Truck Logger BC • Spring 2025 • TLA Executive Director's Message

Well, 2025 will prove to be an interesting year ahead. Provincially, we’ve concluded our election, federally we will see an election with date to be determined, and we’re having just a few challenges with our friends to the south. Turmoil will be the operative word and that is perhaps the understatement of the year.

Provincially there are some glimmers of hope for some directional changes to the current trajectory of BC’s forest sector through the appointment of an energized and determined Minister of Forests. At the recent TLA convention, there also seemed to be acknowledgment that the need for change was recognized with the Premier and Minister using such words as “we’re sorry” and “we know you are not happy.” Recognition of the problem is half the battle right there.

Ok sure, it’s all good that problems are acknowledged but the more important questions relate to the concrete actions that will be undertaken to change the downward spiral of one of BC’s most important sectors for jobs and overall provincial wealth. The government’s forestry mandate appears to be granted for firm actions, even more so with our obvious need for more self-reliance as a country. But muddying the background is the reality that anything that needs to be accomplished must be done within the spectre of massive provincial deficits and a hiring freeze. Where to start?

We’re all aware of the metaphor of repeating the same thing but expecting different results, that it defines something none of us want. So, there’s the starting point. We start with a meaningful and hasty engagement with all components of the forest sector on a comprehensive, and more importantly, collective creation of the overall vision. This will require, by definition, new and different trajectories versus merely tweaking on the edges. Granted there are some partial visions floating out there but most are biased towards the interests of the proponents. Hence, the need for a collective vision we can all buy into.

Once established, there needs to be a review of all the current policies, legislation, and regulations to ensure they mesh with the overall vision and contribute towards its successful implementation. It is fair to say the cumulative array of constraints over the last decades encircling the forest sector have been decidedly negative. The further concern is that the yet to be fully implemented initiatives by governments such as the Biodiversity Framework, 30/30 initiative, watershed harvest rates, and others will all create even further downward pressures on a harvest level already down about 40 per cent in the last couple of years. Will government be prepared to re-evaluate and amend the regulatory environment or change nothing and expect different results?

Once these steps are taken, albeit a complex and onerous task, the hope is the creation of renewed investment certainty for all those making their decisions towards the future of the sector. This means the logging contractor sees the steady work necessary to support the acquisition of the innovative equipment to meet society’s changing demands for harvesting practices. It means the value-added manufacturer can predict fibre sources to support that new high-speed moulder. It means the primary break down facilities continue to invest towards upgrading their productivity and recoveries to compete on the global market. It means our nurseries will sow the seedlings to support our sustainable resource.

But there is one snag in accomplishing any of these goals. There must be a meaningful transition plan and set of actions in place to ensure the components of the sector survive while these changes are being contemplated and implemented. Right now, that also does not exist. Contractors are more than reluctant to invest in new equipment and new hires when all current indicators point downwards. Similar pressures exist throughout the value chain; just ask any of the licensees, reman’ers, or suppliers to our industry. The clear and present danger is the future capacity of the sector to deliver on whatever the allowable annual cut and harvest becomes. The years to recover this lost capacity will be many.

An effective transition plan requires government to work hand-in-hand with the industry towards ensuring a level of harvest is agreed upon and delivered to at least minimally sustain all concerned over these next few years. It also means giving decision-makers of permitting and delivery programs the authority and support to make those tough interim decisions. It also means that the short-term harvest level to sustain our sector is not the plus or minus 32 million m3 currently happening.

Now back to our daunting problem with our markets and neighbours to the south. Everyone realizes the short-term consequences of tariffs and other actions will be devastating. The broader actions needed to support diversification of markets and products goes without saying and are a critical component towards longer term prosperity.

But this must not distract us from getting our own house functioning on all fronts to position ourselves for our long-term prosperity. This will require a different path than we have seen for many years now. The time is now to embark real change and if there is anyone out there to do that yet again, it’s BC’s loggers.