in horticulture and viticulture, where there is a declared Labour shortage.

Best Practice

However, with these extra privileges, come extra responsibilities. The Government is being responsive to legitimate industry needs. The Industry must now play its part. All illegal practices, whether it is in immigration, employment or taxation, must be eliminated.

And I'm not just talking about 'compliance'. We all have to do better than 'just the bare minimum'. Lets set a 'best practice' standard across this industry because New Zealand cannot afford to be a low-cost producer. Let me be very clear: any failure to meet New Zealand's minimum terms and conditions or failure to repatriate seasonal Labour will seriously jeopardise an employer's chances of getting an AIP in future years.

Conclusion

This strategy was born through the effective dialogue between the Governance Group and Industry. It is the result of various agencies and businesses working in partnership to achieve the best outcomes. The challenge now is to maintain and cultivate these relationships – the success of the strategy depends on it. Lets make this strategy a working model for future initiatives.

There is no question that Horticulture and Viticulture have made fantastic contributions to New Zealand in the past – the future too, is looking very bright for this growing and vibrant industry.

In many ways it represents the essence of New Zealand's future as a premium food, wine and lifestyle producer to the world.

Again, congratulations. Season’s wishes to you all from myself and my colleagues.