Meet The New CWBWF Board Chair: Sarah Watts-Rynard

The CWB Welding Foundation (CWBWF) is all about forging partnerships and finding ways to leverage them to support a sustainable labour supply of skilled welding professionals. So, when John Marinucci announced he was stepping down as Chair of the Board of Directors earlier this year, everyone knew that the person to take his place was going to be a great fit.

Meet Sarah Watts-Rynard. She’s the current CEO of Polytechnics Canada and has recently been appointed as the new Chair of the CWBWF Board of Directors after serving on the board as Vice-Chair. We had the opportunity to sit down with her to discuss her new role, the apprehension she felt and her plans for the future of CWBWF.

Q: Tell us about your role as the CEO of Polytechnics Canada?

A: Polytechnics Canada is a national not-for-profit association of 13 of the biggest colleges and institutes of technology across the country. They are responsible for the majority of apprenticeship technical training with between 30,000 and 40,000 apprentices attending our institutions every year. Our goal is to demonstrate the role polytechnic institutions play in our community, including business innovation and talent development, with an emphasis on federal advocacy. We illustrate to the government how polytechnics contribute to national talent and innovation goals.

Q: What would some of those goals be?

A: Right now, the federal government is talking about the skills shortage. Businesses in every sector are having a hard time finding people with the necessary skills. The government is also talking about issues associated with housing shortages and the transition to net-zero. Our overarching objective is to recognize those national challenges and identify where our member institutions are well-positioned to address them. Ideally, in those areas where polytechnic capacity and government objectives overlap, there’s an opportunity to tackle policies, programs and funding that will move from challenge to problem-solving.

Q: Tell us how you came to be on the board of directors and what it means to take over as the Chair?

A: I’ve been on the Foundation board for about three years now, joining just as I was leaving the Canadian Apprenticeship Forum and starting my job with Polytechnics Canada. I was aware of the Foundation while I was at the Canadian Apprenticeship Forum, and I felt honoured when I was asked to sit on the board.

When it comes to taking on the role of Chair, there are some big shoes to fill. John Marinucci had a lot of history within the industry and the CWB Group. While I’ve admired the work of the Foundation, it’s hard to imagine stepping into those shoes. My colleagues on the Foundation Board have been supportive, encouraging me to consider how to bring my experiences and perspectives to the role. Stepping into this position means a lot to me, especially as the first female Chair in the Foundation’s history.

Q: Do you feel intimidated not being a welder or from the welding industry directly?

A: You know, I’ve said this exact thing to Doug Luciani (President and CEO, CWB Group). He basically said we already have that area of expertise covered. Having worked in the broader apprenticeship and technical training space, I am not entirely unfamiliar with the industry, but I’m not a welder either. Being the Chair isn’t about knowing everything – it is about ensuring the Board’s conversations are robust, we have the right expertise around the table and are working to ensure the Foundation is effective for the industry. I hope my unique perspectives open the door for those broader discussions.

Q: What is your vision for the CWB Welding Foundation?

A: I want to ensure the Foundation is helping achieve the CWB Group’s overarching objectives. So far, this means finding ways the Foundation can develop the talent pipeline and raise awareness. Our plans should clearly identify the role we stand to play and the ways we are going to contribute. Then, we have to make it happen.

So, number one, my overarching vision is to support our team and their success. To ensure the Foundation is making a maximum impact, we have to set a vision and then give our people the ingredients to make it happen. It’s about understanding the unique value proposition the Foundation provides and supporting the longer-term objectives.

Q: What does the welding industry mean to you?

A: The first thing that comes to mind is that the welding sector has done exceptionally well when it comes to welcoming women into a traditionally male-dominated trade. There’s more to be done, but the welding industry has been leading the pack.

Another thing that has always struck me about welding is that the occupation attracts artistic, creative people. Whenever I go into an institution that trains welding apprentices, I encounter a display case of student projects. To this day, I am a huge fan of metal artwork. Yet, when we speak to young people about skilled trades, it is rare to talk about that creativity. Telling students that you can express your creative side while earning money and doing meaningful work is a great way of attracting a broader group of students.

The welding industry is also ahead of the curve in the creation of the CWB Welding Foundation. There is no comparable organization in other trades even though every skilled trade needs programs and support to grow its talent. As our impact and influence grow, people will continue to take notice, positioning the Foundation as a blueprint for others to replicate.

Q: It is interesting because it feels like the CWB Welding Foundation has rapidly grown in the last year and, for the lack of a better phrase, is entering a new era. Talking about broadening horizons could be topical.

A: The camps are a good example. The Mind Over Metal camps for youth currently focus on welding and since it’s a gateway into so many industries where welding is needed, there’s an opportunity there to build out other types of skilled trade camps. The concept of these camps is replicable for any trade. So yeah, I’m excited to see where this could go. But, as we’ve talked about, having a partner like CWB Group that can support these initiatives and programs is essential.

Q: What do you think the welding industry can do better to support the welding skilled trade?

A: I think most businesses think in the short-term, rather than planning for the future. Because workforce attraction, skills development and retention are long-term, it takes vision and commitment to see today’s programs and initiatives through to a tangible impact. To survive and thrive, businesses need that workforce. An apprenticeship, for example, is a four- to six-year commitment. Apprentices need to make that commitment, but so do their employers. A big part of that is quality workplace training. With more than 80 percent of training taking place in the workplace, journeypersonmentors have a big part to play in an apprentice’s success. Until we get that training right, completion rates just aren’t going to be where we need them to be. Attracting talent is only the first step.

Q: What are some things we’re doing right?

A: The Foundation is a good illustration of long-term vision. We’re thinking about that talent pipeline, inclusivity, education, and training. I think industries recognize that they can’t do this by themselves and the Foundation bridges that gap well. I think we do a really good job of attracting underrepresented groups like women and Indigenous youth. Our camps have very diverse attendance across Canada. The Foundation is an excellent example of doing some-thing collectively that is difficult for a business to do on its own. We have the talent, drive and dedication needed to really make a difference in the welding and skilled trades industry. I’m thrilled to be working in this space.