An international team of researchers studied the following aspects of training in the United Kingdom's food and beverage sector: structure and characteristics, business and social context, training and recruitment, and future training requirements. Data were collected from an analysis of social and labor/employment statistics, literature review, and case studies of six food manufacturers ranging in size/type from a private family-owned business involved in food manufacture, retailing, and catering to the parent company of a group spanning 19 countries and employing more than 40,000 individuals. Included in each case study were a company profile, summary of its initial and continuing vocational training policies and practices, and analysis of training costs and effectiveness. In all six companies studied, the primary objective of training was to improve business performance. Developing a flexible work force was also deemed important. Most of the companies had recently invested in new processing plants, and all supported personnel development programs. Training was not a significant feature of companies' dialogues with unions. Most training plans/programs were dictated by business objectives and the need to meet production targets and legal requirements. In-house training by externally trained trainers seemed preferred. (A glossary and 45 tables/figures are included. Contains 38 references.) (MN)