Case Studies Presentation Studies Case PRIVATE EXPERIENCES SECTOR FORESTS OF TROPICAL MANAGEMENT SUSTAINABLE
SUSTAINABLE MANAGEMENT OF TROPICAL FORESTS PRIVATE SECTOR EXPERIENCES Case Studies Presentation
Editors B.C.Y. Freezailah, H. Mohd Basri, M. I. Shaharuddin, C. C. Chandrasekharan, S. E. Wilson and I. Tomaselli
VOLUME 1 VOLUME 1
Jointly sponsored by
Forestry Department Peninsular Malaysia & International Tropical Timber Organisation (ITTO) SUSTAINABLE MANAGEMENT OF TROPICAL FORESTS PRIVATE SECTOR EXPERIENCES Case Studies Presentation
SUSTAINABLE MANAGEMENT OF TROPICAL FORESTS PRIVATE SECTOR EXPERIENCES Case Studies Presentation
Proceedings of the International Conference Kuala Lumpur, Malaysia 13-15 April 2004
VOLUME I
Editors B. C. Y. Freezailah, H. Mohd Basri, M. I. Shaharuddin, C. C. Chandrasekharan, S. E. Wilson and I. Tomaselli
Jointly organised and sponsored by
Forestry Department Peninsular Malaysia & International Tropical Timber Organisation (ITTO) © Forestry Department Peninsular Malaysia September 2004
All enquiries regarding this book should be forwarded to:
Director General of Forestry Forestry Department Headquarters Peninsular Malaysia Jalan Sultan Salahuddin 50660 Kuala Lumpur Malaysia
Tel: 603 2698 8244 Fax : 603 2692 5657 Website : www.forestry.gov.my
Perpustakaan Malaysia Cataloguing-in-Publication Data
International Conference (2004: Kuala Lumpur) Sustainable management of tropical forest: private sector Experiences : proceedings of the International Conference, Kuala Lumpur, Malaysia, 13-15 April 2004; jointly organized and sponsored by Forest Department Peninsular Malaysia & International Tropical Timber Organization. ISBN 983-9269-30-5 (v.I) I. Sustainable Forestry—Congresses. 2.Forest management-- Congresses. 3. Forest and Forestry—Congresses. I. Malaysia. Jabatan Perhutanan. II. International Tropical Timber Organization. III. Title. 634.9068
No part of this publication may be reproduced or transmitted in any form or by any means, whether mechanical or electronic including photocopying and recording without the written consent of Forestry Department Peninsular Malaysia CONTENTS
CONTENTS ...... V ACKNOWLEDGEMENT ...... xiv KEYNOTE SUSTAINABLE MANAGEMENT OF TROPICAL FORESTS. PRIVATE SECTOR EXPERIENCE: CONGO BASIN EXAMPLE ...... 3 By Dr. H. L. Stoll
SUSTAINABLE MANAGEMENT OF TROPICAL FORESTS. PRIVATE SECTOR EXPERIENCE: CONGO BASIN EXAMPLE ...... 3 By Dr. H. L. Stoll and Sr. J-J. Landrot
1.0 SUSTAINABLE DEVELOPMENT ...... 3 2.0 THE AFRICAN RESOURCE AS A WHOLE ...... 4 3.0 AREAS UNDER MANAGEMENT ...... 5 4.0 FOREST MANAGEMENT: AN ECONOMIC AND CULTURAL REVOLUTION ...... 6 5.0 ECO-CERTIFICATION ...... 10 6.0 ANOTHER INCREASINGLY IMPORTANT REQUIREMENT: GOVERNANCE AND LEGALITY ...... 11 7.0 CONCLUSION ...... 12
LA ORDENACIÓN SOSTENIBLE DE LOS BOSQUES TROPICALES. EXPERIENCIAS DEL SECTOR PRIVADO: EL EJEMPLO DE LA CUENCA DEL CONGO ...... 13 Por el Dr. H. L. Stoll y el Sr. J-J Landrot
1.0 DESARROLLO SOSTENIBLE ...... 13 2.0 LOS RECURSOS AFRICANOS EN GENERAL ...... 14 3.0 LAS SUPERFICIES MANEJADAS ...... 16 4.0 LA ORDENACIÓN FORESTAL: UNA REVOLUCIÓN ECONÓMICA Y CULTURAL ...... 16 5.0 LA ECO-CERTIFICACIÓN ...... 20 6.0 OTRA CRECIENTE EXIGENCIA: LA GOBERNANZA Y LA LEGALIDAD ...... 22 7.0 CONCLUSIÓN ...... 22
LA ORDENACIÓN SOSTENIBLE DE LOS BOSQUES TROPICALES. EXPERIENCIAS DEL SECTOR PRIVADO: EL EJEMPLO DE LA CUENCA DEL CONGO ...... 24 Por el Dr. H. L. Stoll y el Sr. J-J Landrot
1.0 DESARROLLO SOSTENIBLE ...... 24 2.0 LOS RECURSOS AFRICANOS EN GENERAL...... 25 3.0 LAS SUPERFICIES MANEJADAS ...... 27 4.0 LA ORDENACIÓN FORESTAL: UNA REVOLUCIÓN ECONÓMICA Y CULTURAL ...... 27 5.0 LA ECO-CERTIFICACIÓN ...... 31 6.0 OTRA CRECIENTE EXIGENCIA: LA GOBERNANZA Y LA LEGALIDAD ...... 33 7.0 CONCLUSIÓN ...... 33
v SESSION 1 – AFRICA Chairman: M. Esano
EXPERIENCE DE LA CONGOLAISE INDUSTRIELLE DES BOIS (CIB) EN MATIERE DE GESTION DURABLE DES FORETS ...... 37 Y. Dubois and D. Paget
SUMMARY ...... 37 RESUME ...... 38 RESUMEN ...... 39 1.0 CONTEXTE ...... 42 2.0 LA GESTION FORESTIÈRE PERMET UN BÉNÉFICE POUR TOUTE LA POPULATION PAR LE RESPECT D’UNE FISCALITÉ FORESTIÈRE ÉQUILIBRÉE ...... 42 3.0 LA GESTION FORESTIÈRE RESPONSABLE DE LA CIB EXIGE L’ÉLABORATION DE PLANS D’AMÉNAGEMENT DE CHACUNE DE SES CONCESSIONS ...... 42 4.0 PAR CES PLANS, LA CIB S’ENGAGE À EXPLOITER LA FORÊT « DURABLEMENT » . . . . .43 5.0 POUR METTRE EN ŒUVRE CETTE NOUVELLE POLITIQUE, LA CIB S’ASSOCIE À DES PARTENAIRES, TOUTES LES « PARTIES PRENANTES » ...... 43 6.0 LA CIB ÉLABORE DES PLANS D’AMÉNAGEMENT POUR SES CONCESSIONS EN VISANT LA CONSERVATION DE L’ENVIRONNEMENT ET LE DÉVELOPPEMENT SOCIAL ET ÉCONOMIQUE DU PAYS ...... 43 7.0 PRESENTATION DE LA CIB ...... 44 8.0 INVENTAIRE D’AMENAGEMENT OU INVENTAIRE STATISTIQUE DES RESSOURCES ...... FORESTIERES DES UNITES FORESTIERES D’AMENAGEMENT (UFA) ATTRIBUEES ALACIB ...... 46 9.0 MÉTHODE D’INVENTAIRE D’AMÉNAGEMENT FORESTIER ...... 46 10.0 EXPERIENCE DE LA CONGOLAISE INDUSTRIELLE DE BOIS EN MATIERE DE GESTION ET PROTECTION DE LA FAUNE ...... 50 11.0 MESURES D’EXPLOITATION FORESTIERE A IMPACT REDUIT (EFIR) MISES EN ŒUVRE A LA CIB ...... 54 12.0 ACTIONS PROGRAMMÉES EN 2004 ...... 56 13.0 LES ACTIONS SOCIALES ET ECONOMIQUES DU PLAN D’AMENAGEMENT DE LA CIB . .57 14.0 LES ENGAGEMENTS DE LA CIB ...... 59 15.0 CONCLUSION ...... 60 16.0 BIBLIOGRAPHIE ...... 60
THE MANAGEMENT OF PLANTATION FORESTS: THE CASE OF OFFICE DE DEVELOPPEMENT ET D’EXPLOITATION DES FORETS (ODEF) ...... 61 A-A. Ayih
SUMMARY ...... 61 RESUME ...... 62 RESUMEN ...... 63 1.0 INTRODUCTION ...... 65 2.0 PROFIL DE LA COMPAGNIE ...... 65 3.0 LES AMENAGEMENTS FORESTIERS ...... 67 4.0 FACTEURS FAVORISANT L’AMENAGEMENT FORESTIER DURABLE ...... 70 5.0 FACTEURS DEFAVORABLES A L’AMENAGEMENT FORESTIER DURABLE ...... 71 6.0 CONCLUSION ...... 73
vi A FOREST CONCESSION MANAGED ON A SUSTAINABLE BASIS BY AN INDUSTRIAL COMPANY: THE CASE OF ROUGIER GABON IN HAUT-ABANGA ...... 75 N. Bayol
SUMMARY ...... 75 RESUME ...... 76 RESUMEN ...... 77 1.0 INTRODUCTION ...... 78 2.0 DESCRIPTION DE L’ENTREPRISE ET DE LA CFAD: LES ELEMENTS CLE ...... 78 3.0 LES POINTS FORTS DE LA GESTION DURABLE DE LA CFAD DU HAUT-ABANGA (« CORE STRENGTHS VIS-À-VIS SFM) ...... 78 4.0 UN PLAN D’AMÉNAGEMENT COMPLET BASÉ SUR UNE SOLIDE ANALYSE DE L’ENVIRONNEMENT SUR LA CFAD ...... 79 5.0 RESTRICTIONS D’EXPLOITATION ...... 83 6.0 ABATTAGE ...... 83 7.0 DÉBARDAGE ET DÉBUSCAGE ...... 83 8.0 LIMITATION DES PERTES DE BOIS ...... 84 9.0 LIMITATION DES POLLUTIONS CHIMIQUES ...... 84 10.0 ROUTES ...... 84 11.0 MESURES DE SUIVI CONTRÔLE DE L’EXPLOITATION ...... 84 12.0 DES ACTIONS NOUVELLES DE CONSERVATION DES MILIEUX ET DE LA FAUNE ...... 85 13.0 UNE MEILLEURE PRISE EN COMPTE DES BESOINS SOCIAUX ...... 85 14.0 UN SOUCI CONSTANT DE SE METTRE EN CONFORMITÉ AVEC LES STANDARDS INTERNATIONAUX ET NOTAMMENT CEUX DE L’OAB/OIBT ...... 87 15.0 LES ENSEIGNEMENTS TIRÉS DE L’EXPÉRIENCE ROUGIER GABON SUR LA CFAD DU HAUT-ABANGA ...... 87 16.0 REFERENCES ...... 90
SAMARTEX TIMBER & PLYWOOD LTD. GHANA’S FIRST COMPANY GOING FOR CERTIFICATION .91 A. Brede
SUMMARY ...... 91 RESUME ...... 92 RESUMEN ...... 93 1.0 INTRODUCTION ...... 95 2.0 COMPANY BACKGOUND ...... 95 3.0 TIMBER HARVESTING AND PROCESSING ...... 96 4.0 FOREST MANAGEMENT ...... 97 5.0 DEVELOPMENT AND SOCIAL ISSUES ...... 100 6.0 CONSTRAINTS, CONCLUSIONS AND OUTLOOK ...... 102
SUMMARY BY SESSION CHAIRMAN, M. ESANO ...... 104 SOMMAIRE DU PRÉSIDENT DE LA SÉANCE PAR M. ESANO ...... 105 RESUMEN DEL PRESIDENTE DE LA SESIÓN POR M. ESANO ...... 108
vii SESSION 2 – ASIA-PACIFIC Chairman: R. B. McCarthy
CASE STUDY ON SAMLING PLYWOOD (BRAMAS) SDN. BHD., MALAYSIA ...... 109 S. K. Chan
SUMMARY ...... 113 RESUME ...... 114 RESUMEN ...... 114 1.0 BACKGROUND INFORMATION ...... 116 2.0 TIMBER LICENSE REGULATIONS ...... 116 3.0 FOREST TYPES AND THE SITE FACTORS ...... 117 4.0 DEMOGRAPHIC AND SOCIO-CULTURAL ENVIRONMENT ...... 118 5.0 SYSTEM OF FOREST MANAGEMENT PLANNING ...... 119 6.0 LOGGING OPERATIONS ...... 124 7.0 POST-HARVEST INSPECTION AND CLOSURE OF LOGGING BLOCKS ...... 126 8.0 SILVICULTURAL OPERATIONS IN LOGGED-OVER AREAS ...... 126 9.0 FOREST FIRE MANAGEMENT ...... 128 10.0 WOOD UTILISATION ...... 128 11.0 ORGANISATIONAL STRUCTURE ...... 128 12.0 OCCUPATIONAL HEALTH AND SAFETY ...... 128 13.0 SOCIO-ECONOMIC CONTRIBUTION ...... 129 14.0 ENVIRONMENTAL CONTRIBUTIONS ...... 130 15.0 RESEARCH AND TECHNOLOGY DEVELOPMENT ...... 130 16.0 INITIATIVES FOR OBTAINING CERTIFICATION ...... 131 17.0 GOVERNMENT CAPABILITY TO ENFORCE SFM ...... 131 18.0 CONSTRAINTS ...... 131 19.0 SUCCESS CRITERIA ...... 132
TECHNOLOGICAL REFINEMENTS AND LOCAL COMMUNITY SUPPORT ARE CRUCIAL FOR SUSTAINABLE FOREST MANAGEMENT: THE CASE OF PT. SARI BUMI KUSUMA ...... 133 N. Suparna
SUMMARY ...... 133 RESUME ...... 134 RESUMEN ...... 135 1.0 INTRODUCTION ...... 137 2.0 THE CONCESSION ...... 137 3.0 THE FOREST RESOURCES ...... 138 4.0 FOREST MANAGEMENT PLANNING ...... 139 5.0 SYSTEM OF MANAGEMENT ...... 141 6.0 HUMAN RESOURCES DEVELOPMENT (HRD) ...... 148 7.0 INSTITUTIONAL ASPECT ...... 149 8.0 SOCIAL ASPECT ...... 150 9.0 ENVIRONMENTAL ASPECT ...... 150 10.0 R & D ACTIVITIES ...... 151 11.0 CERTIFICATION ...... 151 12.0 CONCLUSION ...... 152 13.0 LITERATURE ...... 153
viii SUSTAINABLE FOREST MANAGEMENT – AGAINST ALL ODDS: THE CASE OF PACIFIC TIMBER EXPORT CORPORATION ...... 155 F. A. Lu
SUMMARY ...... 155 RESUME ...... 156 RESUMEN ...... 157 1.0 BACKGROUND ...... 159 2.0 COMPANY PROFILE AND STRUCTURE ...... 159 3.0 DETAILS OF THE CONCESSION AREA – TLA 131-1 ...... 160 4.0 FOREST RESOURCE BASE ...... 162 5.0 PATECO’S FOREST MANAGEMENT HISTORY ...... 164 6.0 MANAGEMENT PLANNING ...... 165 7.0 ANNUAL LOGGING PLAN & PRE-LOGGING REQUIREMENTS ...... 166 8.0 ANNUAL ALLOWABLE CUT VS. PERMISSIBLE CUT ...... 168 9.0 POST HARVEST OPERATION ...... 169 10.0 FOREST PROTECTION ...... 170 11.0 CONTROL OF FOREST PEST AND DISEASES ...... 171 12.0 ENVIRONMENTAL CONSERVATION ...... 171 13.0 PATECO’S ECONOMIC, SOCIAL & ENVIRONMENTAL CONTRIBUTION ...... 172 14.0 COMMUNITY SERVICES ...... 173 15.0 CAPACITY OF GOVERNMENT AGENCIES TO ENFORCE SFM ...... 175 16.0 FUTURE PLANS ...... 175 17.0 SUCCESS CRITERIA ...... 176 18.0 CONCLUSION ...... 176 19.0 REFERENCES ...... 176
TIMBER PRODUCTION PROMOTES REGIONAL AND COMMUNITY DEVELOPMENT IN REMOTE REGIONS OF PAPUA NEW GUINEA: THE CASE OF VANIMO FOREST PRODUCTS PTY. LTD...... 177 P. Tiong
SUMMARY ...... 177 RESUME ...... 178 RESUMEN ...... 179 1.0 BACKGROUND ...... 181 2.0 COMPANY OBJECTIVES ...... 184 3.0 FOREST AND LOCALITY FACTORS ...... 184 4.0 FOREST MANAGEMENT SYSTEM AND PROCESS ...... 186 5.0 BENEFITS GENERATED ...... 194 6.0 STAFFING AND ORGANIZATIONAL STRUCTURE ...... 196 7.0 SUPPORT TO SOCIAL/RURAL DEVELOPMENT ...... 196 8.0 INFRASTRUCTURE DEVELOPMENT ...... 196 9.0 LAND-USE DEVELOPMENT ...... 197 10.0 SCHOLARSHIPS AND HIGHER EDUCATION ...... 197 11.0 SOCIAL AMENITIES AND CULTURAL ACTIVITIES ...... 198 12.0 ENVIRONMENTAL CONSERVATION ...... 198 13.0 FUTURE PROGRAMMES ...... 199 14.0 SUCCESS CRITERIA AND CONSTRAINTS ...... 200 15.0 CONCLUSIONS ...... 202 16.0 ACKNOWLEDGEMENT ...... 202
ix PRODUCERS’ CO-OPERATIVES ENSURE BETTER MANAGEMENT OF AND ENHANCED INCOME FROM, NON-WOOD FOREST PRODUCTS AND EMPOWER THE COMMUNITY: THE CASE OF MADHYA PRADASH STATE MINOR FOREST PRODUCE (TRADE AND DEVELOPMENT) CO-OPERATIVE FEDERATION LTD...... 203 R. Prasad
SUMMARY ...... 203 RESUME ...... 204 RESUMEN ...... 206 1.0 INTRODUCTION ...... 208 2.0 SPATIAL SCOPE OF THE CASE ...... 208 3.0 ECONOMIC INDICATORS ...... 208 4.0 LOCALITY FACTORS ...... 209 5.0 FOREST RESOURCES ...... 209 6.0 FORESTS IN VILLAGES ...... 209 7.0 STRATEGY FOR DEVELOPMENT OF FORESTRY IN MADHYA PRADESH ...... 210 8.0 JOINT FOREST MANAGEMENT ...... 210 9.0 PRODUCTION ACTIVITIES ...... 210 10.0 NEGLECT OF NWFPS ...... 211 11.0 NATIONALISATION OF TENDU LEAVES COLLECTION ...... 211 12.0 MADHYA PRADESH INITIATIVES ...... 211 13.0 MP-MFP (TRADE AND DEVELOPMENT) CO-OPERATIVE FEDERATION LTD...... 212 14.0 CONCLUSION ...... 229 15.0 ACKNOWLEDGEMENT ...... 229 16.0 REFERENCES ...... 229
CLONAL PULPWOOD TREE FARMS CHANGE THE RURAL LANDSCAPE IN ANDHRA PRADESH: A CASE STUDY ON OUTGROWER FARMS OF CLONAL TREES OF ITC LTD...... 231 S. N. Rao
SUMMARY ...... 231 RESUME ...... 232 RESUMEN ...... 233 1.0 INTRODUCTION ...... 236 2.0 BACKGROUND ...... 236 3.0 SITUATION OF FORESTRY IN ANDHRA PRADESH ...... 237 4.0 FOREST-BASED INDUSTRIES ...... 238 5.0 PROMOTION OF OUTGROWER TREE FARMS ...... 238 6.0 OUTREACH TO THE FARMERS ...... 241 7.0 IMPROVED SILVICULTURAL PRACTICES ...... 244 8.0 GROWTH AND YIELDS ...... 245 9.0 CUTTING CYCLE AND YIELD ...... 246 10.0 HARVESTING AND COPPICING ...... 246 11.0 PULPWOOD PROCUREMENT ARRANGEMENTS ...... 247 12.0 PRICE PAID FOR PULPWOOD ...... 247 13.0 COST-BENEFIT COMPARISONS ...... 248 14.0 BENEFITS OF CLONAL EUCALYPTUS TREE FARMS ...... 248 15.0 RESEARCH AND TECHNOLOGY DEVELOPMENT ...... 249 16.0 EXTENSION ACTIVITIES ...... 250 17.0 PLANS FOR THE FUTURE ...... 251 18.0 SUCCESS CRITERIA AND CONSTRAINTS ...... 251
x 19.0 CONCLUSION ...... 252 20.0 ACKNOWLEDGEMENTS ...... 252
SUMMARY BY SESSION CHAIRMAN, R. B. MCCARTHY ...... 253 SOMMAIRE DU PRÉSIDENT DE LA SÉANCE PAR R. B. McCARTHY ...... 254 RESUMEN DEL PRESIDENTE DE LA SESIÓN POR R. B. MCCARTHY ...... 255 SESSION 3 – LATIN AMERICA-CARIBBEAN Chairman: F. Pastore
IMPACTS OF SFM ADOPTION AT THE FOREST AND THE MILL: THE CASE OF LA CHONTA ...... 259 P. Antelo and M. Tuoto
SUMMARY ...... 259 RESUME ...... 260 RESUMEN ...... 261 1.0 GENERAL INFORMATION ...... 262 2.0 SFM ADOPTION ...... 262 3.0 WOOD PROCESSING ...... 262 4.0 MARKET ISSUES ...... 263 5.0 FINANCIAL IMPACTS ...... 263 6.0 GENERAL ASSESSMENT ON STRENGTHS AND WEAKNESSES ...... 263
SFM AND INDUSTRIAL DEVELOPMENTS: THE CASE OF GUAVIRÁ ...... 265 J. Baldasso and M. Tuoto
SUMMARY ...... 265 RESUME ...... 266 RESUMEN ...... 267 1.0 GENERAL INFORMATION ...... 269 2.0 SFM ACTIVITIES ...... 269 3.0 INDUSTRIAL EVOLUTION ...... 270 4.0 MARKET ISSUES ...... 272
SFM IN ORSA FLORESTAL: THE CASE OF ORSA FLORESTAL ...... 275 R. S. Waack, R. F. Tocci, A. L. Pironel and E. L. Reckziegel
SUMMARY ...... 275 RESUME ...... 276 RESUMEN ...... 277 1.0 THE JARI VALLEY REGION ...... 279 2.0 JARI PROJECT ...... 279 3.0 ORSA FLORESTAL ...... 279 4.0 THE SFM PLAN ...... 280 6.0 RESEARCH AND DEVELOPMENT ...... 282 7.0 ENVIRONMENT AND SOCIAL RESPONSIBILITY ...... 283 8.0 GENERAL ASSESSMENT ON STRENGTHS AND WEAKNESSES ...... 284
xi THE ESTABLISHMENT OF PARTNERSHIPS IN ORDER TO FACILITATE SFM IMPLEMENTATION: THE CASE OF CIKEL ...... 287 M. Tuoto
SUMMARY ...... 287 RESUME ...... 288 RESUMEN ...... 289 1.0 GENERAL INFORMATION ...... 290 2.0 SFM DEVELOPMENT IN CIKEL ...... 290 3.0 IMPLEMENTATION OF THE SFM PLAN ...... 291 4.0 SOCIAL AND ECONOMIC ASPECTS OF THE REGION ...... 292 5.0 CIKEL COMMITMENT TO THE COMMUNITY ...... 292 6.0 CONSIDERING THE INTERNATIONAL PRINCIPLES OF SFM ...... 293
SUMMARY BY SESSION CHAIRMAN, F. PASTORE ...... 297 SOMMAIRE DU PRÉSIDENT DE LA SÉANCE PAR F. PASTORE ...... 298 RESUMEN DEL PRESIDENTE DE LA SESIÓN POR F. PASTORE ...... 299 SESSION IV – PANEL DISCUSSION Chairman: Dato’ Dr. B. C. Y. Freezailah
CONCLUDING REMARKS BY SESSION CHAIRMAN DATO’ DR. B. C. Y. FREEZAILAH ...... 303 ALLOCUTION DE CLÔTURE DU PRÉSIDENT DE LA SÉANCE, DATO’ DR. B. C. Y. FREEZAILAH . . . . .305 COMENTARIOS FINALES DEL PRESIDENTE DE LA SESIÓN, DATO’ DR. B. C. Y. FREEZAILAH ...... 307
POST-CONFERENCE
MANAGEMENT OF THE MATANG MANGROVES IN THE 21ST CENTURY ...... 313 Dato' M. Azahar and K.L. Lim
SUMMARY ...... 313 1.0 BACKGROUND INFORMATION ...... 313 2.0 RESERVATION, MARKET DEVELOPMENT AND INDUSTRY ...... 314 3.0 MANAGEMENT HISTORY ...... 314 4.0 RESOURCE BASE ...... 315 5.0 MANAGEMENT SYSTEMS ...... 316 6.0 SILVICULTURE ...... 317 5.0 SOCIO-ECONOMIC CONTRIBUTION ...... 319 6.0 WILDLIFE CONSERVATION ...... 320 7.0 SUCCESS CRITERIA AND CONSTRAINTS ...... 320 REFERENCES ...... 324
xii OPENING & CLOSING ADDRESS
OPENING ADDRESS BY DR. MANOEL SOBRAL FILHO ...... 327 WELCOMING ADDRESS BY Y. BHG. DATO' HAJI ABDUL RASHID BIN MAT AMIN ...... 330 OPENING ADDRESS BY Y.B. DATO SRI HJ. ADENAN HJ. SATEM ...... 333 CLOSING REMARKS BY Y. BHG. DATO’ HAJI ABDUL RASHID BIN MAT AMIN ...... 336
CONFERENCE PROGRAMME CONFERENCE PROGRAMME ...... 341– 342
CONFERENCE PARTICIPANTS PARTICIPANTS ...... 345-348
xiii ACKNOWLEDGEMENTS
The International Conference on Sustainable Management of Tropical Forests – Private Sector Experiences, held between 13 -15 April 2004, in Kuala Lumpur, Malaysia, serves to report on findings of the ITTO Project PD48/99 Rev.1 (F, M) entitled Sharing of Information and Experiences on Private Sector Success Stories in Sustainable Forest Management. The Project is unique to the Organisation in the sense that it is the first major project that deals with the private sector’s application of the sustainable forest management principle. ITTO in its essence have set its core business, so to speak, to formulate good management practices for the forests of the tropics around the thrust of SFM. It is thus in this perspective that the outputs of this Project is anticipated with some eagerness since it provides the first opportunity for us to see how the private sector forest managers adopt and translate the sustainability concept in their management practices. In its endeavour the project team, led by Y. Bhg. Dato’ Dr. B. C. Y. Freezailah, the founding and former Executive Director of ITTO, has covered a very wide ground in terms of both space and subject matter that revolves around SFM. The three major tropical regions of Asia-Pacific, Africa and Latin America-Caribbean were judiciously surveyed for good practitioners of forest management among private sector companies. It is hoped that their experiences, and in particular the ‘lessons learnt’, in pursuing SFM as the core of their forest management, will serve as the guiding models for those aspiring to venture in the same direction. The conference proceedings, published in two volumes, tell a pan-tropical story of the struggles experienced by 15 forest managers to achieve SFM. Collectively, they cover a range of forest enterprises that practically span the very wide tapestry of forestry endeavours. Although the socioeconomic and physical backdrops may be varied there are many common grounds for them to convey a pan-tropical message, if not a regional one. I am confident that the discerning forest manager can pick out the lessons learnt, from this intentionally selected wide management landscape that can benefit their individual needs. Like all major enterprise, the making of this Project, with its culmination in the proceedings, is a gotong royong effort which is a traditional Malay expression meaning team effort in which most of the ‘village’ is involved. I gratefully acknowledge the contributions of the ITTO and the Government of Malaysia, through the Department of Forestry Peninsular Malaysia, for conceiving and funding the Project. I would also like to congratulate the fine effort of the project team with Y. Bhg. Dato’ Dr. B. C. Y. Freezailah as the Project Coordinator, Mr. Mohd Basri bin Hamzah the Assistant Coordinator and Dr. C. C. Chandrasekharan, Mr. S. E. Wilson and Dr. I. Tomaselli as Regional Consultants. The Project was smoothly managed by the home Secretariat in Kuala Lumpur commendably headed by Y. Bhg. Dato’ Shaharuddin bin Mohamad Ismail, the Deputy Director General, and his able staff which include Mr. Thai See Kiam, Mr. Razani bin Ujang, Mr. Chin Yue Man, Tuan Hj Kamaruzaman bin Ali Budin and Mr. Yap Yee Hwai. The Perak State Forest Department smoothly organised the Post-Conference Tour under the able leadership of the State Director of Forestry, Y.Bhg. Dato’Azahar bin Muda and his staff which include Mr. Nik Mohd. Shah bin Nik Mustafa, Mr. Amir bin Idris, Tn. Hj. Zainal bin Jain and Mr. Lim Kee Leng. I would like to thank Dr. C. C.Chandrasekharan for drafting the project technical report which is printed separately from the conference proceedings. In this fine piece of writing, he has successfully highlighted the major lessons learnt by the forest managers and also commendably updated our knowledge on the nature and practice of SFM in the tropics. This publication should thus be of use to all students of sustainable tropical forest management. My sincere appreciation is especially extended to the conference paper presenters for their magnanimity in sharing their rich experiences to benefit forest management in the tropics. They are Mr. S.K. Chan, Mr. N. Suparna, Mr. F. A. Lu, Mr. P. Tiong, Dr. R. Prasad, Mr. S. N. Rao, Y. Bhg. Dato’ M. Azahar and Mr. K. L. Lim from the Asia-Pacific region, Mr. P.Y. Dubois, Mr A-A. Ayih, Mr. N. Bayol, Mr. A. Brede from Africa and Mr. P. Antelo, Mr. J. Baldasso, Mr. R. S. Waack, Mr. R. F. Tocci, Mr. A. L. Pironel, Mr. E. L. Reckziegel and Mr. Tuoto from Latin America-Caribbean region. And also to the session chairmen, Mr. M. Esano, Mr. R. McCarthy and Mr. F. Pastore and the Conference Panellists, Y. Bhg. Dato’ Dr. B. C. Y. Freezailah, Mr. N. Bayol, Mr. Yati Bun, H. E. Mr. N. Nakahira, Mr. Njoto and Dr. I. Tomaselli. Through their gotong royong in ideas and deliberations they have collectively identified for us a clearer direction ahead. I believe and I hope that this report will make a difference to forest management in the tropics.
Yours sincerely,
Director General Forestry Department Peninsular Malaysia
xiv KEYNOTE ADDRESS Sustainable Management of Tropical Forests – Private Sector Experiences 3
SUSTAINABLE MANAGEMENT OF TROPICAL FORESTS. PRIVATE SECTOR EXPERIENCE: CONGO BASIN EXAMPLE
by Dr. H. L. Stoll Past President and Sr. J-J. Landrot President
It is an honour for Dr. Stoll and myself to have been invited by ITTO to deliver a keynote address at this ITTO seminar in Kuala Lumpur. The privilege of age is also the privilege of experience, since Dr. Stoll, over half a century ago, and myself, some 42 years ago, not only discovered the Tropics, where we developed companies, but especially fell in love with them. Therefore, with the benefit of this long experience, we would wish to analyse with you the extraordinary cultural and technological revolutions which have taken place in the Tropics, and particularly in Africa, over the last ten years.
As you know, the private forest sector is often severely criticised:
- The Western media claim that its role is that of a destructor of forests. - As for us foresters, our role is to advance development. But this must be carried out with due respect for the village populations and regard for nature.
1.0 SUSTAINABLE DEVELOPMENT The notion of “sustainable development” goes through successive stages which, over the centuries, have matched the evolution of both the environmental sensitivity and the globalisation of economic, social and environmental problems.
a. An old concept in Europe In France, for example, the first concept of handing over the resource seems to date back to edicts issued by Philippe VI of Valois, i.e. in the mid-14th century.
b. The Brundtland Report, 1987 “Sustainable development is a form of development which meets the needs of the present without compromising the ability of future generations to meet their own needs”.
c. Rio 1992 The Rio Conference amplified the concept: “Forest resources and land should be managed sustainably to meet the social, economic, ecological, cultural and spiritual needs of present and future generations”.
d. Johannesburg 2002 That Conference (RIO + 10) completed the environmental concept by highliting the concept well known to all field operators, that: “There can be no environmental protection without poverty eradication”.
Although the notion of sustainable development seems now well established in the countries of the North, and even well accepted universally, it is applied at variable speeds, whether because of cultural differences or, quite simply, for reasons of economic development. Indeed, in many tropical countries, forests make an essential contribution to the economy, by way of individual or collective financial revenues as well representing areas available for other uses. Investment in sustainable methods is heavy; in addition, the second felling cycle is uncertain and a long way off; other uses 4 Sustainable Management of Tropical Forests – Private Sector Experiences
of forested areas are much more lucrative, whether for fast rotating crops (food crops like cassava, rice, corn, bananas, etc.) or for agro-industrial plantations such as bananas, coffee, cocoa, palm trees, rubber trees, or for grazing as in the Amazon Basin, etc. It is recognized that agricultural slash-and-burn and the firewood collection account for 80 to 90% of deforestation. Whereas the forest road infrastructure is often blamed for being the vector of deforestation, it is nevertheless essential for the development of tropical countries. ATIBT has elaborated on the positive and negative roles of such infrastructures in a handbook published jointly with FAO and which is available on request. Therefore, the demographic pressure, which is a significant factor in deforestation, and the number of inhabitants below the poverty line (US$1 per day) can legitimately raise some fear of a gloomy future for the large forests of the planet. For example, 80 million Indonesians are below this threshold and if each head of family (1 per 10 inhabitants) currently clears a 100 m x 100 m patch of forest to grow food crops, the resulting deforestation amounts to 8 million hectares per annum. The same applies in South America and in Africa.
2.0 THE AFRICAN RESOURCE AS A WHOLE
2.1 Differences in forest areas and population density The primary moist forests cover some 250 million hectares. Obviously, with the passage of years and in the wake of economic development, and especially due to demographic pressures, great differences have emerged in the status of these forests. A classification can be worked out; although no doubt cynical, it nevertheless reflects the political, economic and botanical realities which will lead us towards the chances or not to establish forest management conducive to sustainable forest promotion.
a. Land of civil wars or land for investments Unfortunately to date, it can be said that five out of the fourteen countries members of ATO (African Timber Organization) are in a state of civil war: Sierra Leone, Liberia, Côte.d’Ivoire, Democratic Republic of Congo (Kinshasa) and Angola. It can even be said that Guinea Conakry, the Central African Republic and the Congo (Brazzaville) are politically weak, a situation which is not likely to attract serious investors. We will return later to the determining factor linking stability and confidence supporting earnest investors. Earnestness is in itself the prerequisite of ethical management methods, sustainable forestry methods, and for establishing added value plants. In addition to the catastrophic human aspects, such civil wars generally lead to heavy losses of fauna and flora. (For example, in North Congo, Liberia, the DRC, millions of refugees have invaded the forests, hunting and clearing to survive).
b. Forests or Agriculture? Countries with strong demographic pressures where agricultural slash-and-burn competes with sustainable forest management: In this category, Nigeria is the country most affected, but it should be recalled that, after the Second World War, Côte d’Ivoire and Ghana were subjected not only to the pressure of European forest investors seeking materials essential to the rebuilding of Europe, but also, as a consequence of economic prosperity, to a soaring population growth (internal and immigrant), involving a loss of 50 to 80% of the primary forest cover to agriculture.
The Congo Basin is still a sparsely populated and relatively intact forested area covering 150 to 204 million hectares, according to the chosen definition of what constitutes a forest, and it will serve to illustrate what has been done in the way of sustainable development and perhaps also of what should have been done in the other countries of West Africa 50 years ago. Sustainable Management of Tropical Forests – Private Sector Experiences 5
2.2 The Congo Basin as an experimental field Under the definition of the Congo Basin, 7 countries North and South of the equator are watered by the affluents of one of the largest rivers of Africa: the Congo. From North to South, they are: the Cameroon, Central African Republic, Equatorial Guinea, Gabon, Republic of Congo (Brazzaville), Democratic Republic of Congo (Kinshasa) and Angola. The forest of these countries covers approximately 204 million hectares, approximately 80% of which are moist forests rich in economic forestry potential, or approximately 150 million hectares. This vast tropical forest area (second only to that of the Amazon Basin) has three fundamental characteristics)
a. The forest population The forest population is sparse (generally less than 10 inhabitants per square kilometre) and there are hundreds of thousands of hectares in Gabon which accommodate less than 1 inhabitant per square kilometre. Within the whole of the Congo Basin, Bantous and Pygmies share the name of “village people”. Whereas Pygmies were itinerant until the end of the 20th century, they are now gradually becoming settled. African States are only now beginning to recognize rights to the Pygmy people who generally live of hunting or fishing and sometimes of agricultural and forestry services to companies. The complexity of the current task is to adapt the traditional rights enjoyed by a small number of inhabitants to a way of life and modern technical means. This is true for agriculture but, as you may expect, also for hunting where powerful rifles have replaced the nets, bows and arrows. The States’ sovereign property over the revenues from the forest is also beginning to be shared and the rights of the indigenous people held a significant place on the agenda of the last World Forest Congress held in Quebec in 2003.
b. A wealth of biodiversity Out of those 150 million hectares, approximately 50 million are allocated by the States to forest production and between 15 and 20 million to protected areas where the objective is to maintain an integral primary biodiversity. These figures are often quoted with the reservation “approximately” because definitions are sometimes fuzzy, official statistics confused and above all enforcement of government decisions is unsystematic. Biodiversity there is extremely important, because 70 to 80% of the animal species live in tropical areas. For example, some 400 species of mammals (including 4 of the 6 species of the world’s large monkeys), 400 species of reptiles and more than 1300 species of birds are to be found In the Congo Basin alone. Likewise, the Congo Basin contains more than 10,000 species of plants, more than 3000 of which are endemic.
c. Difficulty of access Access is relatively difficult, especially in the countries forming the High Congo Basin whose rapids at the height Brazzaville/Kinshasa do not allow a possible outlet towards the sea. The same applies to Gabon where the mountainous landscape has made it very difficult to penetrate the “second zone” located behind the coastal forests. These difficulties of access have slowed down the development of these remote forests because of increased logistics and costs. But from a strictly forestry point of view, it can also be said that such difficulties have allowed them to escape the great conquests of the post-colonial development and to have now the chance of being suitable for forest management.
3.0 AREAS UNDER MANAGEMENT Although forest laws now require that a preliminary management plan must be established prior to any 6 Sustainable Management of Tropical Forests – Private Sector Experiences
forestry activity taking place in granted concessions, the reality is quite different for political, economic and technical reasons. We will return to that later in the study.
a. Areas in the process of being managed To date, the process of management has been initiated over 20 million hectares, in other words inventories are in progress.
b. Areas already under management 2.5 million hectares have already been covered by a management plan approved by the administrations of the owner States and are under what is commonly called “sustainable production”.
c. Certified areas under management 1.6 million hectares are already certified by the Dutch KEURHOUT system and the products of those forests can be marketed under the label of that system. As you know, certification often creates great confusio n in the minds not only of the consumer but also of the decision-makers in African administrations. Certification is also the subject of controversy with some NGOs. We will return more specifically to that problem at the end of the talk. Several authors will also reconsider this aspect of certification systems. But it is the responsibility of all of us to work towards mutual recognition because, in the Tropics, the important thing is not to know if such or such a system is better than another, the important thing is to encourage, incite or even coerce all operators into managing forests in such a way as to promote regeneration for future generations.
4.0 FOREST MANAGEMENT: AN ECONOMIC AND CULTURAL REVOLUTION One of the major changes in forest harvesting is the result of a shift from a mining behaviour to actually planning resource management. The first stage of management lies in understanding the forest. Even if it appears presumptuous, even utopian, to speak of maintening biodiversity in a concession under management, all the efforts of a tropical concession-holder tend towards that objective. The great biodiversity wealth of primary forests, the very recent understanding of that wealth (and even its current discovery) render the activites carried out very complex and very expensive, and many tropical countries and their concession-holders stress that these heavy costs are hard to bear in the international competition. However, the process has been initiated in the Congo Basin by all the large companies, in particular those belonging to the “European Foundation for the Preservation of the African forest resources”. The various stages are as follows:
4.1 Understanding the forest Contrary to the majority of other forests of the world, the African forests are owned by the States and the onus is on the concession-holder to draw up the management plan, the approval of the finilised plan being the sole responsibility of the State.
The stages of this “understanding” are:
1. definition and delimitation of the concession with the Administration; 2. based on existing documents such as national maps, map-making of satellite images, aereal photographs and even topographic data gathered from field surveys carried out by inventory teams and GIS; Sustainable Management of Tropical Forests – Private Sector Experiences 7
3. zoning of the concession by type of vegetation or land utilisation in order to gain a first appreciation of areas that can or cannot be used (savannas, marshes, high value biodiversity areas, villages, sacred forests, agricultural land, etc.); 4. management inventory including all the above areas divided as homogeneously as possible into secondary areas;
This inventory of variable sampling fractions covering the whole of the concession, will make it possible:
- better to understand the characteristics of the natural environment and its conditions; - to identify the demographic characteristics, the activities and the living conditions of the populations living within or close around the concession; - to take into account the rights and customs of these populations and to initiate as active as possible a participation during the development of the concession; - to estimate the current commercial species to be promoted, by diameter classes with, if possible, an estimate of average volumes and quality of the exploitable trees.
It is necessary at this stage to mention a very great disparity of knowledge (regarding quality, texture, colour, and defects of trees) that companies have experienced, between unknown primary forests and temperate forests which have been worked by several generations of foresters. But it becomes obvious that the reliability of the management inventory will determine not only the production plans but also the planning of all the company’s operations, its profitability and its acceptance by the village peoples. At this stage, companies are advised to seek the assistance of forest management consultants (because of the complexity of the task) and even the help of field NGOs.
4.2 Planning the production or management Once information on the concession has been obtained, it will be possible to tackle the computer-assisted administrative tasks.
The following will have to be planned:
- production series (for industrial purposes) - biodiversity protection series (not worked) - social protection series (villages, sacred forests, plantations, etc.) - extraction of timber: annual basic cutting cycle depending on the forest legislation (20 to 30 years according to country) - tree species to be extracted (marketed as logs or processed locally) - minimum diameter (MD, often specified in regulations, but also determined on the basis of inventories) - specific silvicultural system according to specifications or the manager’s decisions (releasing crop trees, etc) - infrastructures to provide: • main roads • secondary roads • camp site-office, housing, schools, medical centre, etc • industrial plants
Obviously, these decisions are interactive and simultaneous. The company’s expertise but also its financial resources are decisive factors. At this stage I would like to remind you that direct assistance to companies provided by the AFD (Agence française de développement), and also in some cases by the European Union through WWF, has brought about links for significant financial assistance to be put at the 8 Sustainable Management of Tropical Forests – Private Sector Experiences
disposal of companies, and this is what has really set management plans in motion. This pionneering assistance by AFD has been the subject of much controversy in the years 1995 to 2000, but it is now recognized as being beneficial by all financial backers and even by some NGOs such as WWF and WCS which often act as counsels and interim financing organisations.
4.3 Reduced impact methods Once planning is established, operations can begin and, for some years, capabilities in forest production, hitherto the preserve of an elite minority, tend to be popularized. Reduced impacts methods are applicable to all aspects of the company’s activity, from social relationships within and outside the company, to infrastructures (roads, bridges, camps), logging, skidding and timber product development, and even the maintenance of forest machinery (recycling of oils and old machines, etc.) Not only do these methods protect the social and biological environment as well as the future of the following rotations, but they also generally ensure increased material yield. Training in these methods is provided by IFIA with the assistance of the European Union, ITTO and USAID, although it is still accessible to large companies only for financial and logistic reasons. The forester’s relationships with wildlife are also developed in our handbooks and training programmes (regulations prohibiting poaching, care of infrastructures, eco-guards, breeding of game, etc). The assistance provided by specialized NGOs in this field is invaluable. Two concrete examples of companies established in Gabon (Rougier) and Congo (CIB) will be presented to you in a few moments.
4.4 Advantages of planning Understanding the concession, production planning and reduced impact methods are no doubt the bases for modern tropical forestry, and it should also be modestly acknowledged that they represent a cultural revolution for the large majority of foresters.
a. An opportunity for safeguarding the forests The legal obligation to establish a management plan has brought about great changes: -in relationships with administrations (duration of permits, permanent contacts, specifications, verifications, etc.) - in shifting the mindset of foresters from a “mining” type of operation to one of middle- to long-term investment - in better integrating the populations - in allowing better co-operation with the personnel (training, etc.) - in bringing about a new proprietorial notion of the concession.
b. A more appropriate way of developing the forest Information on the standing stock will make it possible to plan the marketing and industrialization of the secondary species. Reduced impact methods will lead to avoiding considerable waste, and even the degradation of the timber potential, therefore to better developing the forest.
c. Understanding of the financial asset This is a new concept which is still not taken into consideration to any extent in financial instruments. But there is no doubt that the long term contract with the State and the knowledge of the standing stock will lead to an increase of the company’s asset value. This added value and possibly taking the concession itself as security can allow much flexibility in local financial participation. This will have the advantage of not draining the companies’ own capital and of overcoming the requirement of generally international bankable assurances and hard currencies, and will thus make it possible for African companies to develop locally. Sustainable Management of Tropical Forests – Private Sector Experiences 9
4.5 Planning difficulties Why then, given all these advantages, did industrialists not embark massively and spontaneously in management planning?
a. Technical difficulties Because of the complexity of the tropical environment, and often its discovery, a very high level of expertise is required of operators and their scientific advisers. I believe that the experts in this assembly will not contradict me when I say that we certainly have made as much progress in the knowledge of the tropical forest environment in the last ten years as has been made in the last century, and progress is not over! There still remains so much to discover! The number one handicap remains the complexity of defining what is sustainable production and how to apply it to the tropical environment.
b. Financial difficulties The preparation of a management plan costs approximately 5 Euros per hectare for oncessions of about 200 000 hectares. But monitoring data in the course of production also costs the same amount. These are very significant amounts and have been the number two handicap in the implementation of forestry laws. It is just as obvious that political instability (civil wars or low suitability) is an unquestionable handicap in the long-term investment (25/30 years) that a management plan represents). One realizes at this stage that tropical forests are at a great disadvantage compared with other types of the world’s forests. The very significant financial cost, 100% of which is borne by the tropical company, can at present be reflected in the international markets only with difficulty.
c. Human difficulties (labour skills) Finally, we spoke about scientific complexity. It is also necessary to speak about the vocational training of executives and labour force. The GPS has replaced the compass, the computer has replaced the site journal, the high-output chain saw has replaced the axe, the fast and powerful tyre skidders have replaced the full track vehicle. Qualified personnel are needed for all these new functions. How was it possible for governments, financial backers and NGOs to expect companies to deal with such cultural and technical revolutions, as desirable as they are, without worrying about the training of men to implement them? Therefore there is an enormous deficit of vocational training and this is the number three handicap of tropical forests management. The ITTO has also a major role to play in this respect and co-operation with professionals is necessary.
d. An instrument for the great and the rich? The management plan and its implementation have become compulsory in the countries of the Congo Basin. But whereas it is complex and expensive to implement their requirements in concessions of 100 000 hectares and above, the planning of a 25/30 years rotation in smaller concessions still proves technically and financially impossible. Let me explain: To be successful, a forestry operation must reach a critical threshold of about 5000 m3/month or 60.000 m3/year. This threshold is required to compensate for the minimum cost of a technical set up represented by the human management tool and also a camp (accommodation, garage, etc). If the average production is 10 m3 per hectare, the yearly consumption of the allocated area will amount to 6000 h/year. Therefore, a concession of about 200 000 hectares will be necessary for a 30-year rotation. These figures are approximate but they give a fair idea of the area necessary to economically establish a management plan. Is cooperative grouping possible? But how can an African forester be made to shift from a short-term income to an income planned over 25/30 10 Sustainable Management of Tropical Forests – Private Sector Experiences
years? In any case it is desirable to work on these parameters if it is intended that the national foresters should take part in the sustainable development of their heritage.
5.0 ECO-CERTIFICATION We have seen the technical and financial aspects of the management plan. I should now like to address a problem which has become political, i.e. “Eco-Certification”.
5.1 From boycott to certification It is good to occasionally return to the initial definition of certification, which was to have a dual action as a tool for the promotion of the sustainable management of forest productions “through his preferential choice of certified products, the consumer is to ensure the promotion of the sustainable management of the forest from which the product originates”. Likewise, “certification is a voluntary approach by the forest producer wishing to regain the consumer’s confidence on the sustainability of his management and thus obtain a premium of choice, and if possible of price for the product offered”. The two keys of certification were thus compatible with free international trade and the WTO rules.
- The preferential choice by the purchaser is to ensure promotion - The producer’s approach is voluntary.
Initiated after Rio from the media coverage of the plight of tropical deforestation, the boycott of tropical timber has for a long time been one of the NGOs’ demands. Realizing how absurd (even immoral) it was to boycott one of the resources of developing countries, in 1993 large NGOs created the FSC (Forest Stewardship Council). Tropical countries, in particular Malaysia, Indonesia and Brazil, then demanded that the requirement of certification be extended to all the world’s forests. Regaining the upper hand in this process, the tropical countries and ITTO adopted the Objective 2000 stating that 100 % of the world trade should originate from sustainably managed and certified forests. Somewhat utopian perhaps, but politically correct, and governments, financial donors, NGOs and professionals merrily got on that battle horse which was to save everyone. Certification thus became the objective proclaimed by all stakeholders and the universal tool for the promotion of sustainable management.
5.2 The limitations of the system However, the professionals recognized the system’s limitations, and even the present deviations to “Certification” as a tool.
a. Ensuring the promotion of sustainable management It is a fact that after ten years of promoting certification and spending millions of Euros and US dollars in promotion campaigns, the tool has lost much of its credibility as an instrument to rescue the forests. One of the main reasons for this credibility loss is to have given priority to Certification over Management itself: chronological fault, political fault, technical fault and, finally, financial fault: Chronological fault: Certification can only come after management . Political fault Certification has retained the inequality of treatment between primary forests and temperate forests, i.e. between rich and poor countries. Moreover, campaigns which do not take into consideration the supply aspect while only capitalizing on demand are tantamount to a boycott of tropical products. One realizes that the intensification of the campaigns in favour of certification takes us back more than 10 years, to the detriment of tropical forests and the national actors. Decision makers and consumers must know that only 3% of the tropical forests are certified and that in Africa, as we have just seen, no small national producer (with nearly Sustainable Management of Tropical Forests – Private Sector Experiences 11
50% of volume produced) has any chance of being granted certification within the next 10 years. Finally, at the political level, the proliferation of certification systems has created great confusion in the minds of the consumers. This is why the ITTO and associated governments must continue their efforts to support the mutual recognition of Certification Systems and to promote a standard and international label, of the “ WOODMARK “ type. Technical fault: How can a tool covering only a small percentage of forest production influence it effectively? The relative share of local, regional and finally international markets sensitive to certification is very small, and this all the more true in the Tropics where slash-and-burn and firewood represent, as we have seen, the main cause of deforestation. Financial fault: It seems to us that the considerable amounts committed by Financial institutions for the promotion of certification would have produced far better results had they been spent directly on management plans assistance to the tropical forest Administrations. The ITTO has had, in a sense, an original and pioneering role by concentrating on the real problem: the forest.
b. The role of Western NGOs Whilst we have very constructive relationships with field NGOs such as UICN/CEFDHAC, WCS and WWF/CARPO, which not only work with companies in different constructive and sensitive ways, but also provide real skills in social matters and in the fields of biodiversity and especially wildlife, the role of Western NGOs still appears to us very ambiguous and, I must say, discouraging. Here are a few reasons for our disappointment:
-Why is it that the field realities, with their immense complexities due to the phenomenon of development, isn’t better explained to the media of the North? - Why is it that the many and concrete co-operations between field NGOs and companies aren’t reported by the media of the North, or so rarely? -Why is it that the large Western NGOs have not taken position on the problems of forest taxation which truely asphyxiate formal companies and force them to delay all social and environmental work in order to survive? - Finally, why is it that some NGOs are still arbitrarily demonising all the companies as a method to promote their actions in what I would call “the ecologist-business”? -Why do large NGOs reject a mutual recognition of the major certification systems?
However, co-operation with NGOs is necessary and each one has a role to play in the “sustainable development” challenge and what is at stake must be of paramount importance.
6.0 ANOTHER INCREASINGLY IMPORTANT REQUIREMENT: GOVERNANCE AND LEGALITY It is a fact that weak governance and endemic African instabilities tend to attract investors with dubious ethics. Moreover, the need for easy profits leads to increasing illegality in forest production. Faced with this reality, the international community tries to react with the AFLEG programme (African Forest Law Enforcement Governance and Trade) of co-operation with the producing States. This co-operation with Sovereign States is possible only in the form of assistance to strengthen the Administrations’ human resources (in numbers and skills) and in technical capabilities. This will take a long time. Considering themselves as the first victims of these illegalities, and given the consequent negative image of African timber on the markets, responsible industrialists members of IFIA have wanted to anticipate on the AFLEGT procedure which will take a long time to set up. They are currently devising with the large NGOs a “voluntary certification of legality and committment to the process of forest concessions management”. This certificate, based on an annual independent, administrative control and an unannounced field survey, will be operational in 2004. It should serve to reassure the consumer markets and stimulate the responsible companies with their commitment. 12 Sustainable Management of Tropical Forests – Private Sector Experiences
A very strong campaign is currently in progress in Europe on behalf of 3 large NGOs on strengthening controls over imports, and a ship discharging Indonesian plywood has been chased by GREENPEACE and the TV channels of France, Belgium, the Netherlands and England. These campaigns of attacks without proofs other than a vague suspicion, against supposedly tropical timber illegalities are only repressive and, as far as we are concerned, destructive because they encourage purchasers to buy plantation timber, plastic and metal.
7.0 CONCLUSION Of course, concern for the environment is desirable, I would even say needed, but in order to promote it priorities of the North should be put back in the tropical context of the developing countries. Sustainable management could not be developed by actors in an oppressive context of weak governance, of soaring taxation, and of competition with unofficial and illegal operations. These actors operate in a climate of national, regional and international competition, which has often little concern for the environment and no or little motivation to support the direct and indirect costs of the necessary additional expenditure. Therefore, it seems desirable that an international policy, in particular through ITTO, take these realities into account and put aside any emotional and discriminatory import measures. This is the reason why we suggest that Governments, donors and the ITTO concentrate their efforts in matters of the environment and ethics on effective and material cooperation assistance in the producer countries. Assistance may be bilateral or multilateral, or it can mean writing off the international debt (often 40% of the States’ budgets) or through carbon credits. We feel that relying solely on international trade to promote sustainable management and ethics is a dangerous thing. It seems obvious to the African professionals in the timber sector that the increasing demand in African national and regional markets, that the increasing demand in Asian markets like China, India, Thailand, etc, added to increasing constraints in European markets are disrupting not only trade but also European investments under ethical and environmental pressures. However, it is undeniable that these European investments in forestry and local industrialization in Africa lead to positive economic, ethical and environmental influences in countries where they are established. Finally, international trade is like a wind funnelled between two zones of different pressures. It links supply and demand. Trade does not like constraints, and trade flows evolve according to supply and demand and to the ease with which it can be developed or maintained. When the constraints of the European markets alone are added to the pressures of taxation applied to the sole companies officially managed, the great vulnerability of serious investments in Africa becomes apparent. At the time when Africa needs serious and progressive forest investors in the social, environmental and ethical fields, it is the duty of the international community to consider not only the constraints of its policy, but also the consequences of its assistance. The serious private sector is no doubt an excellent partner for the Financial backers, in tropical countries even more than elsewhere. This is why we solemnly ask the ITTO to find a place for the private sector, not only as a technical adviser, but especially a place of real partners in action and in the implementation of its projects. Forest management in Africa, vocational training, industrialization for added value, international promotion of African timbers cannot be achieved without the active participation of the private sector. Therefore, ITTO must give this participation a place of primary importance. The African private sector is ready to take up the challenge of this constructive partnership. Sustainable Management of Tropical Forests – Private Sector Experiences 13
LA ORDENACIÓN SOSTENIBLE DE LOS BOSQUES TROPICALES. EXPERIENCIAS DEL SECTOR PRIVADO: EL EJEMPLO DE LA CUENCA DEL CONGO
Por el Dr. H. L. Stoll ex Presidente y el Sr. J-J. Landrot Presidente
Es un gran honor para el Dr. Stoll y un servidor haber sido invitados por la OIMT a presentar una introducción a este seminario de la OIMT en Kuala Lumpur. La edad acarrea el privilegio de la experiencia, ya que hace medio siglo y 42 años respectivamente que el Dr. Stoll y yo no sólo descubrimos la zona tropical sino que también instalamos allí empresas y, sobre todo, quedamos enamorados de la zona. Gracias a la perspectiva que nos da esta larga experiencia podemos analizar con ustedes las extraordinarias revoluciones culturales y técnicas de las zonas tropicales y, en particular, en África, en los últimos diez años. Es bien sabido que el sector forestal privado sufre ataques frecuentes:
- De los medios occidentales, que consideran que su función es destruir bosques. - De nuestros ingenieros forestales, que consideran que nuestro papel es el del desarrollo. Pero dicha función debe cumplirse en el respecto de las poblaciones de las aldeas y de la naturaleza.
1.0 DESARROLLO SOSTENIBLE La noción del «desarrollo sostenible» ha pasado por una sucesión de etapas que, a lo largo de los siglos, siguió la evolución de la concientización ambiental y, además, de la mundialización de los problemas económicos, sociales y ambientales.
a. Una noción antigua en Europa En Francia por ejemplo, la primera noción de transmisión de los recursos parece remontarse a las ordenanzas de Felipe VI de Valois, es decir, a mediados del siglo XIV.
b. El Informe Brundtland de 1987 “El desarrollo sostenible es el desarrollo que satisface las necesidades del presente sin comprometer la capacidad de las generaciones futuras para satisfacer sus propias necesidades”.
c. Río, 1992 La Conferencia de Río dio mayor precisión a dicha noción: «Los recursos y las tierras forestales deben estar manejados de manera ecológicamente viable a fin de responder a las necesidades sociales, económicas, ecológicas, culturales y espirituales de las generaciones presentes y futuras.»
d. Johannesburgo, 2002 Esta Conferencia (Río + 10) completó la noción ambiental al insistir en una noción que todos los que trabajamos en el terreno conocemos bien: «No puede haber protección del medio ambiente sin erradicación de la pobreza»
Hoy esta noción de desarrollo sostenible parece bien arraigada en las naciones del norte, y hasta aceptada a nivel mundial, pero el ritmo de su aplicación es variado, sea ello por motivos de diferencias culturales o, simplemente, por razones económicas atinentes al desarrollo. 14 Sustainable Management of Tropical Forests – Private Sector Experiences
En efecto, en muchos países tropicales, los bosques hacen una contribución esencial a la economía, tanto a nivel de los ingresos financieros individuales o colectivos, como a nivel de las superficies disponibles para otros aprovechamientos. Los métodos sostenibles exigen inversiones importantes, y la segunda rotación es aleatoria y distante; existen otros aprovechamientos de las tierras forestales que son mucho más lucrativos: cultivos de rotación rápida (plantas comestibles tales como mandioca, arroz, maíz, bananos, etc.) o cultivos agro-industriales tales como las plantaciones de bananos, café, cacao, palmeras, hevea, o los pastos, como en la Cuenca del Amazonas, etc. Se acepta que la quema para fines agrícolas y la colecta de leña son responsables del 80 al 90% de la deforestación. Aunque la infraestructura vial forestal se ve acusada con frecuencia de constituir el vector de dicha deforestación, resulta también indispensable para el desarrollo de los países tropicales. La ATIBT ha examinado los papeles positivos y negativos de dichas infraestructuras en un manual publicado en colaboración con la FAO y que podrán obtener a pedido. Por lo tanto, la presión demográfica es un factor importante en la deforestación, y son legítimos los temores de que el número de habitantes por debajo del umbral de pobreza ($1 dólar de Estados Unidos por día) llevará a un futuro sombrío en los grandes macizos forestales del planeta. Por ejemplo, 80 millones de indonesios se encuentran por debajo de dicho umbral y, si cada jefe de familia (1 de cada 10 habitantes) desmontara actualmente una parcela de bosque de 100 M por 100 M para cultivos alimentarios, se produciría la deforestación de 8 millones de hectáreas por año. Lo mismo sucede en América del Sur y en África.
2.0 LOS RECURSOS AFRICANOS EN GENERAL
2.1 Territorios de contrastes en áreas forestales y densidad de población Los bosques primarios húmedos y densos abarcan unos 250 millones de hectáreas. Naturalmente, con los años, el estado de estos bosques se transformó en desarrollo económico y sobre todo, en presión demográfica, muy diferentes. Pueden efectuarse varias clasificaciones que, a pesar de ser cínicas, son también el reflejo de los estados políticos, económicos y botánicos que nos permitirán, o no, establecer actividades forestales que permitan la ordenación forestal sostenible.
a. Tierras de guerras civiles o tierras de inversión Desafortunadamente, se puede decir hoy que cinco de los catorce países de la OAM (Organización Africana de la Madera) están en guerra civil: Sierra Leona, Liberia, Côte d’Ivoire, República Democrática del Congo (Kinshasa) y Angola. Hasta se podría añadir que Guinea- Bissau, la República Centroafricana y el Congo Brazzaville se encuentran en una situación política precaria que no resulta interesante para los inversionistas serios. Más adelante volveremos a examinar el vínculo decisivo de la estabilidad que favorece la confianza de los inversionistas serios. La seriedad es de por sí, la condición sine qua non de los métodos de gestión ética, de los métodos forestales sostenibles y de las implantaciones industriales de valor agregado. Además de los aspectos humanos catastróficos, estas guerras civiles acarrean generalmente una pesada carga para la fauna y flora. (Por ejemplo, en el norte del Congo, en Liberia, en la RDC, millones de refugiados invaden los bosques, cazan y desmontan para sobrevivir).
b. Bosques o agricultura? Países de gran presión demográfica donde existe una competencia entre la quema para fines agrarios y la ordenación forestal sostenible. Nigeria es el país más afectado en esta categoría, pero debemos recordar que, desde la segunda guerra mundial, Côte d’Ivoire y Ghana han estado sujetas a la presión de los inversionistas forestales europeos que venían en busca de materiales indispensables para la reconstrucción de Europa y, además, a una explosión demográfica galopante (de migración interna y de inmigración) a consecuencia de la Sustainable Management of Tropical Forests – Private Sector Experiences 15
prosperidad económica, lo que acarreó la pérdida del 50 al 80% de la trama de bosques primarios, en beneficio de la agricultura. La Cuenca del Congo es una zona aún poco poblada y relativamente intacta que abarca una superficie forestal de 150 a 204 millones de hectáreas (según la definición de bosque que se utiliza). Dicha cuenca servirá de ejemplo concreto de lo que se ha hecho en materia de desarrollo sostenible y de lo que también podría haberse hecho hace 50 años en los otros países del África Occidental.
2.2 La Cuenca del Congo, un campo de experimentación La definición de la Cuenca del Congo agrupa 7 países al norte y al sur del Ecuador, que cubren los afluentes de uno de los más grandes ríos de África: el Congo. De norte a sur, se trata de Camerún, la República Centroafricana, Guinea Ecuatorial, Gabón, la República del Congo Brazzaville, la República Democrática del Congo (Kinshasa) y Angola. Los bosques de estos países cubren aproximadamente 204 millones de hectáreas, de los cuales cerca del 80% son bosques densos y ricos en potencial económico forestal, es decir unos 150 millones de hectáreas. Esta enorme superficie de bosques tropicales (la segunda después de la Cuenca del Amazonas) presenta tres características fundamentales
a. Población forestal Baja densidad demográfica (generalmente menos de 10 habitantes por kilómetro cuadrado) y cientos de millares de hectáreas en Gabón con menos de 1 habitante por Km2. En toda la Cuenca del Congo, los bantús y los pigmeos comparten la denominación «Poblaciones aldeanas». Hasta fines del siglo XX, los pigmeos eran nómades, pero paulatinamente se fueron haciendo sedentarios. Sólo hoy comienzan los estados africanos a reconocer los derechos de los pueblos pigmeos que viven generalmente de la caza o de la pesca y, algunas veces, de prestaciones agrícolas y forestales a las empresas. La complejidad de la tarea actual es adaptar los derechos tradicionales aceptables para un pequeño número de habitantes, a un estilo de vida y medios técnicos modernos. Esto vale para la agricultura pero, como se imaginarán, también vale para la caza en la que las armas de alto calibre han reemplazado las redes y los arcos y flechas. También se están empezando a compartir las regalías obtenidas por el Estado de los ingresos producidos por los bosques, y los derechos de las poblaciones autóctonas tuvieron un lugar importante durante el último Congreso Forestal Mundial celebrado en Québec en 2003.
b. Riqueza de la diversidad biológica De los 150 millones de hectáreas, unos 50 millones son adjudicados por los estados a la producción forestal, y entre 15 y 20 millones a áreas protegidas, cuyo objetivo es mantener una biodiversidad primaria integral. Estas cifras se suelen presentar con la reserva de la expresión «aproximada», pues a veces las definiciones son vagas, las estadísticas estatales confusas y, sobre todo, el respeto por las decisiones gubernamentales es aleatorio. La biodiversidad de la zona es considerable, pues el 70 al 80% de las especies animales vive en regiones tropicales. Por ejemplo, solamente en la Cuenca del Congo viven unas 400 especies de mamíferos (de las que 4 de cada 6 son grandes simios del mundo), 400 especies de reptiles y más de 1.300 especies de aves. Asimismo, la Cuenca del Congo contiene más de 10.000 especies de plantas, de las cuales más de 3.000 son endémicas.
c. Dificultades de acceso La relativa dificultad del acceso, sobre todo en los países que forman la Cuenca Alta del Congo cuyos rápidos al nivel de Brazzaville/Kinshasa no permiten la salida al mar. 16 Sustainable Management of Tropical Forests – Private Sector Experiences
Lo mismo vale para Gabón cuyo relieve ha dificultado en mucho la penetración a la «segunda zona» situada por detrás de estos macizos costeros. Dichas dificultades de acceso han frenado el aprovechamiento de estos bosques remotos, pues aumentan la logística y los costos. Pero, desde el punto de vista estrictamente forestal, se podría decir que ello les permitió escapar a las grandes conquistas del desarrollo de la época pos-colonial y les brindó la oportunidad actual de ser sostenibles.
3.0 LAS SUPERFICIES MANEJADAS Aun si las leyes forestales exigen ahora el establecimiento de un plan de ordenación previo a la actividad forestal de las concesiones otorgadas, la realidad es bien diferente, por motivos políticos, económicos y técnicos que se estudiarán más abajo.
a. Zonas en curso de ordenación A la fecha, 20 millones de hectáreas participan del proceso de ordenación, es decir que están en curso de inventario.
b. Zonas bajo ordenación Ya existen planes de ordenación convenidos por la administración de los estados propietarios para 2,5 millones de hectáreas, que están bajo lo que se denomina comúnmente «producción sostenible».
c. Zonas bajo ordenación, certificadas El sistema holandés KEURHOUT ya ha certificado 1,6 millones de hectáreas, y los productos obtenidos de este bosque pueden comercializarse bajo la etiqueta de dicha certificación. Como sabrán, la certificación suele ser objeto de gran confusión en la mente de los consumidores, así como de los responsables de las decisiones a nivel de la administración africana. La Certificación también es objeto de polémica con ciertas ONG. Volveremos a este problema más específicamente al final de este informe. Varios autores también volverán sobre esta cuestión de los sistemas de Certificación. Pero nos compete a todos la responsabilidad de obrar con miras a este reconocimiento mutuo, pues en las zonas tropicales, lo importante no es saber si aquél sistema es mejor que éste, sino de alentar, incitar y aun obligar a todos los operadores hacia la gestión forestal que respete la regeneración para las futuras generaciones.
4.0 LA ORDENACIÓN FORESTAL: UNA REVOLUCIÓN ECONÓMICA Y CULTURAL Uno de los grandes cambios de la extracción forestal proviene del paso de una conducta minera a una verdadera ordenación planificada de los recursos. La primera etapa de la ordenación consiste en el conocimiento del bosque. A riesgo de que parezca presumido, aun utópico, hablar de mantenimiento de la biodiversidad de la concesión bajo ordenación, es cierto que todos los empeños del concesionario tropical están dirigidos a dicho objetivo. Debido a la gran riqueza de la biodiversidad del bosque primario y a los conocimientos muy recientes de dicha riqueza (aun de su descubrimiento), los trabajos realizados se hacen muy complejos y costosos; es así que muchos países tropicales y sus concesionarios señalan la carga difícilmente soportable que representan dichos costos en un ambiente de competencia internacional. De todos modos, el proceso fue lanzado en la Cuenca del Congo por todas las grandes sociedades, particularmente las empresas agrupadas en la «Fundación europea para la preservación de los recursos de los bosques africanos». Sustainable Management of Tropical Forests – Private Sector Experiences 17
He aquí las diferentes etapas:
4.1 El conocimiento del bosque Contrariamente a la mayoría de los otros bosques del mundo, los estados africanos - propietarios de los bosques - derivan al concesionario la carga del establecimiento del plan de ordenación y se reservan solamente la aprobación de dicho plan una vez elaborado.
Las etapas de dicho «conocimiento» son las siguientes:
1. definición y demarcación de la concesión, junto con la Administración 2. cartografía mediante la utilización de documentos existentes, tales como mapas nacionales, imágenes satelitales, fotografías aéreas y aun agrimensuras efectuadas por los equipos de inventario y SIG. 3. zonificación de la concesión por tipo de formación vegetal o por afectación, lo que permite una primera evaluación de las zonas explotables o no (savanas, pantanos, zonas de gran valor de biodiversidad, aldeas, bosques sagrados, cultivos agrícolas, etc.) 4. inventario de ordenación del conjunto de las superficies zonificadas indicadas arriba, en sub- conjuntos de la mayor homogeneidad posible. Este inventario con tasa variable de agrimensura, pero que cubre el conjunto de la concesión, permitirá: - obtener mejores conocimientos de las características del medio natural y de su entorno - identificar las características demográficas, actividades y condiciones de vida de la población residente en la concesión o en su periferia cercana - tomar en cuenta los derechos y usos de dicha población, e iniciar la participación más activa posible en el momento del aprovechamiento de la concesión - calcular las maderas comerciales actuales y aquellas que es preciso promover, por categorías de diámetro y, si fuera posible, con una apreciación de los volúmenes promedios y de la calidad de los árboles que se pueden extraer.
Es preciso señalar aquí que las empresas han encontrado una muy gran disparidad entre los conocimientos sobre los bosques primarios desconocidos y los bosques templados en los que los interesados trabajan ya hacia varias generaciones (calidades, textura, color y defectos de los árboles). Pero se hace evidente que la seriedad de este inventario de ordenación va a determinar no solamente la planificación de la producción sino también la planificación de todas las actividades de la empresa, su rentabilidad y su aceptación por la población de las aldeas. Se recomienda actualmente a las empresas que soliciten consejo (debido a la complejidad de la tarea) a expertos en ordenación y aun a las ONG del campo.
4.2 La planificación de la producción u ordenación Con la información sobre la concesión así obtenida, será posible realizar el trabajo administrativo con ayuda de las computadoras.
Así se planificarán: - series de producción (de vocación industrial) - series de protección (no sujetas a extracción) de la biodiversidad - series de protección social (aldeas, bosques sagrados, plantaciones, etc.) - programación de la extracción forestal: base de corta anual según la legislación forestal (20 a 30 años, según el país) - maderas que se extraerán (comercialización en troza o elaboración local) - diámetro mínimo de extracción (DME, suele depender de la reglamentación, pero también está determinado por los inventarios) 18 Sustainable Management of Tropical Forests – Private Sector Experiences
- tratamientos silvícolas específicos determinados por las especificaciones, o decididos por el encargado de la ordenación (aclareos de futuros tallos, etc.) - Determinación de las infraestructuras • rutas principales • rutas secundarias • campamento-oficina, alojamiento, escuelas, dispensarios, etc. • usinas
Se entiende que estas decisiones son interactivas y simultáneas. La competencia, así como los medios financieros de la empresa, serán decisivos. Debo aquí recordarles que la ayuda prestada directamente a la empresa por la AFD (Agencia Francesa para el Desarrollo) así como por la Unión Europea en algunos casos por intermedio del WWF, que pusieron a disposición de las empresas importantes créditos financieros, fueron los verdaderos disparadores de los planes de manejo. Actualmente, los donantes y hasta ciertas ONG como el WWF y WCS que suelen desempeñarse como defensores e intermediarios para dicha financiación, reconocen que dicha ayuda de la AFD, muy controvertida en los años 1995 a 2000, fue beneficiosa.
4.3 Los métodos de impacto reducido Una vez establecida la planificación comienzan las obras y, después de algunos años, tienden a diseminarse las competencias de producción forestal, limitadas hasta entonces a una minoría elitista. Estos métodos de impacto reducido se usan en todos los aspectos de la actividad de la empresa, desde las relaciones sociales en la empresa y fuera de ella, en la infraestructura (rutas, puentes, campamentos), la corta, el transporte y la elaboración de la madera cortada y aun en el mantenimiento del equipo forestal (reciclaje de aceites, armazones, etc.). Estos métodos no sólo protegen el medio ambiente social y biológico y aseguran el porvenir de las rotaciones siguientes, sino que también producen generalmente un aumento del rendimiento. IFIA proporciona formación sobre estos métodos gracias a la ayuda de la Unión Europea, de la OIMT y de USAID, pero dicha formación sigue reservada a las grandes empresas por razones financieras y de logística. La relación del ingeniero forestal con la fauna también está incluida en nuestros manuales y cursos de formación (reglamento interno que prohíbe la caza furtiva, atención en las infraestructuras, eco-guardias, cría de animales de caza, etc.). En este ámbito, las ONG especializadas prestan una ayuda muy valiosa. En unos instantes les presentaremos el ejemplo concreto de dos sociedades establecidas en Gabón (Rougier) y en el Congo (CIB).
4.4 Las ventajas del plan Los conocimientos de la concesión, la planificación de la producción y los métodos forestales de impacto reducido son decididamente las bases de la silvicultura tropical moderna, y es preciso también confesar, modestamente, que son una revolución cultural para la gran mayoría de los bosques.
a. Una oportunidad de salvaguardar los bosques La obligación legal del plan de manejo llevó a grandes cambios en: - las relaciones con la administración (duración de los permisos, contactos permanentes, especificaciones, controles, etc.) - la mentalidad del ingeniero forestal que pasó de la mentalidad tipo «minero» a la del inversionista a mediano/largo plazo - la mejor integración de la población - la mayor cooperación con el personal (formación, etc.) - la nueva noción de la concesión como patrimonio Sustainable Management of Tropical Forests – Private Sector Experiences 19
b. La mayor valoración del bosque Los conocimientos de los rodales en pie permitirán planificar la comercialización y la elaboración de maderas secundarias. Los métodos de impacto reducido llevarán a la eliminación de una buena cantidad de desperdicio, hasta de degradación del potencial maderero y, por lo tanto, a la mejor valoración del bosque.
c. Conocimientos del activo financiero Este es un concepto nuevo y los instrumentos financieros no lo tienen muy en cuenta aún. Pero es cierto que el contrato a largo plazo con el estado y los conocimientos de los rodales en pie permitirán una valoración a beneficio de la sociedad. Dicha valoración y, eventualmente la garantía ofrecida por la concesión misma otorgarán mucha flexibilidad a los concursos financieros locales. Las ventajas de éstos serán que no agotarán los fondos mismos de la empresa y mitigarán las exigencias de las garantías bancarias generalmente internacionales y en divisas fuertes, y permitirán así a las empresas africanas desarrollarse localmente.
4.5 Dificultades de los planes Entonces, ante todas estas ventajas, ¿por qué los industriales no se lanzan en masa y espontáneamente a los planes de manejo?
a. Dificultades técnicas La complejidad del medio tropical y con frecuencia, su descubrimiento, requieren operadores y consejeros científicos de muy alto nivel de competencia. Pienso que los expertos presentes en esta asamblea no me contradirán si digo que en los últimos 10 años hemos progresado tanto en los conocimientos del medio forestal tropical como en el siglo precedente ¡y dicho avance continúa! ¡Queda tanto por descubrir! Esta complejidad en la definición y aplicación de la producción sostenible en el medio tropical sigue siendo el obstáculo número 1.
b. Dificultades financieras El establecimiento del plan de manejo cuesta aproximadamente 5 Euros por hectárea para una concesión de unas 200.000 hectáreas. Pero el seguimiento de los datos durante la producción cuesta también la misma suma. Se trata de montos muy importantes, que representan el obstáculo número 2 en la aplicación de las leyes forestales. También es evidente que la inestabilidad política (guerras civiles o acuerdos tenues) es un obstáculo certero a la inversión a largo plazo (25/30 años) que representa el plan de manejo. Se entiende aquí cuánto se penaliza a los bosques tropicales en comparación con otros tipos de bosques del mundo. El costo financiero muy elevado y que debe ser costeado en un 100% por la empresa tropical, se transfiere con dificultad a los mercados internacionales.
c. Dificultades humanas (competencia de la mano de obra) Hemos hablado de la complejidad científica. Debemos referirnos también a la formación profesional de los ejecutivos y del personal. El SPG reemplazó la brújula, la computadora reemplazó el cuaderno, la motosierra reemplazó el hacha, el equipo de arrastre sobre neumáticos rápidos y poderosos reemplazó las orugas. Pero todas estas nuevas funciones exigen personal competente. Cómo es posible que los gobiernos, los donantes y las ONG pudieran exigir a las empresas estas revoluciones culturales y técnicas aconsejables sin preocuparse de la formación del personal que las pondría en práctica? Por lo tanto existe un enorme déficit de formación profesional, que representa el obstáculo número 3 de la ordenación de los bosques tropicales. 20 Sustainable Management of Tropical Forests – Private Sector Experiences
La OIMT también tiene un papel primordial en este campo, y es precisa la cooperación con los profesionales.
d. Un instrumento de los grandes y ricos? El plan de manejo y su ejecución son ahora reglamentarios en los países de la Cuenca del Congo. Pero resulta complejo y caro poner en práctica estas obligaciones en concesiones de más de 100.000 hectáreas y, además, por el momento se ha demostrado que la planificación de rotación de 25/30 años es imposible desde el punto de vista técnico y financiero para las concesiones pequeñas. Me explico: Un establecimiento forestal rentable requiere un umbral crítico del orden de los 5.000 M3/mes, es decir 60.000 M3/año. Dicho umbral es necesario para amortizar una operación técnica mínima, como la herramienta de gestión humana y también el campamento (viviendas, garaje, etc.). Si la producción promedio es de 10 M3 por hectárea, el consumo anual de superficie de la concesión será de 6.000 hectáreas/año. Por lo tanto se necesitará una concesión de unas 200.000 hectáreas para una rotación de 30 años. Estas cifras son aproximadas, pero dan una buena idea de la superficie necesaria para establecer un plan de manejo económicamente. ¿Es posible la agrupación cooperativa? ¿Y cómo llevar una explotación forestal africana del ingreso a corto plazo al ingreso planificado a 25/30 años? En todo caso, es aconsejable estudiar estos parámetros si se ha de permitir la participación de los silvicultores nacionales en el aprovechamiento sostenible del patrimonio.
5.0 LA ECO-CERTIFICACIÓN Se ha hablado del aspecto técnico y financiero del plan de manejo. Ahora quisiera abordar un problema que ha adquirido connotaciones políticas: “la eco-certificación”.
5.1 Del boicot a la certificación De vez en cuando es bueno volver a la definición inicial de la certificación que debía tener una acción doble como instrumento de promoción de la ordenación sostenible de los productos forestales «el consumidor, al elegir de preferencia los productos certificados, debe asegurar la promoción de la ordenación sostenible del bosque del cual proviene el producto». Asimismo, «la certificación es un trámite voluntario del productor forestal que desea volver a dar confianza al consumidor con respecto a la sustentabilidad de su gestión y así obtener una prima de selección y, si fuera posible, una prima de precio por el producto ofrecido». Las dos claves de la certificación eran así compatibles con el libre comercio internacional y con las reglas de la OMC.
- La preferencia del comprador debe garantizar la promoción - El trámite del productor es voluntario.
Surgido en Río de la mediatización de la penosa deforestación tropical, el boicot de los bosques tropicales fue durante mucho tiempo una de las exigencias de las ONG. En 1993, cuando las grandes ONG comprendieron cuán absurdo (diría inmoral) era boicotear uno de los recursos de los países en desarrollo, crearon el FSC (Food Stewardship Council o Consejo de Gestión Forestal). Los países tropicales, Malasia, Indonesia y Brasil en particular, reclamaron entonces que se extendiera esta exigencia de certificación al conjunto de los bosques del mundo. Retomando el dominio de este proceso, los países tropicales y la OIMT emprendieron el objetivo del año 2000: «El 100 % del comercio mundial proveniente de bosques manejados de manera sostenible y certificados». Era un poco utópico pero políticamente correcto y los gobiernos, donantes, ONG y profesionales se aferraron alegremente a este caballito de batalla que salvaría el mundo. La certificación se convirtió así en el objetivo de todos los interesados y en la herramienta universal de promoción de la ordenación sostenible. Sustainable Management of Tropical Forests – Private Sector Experiences 21
5.2 Los límites del sistema Pero los profesionales conocen las limitaciones del sistema, y también las desviaciones actuales de la herramienta de la «Certificación».
a. Garantizar la promoción de la ordenación sostenible. Es un hecho que después de diez años de promoción de la certificación y de millones de Euros y de dólares de Estados Unidos dedicados a estas campañas, la herramienta ha perdido buena parte de su credibilidad como instrumento de rescate de los bosques. Una de las principales causas de dicha pérdida de credibilidad es que se le dio prioridad a la Certificación y no a la ordenación misma. Error cronológico, error político, error técnico y, finalmente, error financiero: Error cronológico: la Certificación sólo puede intervenir después de la ordenación. Error político: la Certificación mantuvo la inequidad de trato de los bosques primarios y de los bosques templados, es decir entre países ricos y países pobres. Además, las campañas que no se preocupan por la oferta y se basan únicamente en la demanda se convierten en un verdadero boicot de los productos tropicales. Nos damos cuenta que la exacerbación de las campañas a favor de la certificación nos arrastra más de 10 años hacia el pasado, en detrimento de los bosques tropicales y de los protagonistas locales. Los responsables de la toma de decisiones y los consumidores deben saber que sólo el 3% de los bosques tropicales están certificados y que en África, como acabamos de ver, ningún productor nacional (actualmente cerca del 50% del volumen de producción) tiene posibilidades de ser certificado en los próximos 10 años. Finalmente, en el plano político, la multiplicación de los sistemas de certificación sembró gran confusión en la mente de los consumidores. Es por ello que la OIMT y los gobiernos asociados, deben seguir en su empeño por sostener el reconocimiento mutuo de los Sistemas de Certificación y promover una etiqueta normalizada e internacional, del tipo «WOODMARK». Error técnico: Cómo podría una herramienta que sólo cubre un pequeño porcentaje de la producción forestal, influenciar dicha producción de manera eficiente? La parte relativa de los mercados locales, regionales e internacionales sensibles a la certificación es muy pequeña, y ello es aun más cierto en las zonas tropicales en que la quema y la leña constituyen la causa principal de la deforestación, como ya hemos visto. Error financiero: Nos parece que las sumas considerables dedicadas por los donantes a la promoción de la certificación habrían rendido más si se las hubiera utilizado directamente en los planes de ordenación y en ayudar a las administraciones forestales tropicales. En este sentido, la OIMT ha tenido un papel original y pionero al concentrarse en el verdadero problema: El bosque.
b. El papel de las ONG occidentales A pesar de que tenemos una relación muy constructiva con las ONG del terreno tales como UICN/CEFDHAC, WCS y WWF/CARPO que contribuyen no sólo una sensibilidad constructiva diferente a las empresas sino también competencias concretas en los campos sociales, de la biodiversidad y, sobre todo, de la fauna, el papel de las ONG occidentales nos parece todavía muy ambiguo y, diría, desalentador.
Les citaré algunos ejemplos de nuestra desilusión: - Por qué no se dan más explicaciones en los medios de información del Norte sobre la realidad del terreno con sus inmensas complejidades debidas al fenómeno del desarrollo? - Por qué las numerosas cooperaciones concretas entre las ONG del terreno y las empresas no se relatan - o se relatan muy poco - en los medios informativos del Norte? - Por qué las grandes ONG occidentales no han tomado posición en los problemas de 22 Sustainable Management of Tropical Forests – Private Sector Experiences
fiscalidad forestal que asfixian realmente a las empresas formales y las limitan a postergar todo trabajo social y ambiental para poder sobrevivir? -Yfinalmente, por qué ciertas ONG calumnian todavía de manera arbitraria a todas las empresas como método de promoción de sus acciones en lo que yo llamaría el «eco- comercio»? - Por qué las grandes ONG se niegan al reconocimiento mutuo de los grandes sistemas de certificación?
Y sin embargo, la cooperación con las ONG es necesaria y todos tenemos un papel en este desafío que representa el «desarrollo sostenible» y debería primar la importancia de lo que está en juego.
6.0 OTRA CRECIENTE EXIGENCIA: LA GOBERNANZA Y LA LEGALIDAD Es un hecho que la gobernanza débil y las endémicas inestabilidades africanas atraen más bien inversionistas de ética dudosa. Además, las necesidades de enriquecimiento acarrean una creciente ilegalidad en la producción forestal. Ante esta realidad, la comunidad internacional intenta reaccionar con un programa AFLEG (Cumplimiento de la Ley Forestal, Gobernanza y Comercio en África) de cooperación con los Estados productores. Dicha cooperación con Estados soberanos sólo puede hacerse bajo forma de ayuda al fortalecimiento de las administraciones con medios humanos (en número y en competencia) y con medios técnicos. Tardará mucho en ejecutarse. Industriales serios, reunidos en IFIA, que consideraban que eran las primeras víctimas de dichas ilegalidades y de la consiguiente imagen negativa de la madera africana en el mercado, quisieron acelerar el proceso AFLEGT que tardaba mucho en concretarse. Actualmente están formulando con las grandes ONG una «certificación voluntaria de legalidad y de compromiso para con el proceso de ordenación de las concesiones forestales». Dicha certificación, basada en un control independiente administrativo anual y en un estudio sorpresa en el terreno, comenzará a funcionar en 2004. Permitiría calmar los mercados consumidores y estimular a las empresas serias en sus compromisos. Tres grandes ONG están llevando actualmente una campaña muy vigorosa en Europa sobre el fortalecimiento de los controles de la importación y un barco que descargaba contrachapado indonesio fue perseguido por GREENPEACE y las televisiones de Francia, Bélgica, Holanda e Inglaterra. Estas campañas de ataques sin otra prueba que vagas sospechas, contra supuestas ilegalidades de maderas tropicales, son únicamente represivas y, en nuestra opinión, son destructivas ya que alientan los compradores hacia las maderas de plantación, los plásticos y los metales.
7.0 CONCLUSIÓN Aunque las inquietudes ambientales son aconsejables y yo diría que son necesarias, para promoverlas es preciso cambiar el foco de la prioridad del norte al contexto tropical de los países en desarrollo. La ordenación sostenible no podrá ser puesta en práctica por protagonistas oprimidos en un contexto de gobernanza débil, fiscalidad galopante, y de competencia del sector informal e ilegal. Estos protagonistas evolucionan en una competencia nacional, regional e internacional, a menudo poco preocupada por el medio ambiente y con poca motivación o ninguna, por prestar apoyo a los costos directos e indirectos de estos cargos suplementarios. Por lo tanto parece aconsejable que una política internacional, particularmente por intermedio de la OIMT, tome en consideración estas realidades y deje de lado las medidas emotivas y discriminatorias aplicadas a la importación. Es por ello que proponemos que los Gobiernos, los Donantes y la OIMT concentren sus acciones en materia de medio ambiente y ética, en medidas de ayuda de cooperación eficaces y concretas, en los países productores. Podría ser bajo forma de ayuda bilateral o multilateral, también podría ser borrando la deuda externa (en muchos casos el 40% del presupuesto del Estado) o por medio de créditos de carbono. Nos parece peligroso llevar la promoción de la ordenación sostenible y de la ética solamente en base Sustainable Management of Tropical Forests – Private Sector Experiences 23 al comercio internacional. Parece evidente a los profesionales de las maderas africanas que la demanda creciente de los mercados nacionales y regionales africanos, que la demanda igualmente creciente de los mercados asiáticos tales como los de China, la India y Tailandia, etc., que viene a agregarse a las limitaciones crecientes de los mercados europeos, perturban no sólo las transacciones comerciales sino también las inversiones europeas bajo presiones éticas y ambientales. Además, es innegable que dichas inversiones europeas en el ámbito de los bosques y de la industrialización local de África, acarrean influencias positivas económicas, éticas y ambientales en los países en que se establecen. Y finalmente, el comercio internacional es como el viento: nace de la llamada entre dos zonas de presiones diferentes. Es el vínculo entre una oferta y una demanda. Al comercio no le gustan las limitaciones, y las corrientes de intercambios comerciales se desplazan según las ofertas y las demandas y según la facilidad con que se desarrollan o mantienen. Cuando las limitaciones de los únicos mercados europeos vienen a sumarse a las presiones fiscales aplicadas a las únicas sociedades de gestión formal, se comprende la gran vulnerabilidad de las inversiones serias en África. A la hora en que África necesita inversionistas forestales serios y progresistas en los campos sociales, ambientales y éticos, la comunidad internacional tiene el deber de interrogarse sobre las limitaciones de su política, y también sobre las consecuencias de su ayuda. El sector privado serio es, por cierto, un excelente aliado para los Donantes, en los países tropicales aun más que en otros. Y es por ello que hacemos aquí un pedido solemne a la OIMT para que trate de encontrar un sitio para el sector privado que no sea solamente de asesoramiento técnico sino sobre todo un sitio como verdadero socio en la acción y realización de sus proyectos. La ordenación forestal en África, la formación profesional, la industrialización con valor agregado, la promoción internacional de las maderas africanas, no pueden realizarse sin la participación activa del sector privado. La OIMT debe, por lo tanto, reservar para dicha participación un sitio decisivo. El sector privado africano está dispuesto a aceptar el desafío de esta alianza constructiva. 24 Sustainable Management of Tropical Forests – Private Sector Experiences
LA ORDENACIÓN SOSTENIBLE DE LOS BOSQUES TROPICALES. EXPERIENCIAS DEL SECTOR PRIVADO: EL EJEMPLO DE LA CUENCA DEL CONGO
Por el Dr. H. L. Stoll ex Presidente y el Sr. J.-J. Landrot Presidente
Es un gran honor para el Dr. Stoll y un servidor haber sido invitados por la OIMT a presentar una introducción a este seminario de la OIMT en Kuala Lumpur. La edad acarrea el privilegio de la experiencia, ya que hace medio siglo y 42 años respectivamente que el Dr. Stoll y yo no sólo descubrimos la zona tropical sino que también instalamos allí empresas y, sobre todo, quedamos enamorados de la zona. Gracias a la perspectiva que nos da esta larga experiencia podemos analizar con ustedes las extraordinarias revoluciones culturales y técnicas de las zonas tropicales y, en particular, en África, en los últimos diez años.
Es bien sabido que el sector forestal privado sufre ataques frecuentes:
- De los medios occidentales, que consideran que su función es destruir bosques. - De nuestros ingenieros forestales, que consideran que nuestro papel es el del desarrollo. Pero dicha función debe cumplirse en el respecto de las poblaciones de las aldeas y de la naturaleza.
1.0 DESARROLLO SOSTENIBLE La noción del «desarrollo sostenible» ha pasado por una sucesión de etapas que, a lo largo de los siglos, siguió la evolución de la concientización ambiental y, además, de la mundialización de los problemas económicos, sociales y ambientales.
a. Una noción antigua en Europa. En Francia por ejemplo, la primera noción de transmisión de los recursos parece remontarse a las ordenanzas de Felipe VI de Valois, es decir, a mediados del siglo XIV.
b. El Informe Brundtland de 1987. “El desarrollo sostenible es el desarrollo que satisface las necesidades del presente sin comprometer la capacidad de las generaciones futuras para satisfacer sus propias necesidades”.
c. Río, 1992 La Conferencia de Río dio mayor precisión a dicha noción: «Los recursos y las tierras forestales deben estar manejados de manera ecológicamente viable a fin de responder a las necesidades sociales, económicas, ecológicas, culturales y espirituales de las generaciones presentes y futuras.»
d. Johannesburgo, 2002 Esta Conferencia (Río + 10) completó la noción ambiental al insistir en una noción que todos los que trabajamos en el terreno conocemos bien: «No puede haber protección del medio ambiente sin erradicación de la pobreza»
Hoy esta noción de desarrollo sostenible parece bien arraigada en las naciones del norte, y hasta aceptada a nivel mundial, pero el ritmo de su aplicación es variado, sea ello por motivos de diferencias Sustainable Management of Tropical Forests – Private Sector Experiences 25 culturales o, simplemente, por razones económicas atinentes al desarrollo. En efecto, en muchos países tropicales, los bosques hacen una contribución esencial a la economía, tanto a nivel de los ingresos financieros individuales o colectivos, como a nivel de las superficies disponibles para otros aprovechamientos. Los métodos sostenibles exigen inversiones importantes, y la segunda rotación es aleatoria y distante; existen otros aprovechamientos de las tierras forestales que son mucho más lucrativos: cultivos de rotación rápida (plantas comestibles tales como mandioca, arroz, maíz, bananos, etc.) o cultivos agro-industriales tales como las plantaciones de bananos, café, cacao, palmeras, hevea, o los pastos, como en la Cuenca del Amazonas, etc. Se acepta que la quema para fines agrícolas y la colecta de leña son responsables del 80 al 90% de la deforestación. Aunque la infraestructura vial forestal se ve acusada con frecuencia de constituir el vector de dicha deforestación, resulta también indispensable para el desarrollo de los países tropicales. La ATIBT ha examinado los papeles positivos y negativos de dichas infraestructuras en un manual publicado en colaboración con la FAO y que podrán obtener a pedido. Por lo tanto, la presión demográfica es un factor importante en la deforestación, y son legítimos los temores de que el número de habitantes por debajo del umbral de pobreza ($1 dólar de Estados Unidos por día) llevará a un futuro sombrío en los grandes macizos forestales del planeta. Por ejemplo, 80 millones de indonesios se encuentran por debajo de dicho umbral y, si cada jefe de familia (1 de cada 10 habitantes) desmontara actualmente una parcela de bosque de 100 M por 100 M para cultivos alimentarios, se produciría la deforestación de 8 millones de hectáreas por año. Lo mismo sucede en América del Sur y en África.
2.0 LOS RECURSOS AFRICANOS EN GENERAL.
2.1 Territorios de contrastes en áreas forestales y densidad de población. Los bosques primarios húmedos y densos abarcan unos 250 millones de hectáreas. Naturalmente, con los años, el estado de estos bosques se transformó en desarrollo económico y sobre todo, en presión demográfica, muy diferentes. Pueden efectuarse varias clasificaciones que, a pesar de ser cínicas, son también el reflejo de los estados políticos, económicos y botánicos que nos permitirán, o no, establecer actividades forestales que permitan la ordenación forestal sostenible.
a. Tierras de guerras civiles o tierras de inversión Desafortunadamente, se puede decir hoy que cinco de los catorce países de la OAM (Organización Africana de la Madera) están en guerra civil: Sierra Leona, Liberia, Côte d’Ivoire, República Democrática del Congo (Kinshasa) y Angola. Hasta se podría añadir que Guinea- Bissau, la República Centroafricana y el Congo Brazzaville se encuentran en una situación política precaria que no resulta interesante para los inversionistas serios. Más adelante volveremos a examinar el vínculo decisivo de la estabilidad que favorece la confianza de los inversionistas serios. La seriedad es de por sí, la condición sine qua non de los métodos de gestión ética, de los métodos forestales sostenibles y de las implantaciones industriales de valor agregado. Además de los aspectos humanos catastróficos, estas guerras civiles acarrean generalmente una pesada carga para la fauna y flora. (Por ejemplo, en el norte del Congo, en Liberia, en la RDC, millones de refugiados invaden los bosques, cazan y desmontan para sobrevivir).
b. Bosques o agricultura? Países de gran presión demográfica donde existe una competencia entre la quema para fines agrarios y la ordenación forestal sostenible. Nigeria es el país más afectado en esta categoría, pero debemos recordar que, desde la segunda guerra mundial, Côte d’Ivoire y Ghana han estado sujetas a la presión de los inversionistas forestales europeos que venían en busca de materiales indispensables para la reconstrucción de Europa y, además, a una explosión 26 Sustainable Management of Tropical Forests – Private Sector Experiences
demográfica galopante (de migración interna y de inmigración) a consecuencia de la prosperidad económica, lo que acarreó la pérdida del 50 al 80% de la trama de bosques primarios, en beneficio de la agricultura. La Cuenca del Congo es una zona aún poco poblada y relativamente intacta que abarca una superficie forestal de 150 a 204 millones de hectáreas (según la definición de bosque que se utiliza). Dicha cuenca servirá de ejemplo concreto de lo que se ha hecho en materia de desarrollo sostenible y de lo que también podría haberse hecho hace 50 años en los otros países del África Occidental.
2.2 La Cuenca del Congo, un campo de experimentación La definición de la Cuenca del Congo agrupa 7 países al norte y al sur del Ecuador, que cubren los afluentes de uno de los más grandes ríos de África: el Congo. De norte a sur, se trata de Camerún, la República Centroafricana, Guinea Ecuatorial, Gabón, la República del Congo Brazzaville, la República Democrática del Congo (Kinshasa) y Angola. Los bosques de estos países cubren aproximadamente 204 millones de hectáreas, de los cuales cerca del 80% son bosques densos y ricos en potencial económico forestal, es decir unos 150 millones de hectáreas. Esta enorme superficie de bosques tropicales (la segunda después de la Cuenca del Amazonas) presenta tres características fundamentales
a. Población forestal Baja densidad demográfica (generalmente menos de 10 habitantes por kilómetro cuadrado) y cientos de millares de hectáreas en Gabón con menos de 1 habitante por Km2. En toda la Cuenca del Congo, los bantús y los pigmeos comparten la denominación «Poblaciones aldeanas». Hasta fines del siglo XX, los pigmeos eran nómades, pero paulatinamente se fueron haciendo sedentarios. Sólo hoy comienzan los estados africanos a reconocer los derechos de los pueblos pigmeos que viven generalmente de la caza o de la pesca y, algunas veces, de prestaciones agrícolas y forestales a las empresas. La complejidad de la tarea actual es adaptar los derechos tradicionales aceptables para un pequeño número de habitantes, a un estilo de vida y medios técnicos modernos. Esto vale para la agricultura pero, como se imaginarán, también vale para la caza en la que las armas de alto calibre han reemplazado las redes y los arcos y flechas. También se están empezando a compartir las regalías obtenidas por el Estado de los ingresos producidos por los bosques, y los derechos de las poblaciones autóctonas tuvieron un lugar importante durante el último Congreso Forestal Mundial celebrado en Québec en 2003.
b. Riqueza de la diversidad biológica De los 150 millones de hectáreas, unos 50 millones son adjudicados por los estados a la producción forestal, y entre 15 y 20 millones a áreas protegidas, cuyo objetivo es mantener una biodiversidad primaria integral. Estas cifras se suelen presentar con la reserva de la expresión «aproximada», pues a veces las definiciones son vagas, las estadísticas estatales confusas y, sobre todo, el respeto por las decisiones gubernamentales es aleatorio. La biodiversidad de la zona es considerable, pues el 70 al 80% de las especies animales vive en regiones tropicales. Por ejemplo, solamente en la Cuenca del Congo viven unas 400 especies de mamíferos (de las que 4 de cada 6 son grandes simios del mundo), 400 especies de reptiles y más de 1.300 especies de aves. Asimismo, la Cuenca del Congo contiene más de 10.000 especies de plantas, de las cuales más de 3.000 son endémicas.
c. Dificultades de acceso La relativa dificultad del acceso, sobre todo en los países que forman la Cuenca Alta del Congo cuyos rápidos al nivel de Brazzaville/Kinshasa no permiten la salida al mar. Sustainable Management of Tropical Forests – Private Sector Experiences 27
Lo mismo vale para Gabón cuyo relieve ha dificultado en mucho la penetración a la «segunda zona» situada por detrás de estos macizos costeros. Dichas dificultades de acceso han frenado el aprovechamiento de estos bosques remotos, pues aumentan la logística y los costos. Pero, desde el punto de vista estrictamente forestal, se podría decir que ello les permitió escapar a las grandes conquistas del desarrollo de la época pos-colonial y les brindó la oportunidad actual de ser sostenibles.
3.0 LAS SUPERFICIES MANEJADAS Aun si las leyes forestales exigen ahora el establecimiento de un plan de ordenación previo a la actividad forestal de las concesiones otorgadas, la realidad es bien diferente, por motivos políticos, económicos y técnicos que se estudiarán más abajo.
a. Zonas en curso de ordenación A la fecha, 20 millones de hectáreas participan del proceso de ordenación, es decir que están en curso de inventario.
b. Zonas bajo ordenación Ya existen planes de ordenación convenidos por la administración de los estados propietarios para 2,5 millones de hectáreas, que están bajo lo que se denomina comúnmente «producción sostenible».
c. Zonas bajo ordenación, certificadas El sistema holandés KEURHOUT ya ha certificado 1,6 millones de hectáreas, y los productos obtenidos de este bosque pueden comercializarse bajo la etiqueta de dicha certificación. Como sabrán, la certificación suele ser objeto de gran confusión en la mente de los consumidores, así como de los responsables de las decisiones a nivel de la administración africana. La Certificación también es objeto de polémica con ciertas ONG. Volveremos a este problema más específicamente al final de este informe. Varios autores también volverán sobre esta cuestión de los sistemas de Certificación. Pero nos compete a todos la responsabilidad de obrar con miras a este reconocimiento mutuo, pues en las zonas tropicales, lo importante no es saber si aquél sistema es mejor que éste, sino de alentar, incitar y aun obligar a todos los operadores hacia la gestión forestal que respete la regeneración para las futuras generaciones.
4.0 LA ORDENACIÓN FORESTAL: UNA REVOLUCIÓN ECONÓMICA Y CULTURAL Uno de los grandes cambios de la extracción forestal proviene del paso de una conducta minera a una verdadera ordenación planificada de los recursos. La primera etapa de la ordenación consiste en el conocimiento del bosque. A riesgo de que parezca presumido, aun utópico, hablar de mantenimiento de la biodiversidad de la concesión bajo ordenación, es cierto que todos los empeños del concesionario tropical están dirigidos a dicho objetivo. Debido a la gran riqueza de la biodiversidad del bosque primario y a los conocimientos muy recientes de dicha riqueza (aun de su descubrimiento), los trabajos realizados se hacen muy complejos y costosos; es así que muchos países tropicales y sus concesionarios señalan la carga difícilmente soportable que representan dichos costos en un ambiente de competencia internacional. De todos modos, el proceso fue lanzado en la Cuenca del Congo por todas las grandes sociedades, particularmente las empresas agrupadas en la «Fundación europea para la preservación de los recursos de los bosques africanos». He aquí las diferentes etapas: 28 Sustainable Management of Tropical Forests – Private Sector Experiences
4.1 El conocimiento del bosque Contrariamente a la mayoría de los otros bosques del mundo, los estados africanos - propietarios de los bosques - derivan al concesionario la carga del establecimiento del plan de ordenación y se reservan solamente la aprobación de dicho plan una vez elaborado. Las etapas de dicho «conocimiento» son las siguientes:
1. definición y demarcación de la concesión, junto con la Administración 2. cartografía mediante la utilización de documentos existentes, tales como mapas nacionales, imágenes satelitales, fotografías aéreas y aun agrimensuras efectuadas por los equipos de inventario y SIG. 3. zonificación de la concesión por tipo de formación vegetal o por afectación, lo que permite una primera evaluación de las zonas explotables o no (savanas, pantanos, zonas de gran valor de biodiversidad, aldeas, bosques sagrados, cultivos agrícolas, etc.) 4. inventario de ordenación del conjunto de las superficies zonificadas indicadas arriba, en sub- conjuntos de la mayor homogeneidad posible. Este inventario con tasa variable de agrimensura, pero que cubre el conjunto de la concesión, permitirá: - obtener mejores conocimientos de las características del medio natural y de su entorno - identificar las características demográficas, actividades y condiciones de vida de la población residente en la concesión o en su periferia cercana - tomar en cuenta los derechos y usos de dicha población, e iniciar la participación más activa posible en el momento del aprovechamiento de la concesión - calcular las maderas comerciales actuales y aquellas que es preciso promover, por categorías de diámetro y, si fuera posible, con una apreciación de los volúmenes promedios y de la calidad de los árboles que se pueden extraer.
Es preciso señalar aquí que las empresas han encontrado una muy gran disparidad entre los conocimientos sobre los bosques primarios desconocidos y los bosques templados en los que los interesados trabajan ya hacia varias generaciones (calidades, textura, color y defectos de los árboles). Pero se hace evidente que la seriedad de este inventario de ordenación va a determinar no solamente la planificación de la producción sino también la planificación de todas las actividades de la empresa, su rentabilidad y su aceptación por la población de las aldeas. Se recomienda actualmente a las empresas que soliciten consejo (debido a la complejidad de la tarea) a expertos en ordenación y aun a las ONG del campo.
4.2 La planificación de la producción u ordenación Con la información sobre la concesión así obtenida, será posible realizar el trabajo administrativo con ayuda de las computadoras.
Así se planificarán: - series de producción (de vocación industrial) - series de protección (no sujetas a extracción) de la biodiversidad - series de protección social (aldeas, bosques sagrados, plantaciones, etc.) - programación de la extracción forestal: base de corta anual según la legislación forestal (20 a 30 años, según el país) - maderas que se extraerán (comercialización en troza o elaboración local) - diámetro mínimo de extracción (DME, suele depender de la reglamentación, pero también está determinado por los inventarios) - tratamientos silvícolas específicos determinados por las especificaciones, o decididos por el encargado de la ordenación (aclareos de futuros tallos, etc.) Sustainable Management of Tropical Forests – Private Sector Experiences 29
- Determinación de las infraestructuras • rutas principales • rutas secundarias • campamento-oficina, alojamiento, escuelas, dispensarios, etc. • usinas
Se entiende que estas decisiones son interactivas y simultáneas. La competencia, así como los medios financieros de la empresa, serán decisivos. Debo aquí recordarles que la ayuda prestada directamente a la empresa por la AFD (Agencia Francesa para el Desarrollo) así como por la Unión Europea en algunos casos por intermedio del WWF, que pusieron a disposición de las empresas importantes créditos financieros, fueron los verdaderos disparadores de los planes de manejo. Actualmente, los donantes y hasta ciertas ONG como el WWF y WCS que suelen desempeñarse como defensores e intermediarios para dicha financiación, reconocen que dicha ayuda de la AFD, muy controvertida en los años 1995 a 2000, fue beneficiosa.
4.3 Los métodos de impacto reducido Una vez establecida la planificación comienzan las obras y, después de algunos años, tienden a diseminarse las competencias de producción forestal, limitadas hasta entonces a una minoría elitista. Estos métodos de impacto reducido se usan en todos los aspectos de la actividad de la empresa, desde las relaciones sociales en la empresa y fuera de ella, en la infraestructura (rutas, puentes, campamentos), la corta, el transporte y la elaboración de la madera cortada y aun en el mantenimiento del equipo forestal (reciclaje de aceites, armazones, etc.). Estos métodos no sólo protegen el medio ambiente social y biológico y aseguran el porvenir de las rotaciones siguientes, sino que también producen generalmente un aumento del rendimiento. IFIA proporciona formación sobre estos métodos gracias a la ayuda de la Unión Europea, de la OIMT y de USAID, pero dicha formación sigue reservada a las grandes empresas por razones financieras y de logística. La relación del ingeniero forestal con la fauna también está incluida en nuestros manuales y cursos de formación (reglamento interno que prohíbe la caza furtiva, atención en las infraestructuras, eco-guardias, cría de animales de caza, etc.). En este ámbito, las ONG especializadas prestan una ayuda muy valiosa. En unos instantes les presentaremos el ejemplo concreto de dos sociedades establecidas en Gabón (Rougier) y en el Congo (CIB).
4.4 Las ventajas del plan Los conocimientos de la concesión, la planificación de la producción y los métodos forestales de impacto reducido son decididamente las bases de la silvicultura tropical moderna, y es preciso también confesar, modestamente, que son una revolución cultural para la gran mayoría de los bosques.
a. Una oportunidad de salvaguardar los bosques La obligación legal del plan de manejo llevó a grandes cambios en: - las relaciones con la administración (duración de los permisos, contactos permanentes, especificaciones, controles, etc.) - la mentalidad del ingeniero forestal que pasó de la mentalidad tipo «minero» a la del inversionista a mediano/largo plazo - la mejor integración de la población - la mayor cooperación con el personal (formación, etc.) - la nueva noción de la concesión como patrimonio 30 Sustainable Management of Tropical Forests – Private Sector Experiences
b. La mayor valoración del bosque Los conocimientos de los rodales en pie permitirán planificar la comercialización y la elaboración de maderas secundarias. Los métodos de impacto reducido llevarán a la eliminación de una buena cantidad de desperdicio, hasta de degradación del potencial maderero y, por lo tanto, a la mejor valoración del bosque.
c. Conocimientos del activo financiero Este es un concepto nuevo y los instrumentos financieros no lo tienen muy en cuenta aún. Pero es cierto que el contrato a largo plazo con el estado y los conocimientos de los rodales en pie permitirán una valoración a beneficio de la sociedad. Dicha valoración y, eventualmente la garantía ofrecida por la concesión misma otorgarán mucha flexibilidad a los concursos financieros locales. Las ventajas de éstos serán que no agotarán los fondos mismos de la empresa y mitigarán las exigencias de las garantías bancarias generalmente internacionales y en divisas fuertes, y permitirán así a las empresas africanas desarrollarse localmente.
4.5 Dificultades de los planes. Entonces, ante todas estas ventajas, ¿por qué los industriales no se lanzan en masa y espontáneamente a los planes de manejo?
a. Dificultades técnicas La complejidad del medio tropical y con frecuencia, su descubrimiento, requieren operadores y consejeros científicos de muy alto nivel de competencia. Pienso que los expertos presentes en esta asamblea no me contradirán si digo que en los últimos 10 años hemos progresado tanto en los conocimientos del medio forestal tropical como en el siglo precedente ¡y dicho avance continúa! ¡Queda tanto por descubrir! Esta complejidad en la definición y aplicación de la producción sostenible en el medio tropical sigue siendo el obstáculo número 1.
b. Dificultades financieras El establecimiento del plan de manejo cuesta aproximadamente 5 Euros por hectárea para una concesión de unas 200.000 hectáreas. Pero el seguimiento de los datos durante la producción cuesta también la misma suma. Se trata de montos muy importantes, que representan el obstáculo número 2 en la aplicación de las leyes forestales. También es evidente que la inestabilidad política (guerras civiles o acuerdos tenues) es un obstáculo certero a la inversión a largo plazo (25/30 años) que representa el plan de manejo. Se entiende aquí cuánto se penaliza a los bosques tropicales en comparación con otros tipos de bosques del mundo. El costo financiero muy elevado y que debe ser costeado en un 100% por la empresa tropical, se transfiere con dificultad a los mercados internacionales.
c. Dificultades humanas (competencia de la mano de obra) Hemos hablado de la complejidad científica. Debemos referirnos también a la formación profesional de los ejecutivos y del personal. El SPG reemplazó la brújula, la computadora reemplazó el cuaderno, la motosierra reemplazó el hacha, el equipo de arrastre sobre neumáticos rápidos y poderosos reemplazó las orugas. Pero todas estas nuevas funciones exigen personal competente. Cómo es posible que los gobiernos, los donantes y las ONG pudieran exigir a las empresas estas revoluciones culturales y técnicas aconsejables sin preocuparse de la formación del personal que las pondría en práctica? Por lo tanto existe un enorme déficit de formación profesional, que representa el obstáculo número 3 de la ordenación de los bosques tropicales. Sustainable Management of Tropical Forests – Private Sector Experiences 31
La OIMT también tiene un papel primordial en este campo, y es precisa la cooperación con los profesionales.
d. Un instrumento de los grandes y ricos? El plan de manejo y su ejecución son ahora reglamentarios en los países de la Cuenca del Congo. Pero resulta complejo y caro poner en práctica estas obligaciones en concesiones de más de 100.000 hectáreas y, además, por el momento se ha demostrado que la planificación de rotación de 25/30 años es imposible desde el punto de vista técnico y financiero para las concesiones pequeñas. Me explico: Un establecimiento forestal rentable requiere un umbral crítico del orden de los 5.000 M3/mes, es decir 60.000 M3/año. Dicho umbral es necesario para amortizar una operación técnica mínima, como la herramienta de gestión humana y también el campamento (viviendas, garaje, etc.). Si la producción promedio es de 10 M3 por hectárea, el consumo anual de superficie de la concesión será de 6.000 hectáreas/año. Por lo tanto se necesitará una concesión de unas 200.000 hectáreas para una rotación de 30 años. Estas cifras son aproximadas, pero dan una buena idea de la superficie necesaria para establecer un plan de manejo económicamente. Es posible la agrupación cooperativa? Y cómo llevar una explotación forestal africana del ingreso a corto plazo al ingreso planificado a 25/30 años? En todo caso, es aconsejable estudiar estos parámetros si se ha de permitir la participación de los silvicultores nacionales en el aprovechamiento sostenible del patrimonio.
5.0 LA ECO-CERTIFICACIÓN Se ha hablado del aspecto técnico y financiero del plan de manejo. Ahora quisiera abordar un problema que ha adquirido connotaciones políticas: “la eco-certificación”.
5.1 Del boicot a la certificación De vez en cuando es bueno volver a la definición inicial de la certificación que debía tener una acción doble como instrumento de promoción de la ordenación sostenible de los productos forestales «el consumidor, al elegir de preferencia los productos certificados, debe asegurar la promoción de la ordenación sostenible del bosque del cual proviene el producto». Asimismo, «la certificación es un trámite voluntario del productor forestal que desea volver a dar confianza al consumidor con respecto a la sustentabilidad de su gestión y así obtener una prima de selección y, si fuera posible, una prima de precio por el producto ofrecido». Las dos claves de la certificación eran así compatibles con el libre comercio internacional y con las reglas de la OMC.
- La preferencia del comprador debe garantizar la promoción - El trámite del productor es voluntario.
Surgido en Río de la mediatización de la penosa deforestación tropical, el boicot de los bosques tropicales fue durante mucho tiempo una de las exigencias de las ONG. En 1993, cuando las grandes ONG comprendieron cuán absurdo (diría inmoral) era boicotear uno de los recursos de los países en desarrollo, crearon el FSC (Food Stewardship Council o Consejo de Gestión Forestal). Los países tropicales, Malasia, Indonesia y Brasil en particular, reclamaron entonces que se extendiera esta exigencia de certificación al conjunto de los bosques del mundo. Retomando el dominio de este proceso, los países tropicales y la OIMT emprendieron el objetivo del año 2000: «El 100 % del comercio mundial proveniente de bosques manejados de manera sostenible y certificados». Era un poco utópico pero políticamente correcto y los gobiernos, donantes, ONG y profesionales se aferraron alegremente a este caballito de batalla que salvaría el mundo. La certificación se convirtió así en el objetivo de todos los interesados y en la herramienta universal de promoción de la ordenación sostenible. 32 Sustainable Management of Tropical Forests – Private Sector Experiences
5.2 Los límites del sistema Pero los profesionales conocen las limitaciones del sistema, y también las desviaciones actuales de la herramienta de la «Certificación».
a. Garantizar la promoción de la ordenación sostenible. Es un hecho que después de diez años de promoción de la certificación y de millones de Euros y de dólares de Estados Unidos dedicados a estas campañas, la herramienta ha perdido buena parte de su credibilidad como instrumento de rescate de los bosques. Una de las principales causas de dicha pérdida de credibilidad es que se le dio prioridad a la Certificación y no a la ordenación misma. Error cronológico, error político, error técnico y, finalmente, error financiero: Error cronológico: la Certificación sólo puede intervenir después de la ordenación. Error político: la Certificación mantuvo la inequidad de trato de los bosques primarios y de los bosques templados, es decir entre países ricos y países pobres. Además, las campañas que no se preocupan por la oferta y se basan únicamente en la demanda se convierten en un verdadero boicot de los productos tropicales. Nos damos cuenta que la exacerbación de las campañas a favor de la certificación nos arrastra más de 10 años hacia el pasado, en detrimento de los bosques tropicales y de los protagonistas locales. Los responsables de la toma de decisiones y los consumidores deben saber que sólo el 3% de los bosques tropicales están certificados y que en África, como acabamos de ver, ningún productor nacional (actualmente cerca del 50% del volumen de producción) tiene posibilidades de ser certificado en los próximos 10 años. Finalmente, en el plano político, la multiplicación de los sistemas de certificación sembró gran confusión en la mente de los consumidores. Es por ello que la OIMT y los gobiernos asociados, deben seguir en su empeño por sostener el reconocimiento mutuo de los Sistemas de Certificación y promover una etiqueta normalizada e internacional, del tipo «WOODMARK». Error técnico: Cómo podría una herramienta que sólo cubre un pequeño porcentaje de la producción forestal, influenciar dicha producción de manera eficiente? La parte relativa de los mercados locales, regionales e internacionales sensibles a la certificación es muy pequeña, y ello es aun más cierto en las zonas tropicales en que la quema y la leña constituyen la causa principal de la deforestación, como ya hemos visto. Error financiero: Nos parece que las sumas considerables dedicadas por los donantes a la promoción de la certificación habrían rendido más si se las hubiera utilizado directamente en los planes de ordenación y en ayudar a las administraciones forestales tropicales. En este sentido, la OIMT ha tenido un papel original y pionero al concentrarse en el verdadero problema: El bosque.
b. El papel de las ONG occidentales. A pesar de que tenemos una relación muy constructiva con las ONG del terreno tales como UICN/CEFDHAC, WCS y WWF/CARPO que contribuyen no sólo una sensibilidad constructiva diferente a las empresas sino también competencias concretas en los campos sociales, de la biodiversidad y, sobre todo, de la fauna, el papel de las ONG occidentales nos parece todavía muy ambiguo y, diría, desalentador. Les citaré algunos ejemplos de nuestra desilusión: - Por qué no se dan más explicaciones en los medios de información del Norte sobre la realidad del terreno con sus inmensas complejidades debidas al fenómeno del desarrollo? - Por qué las numerosas cooperaciones concretas entre las ONG del terreno y las empresas no se relatan - o se relatan muy poco - en los medios informativos del Norte? - Por qué las grandes ONG occidentales no han tomado posición en los problemas de fiscalidad forestal que asfixian realmente a las empresas formales y las limitan a postergar todo trabajo social y ambiental para poder sobrevivir? Sustainable Management of Tropical Forests – Private Sector Experiences 33
-Yfinalmente, por qué ciertas ONG calumnian todavía de manera arbitraria a todas las empresas como método de promoción de sus acciones en lo que yo llamaría el «eco- comercio»? - Por qué las grandes ONG se niegan al reconocimiento mutuo de los grandes sistemas de certificación?
Y sin embargo, la cooperación con las ONG es necesaria y todos tenemos un papel en este desafío que representa el «desarrollo sostenible» y debería primar la importancia de lo que está en juego.
6.0 OTRA CRECIENTE EXIGENCIA: LA GOBERNANZA Y LA LEGALIDAD Es un hecho que la gobernanza débil y las endémicas inestabilidades africanas atraen más bien inversionistas de ética dudosa. Además, las necesidades de enriquecimiento acarrean una creciente ilegalidad en la producción forestal. Ante esta realidad, la comunidad internacional intenta reaccionar con un programa AFLEG (Cumplimiento de la Ley Forestal, Gobernanza y Comercio en África) de cooperación con los Estados productores. Dicha cooperación con Estados soberanos sólo puede hacerse bajo forma de ayuda al fortalecimiento de las administraciones con medios humanos (en número y en competencia) y con medios técnicos. Tardará mucho en ejecutarse. Industriales serios, reunidos en IFIA, que consideraban que eran las primeras víctimas de dichas ilegalidades y de la consiguiente imagen negativa de la madera africana en el mercado, quisieron acelerar el proceso AFLEGT que tardaba mucho en concretarse. Actualmente están formulando con las grandes ONG una «certificación voluntaria de legalidad y de compromiso para con el proceso de ordenación de las concesiones forestales». Dicha certificación, basada en un control independiente administrativo anual y en un estudio sorpresa en el terreno, comenzará a funcionar en 2004. Permitiría calmar los mercados consumidores y estimular a las empresas serias en sus compromisos. Tres grandes ONG están llevando actualmente una campaña muy vigorosa en Europa sobre el fortalecimiento de los controles de la importación y un barco que descargaba contrachapado indonesio fue perseguido por GREENPEACE y las televisiones de Francia, Bélgica, Holanda e Inglaterra. Estas campañas de ataques sin otra prueba que vagas sospechas, contra supuestas ilegalidades de maderas tropicales, son únicamente represivas y, en nuestra opinión, son destructivas ya que alientan los compradores hacia las maderas de plantación, los plásticos y los metales.
7.0 CONCLUSIÓN Aunque las inquietudes ambientales son aconsejables y yo diría que son necesarias, para promoverlas es preciso cambiar el foco de la prioridad del norte al contexto tropical de los países en desarrollo. La ordenación sostenible no podrá ser puesta en práctica por protagonistas oprimidos en un contexto de gobernanza débil, fiscalidad galopante, y de competencia del sector informal e ilegal. Estos protagonistas evolucionan en una competencia nacional, regional e internacional, a menudo poco preocupada por el medio ambiente y con poca motivación o ninguna, por prestar apoyo a los costos directos e indirectos de estos cargos suplementarios. Por lo tanto parece aconsejable que una política internacional, particularmente por intermedio de la OIMT, tome en consideración estas realidades y deje de lado las medidas emotivas y discriminatorias aplicadas a la importación. Es por ello que proponemos que los Gobiernos, los Donantes y la OIMT concentren sus acciones en materia de medio ambiente y ética, en medidas de ayuda de cooperación eficaces y concretas, en los países productores. Podría ser bajo forma de ayuda bilateral o multilateral, también podría ser borrando la deuda externa (en muchos casos el 40% del presupuesto del Estado) o por medio de créditos de carbono. Nos parece peligroso llevar la promoción de la ordenación sostenible y de la ética solamente en base al comercio internacional. Parece evidente a los profesionales de las maderas africanas que la demanda creciente de los mercados nacionales y regionales africanos, que la demanda igualmente creciente de los 34 Sustainable Management of Tropical Forests – Private Sector Experiences
mercados asiáticos tales como los de China, la India y Tailandia, etc., que viene a agregarse a las limitaciones crecientes de los mercados europeos, perturban no sólo las transacciones comerciales sino también las inversiones europeas bajo presiones éticas y ambientales. Además, es innegable que dichas inversiones europeas en el ámbito de los bosques y de la industrialización local de África, acarrean influencias positivas económicas, éticas y ambientales en los países en que se establecen. Y finalmente, el comercio internacional es como el viento: nace de la llamada entre dos zonas de presiones diferentes. Es el vínculo entre una oferta y una demanda. Al comercio no le gustan las limitaciones, y las corrientes de intercambios comerciales se desplazan según las ofertas y las demandas y según la facilidad con que se desarrollan o mantienen. Cuando las limitaciones de los únicos mercados europeos vienen a sumarse a las presiones fiscales aplicadas a las únicas sociedades de gestión formal, se comprende la gran vulnerabilidad de las inversiones serias en África. A la hora en que África necesita inversionistas forestales serios y progresistas en los campos sociales, ambientales y éticos, la comunidad internacional tiene el deber de interrogarse sobre las limitaciones de su política, y también sobre las consecuencias de su ayuda. El sector privado serio es, por cierto, un excelente aliado para los Donantes, en los países tropicales aun más que en otros. Y es por ello que hacemos aquí un pedido solemne a la OIMT para que trate de encontrar un sitio para el sector privado que no sea solamente de asesoramiento técnico sino sobre todo un sitio como verdadero socio en la acción y realización de sus proyectos. La ordenación forestal en África, la formación profesional, la industrialización con valor agregado, la promoción internacional de las maderas africanas, no pueden realizarse sin la participación activa del sector privado. La OIMT debe, por lo tanto, reservar para dicha participación un sitio decisivo. El sector privado africano está dispuesto a aceptar el desafío de esta alianza constructiva. SESSION 1 – AFRICA CASE PAPERS CHAIRMAN: MIMBIMI ESANO
Sustainable Management of Tropical Forests – Private Sector Experiences 37
EXPERIENCE DE LA CONGOLAISE INDUSTRIELLE DES BOIS (CIB) EN MATIERE DE GESTION DURABLE DES FORETS
EXPERIENCES OF THE CONGOLAISE INDUSTRIELLE DU BOIS (CIB) IN SUSTAINABLE FOREST MANAGEMENT EXPERIENCIA DE LA EMPRESA CONGOLAISE INDUSTRIELLE DES BOIS (CIB) EN MATERIA DE ORDENACIÓN FORESTAL SOSTENIBLE
Y. Dubois and D. Paget Congolaise Industrielle du Bois (CIB)
SUMMARY The Congolese forest covers 22 million hectares, i.e. about two thirds of the national territory and represents the second largest economic resource after oil. Since 1974, Congo has opted to engage in the responsible management of its forests, by adopting a plan for the establishment and utilisation of forests based on large-scale concessions with 30 to 40 year rotations to ensure a sustained production of timber. Having taken into account the handicaps and the weaknesses of the forest sector, the Government promulgated the Law n°16/2000 of 20 November 2000 to establish the Forest Code, laying down new guidelines aimed at the rational management of the whole forest ecosystem in order to derive greater benefits for the present and future generations. Congolaise Industrielle du Bois (CIB) is based in the North of the Republic of Congo, and forms part of TT Timber Group. It was assigned five forest concessions - Pokola, Kabo, Toukoulaka, Loudoungou, Pikounda - representing a total area of approximately 1 300 000 hectares, including non exploitable marshy lands covering more than a quarter of the area. Its activities, i.e. forest development, processing and marketing of timber, are distributed between four main sites: Pokola, the main base, 13.000 inhabitants, is located 45 km downstream from Ouesso on the Sangha river, tributary of the Congo River, where the administration, sawmills and general services are installed; Kabo, 2 500 inhabitants, with two sawmills and two forest camps - Ndoki 1 with 1 200 inhabitants and Ndoki Mokobo with 1 000 inhabitants - which is where the forestry activities originate. CIB employs approximately 1 600 people. To process its production, it has five sawmills - 3 in Pokola and 2 in Kabo - kilns with a 2.000 m3 capacity and a moulding plant. CIB’s total production in 2002 reached 330 000 m3 of logs, 75 000 m3 of green and dry lumber and 2 500 m3 of planed products (round mouldings, skirtings, round poles). The processing rate reached approximately 70 %. Exports amounted to 83 000 m3 of logs, 62.000 m3 of green and dry lumber and 2 500 m3 of planed products. The species mainly used are Sapele, Sipo, Ayous, Bossé, Tiama, Iroko, Mahogany, Wengué and Doussié. CIB’s sales turnover reached approximately 50 million dollars in 2002 and its investments amounted to approximately 5 million dollars per annum during the last 5 years. Development of partnerships: Within the framework of this new policy, CIB is developing partnerships for the sustainable management of its concessions. Two of its concessions are located on the frontier with the Nouabalé Ndoki National Park and are thus of fundamental importance for the management of wildlife. Within these concessions there is a significant diversity of species and habitats. This is the reason why it proved necessary to establish a framework of cooperation and a dialogue between various stakeholders to ensure sustainable ecosystem management and biodiversity conservation within the concessions allotted to CIB, in the form of a memorandum of understanding signed in 1999 by the Ministère de l’Economie forestière, CIB and the Wildlife Conservation Society NGO (WCS). Development of a management plan by CIB: With the assistance of national and international experts and in association with all the stakeholders, CIB is preparing an integrated plan of forest management in accordance with internationally recognized and nationally prescribed standards of sustainable forest management. The plan, which should be completed and implemented gradually as of 2005, includes all the necessary components for sustainable management: a forestry component, a component for wildlife and biodiversity conservation, a socio-economic component defining the social conditions regarding workers, local populations and the socio-economic development of the areas, a component for the planning and development of forest product processing and a staff training component. In parallel, CIB has undertaken several original activities: management of fauna, reduced impact logging, the social development of its sites, and of the villages in its concessions and the region. All these activities are only possible through a permanent joint action of all the stakeholders: forest companies, administrations, NGOs, indigenous populations, workers and donors, many of which are involved in the projects of this company. Reduced impact logging: This makes it possible to use the forest resource economically and to minimize the impact of logging, in particular through the introduction of appropriate felling techniques, management inventories associated with a Geographical Information System, the definition of logging standards, procedures for the recovery of logging residues, and through studies on the mechanisms of natural forest regeneration and reforestation activities. 38 Sustainable Management of Tropical Forests – Private Sector Experiences
Wildlife management: This is achieved in cooperation with WCS and the Congolese Government, based on the design of a programme encompassing wildlife management, monitoring and protection, awareness raising among the workers and the indigenous populations, provision of sources of proteins other than game meat by adapting the company’s rules of procedure to integrate the principles regarding wildlife management and infringements by hunting. The establishment of ‘ecoguards’ or Special Poaching Control Units (USLAB) makes it possible to control game consumption and limit poaching, thus ensuring the long-term conservation of fauna. Social development of the forest base and the region: This is essentially based on assistance to the workers, which takes the form of settlement agreements and follow-up committees, establishment and maintenance of social infrastructures (living accommodation, schools, health centres, cooperative stores), studying and initiating alternative activities aimed at developing agriculture, craft and trade, and developing specific support programs for semi-nomadic populations such as Pygmies. CIB’s commitment:To achieve the sustainable management of its forest concessions, CIB has a proactive policy:
• It has subscribed to a declaration committing itself to constantly improve its socio-economic and environmental performances, called the “the green leaf strategy”; • It is co-signatory to the Code of ethics for the sustainable management of concession forests in Africa developed by IFIA (Inter-African Forest Industry Association) and, for this reason, it is audited periodically; • It has developed a programme of successive improvements of its forest management and the traceability of its products, audited periodically by SGS.
Conclusion: CIB has developed and is implementing a vast programme to ensure the sustainable management of forest resources by utilizing the forest heritage in a rational manner; thus taking part in the development of the Congo and in the fight against poverty. Forest planning ensures the conservation of the natural resource heritage and a better management of the environment, while allowing the forest industry to be economically profitable. The development of forest activities brings about the creation of jobs, training activities and a better utilisation of forest products. To achieve these objectives, CIB needs an effective partnership between all the stakeholders.
RESUME La forêt congolaise. Elle couvre 22 millions d’hectares, soit près des deux tiers du territoire national et constitue au plan économique la deuxième ressource après le pétrole. Depuis 1974, le Congo a opté pour une gestion responsable de ses forêts, en adoptant un schéma d’aménagement et d’exploitation des forêts basé sur des concessions de grandes dimensions avec des rotations de 30 à 40 ans garantissant une production soutenue de bois. Après avoir pris en compte les handicaps et les faiblesses du secteur forestier, le Gouvernement a dans la loi n° 16/2000 du 20 novembre 2000 portant Code forestier, défini de nouvelles orientations visant une gestion rationnelle de l’ensemble des écosystèmes forestiers en vue d’en tirer un plus grand bénéfice pour les générations actuelles et futures. La Congolaise Industrielle des Bois (CIB). Basée au Nord de la République du Congo, elle est une société du tt Timber Group. Elle est attributaire de cinq concessions forestières - Pokola, Kabo, Toukoulaka, Loudoungou, Pikounda - représentant une superficie totale d’environ 1 300 000 hectares y compris des zones marécageuses inexploitables qui représentent plus du quart de la surface. Ses activités, exploitation forestière, transformation et commercialisation du bois, sont réparties en quatre sites principaux: Pokola, la base principale, 13 000 habitants, est située à 45 km en aval de Ouesso sur la rivière Sangha, affluent du Congo, où sont installés l’administration, des scieries, les services généraux; Kabo, 2 500 habitants, où sont implantées deux scieries, et les campements forestiers de Ndoki 1 avec 1 200 habitants, et de Ndoki Mokobo avec 1 000 habitants, à partir desquels se fait l’exploitation forestière. La CIB emploie environ 1 600 personnes. Pour transformer sa production, elle dispose de cinq scieries - 3 à Pokola et 2 à Kabo - de séchoirs d’une capacité de 2.000 m3 et d’une installation de moulurage. La production totale de la CIB s’est élevée en 2002 à 330 000 m3 de grumes, 75 000 m3 de débités verts et secs et 2 500 m3 de produits rabotés (moulures, lambris, bâtons ronds). Le taux de transformation a atteint environ 70 %. Les exportations se sont élevées à 83 000 m3 de grumes, 62 000 m3 de débités verts et secs et 2 500 m3 de produits rabotés. Les principales essences exploitées sont le Sapelli, le Sipo, l’Ayous, le Bossé, le Tiama, l’Iroko, l’Acajou, le Wengué et le Doussié. Le chiffre d’affaires de la CIB s’est élevé à environ 50 millions de dollars en 2002 et ses investissements à environ 5 millions de dollars par an au cours des 5 dernières années. Le Développement de partenariats. Dans le cadre de cette nouvelle politique, la CIB développe des partenariats pour la gestion durable de ses concessions. Deux de ses concessions sont situées en bordure du Parc National de Nouabalé Ndoki et ont donc une importance fondamentale pour la gestion de la faune. Ces concessions comportent en elles-mêmes une biodiversité et des habitats importants. C’est pourquoi, il s’est avéré nécessaire de mettre en place un Sustainable Management of Tropical Forests – Private Sector Experiences 39 cadre de collaboration et de concertation entre différents intervenants pour une gestion durable des écosystèmes et la conservation de la biodiversité dans les concessions attribuées à la CIB, sous la forme d’un protocole d’accord signé en 1999 entre le Ministère de l’Économie Forestière, la CIB et l’ONG Wildlife Conservation Society (WCS). La CIB élabore un plan d’aménagement. La CIB est entrain de préparer, avec le concours d’experts nationaux et internationaux, en associant toutes les parties prenantes, un plan d’aménagement forestier intégré suivant les standards de gestion durable des forêts, internationalement reconnus et prescrits au niveau national. Ce plan qui devrait être terminé et mis en œuvre progressivement à partir de 2005, comprend toutes les composantes nécessaires à une gestion durable: un volet forestier, un volet conservation de la faune et de la biodiversité, un volet socio-économique définissant la dimension sociale des travailleurs et des populations locales et le développement socio économique des régions, un volet planification et développement avec la transformation des produits forestiers et la formation du personnel. Parallèlement, la CIB a commencé à déployer plusieurs activités originales: la gestion de la faune, l’exploitation forestière à impact réduit, le développement social de ses sites, des villages de ses concessions et de la région. Toutes ces actions ne sont possibles que par une action concertée permanente entre toutes les parties prenantes: sociétés forestières, administrations, ONG, populations autochtones, travailleurs et bailleurs de fonds qui sont nombreux à s’impliquer dans les projets de cette entreprise. L’exploitation forestière à impact réduit. Elle permet d’économiser la ressource forestière et de minimiser l’impact de l’exploitation forestière notamment par l’instauration de techniques d’abattage appropriées, l’inventaire d’exploitation associé à un Système d’Information Géographique, la définition de normes d’exploitation, de procédures pour la récupération des déchets dus à l’activité forestière, et par des études sur les mécanismes de régénération naturelle des forêts et des actions de reboisement. La gestion de la faune. Réalisée en collaboration avec WCS et le Gouvernement Congolais, elle est basée sur la conception d’un programme de gestion, de suivi et de protection de la faune, la sensibilisation des travailleurs et des populations autochtones, la fourniture de protéines alternatives à la viande de chasse avec une adaptation du règlement intérieur de la société intégrant les principes de gestion de la faune et les infractions en matière de chasse. La mise en place d’écogardes ou d’Unités Spéciales de Lutte Anti-Braconnage (USLAB), permet un contrôle de la consommation du gibier et la limitation du braconnage, assurant ainsi une conservation à long terme de la faune. Le développement social de la base forestière et de la région. Il est basé principalement sur une assistance aux travailleurs qui prend la forme d’accords d’établissement et de comités de suivi, sur la mise en place et la maintenance d’infrastructures sociales (logements, écoles, centres de santé, économats), l’étude et la mise en place d’activités alternatives visant à développer l’agriculture, l’artisanat et le commerce, et l’élaboration de programmes d’appui spécifiques pour les populations semi-nomades comme les Pygmées. Les engagements de la CIB. Pour parvenir à une gestion durable de ses concessions forestières, la CIB a une politique volontariste:
• Elle a souscrit une déclaration d’engagement pour une amélioration continue des performances socio- économiques et environnementales, la stratégie de « la feuille verte »; • Elle est cosignataire du code de déontologie de la gestion durable des concessions forestières en Afrique élaboré par IFIA (Association Interafricaine des Industries Forestières) et à ce titre, elle est auditée périodiquement; • Elle a élaboré un programme d’améliorations successives de sa gestion forestière et de traçabilité de ses produits, contrôlé périodiquement par SGS.
Conclusion. La CIB a élaboré et met en œuvre un vaste programme pour garantir une gestion durable des ressources forestières en utilisant rationnellement le patrimoine forestier; elle participe ainsi au développement du Congo et à la lutte contre la pauvreté. L’aménagement assure la conservation du patrimoine des ressources naturelles et une meilleure gestion de l’environnement, tout en permettant une industrie forestière économiquement rentable. Le développement de l’activité forestière apporte la création d’emplois, la formation et une meilleure utilisation des produits forestiers. Pour mener à bien ces objectifs, la CIB a besoin d’un partenariat effectif entre toutes les parties prenantes.
RESUMEN El bosque congoleño: El bosque congoleño cubre un área 22 millones de hectáreas, que representa alrededor de dos tercios del territorio nacional y constituye el segundo recurso económico después del petróleo. Desde 1974, el Congo ha optado por una ordenación responsable de sus bosques, adoptando un sistema de manejo y explotación forestal basado en concesiones de extensas dimensiones con turnos de rotación de 30 a 40 años para garantizar una 40 Sustainable Management of Tropical Forests – Private Sector Experiences
producción sostenida de madera. Consciente de las deficiencias y falencias del sector forestal, el Gobierno promulgó la Ley No. 16/2000 del 20 de noviembre de 2000 que contiene el Código Forestal, en el cual se definen nuevas directrices para una gestión racional de la totalidad de los ecosistemas forestales con miras a producir mayores beneficios para las generaciones presentes y futuras. La empresa Congolaise Industrielle des Bois (CIB): Situada en el norte de la República del Congo, esta empresa es una sociedad del grupo industrial TT Timber Group. La empresa tiene adjudicadas cinco concesiones forestales (Pokola, Kabo, Toukoulaka, Loudoungou, Pikounda), con una superficie total de alrededor de 1.300.000 hectáreas que comprenden zonas pantanosas inexplotables, las cuales representan más de un cuarto de la extensión total. Sus actividades de explotación forestal, transformación y comercialización de madera, se distribuyen en cuatro localidades principales: Pokola, la sede principal, con 13.000 habitantes, situada a 45 km de Ouesso río abajo a lo largo del Sangha, un afluente del Congo, donde se encuentran instaladas las oficinas administrativas, los aserraderos y las instalaciones de servicios generales; Kabo, con una población de 2.500 habitantes, donde se hallan instalados dos aserraderos; y los campamentos forestales de Ndoki 1, con 1.200 habitantes, y Ndoki Mokobo, con 1.000 habitantes, a partir de los cuales se lleva a cabo la explotación forestal. CIB emplea a aproximadamente 1.600 personas. Para transformar su producción, dispone de cinco aserraderos (3 en Pokola y 2 en Kabo), hornos con una capacidad de 2.000 m3 y una planta de molduras. La producción total de CIB en 2002 ascendió a 330.000 m3 de trozas, 75.000 m3 de tablones de madera verde y seca, y 2.500 m3 de productos cepillados (molduras, tableros para revestimientos, postes redondos). La tasa de transformación asciende a aproximadamente un 70%. Las exportaciones son de 83.000 m3 de trozas, 62.000 m3 de tablones de madera verde y seca, y 2.500 m3 de productos cepillados. Las principales especies explotadas son: Sapelli, Sipo, Ayous, Bossé, Tiama, Iroko, Acajou, Wengué y Doussie. En el año 2002, el volumen de ventas de CIB ascendió a 50 millones de dólares con inversiones anuales de aproximadamente 5 millones de dólares durante los últimos cinco años. Desarrollo de alianzas: En el marco de esta nueva política, CIB establece alianzas para la gestión sostenible de sus concesiones. Dos de estas concesiones son linderas con el Parque Nacional de Nouabalé Ndoki y, por lo tanto, tienen una importancia fundamental para la ordenación de la fauna. Estas concesiones contienen una gran diversidad de especies y hábitats. Por esta razón, fue necesario establecer un marco de colaboración y concertación entre las diferentes partes interesadas para una ordenación sostenible de los ecosistemas y la conservación de la biodiversidad en las concesiones adjudicadas a CIB mediante un memorando de acuerdo firmado en 1999 entre el Ministerio de Economía Forestal, CIB y la ONG Wildlife Conservation Society (WCS). CIB elabora un plan de manejo: Con la ayuda de expertos nacionales e internacionales y en cooperación con todas las partes interesadas, CIB está preparando un plan de manejo forestal integrado compatible con las normas de ordenación forestal sostenible reconocidas a nivel internacional y estipuladas a nivel nacional. Este plan, que debe finalizarse y ejecutarse gradualmente a partir de 2005, comprende todos los componentes necesarios para la ordenación sostenible: un componente forestal, un componente de conservación de la fauna y la biodiversidad, un componente socioeconómico en el que se define la dimensión social de los trabajadores y las poblaciones locales y el desarrollo socioeconómico de la región, y un componente de planificación y desarrollo con la transformación de productos forestales y la formación de personal. Paralelamente, CIB ha comenzado a desplegar varias actividades originales: manejo de fauna, técnicas de explotación forestal de impacto reducido y el desarrollo social de sus áreas de actividad y de las comunidades residentes en sus concesiones y en la región. Todas estas actividades sólo son posibles mediante la concertación permanente entre todas las partes interesadas: sociedades forestales, administraciones, ONGs, poblaciones indígenas, trabajadores y donantes de fondos, muchos de los cuales participan en los proyectos de esta empresa. Explotación forestal de impacto reducido: La extracción de impacto reducido permiten economizar el aprovechamiento de los recursos forestales y minimizar el impacto de la explotación forestal, especialmente con la aplicación de técnicas apropiadas de tala, el inventario de la explotación vinculado a un sistema de información geográfica, la definición de normas de explotación, procedimientos para la recuperación de desechos generados por la actividad forestal, y estudios sobre los mecanismos de regeneración natural de los bosques y actividades de reforestación. Ordenación de la fauna: La ordenación de la fauna se lleva a cabo en colaboración con la WCS y el Gobierno del Congo en base a la elaboración de un programa de ordenación, seguimiento y protección de fauna, la sensibilización de los trabajadores y de las poblaciones indígenas y la provisión de fuentes de proteínas alternativas para reemplazar la carne de caza, con la adaptación del reglamento interno de la sociedad para integrar los principios de ordenación de la fauna y las infracciones en materia de caza. El empleo de guardas ecológicos o Unidades Especiales de Lucha contra la Caza Ilegal (Unités Spéciales de Lutte Anti-Braconnage - USLAB) permite controlar el consumo de animales de caza y limitar la caza ilegal, asegurando de ese modo la conservación de la fauna a largo plazo. Sustainable Management of Tropical Forests – Private Sector Experiences 41
Desarrollo social de la base forestal y de la región: Este proceso se basa principalmente en la prestación de ayuda a los trabajadores mediante acuerdos de asentamiento y comités de seguimiento; el establecimiento y mantenimiento de infraestructura social (alojamientos, escuelas, centros de salud, economatos); el estudio y desarrollo de actividades alternativas con miras a desarrollar la agricultura, la actividad artesanal y el comercio; y la elaboración de programas de apoyo específicos para las poblaciones seminómades como los pigmeos. Compromisos de CIB: Para lograr la ordenación sostenible de sus concesiones forestales, la empresa CIB ha adoptado una activa política:
- Ha suscrito una declaración comprometiéndose a asegurar el mejoramiento constante de su rendimiento socioeconómico y ambiental, conocida como la estrategia de la “hoja verde”; - Es co-signataria del código de deontología para la ordenación sostenible de concesiones forestales en África, elaborado por la IFIA (Asociación Interafricana de Industrias Forestales) y, por tal motivo, se realizan auditorías periódicas de la empresa; - Ha elaborado un programa de mejoramiento sucesivo de su manejo forestal y de la posibilidad de rastreo de sus productos, lo cual es controlado periódicamente por SGS.
Conclusión: CIB ha elaborado y puesto en práctica un vasto programa para garantizar la ordenación sostenible de los recursos forestales mediante la utilización racional del patrimonio forestal. De este modo, la empresa participa en el desarrollo del Congo y en la lucha contra la pobreza. La ordenación asegura la conservación del patrimonio de recursos naturales y una mejor gestión del medio ambiente, permitiendo una industria forestal económicamente rentable. El desarrollo de la actividad forestal garantiza la creación de empleos, la capacitación y una mejor utilización de los productos forestales. Para lograr estos objetivos, CIB necesita establecer una alianza eficaz entre todas las partes interesadas. 42 Sustainable Management of Tropical Forests – Private Sector Experiences
1.0 CONTEXTE Le Bassin du Congo représente le second massif forestier tropical humide au monde avec une superficie de plus de 150 millions d’hectares de forêts denses. Il comprend 16 millions d’hectares d’aires protégées et 25 millions d’hectares de concessions forestières engagées dans la gestion durable des forêts dont 1,6 millions sont déjà certifiés Keurhout. Le Congo avec ces 22 millions d’hectares de forêts denses représente une part importante de ce massif. C’est un trésor de biodiversité en faune et flore et il joue donc un rôle primordial pour l’environnement mondial. La CIB a, depuis quelques années, pris réellement conscience de la nécessité de gérer durablement les concessions forestières qui lui sont attribuées afin d’en tirer le meilleur parti pour les populations vivant actuellement au Congo ainsi que pour les générations futures. A une exploitation de type minier se substitue une gestion forestière responsable dans le cadre de la législation forestière congolaise suivant quelques axes principaux permettant de sauvegarder l’environnement et d’améliorer les conditions de vie du pays. Ainsi, l’utilisation des revenus de la forêt permet:
- un développement durable du pays (réduction de la pauvreté, amélioration des conditions de santé et d’éducation, participation au fonctionnement de l’Etat et, éventuellement, remboursement de la dette); - une gestion forestière durable avec un développement industriel (créations d’emplois, formation, valeur ajoutée),
Une gestion forestière responsable va donc se faire en partenariat avec toutes les parties prenantes et avec un souci constant de durabilité. Elle est basée sur:
- Le respect de la législation forestière; - L’aménagement durable de la forêt qui comprend: - un volet forestier comprenant un inventaire forestier d’aménagement, une cartographie forestière, des études écologiques et le développement de techniques d’exploitation à impact réduit; - un volet conservation de la faune et de la biodiversité; - un volet socio-économique définissant la dimension sociale et culturelle des travailleurs et des populations locales et le développement socio économique des régions; - un volet planification et développement avec la transformation des produits forestiers et la formation du personnel.
2.0 LA GESTION FORESTIÈRE PERMET UN BÉNÉFICE POUR TOUTE LA POPULATION PAR LE RESPECT D’UNE FISCALITÉ FORESTIÈRE ÉQUILIBRÉE Le respect d’une fiscalité forestière équilibrée permet à la République du Congo de tirer un bénéfice « direct » par la collecte de taxes qui vont alimenter le trésor public. Cette fiscalité est définie de manière à donner aux entreprises une nécessaire compétitivité sur le marché international où elles sont en concurrence avec les bois tropicaux d’autres origines, d’autres bois tempérés et d’autres matériaux tels que l’aluminium et le plastique. Elle contribue au fonctionnement de tous les services publics de la Nation (salaires des fonctionnaires, infrastructures de communications, de santé et d’éducation), mais aussi à financer directement le développement des départements et des expériences pour la conservation à long terme de la forêt.
3.0 LA GESTION FORESTIÈRE RESPONSABLE DE LA CIB EXIGE L’ÉLABORATION DE PLANS D’AMÉNAGEMENT DE CHACUNE DE SES CONCESSIONS La gestion durable qui garantit l’exploitation économique de la forêt et la pérennité de l’écosystème forestier est un principe appliqué depuis longtemps dans les forêts des pays développés de l’hémisphère Nord. Sustainable Management of Tropical Forests – Private Sector Experiences 43
La complexité et la méconnaissance des écosystèmes forestiers tropicaux expliquent l’absence actuelle de modèles reconnus garantissant une exploitation pérenne des forêts tropicales. La gestion durable s’élabore donc progressivement, en s’appuyant sur de nouvelles études des ressources forestières et en intégrant le contexte socio-économique des pays tropicaux. La plupart des pays africains producteurs de bois tropicaux, réunis au sein de l’Organisation Africaine du Bois ont décidé de gérer durablement leurs forêts et de définissent des normes d’aménagement propres à la région et à chaque pays. Les exploitants forestiers sont appelés à jouer un rôle essentiel dans la mise en place d’une gestion durable et rentable des forêts. Consciente de ce nouveau défi et des enjeux économiques, la Congolaise Industrielle des Bois (CIB) s’est engagée, avec l’administration forestière congolaise, dans la voie de l’aménagement des forêts qui lui sont concédées. Cet aménagement a pour but de planifier sur le long terme les activités d’exploitation, de manière à assurer un approvisionnement régulier en bois, en associant le développement socio-économique lié à l’exploitation et la conservation des écosystèmes forestiers. Ce projet d’aménagement des unités forestières de la CIB, réalisé en collaboration avec les bureaux d’études FRM1 et TWE2 et une ONG internationale, Wildlife Conservation Society (WCS), est un des projets pilotes qui serviront de modèle pour l’aménagement des forêts du nord du Congo. Il a reçu un soutien financier du ministère allemand de la coopération et du développement (GTZ). Il constitue l’élément moteur du développement forestier durable car ce projet engage la société forestière dans de multiples aspects. Il insiste sur deux notions principales: le respect de l’environnement et la réduction de la pauvreté par le développement du pays. Toutes les sociétés qui ont signé avec l’Etat des contrats d’aménagement et de transformation ont l’obligation d’élaborer puis de mettre en œuvre des plans d’aménagement qui au Congo revêtent des aspects multiples et insistent particulièrement sur les notions de « partenariat » et de « durabilité ».
4.0 PAR CES PLANS, LA CIB S’ENGAGE À EXPLOITER LA FORÊT « DURABLEMENT » Ce type d’exploitation permet de conserver le potentiel forestier pour les générations futures, d’utiliser les ressources forestières le plus parcimonieusement possible, en ayant des rendements corrects, en développant la transformation, et en faisant bénéficier les populations locales. Cette politique engendre des coûts supplémentaires qui demandent un important investissement préalable à l’exploitation.
5.0 POUR METTRE EN ŒUVRE CETTE NOUVELLE POLITIQUE, LA CIB S’ASSOCIE À DES PARTENAIRES, TOUTES LES « PARTIES PRENANTES » Tout d’abord, avant de commencer à élaborer les plans d’aménagement, la CIB a signé un protocole d’accord avec l’Etat congolais, propriétaire de la forêt congolaise, définissant les conditions d’élaboration de ces plans en liaison étroite avec tous les partenaires intéressés: l’Etat, les ONG, les populations locales. L’avis d’experts compétents est requis et des comités de suivi périodiques réunissent tous les partenaires, à savoir l’administration forestière, les autres administrations intéressées (administration du territoire, environnement, agriculture, la société forestière, les populations locales, les travailleurs, les ONG nationales et internationales).
6.0 LA CIB ÉLABORE DES PLANS D’AMÉNAGEMENT POUR SES CONCESSIONS EN VISANT LA CONSERVATION DE L’ENVIRONNEMENT ET LE DÉVELOPPEMENT SOCIAL ET ÉCONOMIQUE DU PAYS Elle fait notamment les activités suivantes:
- inventaire des ressources forestières et fauniques et cartographie; - gestion de la faune; - exploitation à impact réduit; - développement social et économique.
1Etude de faisabilité du projet d’aménagement (Forest Resource Management, 2000) 2Appui technique permanent pour l’élaboration des plans d’aménagement (Tropical Wood Environment, Demarquez, 2002) 44 Sustainable Management of Tropical Forests – Private Sector Experiences
On peut noter que les activités de gestion de la faune, d’exploitation à impact réduit et les activités sociales sont traitées d’une manière originale à la CIB et seront détaillées dans ce document.
7.0 PRESENTATION DE LA CIB
7.1 Généralités La Congolaise Industrielle des Bois (CIB) est présente au Congo depuis plus d’un quart de siècle sous sa forme actuelle. Elle tire son origine du rachat des sociétés cinquantenaires SFS et IBOCO, fusionnées et restructurées. La CIB s’est encore agrandie en rachetant en 1997 la SNBS de Kabo en difficultés. La CIB représente actuellement l’activité industrielle la plus importante du Nord Congo. Elle exploite la forêt, transforme et commercialise le bois. Avec l’installation de séchoirs et de raboteuses, la CIB a commencé en 2000 à se lancer dans la deuxième transformation, permettant la fabrication de produits à plus forte valeur ajoutée locale.
La CIB est une société du tt Timber Group (www.tt-timber.com).
7.2 Concessions forestières de la CIB La CIB est attributaire de cinq concessions forestières: 4 Unités Forestières d’Aménagement (UFA) - Pokola, Kabo, Toukoulaka, Loundoungou - et 1 Unité Forestière d’Exploitation (UFE) - Pikounda - représentant une superficie totale d’environ 1 300 000 hectares y compris des zones marécageuses inexploitables qui représentent environ un quart de la surface. Seules les UFA de Pokola, Kabo, Toukoulaka, Loudoungou sont actuellement exploitées. L’exploitation de l’UFA de Loudoungou vient de débuter en 2003. Les activités de la CIB sont réparties en quatre sites principaux:
- Pokola, la base principale, village de 13 000 habitants est située à 45 km en aval de Ouesso sur la rivière Sangha, affluent du Congo, où sont installés l’administration, la scierie principale, le garage et le magasin général; - Kabo, 2 500 habitants, situé à 60 km en amont de Ouesso sur la rivière Haute Sangha où est implantée une scierie; - et les campements forestiers de Ndoki 1 avec 1 200 habitants, et de Ndoki Mokobo avec 1 000 habitants, à partir desquels se fait l’exploitation forestière.
Les évacuations des produits du bois sont coûteuses car Pokola est très éloigné d’un port: à 1 270 km de Douala au Cameroun par route et rail et à 1 500 km de Pointe Noire au Congo par le fleuve et le rail.
7.3 Effectifs La CIB emploie environ 1 600 personnes. L’encadrement de la CIB comporte 20 cadres et agents de maîtrise congolais.
Transformation des grumes
Pour transformer sa production la CIB dispose:
- de cinq scieries: 3 à Pokola et 2 à Kabo; l’installation d’une sixième scierie est prévue dans l’UFA de Loudoungou; - de séchoirs d’une capacité de 2000 m3 et une installation de moulurage à Pokola.
Le taux de transformation a atteint environ 70 %. Sustainable Management of Tropical Forests – Private Sector Experiences 45
7.4 Production et exportations La production totale de grumes s’est élevée à 324 000 m3 en 2003. Les principales essences exploitées sont le Sapelli, le Sipo, l’Ayous, le Bossé, le Tiama, l’Iroko, l’Acajou, le Wengué et le Doussié. Les exportations de grumes se sont élevées à 84 000 m3 et ont été assurées à 15 % par le port de Pointe Noire et à 85 % par le port de Douala. La CIB a produit 66 0000 m3 de bois débités verts, 20 300 m3 de bois débités secs et 2 400 m3 de produits rabotés ou moulurés (moulures, lambris, bâtons ronds,etc.), en majeure partie exportés. Dans la situation actuelle des moyens de transport, il y a pour les produits séchés et semi-finis, une obligation technique de les transporter en totalité par camion à Douala. Ces produits ne permettent pas une longue durée de transport, un stockage ou une rupture de charge en Afrique, car le bois séché reprend de l’humidité, ce qui fait courir le risque que l’utilisateur final refuse les lots.
7.5 Chiffre d’affaires et investissements Le chiffre d’affaires de la CIB s’est élevé à 45 millions d’Euros en 2002. La CIB renouvelle régulièrement son matériel et a augmenté sa capacité de production au cours des dernières années, investissant par an plus de 10 % de son chiffre d’affaires. Les investissements se sont élevés à environ 5 millions d’Euros par an depuis 5 ans.
7.6 Actions sociales La CIB implante sur ses sites d’exploitation toutes les infrastructures nécessaires à ses employés: logements, centre de santé, dépôt pharmaceutique, écoles primaires, économat, et sur les plus importants tels que Pokola et Kabo: CEG, et - les locaux nécessaires aux administrations - commissariat de police, bureau de douanes, bureau des Eaux et Forêts, du Commerce, des Impôts et de l’Agriculture. La CIB assure également le logement de tous les fonctionnaires de ces administrations.
7.7 Déchets de bois: La CIB n’a pas d’utilisation actuellement pour les sciures. Les déchets de bois débités sont, soit brûlés dans la chaudière qui alimente les séchoirs, soit utilisés pour produire du charbon de bois ou pour alimenter des fours à briques.
7.8 Produits combustibles et chimiques La CIB utilise environ 10.000 m3 de gasoil et 200 m3 d’essence par an. Pour le traitement des grumes et des bois débités, pour éviter les champignons, les piqûres et la décoloration, du cérémule et des produits de traitement peu toxiques pour l’environnement sont utilisés.
7.9 Réseau routier interne En 2003, le réseau routier créé par la CIB en territoire congolais dépassera les 500 km. Il permet actuellement d’approvisionner la région de la Likouala et permettra en 2005 de faire la jonction entre la Sangha et la Likouala via Macao sur la rivière Motaba.
7.10 Perspectives d’avenir La CIB suit plusieurs orientations afin d’améliorer sa rentabilité et l’utilisation de la ressource:
- Augmentation progressive de sa production de produits transformés. - Définition de la production d’avenir: l’inventaire des 5 concessions et leurs plans d’aménagement vont être déterminants pour définir le volume de grumes exploitées et leur type de transformation dans le futur. - Obtention d’un certificat internationalement reconnu comme garantie d’exploitation rationnelle de la ressource forestière. 46 Sustainable Management of Tropical Forests – Private Sector Experiences
8.0 INVENTAIRE D’AMENAGEMENT OU INVENTAIRE STATISTIQUE DES RESSOURCES FORESTIERES DES UNITES FORESTIERES D’AMENAGEMENT (UFA) ATTRIBUEES A LA CIB Pour mettre en exécution la politique nationale en matière d’inventaire et d’aménagement, le Ministère de l’Economie Forestière et de l’Environnement (MEFE ) et la CIB ont initié dès 2001 un programme d’inventaire statistique des ressources forestières des Unités Forestières d’Aménagement (UFA) attribuées à la CIB. Le principal objectif de cet inventaire, appelé inventaire d’aménagement, est d’estimer les ressources de chaque UFA en bois d’œuvre et en produits forestiers secondaires, afin de déterminer les possibilités d’extraction, en fonction du potentiel de renouvellement. Les travaux d’inventaire (plans de layonnage, récolte, saisies et traitements des données) ont été réalisés par la Cellule Aménagement de la CIB à Pokola, avec un appui technique permanent du bureau d’études TWE (Tropical Wood Environment) basé à Libreville. et inventaire d’aménagement concerne principalement les arbres de plus de 20 cm de diamètre et, pour les essences principales, les tiges de 5 à 20 cm qui représentent la régénération. Parallèlement à cet inventaire des arbres, les principaux produits forestiers autres que le bois d’œuvre3 utilisés par les populations locales ont été recensés. Un inventaire de la faune sauvage et des activités humaines en forêt a été réalisé en collaboration avec une ONG de conservation de la nature, WCS, qui est, avec le Ministère de l’Economie Forestière et de l’Environnement partenaire de la CIB dans le Projet de Gestion des Ecosystèmes Périphériques du Parc National de Nouabalé Ndoki (PROGEPP). Ce projet a été financé en partie par l’OIBT.
9.0 MÉTHODE D’INVENTAIRE D’AMÉNAGEMENT FORESTIER
9.1 Echantillonnage Il s’agit d’un inventaire systématique, avec un taux de sondage de 1% pour les arbres de plus de 40 cm dhp4, de 0,5 % pour les arbres de 20 à 40 cm dhp, et de 0,2 % pour la régénération (tiges de 5 à 20 cm dhp) des essences principales. L’inventaire est effectué sur des layons parallèles et équidistants de 2,5 km, généralement orientés Est-Ouest, perpendiculairement au réseau hydrographique principal. L’unité d’échantillonnage est la parcelle. Les parcelles sont contiguës et implantées uniquement en forêts mixtes de terre ferme qui constituent les forêts de production de bois d’œuvre. Une parcelle mesure 25 mètres de large centrée sur le layon (12,5 m de part et d’autre du layon) et généralement 200 mètres de long. En fin de layon ou en limite de la forêt mixte de terre ferme, la longueur de la parcelle est adaptée et peut varier de 50 à 249 m (Demarquez, 2002). Sur chaque parcelle, la pente est mesurée au clisimètre tous les 25 mètres.
9.2 Inventaire des arbres Sur chaque parcelle:
- tous les arbres ≥ 40 cm dhp sont inventoriés sur toute la parcelle; - tous les arbres de 20 à 40 cm dhp (les “petits arbres”) sont inventoriés sur les 100 premiers mètres de la parcelle (100 x 25 m).
Pour chaque arbre, l’essence est identifiée par son nom pilote ou son nom vernaculaire (pygmée babenzélé). La liste des essences a été révisée par Wilks (2002 et 2003), botaniste spécialiste de la flore forestière d’Afrique centrale. Le diamètre est mesuré par classes de 10 cm, jusqu’à 150 cm. Les diamètres ≥ 150 cm sont regroupés dans une classe unique. La mesure du diamètre est effectuée au compas forestier, à 1,3 mètre du sol ou au-dessus des contreforts. Une note de qualité du fût variant de 1 à 4 est attribuée aux arbres de plus de 40 cm dhp, uniquement pour les essences principales.
3aussi dénommés « Produits Forestiers Non Ligneux » 4diamètre mesuré à hauteur de poitrine (1,3 m) ou au-dessus des contreforts Sustainable Management of Tropical Forests – Private Sector Experiences 47
9.3 Inventaire de la régénération L’inventaire de la régénération ne concerne que les vingt essences principales. Dans chaque parcelle, les arbres de 5 à 20 cm dhp sont inventoriés sur une bande de 5 m de large à droite du layon. Pour chaque tige, l’essence est identifiée et le diamètre est mesuré par classes de 5 cm, à 1,30 m de hauteur.
9.4 Inventaire de la faune Le long des layons, les indices de présence de grands mammifères (crottes, nids, cris… ou observation directe) et les signes d’activité humaine de chasse et de braconnage (douille, pièges, campement…) sont enregistrés selon les méthodes standardisées du line-transect adoptées par les organismes de conservation en Afrique Centrale (White et Edwards, 2000).
9.5 Inventaire des produits forestiers secondaires La présence de Produits Forestiers Autres que le Bois d’œuvre est notée dans chaque parcelle, sur une bande de 5 m de large à droite du layon.
9.6 Observations du milieu Des informations sur le milieu forestier sont recueillies tous les 50 mètres sur la parcelle. Ces informations concernent: - la texture du sol observée en surface; - l’ouverture de la canopée ou densité du couvert des arbres; - l’abondance des herbacées, des arbustes et des lianes;
9.7 Organisation des équipes et déroulement de l’inventaire L’organisation du travail de terrain est présentée en détail dans le protocole d’inventaire d’aménagement de la CIB (Demarquez, 2002).
Les équipes d’inventaire sont composées de la manière suivante:
-6 équipes de layonnage constituées de: 1 boussolier, 1 chaîneur, 1 aide-chaîneurs, 3 machetteurs, 2 porteurs; -3 équipes d’inventaire des arbres constituées de: 1 chef d’équipe, 1 pointeur, 3 compteurs prospecteurs, 1 aide chaîneur, 3 porteurs; -3 équipes d’inventaire de la régénération et des PFAB constituées de: 1 chef d’équipe pointeur, 1 guide prospecteur, 1 porteur; -3 équipes d’inventaire de la faune constituée de: 1 chef d’équipe pointeur, 1 guide prospecteur, 1 porteur.
Les chefs d’équipes et les prospecteurs pour l’inventaire des arbres ont reçu une formation de quatre mois, de décembre à mars 2001, sous la responsabilité du botaniste de la cellule aménagement CIB (G. Kossa Kossa). Les chefs d’équipes et les guides de l’inventaire de la faune ont bénéficié d’une formation organisée par WCS. Les campagnes en forêt ont duré 25 jours en moyenne entrecoupées de 5 à 6 jours de repos. Lors des travaux d’inventaire, les vivres sont fournis gratuitement; en contrepartie toute chasse est strictement interdite. Les rendements journaliers demandés étaient de 2,5 km pour les équipes de layonnage et de 4 km pour les équipes d’inventaire. Sur 18 jours de travail effectif (hors déplacements, jours de pluies…), les rendements mensuels requis étaient donc respectivement de 45 et 72 km.
9.8 Contrôle du travail d’inventaire La qualité du travail d’inventaire a été vérifiée tous les mois par un contrôle interne dirigé par le botaniste de la cellule aménagement CIB. Au total, 3% des parcelles ont été contrôlés pour les arbres et la régénération. 48 Sustainable Management of Tropical Forests – Private Sector Experiences
Deux contrôles indépendants ont été effectués par Chris Wilks, expert international spécialiste des inventaires et de la flore forestière d’Afrique centrale (Wilks, 2002 et 2003). Les résultats montrent que la qualité du travail d’inventaire est satisfaisante, les erreurs de terrain étant de l’ordre de 3% pour les essences principales.
9.9 Cartographie par télédétection Des cartes de stratification forestières ont été élaborées par Laporte et Lin (2003), chercheurs en télédétection au Woods Hole Research Center (Boston, USA). Le but de cette stratification est de faciliter l’analyse spatiale de données d’inventaire.
9.10 Matériel et méthode Les cartes forestières sont basées sur l’analyse d’images satellitales LANDSAT ETM+. Chaque image est géoréférencée, sa résolution spatiale est de 30 mètres et sa précision géographique de l’ordre de 60 mètres. La projection utilisée est UTM zone 33 - ellipsoïde de référence WGS84. Chaque image a été classée par la méthode dite “non supervisée”, suivant une série de paramètres statistiques spécifiés par l’opérateur (Laporte et Lin, 2003). Une classification automatique divise ensuite l’image en différentes catégories qui sont interprétées en terme de type de végétation, en utilisant principalement des informations de terrain et la vidéographie. Les bandes 3 (rouge), 4 (proche infrarouge), 5 et 7 (moyen infrarouge) ont été utilisées.
9.11 Résultats Des cartes de stratification forestière, validées en avril 2003 par une collection de données de terrain et aéroportées, distinguent 8 classes ou strates:
les forêts mixtes à canopée fermée;
- les forêts mixtes à canopée ouverte; - les forêts mixtes à canopée très ouverte et à sous-bois de Marantaceae; - les forêts mono dominantes de limbali (Gilbertiodendron dewevrei); - les forêts inondées ou marécageuses et les marécages; - les sols nus regroupant les villages et les routes; - les zones agricoles regroupant les plantations anciennes et récentes; - l’eau.
Des estimations des taux de déboisement sont obtenus autour des centres d’habitations pour la période 1990-2000 (Pokola, Kabo). Le suivi des défrichements agricoles facilite leur contrôle et permet de mieux analyser les besoins alimentaires des populations humaines vivant sur les concessions de la CIB. Une cartographie des routes forestières des concessions CIB a été faite sur la base d’images satellitaires entre 1970 et 2000. Elle contribue à l’élaboration du réseau routier national. Un indice d’exploitation forestière est obtenu (estimation du nombre d’arbres abattus par unité de surface) sur la base d’images satellitaires.
9.12 Construction de tarifs de cubage Des tarifs de cubage ont été élaborés pour les 19 essences les plus couramment exploitées. Il s’agit de tarifs à une entrée qui donnent à partir du diamètre de l’arbre une estimation de son volume fût, c’est-à-dire du volume du tronc du haut des contreforts jusqu’à la première grosse branche.
Deux méthodes de cubage ont été utilisées (Demarquez, 2002):
- le cubage des arbres abattus sur les chantiers d’exploitation; - le cubage des arbres sur pied, à l’aide du Relascope de Bitterlich. Sustainable Management of Tropical Forests – Private Sector Experiences 49
Au total, 4711 arbres de diamètres ≥ 40 cm dhp ont été mesurés.
La méthode de calcul utilisée pour la construction des tarifs est l’analyse de la covariance, qui explique une variable quantitative (le volume) par une variable quantitative (le diamètre) et des variables qualitatives (l’essence et le site); Un tarif de cubage « toutes essences » a été construit sur l’ensemble des données récoltées pour les 19 essences. La méthode de calcul utilisée est la régression par moindres carrés.
9.13 Résultats de l’inventaire d’aménagement Au total, pour l’ensemble des concessions de la CIB:
- 1% de la surface des forêts des terres ferme a été inventoriés; -7 415 km de layon d’inventaire ont été ouverts; - 772 902 arbres ont été mesurés et identifiés sur 19 580 parcelles d’inventaire - près de 250 essences arbres ont été répertoriées.
Concernant les ressources en bois d’œuvre, les inventaires d’aménagement apportent de précieuses informations sur notamment:
- la composition des peuplements, en essences et en familles botaniques, leur diversité; - la fréquence et la distribution spatiale des essences, pour les arbres et la régénération; - les effectifs (nombre d’individus) par essences et par classes de diamètres; - la surface terrière du peuplement et des essences; - les volumes par essences déterminés à partir des tarifs de cubage.
Concernant le milieu et la faune, les inventaires donnent:
- des indications sur le type de sol et la structure du couvert végétal; - une estimation d’abondance des populations animales.
Les données d’inventaires sont intégrées dans un Système d’Information Géographique (SIG) pour notamment:
- éditer des cartes de distribution des essences, de densités, de volumes; - rechercher les relations entre les types de forêts identifiés par télédétection et la structure des peuplements; - analyser l’effet de l’exploitation forestière sur la structure et la composition des forêts car certaines Unités Forestière d’Aménagement concédées à la CIB (UFA de Kabo, Pokola et Toukoulaka) ont déjà été exploitées à 70% pour le bois d’œuvre. - déterminer les zones de forte biodiversité, notamment animales, qui pourront faire l’objet de mesure spéciales d’aménagement.
La composition floristique des peuplements forestiers varie sensiblement sur les concessions de la CIB qui s’étendent sur plus de 200 km du Nord au Sud. Ainsi par exemple, les arbres de la famille des Ulmaceae sont plus abondants au Nord et ceux de la famille des Papilionaceae plus abondants au Sud. Certaines essences, tel que l’ayous, présentent une distribution spatiale agrégative et peuvent ainsi être très abondantes dans certains secteurs et totalement absent dans d’autres. Selon le type de forêt, la densité des peuplements (arbres ≥ 20 cm dhp) varie de 83 à 135 arbres par hectare et la surface terrière varie de 18 à 23 m2 par hectare. L’exploitation forestière n’a pas d’effets significatifs sur la densité et la composition en essences des peuplements. En revanche, la surface terrière est sensiblement plus faible dans les zones exploitées. 50 Sustainable Management of Tropical Forests – Private Sector Experiences
Selon les zones et en fonction de l’exploitation, de 30 à 40% des arbres de plus de 80 cm dhp appartiennent aux essences principales dont 7 à 12% de ces arbres sont des sapelli (Entandrophragma cylindricum) ou des sipo (Entandrophragma utile). Parmi les essences secondaires, les plus courantes sont l’essia (Petersianthus macrocarpus), l’ohia (Celtis ssp.), le limbali (Gilbertiodendron dewevei). Les zones présentant les plus fortes diversités d’habitats, c’est-à-dire riches en points d’eau (lacs et étang) et en forêts secondaires issues de l’exploitation du bois d’œuvre, recèlent les plus fortes densités animales. Les informations tirées de l’inventaire constituent la base de l’aménagement forestier. Elles permettent notamment de:
- délimiter des zones à protéger particulièrement riches en espèces; - identifier les essences rares qui seraient éventuellement menacées par une exploitation pour le bois d’œuvre; - identifier des types de forêts ou des essences qui pourraient avoir des problèmes de régénération; - de prédire, à partir des structures diamétriques, l’évolution des effectifs et des volumes par essences, après exploitation;
Ces critères permettent de définir certains paramètres essentiels de l’aménagement forestier:
- la rotation, c’est-à-dire la durée entre deux exploitations; - le diamètre minimum d’exploitabilité par essence; - les volumes à exploiter.
10.0 EXPERIENCE DE LA CONGOLAISE INDUSTRIELLE DE BOIS EN MATIERE DE GESTION ET PROTECTION DE LA FAUNE Les concessions forestières en limite du Parc National de Nouabalé-Ndoki (UFA de Kabo, Loundoungou et Mokabi au Nord) ont une importance fondamentale pour la gestion de la faune. Il s’est donc avéré nécessaire de mettre en place un cadre de collaboration et de concertation entre les différents intervenants pour une gestion durable des écosystèmes et la conservation de la biodiversité. En juillet 1999, la CIB signe un protocole d’accord avec le Ministère de l’Economie Forestière et une ONG (WCS) pour mettre en place le Programme de Gestion des Ecosystèmes Périphériques au Parc Nouabalé-Ndoki (PROGEPP) tout en définissant les responsabilités et les obligations de chacun des partenaires. Le Ministère de l’Economie forestière et le WCS assurent l’exécution et la gestion du projet qui comprend une cinquantaine d’agents (chercheurs, éducateurs, écogardes,…). La CIB apporte un soutien logistique au projet.
Le projet est basé notamment sur:
- la conception d’un programme de gestion de la faune et d’un programme de suivi, - la sensibilisation des travailleurs et des populations autochtones à la nécessité d’une gestion de la faune; - leur formation ainsi que celle des élèves des écoles à la connaissance des espèces protégées et à la nécessité d’un prélèvement rationnel du gibier; - la définition d’un zonage de la chasse avec des zones réservées pour la conservation et des domaines de chasse réservés aux populations de chaque village et aux communautés pygmées; -la réalisation d’inventaires fauniques permettant d’estimer les densités de populations animales et de définir les zones de chasse et de conservation. - l’interdiction d’exporter de la viande de site à site ou de village à village; Sustainable Management of Tropical Forests – Private Sector Experiences 51
- un programme de protection de la faune avec la mise en place d’écogardes visant à limiter le braconnage par des postes de contrôle et des patrouilles volantes; - éventuellement, par le développement de la chasse safari touristique qui permet un bon contrôle et un bon suivi dans les zones concernées. -Areçu un soutien financier de l’OIBT avec des contributions substantielles de la CIB, de WCS et du Ministère de l’Economie Forestière et de l’Environnement.
10.1 Volets développés par le PROGEPP Le PROGEPP développe 4 volets principaux: la recherche, la sensibilisation et l’éducation à la conservation, les activités alternatives et la protection de la faune.
10.2 Volet Recherche: Comprend les activités suivantes:
- reconnaissance écologique (inventaire faune); - suivi socio-économique des populations humaines; - suivi de la chasse et des entrées de viande dans les sites (consommation par ménage); - suivi des activités des grands mammifères dans les clairières.
10.3 Volet Sensibilisation et éducation à la conservation: Comprend les activités suivantes:
- création de clubs de nature pour les enfants; - formation des instituteurs; - organisation de réunions villageoises autour des thèmes suivants: - l’idée de la gestion de la faune - les études menées pour mieux organiser la gestion de la faune - les principes de gestion adoptés par le PROGEPP - la loi congolaise sur la chasse (notamment les espèces protégées) - la promotion des activités alternatives (élevage, maraîchage…) - les moyens de répression contre le braconnage (brigades d’écogardes) et les sanctions encourues.
10.4 Volet Activités alternatives: Comprend les activités suivantes:
- développement de filières d’approvisionnement en bœufs en provenance du Cameroun ou de la RCA - organisation de la filière bovine à Pokola avec la construction d’un abattoir et d’une boucherie - développement de la pisciculture à Pokola avec la création de 18 bassins de Tilapias - appui technique et assistance aux éleveurs traditionnels de volailles (fourniture de vaccins, de grillage, suivi des élevages); - développement d’élevages de poulets de chair (assistance technique, fourniture de matériel et d’intrants à prix coûtant, suivi des élevages); - assistance aux pêcheurs (fourniture de matériel à prix coûtant); - développement d’élevages d’ovins et caprins (construction de bergerie et mise en place d’un système de métayage); - développement du maraîchage (fourniture de semences à prix coûtant, assistance technique). - développement d’élevages pilotes (athérures, lapins, escargots-achatines…) 52 Sustainable Management of Tropical Forests – Private Sector Experiences
Le développement des activités alternatives est conçu à travers l’identification d’acteurs existants et le renforcement (si souhaité) de leur activité. Le PROGEPP apporte essentiellement un appui technique, organise l’approvisionnement en divers produits revendus à prix coûtants et expérimente la possibilité de développer d’autres activités.
10.5 Politique de gestion de la faune: La politique définie pour la gestion de faune s’appuie sur la loi congolaise concernant la chasse de subsistance:
- interdiction de chasser les espèces intégralement protégées (éléphant, gorille, chimpanzé, bongo…); - interdiction d’utiliser des pièges à câbles métalliques.
Le PROGEPP en concertation avec la CIB et les populations locales a défini un zonage dans les concessions CIB (zones de chasse attribuée pour chaque site de la société, zones de chasse villageoises, zones protégées) et a introduit l’interdiction d’exporter le gibier d’un site à l’autre de la société. Le contrôle du droit d’accès à une zone se fait au moyen d’un badge remis à chaque chasseur en règle vis à vis de l’administration des Eaux et Forêts. Sur le badge figurent le nom et la photo d’identité du détenteur du permis de chasse, les références du permis de chasse et du fusil et la zone de chasse autorisée (Pokola, Kabo, Ndoki 1 ou Ndoki 2). D’autre part, un système de chasses organisées a été mis en place pour les employés CIB qui résident notamment à Pokola. Un groupe de chasseurs accompagnés d’agents du PROGEPP peut chasser dans une zone définie en empruntant un véhicule CIB. Le nombre de cartouches est limité à quatre par chasseur. L’efficacité de la chasse est mesurée et la nature du gibier est relevée pour déterminer la richesse potentielle de la zone et les rotations de chasse. Les actions de protection de la faune sont exécutées par sept équipes de surveillance constituées de 36 écogardes encadrés par des agents du Ministère de l’Economie Forestière et de l’Environnement. Les écogardes sont recrutés parmi les populations locales. Ils reçoivent une formation générale et paramilitaire de quelques semaines avant de prendre leur fonction. Les écogardes sont armés et organisés en équipes qui permutent aux postes de contrôle et patrouillent dans les UFA. Les logements des écogardes sont éloignés des bases vie pour éviter les conflits et un système permanent d’évaluation permet de lutter contre la corruption, l’abus de pouvoir et d’apprécier l’impartialité des écogardes en cas de conflit.
10.6 Implication de la CIB dans la politique de gestion de la faune Conformément au protocole d’accord du 02 juin 1999, CIB a fournit les infrastructures nécessaires au fonctionnement du PROGEPP (logements, véhicule de patrouille, postes et barrières de contrôle des véhicules…) et finance en partie la protection de la faune dans le cadre du PROGEPP. Une obligation fondamentale pour la mise en place du PROGEPP fut la révision du règlement intérieur de la société pour y intégrer les principes de gestion de la faune et définir le barème de sanctions appropriées. La révision du règlement intérieur a demandé plusieurs mois de négociations avec les syndicats d’entreprise et les comités syndicaux régionaux pour conclure un accord intervenu en décembre 1999. Cet accord est intervenu à condition que la CIB et le PROGEPP s’engagent à développer des mesures d’accompagnement (activités alternatives) et à se soumettre régulièrement à des comités de suivi.
10.7 Règlement intérieur de la CIB La CIB a modifié son règlement intérieur pour intégrer les principes de gestion de la faune et intégrer les sanctions en matière de chasse. Ainsi:
- un employé CIB en règle en matière de chasse (permis et arme en règle) peut emprunter les véhicules de transport CIB pour se rendre sur la zone où il a le droit de chasser. Pour le retour, un quota maximal de trois gibiers par chasseur est autorisé. Sustainable Management of Tropical Forests – Private Sector Experiences 53
- Les chauffeurs ont le droit et le devoir de vérifier ce qu’ils embarquent dans leur véhicule. Ils doivent se soumettre au contrôle des écogardes. - la circulation des véhicules après 22 heures est interdite sauf mandat écrit.
Par ailleurs, les véhicules privés qui empruntent le réseau routier CIB doivent signer un protocole de règlement avec la Direction. Un véhicule privé appréhendé pour transport d’une espèce protégée est immédiatement immobilisé pour un temps indéterminé. La loi congolaise prévoit la confiscation du véhicule. Le procès verbal est adressé à la direction départementale de l’Economie Forestière et au Tribunal de Grande Instance qui fixent le montant de l’amende. A titre d’exemple, un véhicule de liaison d’un de nos transporteurs fut immobilisé un mois pour transport d’ivoire et le propriétaire dû payer cinq millions d’amende pour récupérer son véhicule. Les écogardes aux postes de contrôle permettent de réduire tout genre de trafic (pièces détachées, carburant…) permettant des économies non négligeables pour l’entreprise. Pour limiter les trafics non contrôlés, les routes secondaires sont barrées dès que l’exploitation d’une zone est terminée. Lorsqu’un braconnier est appréhendé, son arme est saisie et un procès verbal de constat d’infraction est dressé par le chef de brigade. Le Procès Verbal et l’arme sont ensuite transmis à la direction départementale de l’Economie Forestière pour être transigé. Si la personne en infraction est un agent de CIB, un Procès Verbal est également adressé à la Direction de la CIB qui sanctionne conformément au règlement intérieur de la société. Les sanctions pour infractions en matière de chasse prévues par le règlement intérieur sont assez fortes afin d’être dissuasives: avertissement et blâme écrit pour transport de braconniers ou de produits de chasse non autorisés;
- mise à pied de trois jours pour non-respect des barrières de contrôle, compromission dans l’organisation de la chasse ou braconnage. - mise à pied de huit jours pour chasse dans une aire intégralement protégée.
Toute récidive entraîne une sanction supérieure et ce jusqu’au licenciement. Les mises à pieds amputent les primes de rendement et suppriment la gratification de fin d’année. En 2003, environ 150 procès verbaux ont été dressés, dont 54 contre des agents CIB qui ont été sanctionnés conformément au règlement intérieur de la société. Deux licenciements ont été prononcés.
10.8 La prospection Une note de service de la CIB (23 septembre 1999) définit clairement ce qui est autorisé aux prospecteurs en matière de chasse. Ainsi, la chasse doit être pratiquée conformément à la réglementation en vigueur (permis de chasse et arme en règle, pièges interdits…) et n’est autorisée que dans certaines zones. Cette limitation pose néanmoins le problème du suivi des équipes et du surcoût de leur nourriture. Pour l’inventaire d’aménagement, grâce à des financements complémentaires, les vivres nécessaires aux travaux en forêts étaient fournis gratuitement et toute chasse était strictement interdite.
10.9 Les Importations La CIB apporte un appui aux opérateurs privés pour l’importation de bœufs et de produits alimentaires congelés, afin d’assurer la sécurité alimentaire des ayants droits de la société (les travailleurs et de leur famille) et de limiter la pression de chasse dans les UFA. La CIB participe en facilitant le transport et en mettant à la disposition des ces importateurs des moyens adaptés comme des boutiques réfrigérées. En 2003, 150 bœufs ont été importés à Pokola, avec en moyenne environ un bœuf abattu tous les deux jours. Pour la même période, 100 tonnes d’aliments congelés ont été importées à Pokola où quatre chambres froides sont opérationnelles. La consommation moyenne mensuelle est de 7 à 8 tonnes de produits congelés. Par ailleurs, dans le cahier des charges d’installation de la CIB, la société est tenue de construire des économats dans chacun de ses sites. Ces économats fournissent les produits de première nécessité à des prix concurrentiels et permettent de présenter des produits alternatifs au gibier. 54 Sustainable Management of Tropical Forests – Private Sector Experiences
Ces importations garantissent un approvisionnement régulier en protéines animales et diminuent sensiblement la consommation de viande de brousse (WCS, 2003).
10.10Participation aux activités expérimentales pour fournir des protéines à la population La CIB finance en partie les activités alternatives à la chasse et la cellule aménagement participe à leur encadrement. Ainsi, la CIB soutient les activités de pisciculture, les élevages de poulets et d’ovins et le maraîchage. Ces activités s’auto développent dès lors qu’elles deviennent rentables et que les prix de vente des produits deviennent concurrentiels avec le gibier. Ce but ne peut être atteint qu’en mettant en place une structure et des moyens d’éducation et de répression adaptés. Un bilan des activités alternatives est régulièrement réalisé avec les différents acteurs concernés (direction et syndicats CIB, représentant des villageois et des chasseurs, WCS, MEFE, direction départementale du travail).
10.11 Résultat de la gestion de la faune En conclusion, le Gouvernement congolais affiche une ferme volonté de progrès en vue de la gestion rationnelle de ses ressources forestières. L’expérience menée avec WCS et la CIB, en tant que grande entreprise d’exploitation forestière du pays, apparaît fortement positive et démontre que la coopération entre le Gouvernement, le secteur privé et les ONG peut rassembler les conditions permettant la mise en œuvre d’un plan d’aménagement intégrant les mesures sociales, sylvicoles et environnementales, facteurs indispensables pour aller vers la certification de ses forêts. Ces actions demandent également une bonne coopération avec les ONG nationales, l’administration de l’agriculture, l’administration territoriale et la police et l’armée pour des actions de formation et de répression. Le Ministère de l’Economie Forestière et de l’Environnement du Congo généralise cette expérience en demandant aux entreprises de créer dans chaque concession forestière une Unité Spéciale de Lutte Anti- Braconnage (USLAB), permettant un contrôle de la chasse, de la circulation et de la consommation du gibier assurant ainsi une conservation à long terme de la faune. En ce qui concerne la CIB, ce projet est totalement intégré dans son plan d’aménagement de façon à obtenir une gestion durable de la faune aussi bien que celle des produits ligneux ou non ligneux.
11.0 MESURES D’EXPLOITATION FORESTIERE A IMPACT REDUIT (EFIR) MISES EN ŒUVRE A LA CIB Parallèlement à l’élaboration des plans d’aménagement, la CIB met en place un programme d’Exploitation Forestière à Impact Réduit (EFIR) dont un ingénieur est chargé de la mise œuvre depuis novembre 2002.
Plusieurs actions ont été menées sur le terrain:
- Formation des abatteurs à de nouvelles méthodes d’abattage appropriées à la forêt congolaise; - Formation des prospecteurs à une nouvelle méthode d’inventaire d’exploitation; - Développement d’un logiciel de gestion de données d’inventaire par SIG.
Elles continueront en 2004 par:
- l’introduction d’une nouvelle méthode de triage, l’amélioration des tracés de piste de débardage, la normalisation des constructions de routes et - la définition de procédures pour la récupération des déchets dus à l’activité forestière, la récupération des huiles, des batteries, des pneus notamment.
Elles sont accompagnées d’expérience de recherche appliquée: Sustainable Management of Tropical Forests – Private Sector Experiences 55
- des études forestières afin de comprendre les mécanismes de régénération naturelle et la dynamique des forêts; - des actions de reboisement.
11.1 Formation des abatteurs et suivi d’abattage En juin 2001, la CIB a introduit une nouvelle méthode d’abattage, à la fois plus sécurisante pour l’abatteur et permettant augmenter la qualité du bois abattu en réduisant les défauts d’abattage (fentes, claques, roulures). Une formation a été appuyée par deux missions d’IPC et le suivi des abatteurs a été assuré pendent 18 mois par un cadre expatrié. Suite à cette formation, des normes d’abattage ont été élaborées et signées en 2003par la direction CIB. Depuis novembre 2003, une équipe contrôle le travail des abatteurs, avec trois critères d’évaluation qui sont la volonté d’appliquer la nouvelle méthode, le succès de l’abattage et le type de dégât.
11.2 Introduction d’une nouvelle méthode d’inventaire d’exploitation Une nouvelle méthode d’inventaire d’exploitation est progressivement mise en place sur le terrain. Cette méthode permet notamment de:
- cartographier les arbres exploitables au sein de parcelles d’inventaire de 25 ha; - inventorier et cartographier la ressource d’avenir (arbres de diamètre compris entre 40 cm et le diamètre minimum d’exploitabilité) des essences exploitables; - inventorier les essences potentiellement commercialisables; - inventorier les espèces rares ou menacées, à savoir l’ébène noir (Diospyros crassiflora) et l’afrormosia (Pericopsis elata); - mettre en place un suivi individuel des arbres depuis l’inventaire jusqu’au débardage par un système de plaquettes permettant un suivi des inventaires et de l’exploitation en évitant notamment les oublis d’arbres prospectés ou plus grave, abattus mais non débardés;
Depuis janvier 2004, la nouvelle méthode d’inventaire d’exploitation est appliquée sur l’ensemble des chantiers de la CIB.
11.3 Développement d’un logiciel de gestion de données d’inventaire Un logiciel de gestion des données d’inventaire et d’exploitation a été spécialement développé dans le cadre du programme EFIR de la CIB. Ce logiciel permet principalement d’enregistrer les données d’inventaire dans un Système d’Informations Géographiques (SIG), de manière à gérer efficacement l’exploitation et minimiser son impact.
Concernant directement les inventaires d’exploitation, le logiciel permet notamment de:
- désigner sur cartes les arbres à exploiter; - localiser avec précision des zones de protection (zones « tampon ») autour des milieux sensibles tels que les rivières, les étangs, et d’identifier les arbres situés dans ces zones pour les préserver de l’exploitation; - désigner des arbres portes graines en fonction des densités d’arbres exploités; - optimiser le tracé des pistes de débardage en fonction de la localisation de la ressource à exploiter, de la ressource d’avenir et des zones à protéger.
Le logiciel permet de constituer les coupes annuelles en fonction des données de prospection et en tenant compte d’un nombre maximum d’arbre à exploiter par parcelle. A tout moment, des cartes d’exploitation peuvent être éditées. Le logiciel prévoit également un lien entre les numéros de prospection et les numéros forestiers, permettant ainsi un véritable suivi de chaque arbre depuis la prospection jusqu’à l’abattage. 56 Sustainable Management of Tropical Forests – Private Sector Experiences
Par la suite, ce logiciel sera relié à un autre programme permettant de traiter les données de chaque arbre à partir de l’abattage jusqu’à la vente. La « traçabilité » de chaque bille pourra alors être réalisée sur la totalité des chaînes d’exploitation et de commercialisation.
12.0 ACTIONS PROGRAMMÉES EN 2004
12.1 Introduction d’une nouvelle méthode de triage Avant l’exploitation, les équipes de « triage » seront munies de cartes détaillées avec les arbres à exploiter et à protéger. Les arbres à protéger de l’exploitation (tiges d’avenir, porte-graines, espèces rares) seront signalés par un ruban de couleur. Cette nouvelle méthode sera mise en place en 2004 sur le chantier de Kabo et en 2005 pour les autres chantiers.
12.2 Amélioration des tracés de piste de débardage Les cartes de localisation des arbres à exploiter permettront d’optimiser les tracés de piste de débardage. L’objectif est de réduire la longueur du réseau de piste d’environ 20% de manière à limiter l’impact du passage des engins en forêts.
12.3 Normalisation des constructions de routes En fonction des types de routes, des normes de largeur et de construction seront établies de manière à limiter autant que possible les déboisements.
12.4 Contrôle de la pollution de l’environnement Une liste d’impacts environnementaux liés aux activités de la CIB est actuellement dressée en concertation avec tous les services. Les impacts significatifs seront identifiés et un plan d’action sera défini pour minimiser ces impacts. Des mesures sont déjà progressivement mises en œuvre:
- Les huiles de vidange sont systématiquement récupérées pour une réutilisation ultérieure. Des citernes de stockage sont réservées à cet effet. Ces huiles sont réutilisées pour le traitement des cases, le graissage des chaînes de tronçonneuses. Depuis décembre 2003, en cas de stockage trop important, les huiles usagées sont évacuées vers un centre de recyclage à Douala. - Les points de livraison régulière de gas-oil sont conçus de manière à éviter un déversement de gas-oil dans le sol. - Les filtres à huile et à gas-oil sont en partie collectés et traités (compression) afin de séparer huiles et gas-oil du métal. Les résidus métalliques sont jetés dans une fosse; les huiles et gas- oil sont reversés dans les fûts de récupération des huiles usagées. - Les batteries usagées sont en partie collectées et démontées, en récupérant le plomb et l’acide. Les acides seront neutralisés à l’aide de soude ou chaux vive ou hydratée. Le mélange neutralisé sera séché puis reversé dans le sol.
De façon systématique et à partir de 2005, les déchets liés aux activités de l’exploitation seront récupérés, triés, et détruits ou recyclés selon les cas. Câbles, fûts, pneus, pièces plastiques et métalliques seront récupérés et jetés dans des fosses prévues à cet effet. Un effort sera d’autre part fourni pour le ramassage, le stockage et la destruction des déchets ménagers dans les campements de la CIB.
12.5 Etude de la régénération naturelle et la dynamique forestière Des études de régénération ont été menées en 2003 avec trois objectifs: Sustainable Management of Tropical Forests – Private Sector Experiences 57
- Une meilleure compréhension de la dynamique des formations végétales en forêts intactes, principalement pour les types de forêts clairsemées à Marantaceae. A cet effet, un inventaire des ligneux et du couvert végétal a été réalisé sur 3 tansects, totalisant 10 km. -L’étude de l’impact de l’exploitation au sein des trois formations clairsemées à Marantaceae, au niveau des trouées d’abattage et des chemins de débardage. Ainsi, 18 trouées recouvertes par un réseau de placettes ont été étudiées dans trois formations dont l’exploitation date de 2002. De même, pour les débardages: 54 placettes dans trois formations dont l’exploitation date 2002, 2000 et 1997. - La mise en place d’un circuit de suivi de la phénologie et de la croissance de l’ayous: deux circuits comprenant au total 120 pieds ont été individualisés.
Ces études menées en liaison avec l’Université de Gembloux devraient être poursuivies en 2004.
12.6 Les UPARA (Unités Pilotes d’Aménagement, de Reboisement et d’Agroforesterie) Les UPARA furent crées le 18 mai 1996 au terme d’un accord entre le Ministère de l’Economie Forestière et les sociétés forestières congolaises CIB, BOPLAC et SOCOBOIS.
-L’UPARA CIB s’est installée à Pokola le 11 juin 1996 avec pour missions: - l’identification des arbres semenciers pour récolte de graines; - la mise en place d’une pépinière; - l’identification de zones d’intervention; - le reboisement de zones exploitées et peu boisées; - des essais agroforestiers dans les plantations agricoles; - la création de parcelles pilote pour observation et mesure de la régénération naturelle; - la mise en place de plantations villageoises en fonction des besoins des populations.
L’équipe est dirigée par un ingénieur des techniques forestières.
A ce jour:
- des semenciers des diverses essences commerciales courantes ont été répertoriés; - une pépinière de 0,15 hectares avec une capacité de production d’environ 26 000 plants par campagne a été créée; elle permet de faire des essais de reboisement dans les essences traditionnelles du Nord Congo et d’essayer d’introduire des essences du Sud Congo comme l’Okoumé; - des transplantations dans des zones exploitées par CIB et en forêt de Marantacées ont été réalisées; - des essais d’agro-foresterie ont été menés autour de Pokola sur 6 hectares; - des parcelles ont été repérées pour observation et mesure de la régénération naturelle en forêts non exploitées et exploitées.
13.0 LES ACTIONS SOCIALES ET ECONOMIQUES DU PLAN D’AMENAGEMENT DE LA CIB Les plans d’aménagement prévoient des actions fortes en matière de réduction de la pauvreté:
- le développement social de la base forestière et du département, - le développement industriel et la création d’emplois.
13.1 Le développement social de la base forestière et de la région Est basé notamment sur: 58 Sustainable Management of Tropical Forests – Private Sector Experiences
13.2 Une assistance aux travailleurs qui prend la forme d’accords d’établissement et de comités de suivi En particulier,
- l’accord d’établissement permet l’amélioration de leurs conditions de vie matérielles et familiales en réglementant l’attribution des primes, la prise en charge des frais médicaux et des frais occasionnés en cas d’événements de toute nature. - le Comité d’Hygiène et de sécurité qui traite de nombreux problèmes en liaison avec l’environnement socio-sanitaire de l’entreprise: au plan hygiène (ordures, eaux stagnantes, points d’eau, etc.), au plan santé des travailleurs (visites médicales, vaccinations, formation, etc.), au plan sécurité (dispositifs et vêtements de sécurité). - le Comité de suivi des activités alternatives à la chasse permet de faire le point sur l’alimentation en protéines dans les concessions.
13.3 La mise en place d’infrastructures sociales et leur maintenance S’agit en particulier d’écoles et de centres de santé dans tous les villages des concessions forestières et un appui aux écoles et centres de santé du Département. Le site de Pokola en particulier est appelé à devenir un pôle de développement avec:
- la construction de maisons en briques pour le personnel de la société, - un hôpital comprenant une salle de soins, une salle d’opération bien équipée, une salle d’accouchement, un laboratoire, - une pharmacie avec des médicaments génériques à prix compétitifs, - un économat, un grand marché où les travailleurs peuvent de procurer les produits les plus divers, - l’alimentation en eau et en électricité des villages.
13.4 Un appui logistique apporté aux services de l’administration congolaise S’agit des services installés dans la base: eaux et forêts, police, gendarmerie, sécurité du territoire, douanes, postes, etc., mais aussi des services techniques régionaux dont un appui logistique apparaît nécessaire afin de les sensibiliser aux actions d’aménagement.
13.5 Des actions réalisées dans le cadre du PROGEPP ou en collaboration avec ce projet
- des études socio-économiques dans les concessions permettent de suivre l’évolution démographique et l’évolution du niveau de vie des populations et des travailleurs (Moukassa, 2001) et de définir des programmes d’activités destinés à satisfaire leurs besoins alimentaires et la création d’emplois. En complément de ces études réalisées par PROGEPP, deux missions d’expertise réalisées en 2003 ont permis notamment:
- une synthèse de la situation socio-économique régionale permettant des recommandations spécifiques pour le volet socio-économique des plans d’aménagement (Pierre, 2004); - l’identification des spécificités des peuples de forêt, notamment celles des populations Pygmées Bambenzelés, avec des propositions de mesures d’aménagement pour limiter l’impact négatif de l’exploitation forestière sur ces populations, afin d’assurer la perpétuation de leur culture, savoirs et savoir faire (Leclert, 2004).
- la création d’une Cellule sociale qui permet de mettre en place des modalités d’échange avec l’entreprise, l’administration et les populations. Des études sociales menées dans les concessions forestières permettent de définir les besoins culturels, sociaux et économiques des travailleurs et des Sustainable Management of Tropical Forests – Private Sector Experiences 59 populations. Des rencontres périodiques sont organisées avec les chefs de village situés dans les concessions ou en bordure de celles-ci. - l’étude et la mise en place d’activités alternatives - actions pilotes en élevage, en pisciculture et en maraîchage -, ainsi qu’un appui aux initiatives locales pour le développement de l’artisanat et du commerce. L’agro-foresterie qui permet le développement de l’agriculture autour des sites sans destruction de la forêt apparaît indispensable et demande une sensibilisation et une formation des populations. - l’élaboration de programmes d’appui spécifiques pour les populations semi-nomades comme les Pygmées visant à les assister plus particulièrement du point de vue sanitaire (lutte contre la tuberculose, la lèpre ou le pian) et du point de vue éducation. - le contrôle de l’implantation des cases. L’implantation de toute habitation en dehors des villages est interdite, d’après le contrat d’aménagement transformation signé entre la CIB et le Ministère de l’Economie Forestière, car c’est une source importante de destruction de la forêt avec risque de développement de cultures agricoles autour de ces cases.
13..6 Le développement industriel et la création d’emplois
Des études sont menées pour aider à planifier les activités à améliorer l’outil industriel afin de mieux utiliser les ressources forestières, notamment par:
- des formations dans toutes les disciplines utilisées à la CIB afin d’améliorer la qualité du travail du personnel de forêt et de tirer le meilleur parti du bois; - des études, des essais industriels, des actions de marketing sur les essences de promotion de manière à diversifier la production et mieux utiliser la forêt; - la mise en service d’unités de transformation plus poussée du bois; c’est nécessaire pour une société située dans une région enclavée située à plus de 1 000 kilomètres d’un port. Actuellement, la CIB transforme 70% de sa production de grumes. Les installations complémentaires seront définies après l’élaboration des plans d’aménagement qui permettra de connaître avec précision les essences et leur disponibilité. - l’étude d’installations visant à augmenter le rendement et mieux utiliser les déchets de bois. Conditionnée par un problème de rentabilité, la CIB envisage d’installer une unité de cogénération. Les déchets inutilisables seront alors brûlés pour produire de l’électricité par des machines à vapeur. Cette installation aura une très grande importance pour alimenter le village de Pokola qui a un besoin croissant en électricité et pour développer l’artisanat.
14.0 LES ENGAGEMENTS DE LA CIB
Pour parvenir à une gestion durable de ses concessions forestières, la CIB a une politique volontariste:
- elle a souscrit une déclaration d’engagement pour une amélioration continue des performances socio-économiques et environnementales, la stratégie de « la feuille verte »; - elle est cosignataire du code de déontologie de la gestion durable des concessions forestières en Afrique élaboré par IFIA (Association Interafricaine des Industries Forestières) et à ce titre, elle est auditée périodiquement; - elle a élaboré un programme d’améliorations successives de sa gestion forestière et de traçabilité de ses produits, contrôlé périodiquement par SGS. - elle sollicitera une certification de ses concessions dès que ses plans d’aménagement seront élaborés.
La politique de la CIB nécessite des efforts financiers importants qui sont essentiellement supportés sur fonds propres: 60 Sustainable Management of Tropical Forests – Private Sector Experiences
- les inventaires d’aménagement ont coûté près de 1 750 000 , soit 1,75 par hectare de forêt utile pour la production de bois d’œuvre; - les montants investis dans la mise en œuvre des mesures d’exploitation forestières à impact réduit s’élèvent à près de 215 000 , soit plus de 0,2 par hectare; - la contribution de la CIB à la protection de la faune (PROGEPP) s’est élevée à plus de 120 000 en 2002; - les dépenses sociales se sont élevées à plus de 1 500 000 en 2002 et près de la moitié de cette somme a été investie dans les logements des travailleurs.
Ces actions, considérées comme novatrices en Afrique centrale, ont bénéficié de cofinancement de l’OIBT (Organisation Internationale des Bois Tropicaux) dans le cadre du PROGEPP et de la GTZ (Gesellschaft für Technische Zusammenarbeit) pour l’inventaire d’aménagement (financement de 30%).
15.0 CONCLUSION Tout ce que la CIB met en oeuvre vise une exploitation rationnelle de la ressource, la protection de l’environnement et de la biodiversité et, d’une manière générale, un développement durable et la réduction de la pauvreté. Toutes les actions engagées visent des résultats pour lesquels il y a une pérennité; ils ne remettent en cause ni la pérennité de la forêt, ni la pérennité de ce qui a été créé et qui garantit des revenus permanents à la population. Pour les mener à bien, les entreprises ont besoin d’un partenariat effectif entre toutes les parties prenantes. La CIB joue donc un rôle très important dans la promotion de l’exploitation forestière à impact réduit et dans la gestion de la faune qui sont des composantes intégrales de sa responsabilité. Ses plans d’aménagement seront élaborés d’ici la fin de l’année 2004 permettant une continuation rationnelle des efforts entrepris vers la gestion durable et la certification. Pour avoir des résultats concrets, il faut que les gouvernements et les bailleurs de fonds s’appuient davantage sur les professionnels qui ont un langage et des arguments adaptés.
16.0 BIBLIOGRAPHIE Demarquez, B. 2002. Normes techniques forestières d’aménagement pour les UFA de Pokola, Kabo, Loundoungou. Dubois, Y. 2004. Implication du secteur prive forestier congolais dans la mise en œuvre du plan environnemental du NEPAD. FRM, 2000. Etude de faisabilité du projet d’aménagement des UFA de la CIB. Glannaz, F. 2001. Expérience de la CIB en matière de gestion durable des forêts. Laporte, N. et Lin, T. 2003. Stratification forestière des UFA de Kabo, Pokola et Kabo. Rapport technique et cartes. Leclerc. 2003. Un plan d’aménagement à l’échelle des groupes humains. Moukassa et Mavah, 2003. Fiche d’information sur le suivi démographique des concessions forestières de la CIB. Moukassa, 2001. Etude démographique et socio-économique dans la zone périphérique au parc national Nouabalé- Ndoki. Paget, D. et Desmet, O. 2003. Inventaire des ressources forestières des unités d’aménagement de Pokola, Kabo, Loundoungou et Toukoulaka. Pierre, J.M. 2003. Etude préparatoire au volet socio-économique des plans d’aménagement des UFA CIB. WCS. 2003. Projet de Gestion des Ecosystèmes périphériques au Parc Nouabalé Ndoki – Quatrième rapport technique. White L. et Edwards, A. 2000. Conservation research in the African Rainforests: a technical hanbook. Wildlife conservation society. Wilks, C., 2002 et 2003. Un regard extérieur sur l’inventaire d’aménagement forestier de la CIB au nord Congo. Sustainable Management of Tropical Forests – Private Sector Experiences 61
THE MANAGEMENT OF PLANTATION FORESTS: THE CASE OF OFFICE DE DEVELOPPEMENT ET D’EXPLOITATION DES FORETS (ODEF)
L’AMENAGEMENT DES PLANTATIONS FORESTIERES: CAS DE L’OFFICE DE DEVELOPPEMENT ET D’EXPLOITATION DES FORETS (ODEF) ORDENACIÓN DE PLANTACIONES FORESTALES: EL CASO DE LA OFFICE DE DÉVELOPPEMENT ET D’EXPLOITATION DES FORÊTS (ODEF)
A-A. Ayih Office de Developpement et d’Exploitation des Forets (ODEF)
SUMMARY The area of natural forests in Togo is currently estimated at only 500 000 ha. In view of the paucity of its natural forest resources, the country has emphasized the development of planted forests. In order to achieve the production targets, it has set up a specific organisation called Office de Développement et d’Exploitation des Forêts (ODEF), responsible for reforestation and the promotion of sustainable forest management. ODEF is a commercial and industrial publicly-owned entity. It is administratively and financially autonomous. Since its inception in 1971, the Office has established approximately 9 000 ha of forest plantations in addition to approximately 3 000 ha of plantations known as ‘colonial’ and plantations inherited from the former National Forestry Commission. The whole area managed by the Office amounts to 12 000 ha. ODEF’s manpower totals 205 employees, approximately 25% of whom are forestry specialists. Among this 25 %, there are only 5 high-level foresters (masters and above). The Office does not provide a training scheme for its employees and has no recruitment plan based on the development of its activities and its personnel. The lack of professional forest managers significantly limits the activities of the Office. As regards infrastructure, ODEF has three (3) modern nurseries with sprinkler devices. There is a camp site in Davié for the accommodation of part of its personnel. The 12 000 ha of ODEF’s plantations contain 64,3% of Tectona grandis, 31,6 % of Eucalyptus spp and 4,1 % of other species. The Office produces primarily timber from the teak plantations. During the last four years, the total production of logs has risen to 34 734 m3, i.e. an annual average of 8 683 m3. The majority of the teak timber produced is exported to countries of South-East Asia. A negligible part is processed locally either by the Office, or by small private sawmills. The processing recovery rate by ODEF is in the region of 33 %. Square-edged timber is sold entirely at the national level. Each reserved forest or reforestation area constitutes a management unit. For the largest of its reforestation sites, ODEF has developed a management plan spanning a period of 10 years. The first plans were developed with the assistance of CTFT and GRZ. Based on periodic inventories and forestry activities, the management plans work out the cutting to be carried out each year for thinning, conversion or production purposes. The volume regulations are closely adhered to. For all the plantations managed by the Office, the last inventories indicate an AAC of approximately 13 000 m3. Various methods of regeneration are applied. They are in-field plantation with assisted natural regeneration, and sometimes enrichment treatment when there are natural formations. Once the plantations are established, weeding, early thinning, artificial pruning, vine clearing, successive thinning operations are carried out. The development plans for reserved forests provide a course of action for the conservation of biological diversity. This includes, amongst others, the systematic preservation of natural forest groves, savanna woodland and riparian forests. At the present time no endangered species have been recorded in ODEF’s concessions. Traditional hunting for small game (rodents, birds...) is tolerated by the forest legislation and is practised on ODEF’s land. Poaching of big game also exists in spite of regulations. Almost all the reserved forests are inhabited by populations to whom the legislation recognizes some rights of use. In its strategy for the development of reserved forests, the Office chose to involve these populations in a participative approach. However, cases of conflicts are rather frequent and relate to illegal operations. In the absence of a forest research centre, the Office has to carry out accompanying research tasks with foreign assistance and in cooperation with the University of Lomé. Moreover, very little progress has been made with regard to certification. At the present time, Togo does not have its own criteria and indicators. Although somewhat behind, Togo has a legal framework as well as a policy and planning framework in favour of sustainable forest management. The various laws include provisions relating to land security, the interests of local communities, the management of forest resources, decentralized management, etc. The policy and planning framework 62 Sustainable Management of Tropical Forests – Private Sector Experiences
consists of the national environmental policy, the national action plan on forests, the national programme against desertification, the national environmental action plan, the strategy and action plan for the conservation of biological diversity. ODEF’s tasks are faced with some problems which slow down progress towards sustainable forest management. As regards governance, the authorities find it difficult to respect the autonomy of the Office and sometimes interfere with the implementation of the management plan provisions. From the regulatory point of view, there are inadequacies which can be attributed to the nature and the lack of rigour in applying the rules. It should also be noted that the majority of laws governing the forest sector in Togo are somewhat old and in many respects obsolete, which makes it difficult to apply them. In this context, it becomes extremely difficult to fight against illegal operations which constitute a very dangerous phenomenon for sustainable forest management.
RESUME On estime actuellement à 500 000 ha seulement, la superficie des forêts naturelles au Togo. Face à la pauvreté de ses ressources forestières naturelles, le pays a mis l’accent sur le développement des plantations forestières. Pour atteindre les objectifs de production, il a été mis en place une structure spécialisée, l’Office de Développement et d’Exploitation des Forêts (ODEF), chargée des reboisements et de la promotion de l’aménagement forestier durable. L’ODEF est une société publique à caractère industriel et commercial. Il dispose d’une autonomie administrative et financière. Depuis sa création en 1971, l’office a créé environs 9 000 ha de plantations forestières auxquelles s’ajoutent environ 3 000 ha de plantations dites coloniales et de plantations héritées de l’ancien service des eaux et forêts. L’ensemble des superficies gérés par l’office s’élève à 12 000 ha. L’ODEF dispose d’un effectif de 205 personnes dont environ 25% sont constitués de spécialistes forestiers. Parmi ces 25 % il faut compter seulement 5 forestiers de niveau supérieur (maîtrise et plus). L’Office ne dispose pas d’un programme de formation pour ses employés ni d’un plan de recrutement fondé sur l’évolution de ses activités et de son personnel. L’insuffisance de cadres forestiers de conception constitue un des freins importants pour les activités de l’office. En matière d’infrastructure, l’ODEF dispose de trois (3) pépinières modernes avec dispositifs d’arrosage. Un campement existe à Davié pour l’accommodation d’une partie de son personnel. Les 12 000 ha de plantation dont dispose l’ODEF sont constitués à 64,3% de Tectona grandis, 31,6 % D’Eucaluptus spp, et de 4,1 % d’autres espèces. L’office produit essentiellement du bois de teck de plantation. Durant les quatre dernières années la production totale de grume s’était élevé à 34 734 m3 soit une moyenne annuelle de 8 683 m3. La plupart de la production de bois de teck est exporté vers les pays de l’Asie du Sud-Est. Une infime partie est transformé sur place soit par l’office, soit par de petites scieries privées. Le taux de rendement à la transformation au niveau de l’ODEF se situe aux alentours de 33 %. Les avivés sont vendus entièrement au niveau national. Chaque forêt classée ou périmètre de reboisement constitue une unité d’aménagement. L’ODEF dispose pour les plus importants de ses domaines de reboisement d’un plan d’aménagement élaboré pour une périodicité de 10 ans. Les premiers plans ont été élaborés avec les aides du CTFT et de la GRZ. Les plans d’aménagement prévoient sur la base des inventaires périodiques et des interventions sylvicoles, les coupes à effectuer chaque année en éclaircie, en conversion ou en exploitation. Ces prescriptions de volume sont plus ou moins respectées. Pour l’ensemble des plantations gérées par l’Office, les derniers inventaires indiquent une possibilité annuel de 13 000 m3 environ. Diverses méthodes de régénérations sont mis en pratique. Il s’agit de plantations en plein de la régénération naturelle assistée et parfois des enrichissements quant il s’agit des formations naturelles. Les plantations une fois installées bénéficient des opérations de désherbage, de dépressage, d’élagage artificiel, de délianage, d’éclaircies successives. Les plans de mise en valeur des forêts classées prévoient des mesures de conservation de la diversité biologique. Il s’agit entre autres de la conservation systématique des îlots de forêts naturelles, des savane arborées et des galeries forestières. Aucune espèce en danger n’est pour le moment recensée dans les concessions de l’office. La chasse traditionnelle au petit gibier (rongeurs, oiseaux…) est tolérée par la législation forestière et pratiquée dans les domaines de l’ODEF. Le braconnage du gros gibier existent également malgré la réglementation. Presque toutes les forêts classées sont habitées par des population dont la législation reconnaît un droit d’usufruit. Dans sa stratégie de mise en valeur des forêts classées, l’office a opté pour le maintien de ces populations dans une approche participative. Cependant des cas de conflits sont assez fréquents et concernent l’exploitation illicite. L’absence d’un service de recherche forestière oblige l’Office à entreprendre des travaux de recherche d’accompagnement avec le concours de l’assistance étrangère et la collaboration de l’Université de Lomé. En outre, très peu de progrès ont été accompli en matière de certification. Le Togo à l’heure actuelle ne dispose pas de critères et indicateurs propres. Malgré son retard, le Togo dispose d’un cadre légal et d’un cadre de politique et de planification favorables à Sustainable Management of Tropical Forests – Private Sector Experiences 63 l’aménagement forestier durable. Le corpus juridique comprend des dispositions relatives à la sécurité foncière, à l’intérêt des communautés locales, à la gestion des ressources forestière, à la gestion décentralisée etc. Le cadre de politique et de planification est constitué de la politique nationale sur l’environnement, du plan d’action forestier national, du programme national de lutte contre la désertification, du plan national d’action environnemental, de la stratégie et plan d’action pour la conservation de la diversité biologique. L’ODEF fait face dans ses tâches à certains problèmes constituant un frein à l’aménagement forestier durable. Sur le plan de la gouvernance, les autorités ont du mal à respecter l’autonomie de l’office avec parfois des interpositions à la réalisation du contenu des plans d’aménagement. Sur le plan réglementaire, on note des insuffisances imputables à la nature et au manque de rigueur dans l’application des textes. Il convient également de relever que la plupart des textes régissant le secteur forestier au Togo sont assez vieux et à tout égard obsolètes. Ce qui rend leur application assez difficile. Dans ce contexte il devient tout à fait difficile de lutter contre les coupes illicites phénomène très dangereux pour l’aménagement forestier durable.
RESUMEN Actualmente se estima que la superficie de bosques naturales de Togo asciende a sólo 500.000 ha. Dada la escasez de sus recursos forestales naturales, el país ha puesto especial énfasis en el desarrollo de plantaciones forestales. Para lograr los objetivos de producción, se ha establecido una instancia especializada: la Office de Développement et d’Exploitation des Forêts (ODEF), encargada de las actividades de repoblación forestal y el fomento de la ordenación forestal sostenible. La ODEF es una entidad pública de carácter industrial y comercial, que dispone de autonomía administrativa y financiera. Desde su creación en 1971, la Oficina ha establecido alrededor de 9.000 ha de plantaciones forestales, además de aproximadamente 3.000 ha de plantaciones denominadas coloniales y plantaciones heredadas del antiguo servicio forestal. La superficie total administrada por la ODEF asciende a 12.000 hectáreas. La Oficina cuenta con una plantilla de 205 empleados, un 25% de los cuales son especialistas forestales. Este 25% sólo incluye cinco profesionales forestales de nivel superior (maestría o grado superior). La ODEF no dispone de un programa de formación para sus empleados ni un plan de contratación basado en la evolución de sus actividades o de su personal. La falta de profesionales forestales constituye una limitación importante para las actividades de la institución. En materia de infraestructura, la Oficina cuenta con tres (3) viveros modernos, equipados con dispositivos de riego por aspersión. Asimismo, se cuenta con un campamento en Davié para alojar parte del personal. Las 12.000 hectáreas de plantaciones de que dispone la ODEF comprenden un 64,3% de Tectona grandis, 31,6% de Eucalyptus spp. y un 4,1% de otras especies. La Oficina produce esencialmente madera de teca de sus plantaciones. Durante los últimos cuatro años, la producción total de madera en troza ascendió a 34.734 m3, con un promedio anual de 8.683 m3. La mayor parte de la teca producida se exporta a los países del Sudeste Asiático. Una ínfima parte es transformada a nivel local por la Oficina o por pequeños aserraderos privados. La tasa de rendimiento de las actividades de transformación de la ODEF es del orden del 33%. Toda la madera escuadrada producida se vende en el mercado nacional. Cada reserva forestal o área de reforestación constituye una unidad de ordenación. Para las áreas de reforestación más importantes, la ODEF cuenta con un plan de ordenación para un período de 10 años. Los primeros planes se elaboraron con la ayuda del CTFT y de la GRZ. Sobre la base de inventarios periódicos e intervenciones silvícolas, los planes de ordenación determinan las cortas que deben efectuarse cada año a través de aclareos, actividades de conversión u operaciones de explotación. Los volúmenes fijados se respetan estrictamente. Para todas las plantaciones administradas por la ODEF, los últimos inventarios indican una posibilidad de corta anual de alrededor de 13.000 m3. Se practican diversos métodos de regeneración. Éstos consisten en plantaciones con regeneración natural asistida y, en algunos casos, plantaciones de enriquecimiento si se trata de formaciones naturales. Una vez instaladas las plantaciones, se efectúan las operaciones de eliminación de malezas, entresacas, poda artificial, corte de trepadoras y aclareos sucesivos. Los planes de desarrollo de las reservas forestales contemplan medidas de conservación de la diversidad biológica. Estas medidas incluyen, entre otras, la conservación sistemática de bosquetes naturales, sabanas arboladas y bosques de galería. Hasta ahora no se ha registrado ninguna especie en peligro de extinción dentro de las concesiones de la ODEF. La legislación permite la caza tradicional de pequeños animales (roedores, aves, etc.), que 64 Sustainable Management of Tropical Forests – Private Sector Experiences
es practicada en las áreas de la Oficina. También se dan casos de caza ilegal de animales más grandes pese a la reglamentación que la prohíbe. Casi todas las reservas forestales están habitadas por poblaciones con derechos de usufructo reconocidos por ley. En su estrategia de desarrollo de reservas forestales, la Oficina ha optado por mantener un enfoque participativo con estas poblaciones. Sin embargo, los conflictos son bastante frecuentes y se relacionan con actividades ilegales de explotación forestal. Debido a la ausencia de un servicio de investigación forestal, la ODEF debe emprender investigaciones de apoyo con ayuda del exterior y en cooperación con la Universidad de Lomé. Además, se ha alcanzado un progreso muy limitado en materia de certificación. Togo actualmente no dispone de criterios e indicadores apropiados en este sentido. A pesar de su retraso, Togo cuenta con un marco jurídico y un marco de políticas y planificación favorables a la ordenación forestal sostenible. El ordenamiento jurídico comprende disposiciones relativas a la seguridad de la tenencia de tierras, los intereses de las comunidades locales, el manejo de los recursos forestales, la administración descentralizada, etc. El marco de políticas y planificación comprende la política nacional del medio ambiente, el plan de acción forestal nacional, el programa nacional de lucha contra la desertificación, el plan nacional de acción ambiental, y la estrategia y plan de acción para la conservación de la diversidad biológica. En el cumplimiento de estas tareas, la ODEF debe hacer frente a ciertos problemas que constituyen un obstáculo para la ordenación forestal sostenible. En materia de gobernabilidad, las autoridades no siempre respetan la autonomía de la Oficina y en ocasiones interfieren con la ejecución de los planes de ordenación. Con respecto al marco normativo, se observan deficiencias atribuibles a la naturaleza de las normas y a la falta de rigor en su aplicación. Igualmente cabe destacar que la mayor parte de las disposiciones que rigen el sector forestal de Togo son bastante antiguas y en muchos aspectos obsoletas, lo cual dificulta bastante su aplicación. En este contexto, resulta sumamente difícil combatir las actividades de tala ilegal, que representan un fenómeno muy riesgoso para la ordenación forestal sostenible. Sustainable Management of Tropical Forests – Private Sector Experiences 65
1.0 INTRODUCTION Le Togo est un pays pauvre en ressource forestière naturelle. Les forêts dont il dispose sont en perpétuelle dégradation. On estime actuellement à environ 500 000 ha, la superficie des forêts naturelles productives. Celles-ci ne couvrent actuellement que 50 % des besoins nationaux en bois d’œuvre soit environ 25 000 m3 de grumes. Le taux de déboisement dans ces formations est de l’ordre de 15 000 ha par an. Pour pallier l’insuffisance de la ressource naturelle et préserver le reste des formations forestières naturelles, le Togo s’est engagé dans une politique de développement et de gestion de plantations forestières. Ces travaux sont confiés à l’Office de Développement et d’Exploitation des Forêts (ODEF). L’objectif est de combler dans un premier temps le déficit de production des forêts naturelles et ensuite substituer les produits de plantation à la production des forêts naturelles. L’ODEF opère essentiellement dans les forêts classées. Ce sont en général des espaces réservés par l’Etat à des fins de production forestière. La plupart d’entre elles sont fortement dégradées. L’Office gère actuellement 12 000 ha de plantation d’espèces diverses réparties sur toute l’étendu du territoire à l’intérieur des forêts classées. La gestion de ces plantations repose sur le principe de rendement soutenu tout en cherchant à répondre aux préoccupations socio-économiques des communautés riveraines dans le respect de la conservation de la diversité biologique.
2.0 PROFIL DE LA COMPAGNIE L’ODEF est une institution para administratif créée par décret n°71/204 du 13 novembre 1971. Il a pour attribution:
• la gestion, l’équipement et la mise en valeur du domaine forestier national par son extension, l’aménagement et le traitement de tous les peuplements forestiers domaniaux préexistants sur le territoire national et des études d’introduction de nouvelles essences forestières • l’exploitation, la transformation et la commercialisation des produits et sous-produits forestiers • la promotion et la valorisation du matériau bois ainsi que l’exploitation rationnelle de certaines forêts dont les potentialités l’exigent.
Pour remplir sa mission, l’ODEF s’est engagé dans la promotion et l’aménagement des plantations forestières. En 1987, dans le cadre de la coopération bilatérale avec l’Allemagne, l’ODEF a bénéficié de l’assistance de la GTZ pour asseoir une base d’aménagement forestier durable. C’est dans ce cadre qu’il a été procédé à l’inventaire de toutes les plantations forestières, à la rédaction des procès-verbaux d’aménagement, à la mise en place des équipements nécessaires pour la conduite des travaux d’aménagement et à l’installation en aval d’une scierie et d’une menuiserie. Cette action a été complétée par la formation du personnel et la mise en place d’un bureau d’études constitué de spécialistes de diverses disciplines. L’ODEF opère ses activités dans les forêts classées. Ce sont des domaines de l’Etat réservés pour les activités de production et d’aménagement forestier. Actuellement l’ODEF gère 23 forêts classées d’une superficie totale de 110 500 ha. Ces domaines comprennent à la fois des formations naturelles et des plantations.
L’Office dispose d’un effectif de 205 personnes réparties comme suit:
• Cadre supérieur: 7 • Agents de maîtrise: 12 • Cadre moyen: 58 • Autres agents (sans qualifications): 128
En dehors des bourses de formation dans le cadre de la coopération bilatérales ou multilatérales, l’ODEF a mis en place une stratégie de formation interne. Il s’agit principalement des formations de remise à niveau pour les cadres moyens ou les autres agents. Ces formations sont dirigées par les cadres de 66 Sustainable Management of Tropical Forests – Private Sector Experiences
l’office et couvent des thèmes principaux de l’aménagement forestier durable. Dans le cadre de l’OIBT plusieurs techniciens de l’ODEF ont participé à des ateliers de formation. Dans certaines localités du pays, l’ODEF dispose de campements pour l’hébergement de ses agents avec eaux et électricité. Dans les localités où il n’en dispose pas, les frais de logement des ouvriers spécialisés tels que les tronçonneurs, conducteurs d’engin et topographes sont pris en charge. Une boîte à pharmacie de premier secours est mis à la disposition de chaque équipe de bûcherons ainsi que des conducteurs d’engins forestiers. Ils disposent en outre des équipements de protection tels que les gants, les casques, les chaussures, les caches nez… Ici ce qui est à déplorer c’est le renouvellement régulier de ces équipements. Les cas d’accidents graves suivis de décès sont assez rares sur les chantiers de l’office. Cependant les petits accidents sont courants et pris en charge par l’Office L’ODEF dispose de trois (3) pépinières modernes pour la production de plants d’une capacité d’environ 3 millions de plants. En dehors de ces pépinières permanentes, des pépinières temporaires sont souvent installées ici et là pour les travaux de reboisement. Il s’agit principalement des pépinières de teck.
2.1 La production La production ligneuse de l’office est essentiellement axée sur le bois de plantation. Cependant dans les périmètres où le plan d’aménagement le permet, on exploite quelques bois de forêts naturelles. Il convient de rappeler que nos forêts naturelles sont pour la plupart très dégradées et les actions actuelles militent plutôt en faveur d’une reconstitution. Le patrimoine actuel de l’Office est constitué de 12 000 ha de plantations d’essences diverses dont principalement le teck. La proportion de chaque espèce est indiquée dans le tableau ci-après:
Tableau 1: Superficie des différentes espèces plantées
Superficie • Espèce Pourcentage (ha) Tectona grandis 7834 64,3 Eucalyptus spp 3847 31,6 Autres espèces5s 504 4,1 Total 12185 100
En ce qui concerne la répartition par classe d’age, il faut noter la prépondérance des plantations jeunes et une forte proportion de plantations surannées comme le montre le tableau ci-après.
Tableau 2: Répartition par classe d’âge des plantations de l’ODEF
1-5 6-10 11-15 16-20 21-25 26-3 31-35 36-40 41-50 51-60 >60
3617 872 1163 2625 603 302 401 304 847 88 1337
L’évolution de la production de bois ces dernières années se présente comme suit:
Tableau 3: Evolution de la production de bois (grumes) Année Production Plantation Production Forêt naturelle (m3)(m3) 2000 3 729 - 2001 6 150 - 2002 17 161 - 2003 7 694 150
5. s’agit de cedrela odorata, Khaya senegalensis, Terminalia, Cordia aliodora ets. Sustainable Management of Tropical Forests – Private Sector Experiences 67
Le bois provenant des travaux d’aménagement est en majorité exporté vers les pays du sud-est asiatique. Seule une infime partie est transformée soit par l’ODEF, soit par des scieries privées artisanales. L’évolution de la transformation au niveau de l’ODEF se présente dans le tableau ci-après.
Tableau 4: Evolution de la production de sciage
Année Volume grume Volume sciage Rendement (m3)(m3) (%) 2000 1 800,58 544,29 30,22 2001 858,83 317,769 37,00
L’année 2002 n’a pas connu de transformation par l’ODEF pour cause de panne grave sur les installations de la scierie. En dehors du bois d’œuvre l’office produit du bois de feu à partir des plantations d’Eucaluptus spp, d’Anogeissus leiocarpus et de houppiers de Tectona grandis. Une tentative d’élevage d’ovin sous plantation d’Eucalyptus a été menée durant les années 80 mais abandonnée pour des difficultés de surveillance du bétail. Quoi que jouant un rôle considérable dans la séquestration du carbone, ce service des reboisements n’est pas pris en compte dans le bilan de production de l’office.
3.0 LES AMENAGEMENTS FORESTIERS
3.1 Planification de l’aménagement l’ODEF est organisé sur le terrain en directions régionales correspondant aux cinq régions économiques du Pays. Chaque région est subdivisée en secteurs. Un secteur est une portion territoriale de la région ayant à sa charge une superficie de forêt à gérer. Au niveau du secteur, chaque forêt classée ou périmètre de reboisement est considéré comme une unité d’aménagement. Au niveau de chaque unité d’aménagement, chaque parcelle est identifiée par un numéro de huit chiffres représentant: la région (1 chiffre), le secteur (2 chiffres) l’année de plantation (2 chiffres) et le nombre de parcelles de l’année (3 chiffres). L’ODEF dispose pour ses principaux domaines de plan d’aménagement élaborés pour une période de 10 ans. Le plan de rotation retenu dans les plans est de 45 ans pour le Teck, 35 ans pour Terminalia superba et Cedrela odorata et de 25 ans pour Gmelina arborea. Les plans d’aménagement tiennent à la fois compte des directives des l’OIBT pour l’établissement et la gestion des forêts artificielles tropicales, les directives de l’OIBT pour l’aménagement durable des forêts naturelles tropicales et des directives pour la conservation de la diversité biologiques dans les forêts tropicales de production.
3.2 Les types de forêts Quoi qu’opérant dans les forêts classées, les peuplements gérés, par l’ODEF sont constitués à 90 % de plantations forestières. La plupart de forêts classées sont plutôt constituées de formations savanicoles improductives au plan de bois d’œuvre. Dans quelques cas seulement on note la présence de forêts naturelles productives. Si elles sont présentes, ces forêts naturelles sont essentiellement constituées de forêts denses sèches ou de forêts semi-décidues.
3.3 Systèmes d’aménagement Les systèmes d’aménagement pratiqués au Togo impliquent les opérations suivantes:
• coupes à blanc avec replantation; • coupes à blanc avec reconduction de la régénération naturelle; • coupes à blanc avec reconduction de rejets; • coupes sélectives dans les parcelles de peuplement naturel. 68 Sustainable Management of Tropical Forests – Private Sector Experiences
3.4 Le contrôle de l’aménagement Le Togo ne dispose malheureusement pas de critères et indicateurs nationaux d’aménagement forestiers. Les aménagements actuellement en cours sur le terrain, s’inspirent des directives de l’OIBT et des principes de base communément admis pour une gestion durable de la ressource. Les plans d’aménagement prévoient sur la base des inventaires périodiques et des interventions sylvicoles, les coupes à effectuer chaque année en éclaircie, en conversion ou en exploitation. Ces prescriptions de volume sont plus ou moins respectées. Pour l’ensemble des plantations gérées par l’ODEF, les derniers inventaires indiquent une possibilité annuelle de 13 000 m3 environ. L’évolution des coupes durant les 5 dernières années peut être constatée comme suit:
Tableau 4: Evolution de la production de bois en rapport avec la possibilité
Possibilité annuelle 13 000 Réalisations par rapport à la possibilité Récolté en 2000 3 729 28,68 Récolté en 2001 6 150 47,30 Récolté en 2002 17 161 132,00 Récolté en 2003* 7 694 59,18
Pour constat, de 2000 à 2002, environ 69, 33 % des prévisions de récolte ont été effectuées.
3.5 Les exploitations Les exploitations dans les plantations forestières sont guidées par les plans d’aménagement prévoyant dans un plan de gestion les différents volumes à récolter chaque année et par parcelle, en éclaircie ou en coupe rase. A titre d’illustration le plan d’aménagement des plantations d’une localité appelée Blitta, faisait les prévisions suivantes sur une période de 10 ans pour un domaine de 1192 ha:
Possibilité • Eclaircie 2490 m3/an • Coupe finale 620 m3/an Surface à travailler • Reboisement 5,3 ha/an • Eclaircie 84,9 ha/an • Coupe finale 5,3 ha/an
La vidange des parcelles est assurée par tracteur MB Trac. Cependant, ces dernières années des pousse-pousse à quatre roues sont utilisées pour leur facilité d’entretien et de manipulation. En outre, ils perturbent très peu le sol. Cette technique a été empruntée aux débardeurs privés. Avant toute exploitation on procède à une estimation de volume à l’aide de table de cubage. Le réseau routier quant à elle est planifié depuis la plantation. Pour les besoins d’évacuation des produits d’éclaircie, on procède parfois à l’ouverture des allées de débardage. Les abattages sont le plus souvent orientés par rapport à ces allées (disposition en arêtes de poisson) pour faciliter le débardage.
3.6 Sylviculture Diverses méthodes de régénérations sont mises en pratique. Dans la plupart des cas, l’ODEF procède pour l’installation de nouvelles parcelles à des plantations en plein. Pour la reconduite des parcelles exploitées, il procède par régénération naturelle assistée. Des cas d’enrichissement sont observés quant il s’agit des formations naturelles. Sustainable Management of Tropical Forests – Private Sector Experiences 69
Les plantations une fois installées bénéficient de beaucoup d’autres interventions telles que:
• les désherbages pendant trois à quatre ans; • le dépressage en cas de régénération naturelle; • l’élagage artificiel en cas de nécessité; • le délianage; • les éclaircies successives.
Toutes ces interventions sont assez onéreuses et nécessitent du personnel qualifié et expérimenté.
3.7 Conservation de la biodiversité Les interventions de l’ODEF tendent à transformer les terres forestières dégradées en plantations forestières hautement productives. Cependant dans l’objectif de la conservation de la diversité biologique, les plans directeurs des forêts classées ou l’office travaille prévoient la conservation systématique des îlots de forêts naturelle, des savanes arborées et des galeries forestières. Dans certains cas une étude d’impact est faite avant le démarrage des travaux comme c’est le cas de Haho-Baloé. L’ODEF n’a jamais procédé à un inventaire systématique de la faune ou de la flore dans ses domaines. En conséquence nous ne sommes pas en mesure de dire si des espèces en danger existent ou non dans ses domaines. La chasse traditionnelle au petit gibier (rongeurs, oiseaux…) est tolérée par la législation forestière togolaise. Les domaines de l’ODEF constituent de ce fait des aires de prédilection de chasse pour les populations avoisinantes à la recherche de complément protidique. Cette chasse traditionnelle est quelque fois à l’origine de feux de forêts. La chasse au gros gibier par contre est strictement réglementée. Les domaines où l’ODEF travaille recèlent quelques gros gibiers (buffles, guib harnaché, cob de buffon…). Cependant ces animaux dont ces domaines constituent les derniers refuges, font l’objet d’un braconnage intense. Aucune mesure appropriée n’est mise en place par l’office pour endiguer ce mal.
3.8 Aspects sociaux Plusieurs villages et hameaux sont installés à l’intérieur et aux alentours des forêts classées gérées par l’office. Ces populations se livrent le plus souvent à l’agriculture itinérante sur brûlis, à la cueillette et à la chasse. Ces populations ont dans les forêts classées le droit d’usufruit reconnu par la législation forestière. Ce droit les autorise à la pratique de la chasse ou de la pêche traditionnelle, au prélèvement du bois mort, à la récolte de champignons, du miel et des plantes médicinales sans toutefois empiéter sur les reboisements. Dans sa stratégie de mise en valeur des forêts classées, l’office a opté pour le maintien de ces populations dans une approche participative pour en constituer la plus grande partie de sa main d’œuvre ou à travers la pratique de la méthode taungya. Cependant des cas de conflits sont assez fréquents et concernent l’exploitation illicite. Entre 1999 et 2000 plusieurs cas d’exploitation illicite ont été recensés et traités au niveau des juridictions du pays avec condamnation à payer des amendes. Ici il convient de préciser que les paysans fraudeurs sont le plus souvent à la solde des exploitants illicites venant de la capitale (Lomé).
3.9 Recherche et développement Le Togo ne dispose pas d’un service de recherche forestière. Cette carence pousse l’office à entreprendre quelques recherches d’accompagnement pour répondre à des problèmes précis sur le terrain. Ces travaux portent sur:
• l’étude des provenances de certaines espèces (Tectona grandis, Gmelina arborea, Cedrela odorata); • les essais d’éclaircie sur Tectona grandis; 70 Sustainable Management of Tropical Forests – Private Sector Experiences
• l’étude sur la proportion du duramen et des qualités du teck en plantation; • les essais d’écartement sur Anogeissus leiocarpus ; • l’étude de la croissance et de la productivité de diverses espèces d’Eucalyptus;
Ces travaux sont conduits en collaboration avec la Faculté des Sciences de l’Université de Lomé. En 1994, l’ODEF avait bénéficié d’une subvention du CRDI pour mener un projet de recherche d’accompagnement. Depuis la fin de ce financement aucune activité bilatérale n’est entreprise. Aucune plantation de l’ODEF n’est pour le moment certifiée. Les préalables pour cette mesure ne sont pas encore au point. Les réflexions sont présentement en cours afin de mettre en place un Groupe National de Travail (GNT) qui aura pour mission de mettre en place les conditions d’aménagement forestier durable et le processus de certification.
4.0 FACTEURS FAVORISANT L’AMENAGEMENT FORESTIER DURABLE
4.1 Le cadre légal La constitution du 14 octobre 1992 élève la gestion de l’environnement au rang d’une valeur constitutionnelle, ce qui impose des sujétions particulières à l’Etat dans ce domaine. L’article 84 délimite les compétences de l Assemblée Nationale notamment la protection et la promotion de l environnement et la conservation des ressources naturelles, la création, l’extension et les déclassements des parcs nationaux, des réserves de faune et des forêts classées. La loi n°88-14 du 3 novembre 1988 portant code de l’environnement dans son article 1 déclare d’intérêt général la conservation de l’environnement, le maintien ou la restauration des ressources naturelles. La législation foncière, connue sous l’appellation de l’ordonnance n°12 du 6 février 1974, avait pour objectif de clarifier la situation confuse du système foncier en opérant une véritable réforme agraire par la constitution d’un patrimoine foncier national en vue de la réalisation des programmes de développement rural, urbain et industriel. Elle distingue trois catégories de terres à savoir : les terres détenues par les collectivités et individus, les terres constituant le domaine public et privé de l’Etat et de collectivités locales et enfin le domaine foncier national. Cette loi consacre la coexistence à la fois des règles du droit coutumier et du droit moderne. Le code forestier relève de la législation coloniale étant donné qu’il est tributaire du décret du 5 février 1938 et du décret n°55 – 582 du 20 mai 1955 relatifs à la protection des forêts dans les territoires d’Afrique. Ces dispositions ont essayé de concilier la conception africaine de la forêt avec les concepts juridiques européens qui considèrent les espaces naturelles comme des biens vacants dont la collectivité publique est propriétaire. Un nouveau code plus enclin à la situation actuelle est en cours d’élaboration et permettra de remédier aux insuffisances relevées. La législation de la faune, organisée par l’ordonnance n°4 du 16 janvier 1968 portant réglementation de la protection de la faune et de l’exercice de la chasse au Togo fixe le champ d’exercice de la chasse au Togo. Elle prévoit des dispositions pour la protection des femelles et des petits. La loi n°98-006 du 11 février 1998 portant décentralisation confie d’importantes attributions environnementales aux collectivités territoriales qui ont compétence pour promouvoir avec l’Etat, le développement économique, social, culturel, technologique, scientifique et environnemental dans leur ressort territorial. Ce corpus juridique, dans son essence, présente des conditions assez favorables pour la promotion de l’aménagement forestier durable notamment en ce qui concerne: la sécurité foncière, l’intérêt des communautés locales, la gestion décentralisée etc. Le cadre de politique et de planification Le Togo dispose d’un cadre de politique et de planification très favorable à l’aménagement des ressources forestières et dont les éléments essentiels sont résumés dans le tableau ci-après. Sustainable Management of Tropical Forests – Private Sector Experiences 71
4.2 Cadre opérationnel La loi forestière rend obligatoire les plans d’aménagement pour toute activité de gestion forestière. Dans les années 80 – 90, l’ODEF a bénéficié de l’assistance de la GTZ pour l’élaboration des plans d’aménagement pour ces principales forêts classées. En outre l’ensemble des activités de l’ODEF est subordonné à la présentation à un conseil d’administration, d’un plan d’opération et d’un budget détaillé. Cette disposition permet un suivi sérieux et une évaluation pertinente des activités sur le terrain.
Tableau 5: Résumé des éléments de politique et plans en relation avec l’AFD
Elément de politique Eléments stratégiques pertinents relatifs à l’AFD ou de planification La politique nationale La PNE prévoit: de l’environnement (PNE) le renforcement du Plan d’Action Forestier National (PAFN); l’élaboration d’un programme national de lutte contre la désertification; l’élaboration d’une stratégie et plan d’action pour la conservation de la diversité biologique Plan d’Action Forestier Le PAFN prévoit: National (PAFN) l’amélioration de l’approvisionnement des populations en produits forestiers; la préservation du patrimoine forestier et augmentation du taux de couverture forestière du pays; la lutte contre la dégradation du milieu par l’intensification des reboisements, l’aménagement des forêts et la promotion de l’agrosylviculture Programme national de Le PAN prévoit: lutte contre la désertification la promotion d’une gestion rationnelle des ressources naturelles; le renforcement de la lutte contre les feux de brousse.
Stratégie et plan d’action Ce plan prévoit: pour la conservation de le renforcement des capacités juridiques de conservation et la diversité biologique d’utilisation rationnelle et durable de la biodiversité; le renforcement de la lutte contre les feux de brousse; la conservation et l’aménagement des écosystèmes forestiers
4.3 Utilisation des produits forestiers non ligneux et répartition des bénéfices Le droit forestier reconnaît l’utilisation des produits forestiers ligneux aux populations riveraines des forêts classées. Ces produits pour la plupart ne sont pas incorporés dans les plans d’aménagement et constituent des sources de revenus d’appoint aux riverains. En outre dans le cadre de la gestion participative, 7% des produits de l’exploitation sont automatiquement versés aux populations riveraines en plus des sous produits de l’aménagement (houppiers, chutes de bois, produits tordus etc.) Des mesures sont également prise pour l’organisation, la promotion d’activités génératrices de revenus et le développement de l’entreprenariat au sein de ces populations. Dans certaines forêts classées la plupart des travaux d’entretien et de coupe sont sous-traités à des organisations paysannes.
5.0 FACTEURS DEFAVORABLES A L’AMENAGEMENT FORESTIER DURABLE
5.1 Problèmes liés à la gouvernance L’ODEF est une institution qui est supposé disposer d’une autonomie administrative et financière. Cependant, force est de constater une interférence parfois assez contraignante dans ses actions. Parfois les autorités perçoivent mal l’application des plans d’aménagement en ce qui concerne la composante exploitation pour des raisons politiques. 72 Sustainable Management of Tropical Forests – Private Sector Experiences
Sur le plan réglementaire, malgré la rigueur des textes, le secteur forestier togolais est caractérisé par des cas d’exploitations frauduleuses très répandues même dans les forêts classées sous aménagement. Cette situation provient de plusieurs facteurs:
• l’insuffisance du personnel et des moyens de contrôle; • l’inadéquation et l’inapplication des textes; • la corruption dans le secteur de contrôle forestier; • la perméabilité de nos frontières.
5.2 Problèmes liés à la ressource Les activités de plantation n’ont pas été soutenues d’année en année. Ainsi ont peut remarquer que le bilan des plantations présente des trous assez énormes qu’il sera très difficile de balancer dans le souci d’une production soutenu dans l’espace et dans le temps. Ceci constitue un handicap important. En outre, on dénombre un nombre important de parcelles ayant largement dépassé l’âge d’exploitabilité et qui continuent à être maintenues sur pied pour des raisons d’humeur. Cette situation entraîne une perte de matière et prive l’aménagement d’une partie de ressources financières. Faut également noter le caractère atomique des parcelles de teck gérées par l’ODEF. En effet au début de ses activités, l’objectif était la présence de l’ODEF dans toutes les localités du pays. Ceci s’était traduit par des plantations en de petits blocs assez disséminés rendant aujourd’hui leur surveillance et gestion assez difficiles. Les plantations très isolées sont devenues aujourd’hui la proie des exploitants clandestins. Un autre facteur constitue le retard souvent accusé dans l’actualisation des plans d’aménagement. Parfois cette opération prend deux (2) ou trois (3) ans ou plus pour des raisons financières et de manque de personnel.
5.3 Problèmes liés à la recherche Le Togo ne dispose pas de service de recherche forestière. Les actions actuellement en cours sur le terrain sont guidées par des expériences et données collectées dans les pays voisins notamment la Cote d’Ivoire et le Ghana. Cette lacune ne permet pas de répondre à des questions spécifiques sur le terrain d’où très peu de progrès accompli dans la sylviculture de certaines espèces, la mise en place de critères et indicateurs nationaux etc. L’absence de travaux de recherche se traduit également par la faible productivité de plusieurs parcelles. Il y a eu très peu de travaux sur l’écologie et la pédologie des espèces plantées le plus souvent au hasard ou par simple appréciation du responsable de l’opération.
5.4 Problèmes institutionnels Le secteur forestier bien que contribuant pour près de 12 % à la constitution du PIB, n’a pas le soutien mérité des autorités politiques. Malgré les réformes institutionnelles récemment intervenues, l’ensemble des services forestiers exerçant des missions régaliennes souffrent de problème de dotation budgétaire et de moyens techniques pour l’accomplissement de leurs missions. L’ODEF dans une certaine mesure doit contribuer au fonctionnement du Ministère par la mise à disposition d’une partie de ses ressources. Ceci présente des incidences négatives sur ses activités. Il convient également de rappeler que le manque de compétence conduit à l’absence d’approbation des plans d’aménagement ou au retard dans l’adoption des plans de travail soumis par l’office.
5.5 Problèmes législatifs et réglementaires La plupart des textes forestiers en vigueur datent de plusieurs décennies déjà. Le décret du 5 février 1938 sur lequel repose la législation forestière se révèle aujourd’hui à tout point caduc et difficilement applicable à tout égard. Malgré les corrections apportées à travers des arrêtés et autre décret, on semble aujourd’hui nager dans un vide juridique. Le nouveau code en préparation connaît une évolution très lente pour des raisons de lourdeurs administratives. Sustainable Management of Tropical Forests – Private Sector Experiences 73
5.7 Problèmes environnementaux La pression exercée sur les forêts naturelles, à travers les coupes illégales et l’agriculture itinérante, a conduit à leur appauvrissement sévère et à leur émiettement. Ceci nécessite des travaux coûteux de réhabilitation ou de conversion en plantation forestière. L’appauvrissement des forêts naturelles constitue un facteur favorisant les prélèvements illicites dans les domaines gérés par l’ODEF. Ces coupes le plus souvent perpétrées de nuit endommagent sérieusement l’architecture des peuplements ce qui crée des problèmes pour la conduite des travaux sylvicoles. L’avenir de certaines parcelles est ainsi hypothéqué.
5.8 Problèmes socio-économiques La plupart des populations à l’intérieur ou avoisinantes des forêts classées vivent dans un état de précarité économique malgré les mesures officielles prises. Elles s’adonnent essentiellement à l’agriculture itinérante sur brûlis, à la récolte de PFNL et de bois de feu. Face à des revenus agricoles de plus en plus faibles pour cause d’instabilité climatique, des prix d’achat de plus en plus élevés des engrais et des pesticides faute de la subvention de l’Etat, la récolte de bois de feu constituent une source de revenu substantiel pour ces populations. Cette situation accroît la pression sur le reste des forêts naturelles et favorise les vols dans les plantations de l’ODEF.
6.0 CONCLUSION La promotion du reboisement et de l’aménagement durable des plantations forestières au Togo a fait quelques progrès grâce à la création de la structure spécialisée qu’est l’ODEF. Cependant cette disposition a elle seule ne suffit pas. Pour une amélioration de la situation, il y a nécessité de:
• la liberté d’action de la structure en charge; • la fluidité des procédures administratives; • le développement des compétences; • le soutien politique et financier du gouvernement; • l’appui d’un service de recherche; • l’adhésion des populations ainsi que l’amélioration de leurs conditions de vie.
La certification constitue aujourd’hui un passage obligé pour une meilleure commercialisation des produits forestiers de quelques sources que se soit. Ainsi donc l’objectif de certification des plantations de l’ODEF constitue une priorité pour les prochaines décennies. Pour cela, le développement de critères et indicateurs d’aménagement propre au Togo s’avère indispensable au regard de ce qui se passe dans les autres pays. Un engagement ferme des autorités politiques et des responsables de l’ODEF à atteindre cet objectif sera nécessaire. Dès lors l’adhésion de notre pays aux C&I d’aménagement de l’OIBT et de OAB- OIBT et au projet OAB-OIBT, PD 124/01 Rev. 2 (M) « Promotion de l’aménagement durable des forêts africaines » constitue une primeur.
Sustainable Management of Tropical Forests – Private Sector Experiences 75
A FOREST CONCESSION MANAGED ON A SUSTAINABLE BASIS BY AN INDUSTRIAL COMPANY: THE CASE OF ROUGIER GABON IN HAUT-ABANGA
UNE CONCESSION FORESTIERE GEREE DURABLEMENT PAR UN EXPLOITANT-INDUSTRIEL: L’EXEMPLE DE ROUGIER GABON DANS LE HAUT-ABANGA UN CONCESIONARIO FORESTAL MANEJADO DE FORMA SOSTENIBLE POR UNA EMPRESA INDUSTRIAL: EL CASO DE ROUGIER GABÓN EN HAUT-ABANGA
N. Bayol Groupe Rougier
SUMMARY Sustainable forest management has become a reality on the 282,626 ha. of the Forest Concession Under Sustainable Management (CFAD) in Haut-Abanga, allocated to ROUGIER GABON, a subsidiary of the Groupe Rougier, based in France. The management plan, which is based on a thorough analysis of the concession and its environment, was approved in 2002. This approval represents not only the satisfactory result of a long process for integrating sustainable management into the structure of ROUGIER GABON (established in 1996) but is also the prelude to a new challenge for the company, i.e. the practical implementation of all the measures envisaged by the management plan. The drafting of the Management Plan is the result of a thorough knowledge of the initial situation regarding the natural resources, ecosystems and social data. All these data are obtained through large scale efforts, as evidenced by the figures: field surveys of 3,450 ha, more than 1,700 km of tracks opened, inventories and precise mapping of 6,900 half hectare plots, 750,000 trees counted, measured and identified, 20,000 observations carried out on large species of fauna, socio-economic investigation and diagnosis, and last, the recruitment of about fifty full-time personnel during more than one year. The management inventory, a key element in the planning of forest harvesting, gives precise indications of the current and future timber resource in the 20-30,000 ha Forest Management Units and advises on the company’s choices for industrialization and commercial development. It also makes it possible to carry out other work, such as the study of the flora and fauna diversity, the evaluation of the potential in non-timber forest products or the improvement of thematic mapping of the area. Other technical forestry studies complete the work, ranging from the preparation of the Management Plan, to supplying the necessary tools to forecast harvests and monitoring the post-harvest evolution of the stands. The core data on ecosystem dynamics are expanded and refined. After the analysis phase, which is being increasingly developed with the aid of modern data-processing tools, the company can determine its strategic choices according to the capacity and diversity of the forest. The major challenge for ROUGIER GABON is to succeed in ensuring the long term compatibility between its industrial and commercial needs and the available forest resource. Another challenge will be to reconcile its goal to both ensuring the viability of its activity and meeting social and environmental needs satisfactorily. The Management Plan for the next 25 years is thus devoted to transforming the role of ROUGIER GABON from one of forest development to one of ecosystem management. Efforts are continuing in respect of reduced impact logging, forest planning, monitoring and evaluation of activities, social and environmental contributions. Already quite advanced towards the sustainable forest management, ROUGIER GABON is aware that the process must continue. Achievements must be consolidated, the system of sustainable management must be improved year by year. However, the road is still long and the upheavals undergone within the company are being gradually assimilated: new know-how, new working methods, new relations in-house and with external partners. The role of ROUGIER GABON as forest developer is changing: it is becoming that of forest manager. To succeed in its endeavour, ROUGIER GABON has, in recent years, initiated and continued to promote a new dialogue between partners in sustainable management in Gabon, including NGOs, people’s representatives, administration agents, researchers, etc., who meet, exchange views and progress together in the general interest. Progress made so far by ROUGIER GABON was recognized, not only at the national level by the Forest Administration, but also at the international level, by the Keurhout Foundation which issued ROUGIER GABON with a certificate of sustainable forest management in 2003 (following an audit by DNV). In 2002, within the framework of its “In Search of Excellence” initiative aimed at identifying and documenting success stories in sustainable forest 76 Sustainable Management of Tropical Forests – Private Sector Experiences
management, FAO selected the CFAD of Haut-Abanga as a model which can be a source of inspiration to actors in the forest sector and result in the wider application of improved forest management practices including all the aspects of sustainable development.
RESUME La gestion forestière durable est désormais une réalité sur la Concession Forestière Sous Aménagement Durable (CFAD) du Haut-Abanga, attribuée à la société ROUGIER GABON, filiale du Groupe Rougier, dont le siège est en France, d’une surface de 282.626 ha. Le plan d’aménagement, qui repose sur une solide analyse de la concession et de son environnement, a été agréé en 2002, et cet agrément, s’il marque bien l’aboutissement d’un long processus d’intégration de la gestion durable dans la structure de ROUGIER GABON, initié en 1996, constitue surtout le prélude à un nouveau défi pour l’entreprise: la mise en pratique toutes les mesures prévues par le plan d’aménagement. La rédaction du Plan d’Aménagement résulte d’une connaissance fine de la situation initiale sur le plan des ressources naturelles, des écosystèmes et des données sociales. Toutes ces données sont obtenues au prix d’un travail de grande envergure, les chiffres en témoignent: 3 450 ha inventoriés en plein, plus de 1 700 km de layons ouverts, 6 900 placettes de 0,5 ha inventoriées et cartographiées précisément, 750 000 arbres comptés, mesurés et identifiés, 20 000 observations effectuées sur la grande faune, travaux d’enquête et de diagnostic socio-économique, enfin la mobilisation d’une cinquantaine de personnes à temps plein pendant plus d’un an ! L’inventaire d’aménagement, élément clé de la planification d’un prélèvement forestier donne une indication précise de la ressource actuelle et future en bois d’œuvre sur des Unités Forestières de Gestion de 20 à 30 000 ha et oriente les choix d’entreprise en matière d’industrialisation et de développement commercial. Il rend aussi possible d’autres travaux, tels que l’étude de la diversité végétale et faunique, l’évaluation du potentiel en produits forestiers autres que le bois d’œuvre ou l’amélioration de la cartographie thématique de la zone. D’autres études forestières techniques complètent le travail de préparation du Plan d’Aménagement, de la fourniture des outils nécessaires aux prévisions de récolte jusqu’au suivi de l’évolution des peuplements après leur exploitation. Les données de base sur la dynamique des écosystèmes s’enrichissent et s’affinent. Après la phase d’analyse, de plus en plus poussée grâce aux outils modernes de traitement informatique, l’entreprise peut arrêter ses choix stratégiques compatibles avec la possibilité et la diversité forestière. Le challenge majeur que ROUGIER GABON s’efforce de réussir est d’assurer sur le long terme la compatibilité entre ses besoins industriels et commerciaux et la ressource forestière à sa disposition, Son autre défi sera de concilier sa volonté de continuer à vivre de son activité et celle de répondre utilement aux demandes sociales et environnementales. Ce plan d’aménagement pour les 25 années à venir consacre donc la mutation de ROUGIER GABON exploitant forestier en ROUGIER GABON gestionnaire d’écosystèmes. Les efforts entrepris se poursuivent en matière d’exploitation à faible impact, de planification forestière, de suivi- évaluation des activités, de contributions sociales et environnementales. Déjà bien avancé sur le chemin de la gestion forestière durable, ROUGIER GABON est conscient que le processus continue. Les acquis doivent être consolidés, le système de gestion durable doit être amélioré chaque année. La route est toutefois encore longue et les bouleversements provoqués au sein de l’entreprise se digèrent graduellement: nouveaux savoir-faire, nouvelles méthodes de travail, nouvelles relations en interne et avec les partenaires extérieurs… Le métier de l’exploitant forestier ROUGIER GABON se transforme: il devient gestionnaire forestier. Pour mener à bien son engagement ROUGIER GABON a ouvert et continue d’animer un dialogue inédit entre les partenaires de la gestion durable au Gabon ces dernières années: ONG, représentants des populations, agents de l’administration, chercheurs… qui se rencontrent, échangent et progressent ensemble dans l’intérêt de général. Les progrès réalisés jusqu’ici chez ROUGIER GABON ont été reconnus, non seulement au niveau national par l’Administration Forestière, mais aussi sur le plan international, par la fondation Keurhout qui a délivré à ROUGIER GABON un certificat de gestion forestière durable en 2003 (suite audit réalisé par DNV). La FAO, dans le cadre de son initiative «Recherche d’excellence» visant à identifier et documenter les exemples réussis d’aménagement durable des forêts, a retenu en 2002 la CFAD du Haut-Abanga comme un modèle pouvant constituer une source d’inspiration pour les acteurs du secteur forestier et donner lieu à une application plus vaste de pratiques de gestion forestière améliorée et incluant tous les aspects du développement durable. Sustainable Management of Tropical Forests – Private Sector Experiences 77
RESUMEN La ordenación forestal sostenible ya es una realidad en el área de 282.626 ha de la concesión forestal bajo manejo sostenible (CFAD) de Haut-Abanga, adjudicada a la sociedad ROUGIER GABON, una filial del Grupo Rougier, con sede en Francia. El plan de manejo, basado en un sólido análisis de la concesión y su entorno, se aprobó en 2002. Esta aprobación no sólo representa la culminación de un largo proceso de integración de la ordenación sostenible dentro de la estructura de ROUGIER GABON, iniciado en 1996, sino que constituye sobre todo el preludio de un nuevo desafío para la empresa: la aplicación de todas las medidas previstas en su plan de manejo. La elaboración del plan de manejo se fundamentó en un profundo conocimiento de la situación inicial relacionada con los recursos naturales, los ecosistemas y los aspectos sociales. Todos estos datos se obtuvieron a costa de un esfuerzo de gran envergadura, como lo demuestran las estadísticas: inventario de 3,450 hectáreas, apertura de más de 1.700 km de caminos, inventario y cartografiado preciso de 6.900 parcelas de 0,5 ha, cómputo, medición e identificación de 750.000 árboles, 20.000 observaciones sobre la fauna mayor, encuestas y diagnósticos socioeconómicos y, por último, la movilización de alrededor de cincuenta empleados a jornada completa durante más de un año. El inventario de manejo, componente clave de la planificación del aprovechamiento forestal, da una indicación precisa de los recursos maderables presentes y futuros en las Unidades de Ordenación Forestal de 20 a 30.000 ha, y orienta las decisiones de la empresa en materia de industrialización y desarrollo comercial. Asimismo, permite llevar a cabo otros trabajos, como el estudio de la diversidad de flora y fauna, la evaluación del potencial de los productos forestales no maderables o el mejoramiento de los mapas temáticos de la zona. Con otros estudios técnicos forestales se completa el trabajo, desde la preparación del plan de manejo forestal y la provisión de las herramientas necesarias para las proyecciones de corta, hasta el seguimiento de la evolución de los rodales forestales después de su explotación. Los datos básicos sobre la dinámica de los ecosistemas se amplían y ajustan constantemente. Después de la fase del análisis, cada vez más adelantado gracias a la disponibilidad de los modernos recursos de informática, la empresa puede determinar sus decisiones estratégicas conforme a la posibilidad y la diversidad del bosque. El principal desafío para ROUGIER GABON es lograr asegurar la compatibilidad a largo plazo entre sus necesidades industriales y comerciales y el recurso forestal a su disposición. Su otro desafío será conciliar su meta de garantizar la viabilidad de su actividad con el objetivo de responder satisfactoriamente a las exigencias sociales y ambientales. Por lo tanto, este plan de manejo para los próximos 25 años está dirigido a transformar la compañía actual de explotación forestal ROUGIER GABON en una empresa de manejo de ecosistemas. Hoy la empresa continúa sus labores en materia de extracción de impacto reducido, planificación forestal, seguimiento y evaluación de actividades, y beneficios sociales y ambientales. Pese a estar ya muy avanzada en el camino de la ordenación forestal sostenible, ROUGIER GABON es consciente de que el proceso debe continuar. Los logros alcanzados deben consolidarse y el sistema de ordenación sostenible debe mejorarse año tras año. Sin embargo, el camino por recorrer aún es largo y los trastornos provocados en el seno de la empresa se asimilan gradualmente: nuevos conocimientos prácticos, nuevos métodos de trabajo y nuevas relaciones a nivel interno y con los socios externos. ROUGIER GABON está cambiando su función de explotador de bosques para convertirse en un agente de la ordenación forestal. Para cumplir con este fin, la empresa, en los últimos años, ha iniciado y continúa manteniendo un diálogo inédito entre las distintas partes interesadas del ámbito de la ordenación forestal sostenible en Gabón: ONGs, representantes de las comunidades, entidades de la administración pública, investigadores, etc., quienes se reúnen para intercambiar ideas y avanzan en conjunto en pro del interés general. El progreso alcanzado a la fecha por ROUGIER GABON fue reconocido no sólo a nivel nacional por la Administración Forestal, sino también en el plano internacional, por la Fundación Keurhout, que le otorgó un certificado de manejo forestal sostenible en 2003 (después de la inspección realizada por DNV). En 2002, la FAO, dentro del marco de su iniciativa “En busca de la excelencia”, orientada a identificar y documentar ejemplos exitosos de ordenación forestal sostenible, seleccionó la concesión CFAD de Haut-Abanga como un modelo que puede constituir una fuente de inspiración para los actores del sector forestal y conducir a la aplicación más amplia de mejores prácticas de manejo forestal que incluyan todos los aspectos del desarrollo sostenible. 78 Sustainable Management of Tropical Forests – Private Sector Experiences
1.0 INTRODUCTION Cette étude a été réalisée à l’initiative de l’OIBT et du gouvernement de Malaisie dans le cadre du projet « Private sector success stories on sustainable forest management ». Le cas présenté ici d’aménagement forestier réussi ici est l’aménagement de la Concession Forestière sous Aménagement Durable (CFAD)du Haut-Abanga , attribuée à la société ROUGIER GABON, d’une superficie de 288.626 hectares située dans les provinces du Woleu-Ntem et de l’Estuaire.
2.0 DESCRIPTION DE L’ENTREPRISE ET DE LA CFAD: LES ELEMENTS CLE Trois générations de la famille ROUGIER ont su développer, depuis la création de l’entreprise en 1923, une véritable philosophie du bois, reposant sur trois piliers, économiser et respecter la matière première, promouvoir et valoriser une meilleure utilisation des essences, élaborer et développer des concepts de produits innovants. Le Groupe ROUGIER participe aujourd’hui aux différents métiers de la filière et contribue au développement économique et social des pays où sont implantées ses filiales (2500 collaborateurs). Présent depuis 50 ans en Afrique Centrale, le Groupe ROUGIER en est l’un des premiers exploitants forestiers. Il est désormais entré dans un processus de gestion durable de ses propres concessions forestières. Le Groupe ROUGIER est présent au Gabon depuis 1953, par sa filiale gabonaise, ROUGIER GABON, entreprise privée. Sa carte d’identité:
Adresse: ZI d’Oloumi - BP 130 - LIBREVILLE - GABON Production de grumes: 285.000 m3/an Concessions exploitées par ROUGIER GABON: 2 CFAD couvrant une superficie d’environ 600 000 ha Industrialisation: une usine de contreplaqués à Owendo, consommant 60.000 m3/an une scierie en construction à Franceville, avec une production prévisionnelle de 1 000 à 1 500 m3/mois de débités séchés et avec possibilité d’aboutage, pour une consommation mensuelle d’environ 3 000 m3
CFAD du Haut-Abanga couverte de forêts denses humides naturelles à plus de 99%
Nombre d’employés au Gabon: environ 950 Plan d’aménagement de la CFAD du Haut-Abanga déposé en Juillet 2001 et agréé en Janvier 2002 Certificat Keurhout (Gestion forestière durable et chaîne de traçabilité) obtenu en Mai 2003 Appui technique en gestion forestière assuré par le bureau d’études FORET RESSOURCES MANAGEMENT - Espace Fréjorgues-Ouest - 60, Rue Henri Fabre- 34130 Mauguio - FRANCE
3.0 LES POINTS FORTS DE LA GESTION DURABLE DE LA CFAD DU HAUT-ABANGA (« CORE STRENGTHS VIS-À-VIS SFM)
3.1 Bref historique du projet d’aménagement Pour ROUGIER GABON, l’aménagement forestier est une activité nouvelle, mais qui s’inscrit dans une longue tradition de bonne gestion et de planification à long terme des activités de l’entreprise. La première étape du processus d’aménagement des concessions ROUGIER GABON, une étude conceptuelle de faisabilité du projet d’aménagement de la Concession Forestière sous Aménagement Durable (CFAD) du Haut-Abanga (sur 288 000 ha) a été réalisée en 1996 (FRM, 1996). Elle a abouti après une phase d’internalisation des résultats de l’étude et de prises de décisions en 1998, à la signature d’une convention provisoire d’aménagement – exploitation – transformation avec l’Administration Forestière gabonaise; validité de la convention 3 ans, au terme desquels le plan d’aménagement doit être déposé. En 1998 et 1999, le projet proprement dit a été initié. Une Cellule d’Aménagement a été installée au sein de l’entreprise et les premiers travaux techniques ont débuté. Sustainable Management of Tropical Forests – Private Sector Experiences 79
Un travail d’analyse a permis de mener à la fin de l’année 2000 une réflexion sur les orientations de l’aménagement de la CFAD en liaison avec les options industrielles et commerciales de l’entreprise, débouchant sur la rédaction d’un Plan d’Aménagement, agréé en janvier 2002. Les premiers documents de gestion ont été rédigés et le programme de gestion forestière durable est désormais complètement mis en œuvre sur la CFAD. Un processus d’aménagement identique est actuellement en cours pour la deuxième CFAD attribuée à ROUGIER GABON, la CFAD de l’Ogooué-Ivindo (sur 282.030 ha) : le plan d’aménagement soumis en 2003 à l’Administration est en cours d’examen et de mise en œuvre. Fort de son expérience au Gabon, le Groupe ROUGIER s’est engagé à aménager l’ensemble de ses concessions en Afrique Centrale selon les mêmes principes d’ici l’année 2006.
3.2 Les motivations de ROUGIER GABON Ce fort engagement de ROUGIER GABON dans le processus d’aménagement de ses concessions forestières répond à des motivations multiples:
• la mise en conformité avec la législation nationale et l’intégration stable dans l’économie locale et nationale, • la sécurisation de son patrimoine forestier: les concessions sont attribuées sur le long terme, • la meilleure connaissance des ressources forestières, autorisant une planification de la production et une meilleure visibilité à moyen et long terme, • la rationalisation des activités d’exploitation forestière et l’augmentation de la productivité, • le développement d’un projet global d’entreprise sur le long terme grâce à la planification des activités et des investissements, • une réponse aux attentes des marchés: ROUGIER GABON est devenu « certifiable » et améliore son image.
3.3 Le choix d’un partenaire aménagiste-gestionnaire compétent Se lançant dans une activité nouvelle, ROUGIER GABON a choisi de faire appel à une compétence externe de spécialistes reconnue sur le plan international en matière de gestion forestière et de passer un contrat d’assistance technique avec le bureau d’études FORET RESSOURCES MANAGEMENT (FRM). FRM fournit une assistance technique permanente auprès de la Cellule Aménagement de ROUGIER GABON, depuis 1999, un ingénieur forestier aménagiste est présent assisté d’experts FRM en cartographie, en socio-économie, en économie, en gestion de projet. FRM assiste par ailleurs le Groupe ROUGIER sur les autres dossiers d’aménagement-exploitation durable des concessions forestières dont il est attributaire en Afrique Centrale. Progressivement, l’ensemble du personnel de l’entreprise se trouve ainsi progressivement formé et préparé à exploiter et gérer durablement ses concessions forestières.
4.0 UN PLAN D’AMÉNAGEMENT COMPLET BASÉ SUR UNE SOLIDE ANALYSE DE L’ENVIRONNEMENT SUR LA CFAD
4.1 Les Etudes préparatoires La rédaction du Plan d’Aménagement se base sur une connaissance très fine de la situation initiale de la CFAD, en matière de ressources naturelles, d’écosystèmes et en matière sociale. En effet, on ne peut bien gérer, et donc exploiter et valoriser, que ce que l’on connaît bien. L’ensemble des décisions d’aménagement, de gestion ou d’exploitation nécessitent une étude préalable approfondie des ressources disponibles et des milieux. L’inventaire d’aménagement est l’élément clé de la planification à long terme des activités sur une concession forestière, et l’occasion unique de relever le maximum d’informations sur le territoire à gérer. Les objectifs de l’inventaire d’aménagement sont multiples : connaître précisément la ressource actuelle et future en bois d’œuvre sur des Unités Forestières de Gestion de 20 à 30 000 ha, orienter tous 80 Sustainable Management of Tropical Forests – Private Sector Experiences
les choix d’entreprise en matière d’industrialisation, de développement commercial, étudier la diversité végétale et faunique, évaluer le potentiel en produits forestiers autres que le bois d’œuvre, améliorer la cartographie thématique de la concession forestière. L’inventaire d’aménagement porte sur l’ensemble de la CFAD. Il est impossible d’inventorier de manière exhaustive une telle superficie. On a donc eu recours dans ce cas à un inventaire statistique sur un échantillon représentatif de l’ensemble de la CFAD. Pour l’aménagement de la CFAD du Haut-Abanga, ROUGIER GABON a effectué des choix techniques adaptés à des objectifs ambitieux. Ainsi, le désir de connaître la ressource sur le long terme a amené à compter toutes les essences, à compter les tiges d’avenir à partir de 10 cm de diamètre (soit 340 tiges par hectare en moyenne), et à rechercher dès aujourd’hui à mieux comprendre la dynamique des écosystèmes. Considérant que l’aménagement doit être au service de l’entreprise tout en sécurisant le capital forestier existant, les réflexions sur les choix d’aménagement et sur les choix d’entreprise sont menées en parallèle et une grande importance a été accordée à l’étude qualitative de la ressource. En pratique, l’inventaire s’est appuyé sur des layons légers ouverts en forêt à intervalles réguliers (environ 2 kilomètres). Tous les arbres inventoriés sur 10 mètres de part et d’autre du layon ont été identifiés, mesurés et appréciés en qualité. La conservation de la diversité biologique a été également l’une des préoccupations fortes. Elle a conduit à prendre en compte la faune dans les relevés et à compter toutes les essences d’arbres dans les inventaires (300 essences ont été identifiées sur la CFAD du Haut-Abanga). Quelques chiffres donnent une idée de l’ampleur du travail qui a été accompli sur la CFAD : 3 450 ha ont été inventoriés en plein, plus de 1 700 km de layons ouverts, 6 900 placettes inventoriées et cartographiées précisément, 750 000 arbres comptés, mesurés et identifiés, 20 000 observations effectuées sur la grande faune. L’ensemble a mobilisé 45 personnes à temps plein pendant plus d’un an. Grâce au Système d’Information Géographique (SIG), la répartition des différents éléments relevés a pu être étudiée : ainsi ont été dressées des cartes du potentiel en bois d’œuvre, mais également de la diversité végétale, de l’abondance des différentes espèces animales et végétales, de la pression sur la faune sauvage. Des milieux écologiques particuliers (forêts de montagne, dalles rocheuses, forêts basses d’altitude, forêts marécageuses) ont été identifiés et bénéficieront d’une protection appropriée. Une cartographie détaillée est primordiale pour un bon déroulement des opérations de terrain et améliore sensiblement la compréhension des écosystèmes. Une carte forestière au 1:50 000ème a été dressée à l’aide de photographies aériennes, et l’ensemble des données sont intégrées dans un SIG dynamique. D’autres études forestières techniques sont venues compléter le travail de préparation du Plan d’Aménagement. Une étude de récolement a fourni les outils nécessaires aux prévisions de récolte. Un réseau de placettes permanentes permet de suivre l’évolution des peuplements après leur exploitation, et d’affiner petit à petit les données de base sur la dynamique des écosystèmes (vitesse de croissance et mortalité naturelle). Enfin, des études et des essais sont réalisés pour chercher à résoudre le déficit en régénération naturelle de l’Okoumé, en complément des relevés de l’inventaire d’aménagement sur la régénération des principales essences commerciales.
4.2 Le Plan d’Aménagement A la phase d’étude et d’analyse de l’ensemble des conditions régnant sur la CFAD succède une phase de réflexion sur les choix stratégiques à opérer en faveur de la gestion durable et de planification des actions à entreprendre sur le long terme. L’un des challenges majeurs de l’aménagement est de réussir l’adéquation entre besoins industriels et commerciaux d’une part et ressource forestière d’autre part. Pour cela, ROUGIER GABON s’est efforcé d’adapter son développement industriel et ses prospections commerciales à la ressource disponible et de gérer dans le temps et l’espace son capital forestier de manière à en tirer le meilleur parti possible. L’autre enjeu essentiel est de parvenir à concilier la volonté de l’entreprise de continuer à vivre de son activité avec Sustainable Management of Tropical Forests – Private Sector Experiences 81 la prise en compte des demandes sociales et environnementales. Le document d’aménagement planifie les activités sur la CFAD pour les 25 années à venir (FRM- ROUGIER GABON, 2001). Un nouveau document sera donc rédigé en 2026. La première étape consiste à définir les objectifs qui seront assignés à la CFAD:
Objectif principal 1. Assurer une production durable de bois d’œuvre, économiquement supportable par l’entreprise, destinée à l’exportation sous forme de grumes ou à la transformation industrielle au Gabon.
Objectifs associés 2. Garantir que les prélèvements effectués sur la CFAD en produits forestiers autres que le bois d’œuvre, y compris en viande de chasse, ne mettent en danger ni les ressources (végétales et animales), ni les écosystèmes; 3. S’assurer que l’écosystème forestier conserve après son exploitation un maximum de ses fonctions écologiques et de sa biodiversité; 4. Protéger efficacement les sites particulièrement sensibles et ceux renfermant un potentiel écologique exceptionnel ; 5. Permettre aux employés de ROUGIER GABON de vivre et travailler dans de bonnes conditions et de disposer des moyens nécessaires à leur subsistance ; 6. Réaliser un programme d’études et de recherches sur la CFAD visant à améliorer les conditions d’exploitation et de gestion forestières et à évaluer l’impact et la performance des mesures fixées par le Plan d’Aménagement.
Cette réflexion stratégique se traduit sur le terrain par l’affectation de chaque objectif ou groupe d’objectifs à une partie de la concession, les séries d’aménagement. Ainsi, sur la CFAD du Haut-Abanga ont été définies: une série de production de bois d’œuvre, une série de production sensible, une série de conservation de la biodiversité, et deux séries de protection. Les séries de protection et de conservation (sur une surface totale de 9 411 hectares, soit 3% de la superficie de la CFAD) ont été identifiées grâce au travail très fin d’analyse effectué lors des études préparatoires. Le choix de l’emplacement de la série de conservation de la biodiversité s’est basé sur la découverte d’une zone à très forte diversité spécifique ligneuse, avec en moyenne 57 essences différentes par placette de 0,5 ha, dont 11 de la famille des Césalpiniacées. De plus, cette série est vierge de toute exploitation et pourra servir de témoin pour l’observation des écosystèmes exploités.
4.3 Aménagement de la série de production Pour aménager la série de production, l’évolution des forêts actuelles a été modélisée, au moyen d’un logiciel développé par FRM (Forest Decision Program®) en utilisant les données d’inventaire et différentes hypothèses sur la dynamique forestière. Les paramètres d’aménagement, durée de rotation, diamètres minimums d’exploitabilité et liste des essences objectif ont été fixés de manière à garantir une reconstitution satisfaisante des peuplements forestiers exploitables. Le choix des différents paramètres s’est fait en relation étroite avec la direction de ROUGIER GABON, sur la base des modélisations d’évolution des peuplements effectuées. A ce stade crucial, l’entreprise prépare son avenir, décide de son projet d’entreprise sur le court et long terme, élabore son projet d’investissement et de fonctionnement. Reste ensuite à élaborer les décisions d’aménagement et de gestion. Les coupes ont été planifiées sur deux Unités Forestières d’Aménagement (UFA), répondant à deux logiques d’exploitation et donc exploitées par deux unités de production distinctes économiquement viables. Les UFA ont aussi été divisées en Unités Forestières de Gestion (UFG) assurant des possibilités de production annuelle en volume équivalentes. 82 Sustainable Management of Tropical Forests – Private Sector Experiences
4.4 Documents de planification et de gestion La planification de l’exploitation se décline à trois niveaux (cf. Tableau 1).
Tableau 1: les 3 niveaux de la planification
Unités (et nombre) Sigle Document Durée Unités Forestières d’Aménagement (2) UFA Plan d’Aménagement durée de la rotation (25 ans) Unités Forestières de Gestion (4 +5) UFG Plan de gestion 4 à 7 ans Assiettes Annuelles de Coupe (2 x 25) AAC Plan Annuel 1 an (ouverture possible sur d’Opérations 3 ans)
4.5 Aménagement des autres séries Sur les séries de conservation et de protection, qui couvrent près de 10.000 ha, toute exploitation est interdite, ainsi que toute pénétration d’engin forestier. Des investigations complémentaires sont à réaliser sur ces séries, en collaboration avec des ONG, des université, des instituts de recherche afin de préciser les mesures de conservation à prendre.
4.6 Le plan d’industrialisation ROUGIER GABON dispose d’une usine de déroulage et de fabrication de contreplaqués consommant environ 60.000 m3 de bois chaque année, et dont la capacité de production a été augmentée de 50% en 2001. L’approvisionnement de cette usine sera diversifié (basses qualités de grumes et essences nouvelles) de manière à mieux valoriser la ressource disponible. Dans les prochaines années, l’outil industriel de ROUGIER au GABON sera développé avec l’installation d’une scierie dans la région du Haut-Ogooué, permettant de produire des avivés notamment à partir de bois de récupération. Des études de marché sont lancées en parallèle pour estimer la rentabilité d’autres unités. Une analyse de la ressource disponible orientée vers les caractéristiques technologiques de chaque essence a été conduite pour guider les choix en matière d’industrie. La mise en œuvre du plan d’aménagement: la mutation d’un exploitant forestier en gestionnaire d’écosystèmes Une production de bois d’œuvre rationalisée, respectueuse de son environnement Exploitation à Impact Réduit (EIR) L’étude d’impact environnemental a établi un diagnostic précis des divers impacts de l’activité d’exploitation forestière sur les écosystèmes forestiers et les populations humaines locales. La grille d’analyse des impacts reprend toutes les activités de l’entreprise, liste les impacts engendrés par chaque activité, évalue l’importance de l’impact et les latitudes de réduction, puis propose des mesures de limitation. Les mesures proposées ont été choisies de manière à être aisément applicables et contrôlables. Elles sont ensuite consignées dans des procédures opérationnelles (ou consignes) distribuées à chaque employé pour son domaine d’intervention. Chaque employé est désormais évalué non seulement en fonction de sa productivité, mais aussi en fonction du bon respect des procédures opérationnelles, y compris en matière de réduction d’impact. Cette évaluation se base sur des contrôles ciblés sur le terrain.
4.7 Inventaire d’exploitation L’étape clé de la mise en œuvre du Plan d’Aménagement est l’inventaire d’exploitation qui autorise à la fois une planification à court terme de l’exploitation et une rationalisation des opérations d’exploitation. Elle se situe par conséquent au cœur de la gestion durable de la forêt. La mise en œuvre des décisions d’aménagement nécessite, notamment sur le potentiel exploitable, un inventaire précis des peuplements forestiers sur les zones amenées à être exploitées à court terme. Cet inventaire parcourt l’ensemble de la surface productive de la CFAD sur la durée d’application du Plan d’Aménagement. Sustainable Management of Tropical Forests – Private Sector Experiences 83
Les principales caractéristiques de cet inventaire dit d’exploitation sont les suivantes:
• il intervient plus d’un an avant le passage de l’exploitation, apportant une visibilité de la production qui n’existait pas jusqu’alors; • il s’agit d’un inventaire « en plein », c’est à dire concernant l’ensemble des tiges sur un territoire donné (au contraire de l’inventaire d’aménagement, qui est un inventaire statistique); • il prend en compte toutes les tiges d’essences principales mais aussi secondaires mesurant plus de 70 cm de diamètre ; • il est couplé à une cartographie très fine, à l’échelle du 1:2 500ème, des arbres inventoriés, des éléments hydrographiques et topographiques, et des contraintes d’exploitation; • il est suivi d’un travail de planification, sur carte et sur le terrain, de l’ensemble des travaux d’exploitation.
Le très grand intérêt de ces nouvelles méthodes pour réduire les dégâts, pressenti par une étude réalisée en 2000 (Tancré, 2000), a été confirmé par l’application à grande échelle de l’inventaire d’exploitation couplé à la planification des opérations. Les règles appliquées par les équipes chargées de la planification portent sur:
• la limitation des pentes, • la limitation des longueurs de piste, • la protection des tiges résiduelles, • la protection des cours d’eau.
A l’issue de l’inventaire d’exploitation, des synthèses du potentiel disponible sur les Assiettes Annuelles de Coupe (AAC) sont éditées ainsi que des cartes prévisionnelles d’exploitation. Ces documents, joints au Plan Annuel d’Opérations (document de planification annuelle), permettent un suivi au jour le jour de l’exploitation et une traçabilité complète des grumes.
4.8 Règles d’exploitation forestière Le Plan d’Aménagement a défini un large panel de règles d’exploitation forestière, qui ont ensuite été consignées dans les procédures opérationnelles destinées au personnel de terrain. Nous donnons ici un aperçu de ces règles.
5.0 RESTRICTIONS D’EXPLOITATION A l’intérieur de la Série de production, seuls sont exploités des arbres dont le diamètre à la base est supérieur aux Diamètres Minimums d’Exploitabilité (DME) fixés par le Plan d’Aménagement.
6.0 ABATTAGE La technique d’abattage appliquée, l’abattage contrôlé, améliore les conditions de sécurité, limite les gaspillages de bois et permet une meilleure maîtrise de la direction de chute (même s’il ne s’agit pas d’un abattage directionnel, particulièrement difficile à mettre en œuvre en forêt gabonaise). L’ensemble des abatteurs ont suivi une formation à la nouvelle technique d’abattage, dispensée par des experts hollandais.
7.0 DÉBARDAGE ET DÉBUSCAGE Le tracé des pistes de débardage est fait par l’équipe de pistage (cf. paragraphe sur l’inventaire d’exploitation). Ce tracé est matérialisé sur le terrain et reporté sur un plan de la parcelle d’exploitation comportant également les tiges à exploiter avec leur numéro. Les conducteurs d’engins doivent respecter les pistes tracées par l’équipe de pistage de manière à limiter les dégâts sur l’écosystème. 84 Sustainable Management of Tropical Forests – Private Sector Experiences
Les tiges d’avenir et semenciers signalés le long des pistes de débardage et débuscage doivent être préservés. Les débusqueurs doivent éviter de pénétrer à l’intérieur des zones inondées et dans le lit des cours d’eau et chercher à tirer les billes depuis l’extérieur de ces zones. Sur les pistes de débardage, les traversées de cours d’eau se font au moyen de buses qui seront détruites à la fin de l’exploitation de manière à garantir un bon rétablissement du régime hydrologique.
8.0 LIMITATION DES PERTES DE BOIS A chacune des étapes, des efforts sont faits pour limiter les gaspillages. Des études réalisées entre 1999 et 2003 se sont intéressées au récolement entre le volume fût abattu et le volume commercialisé. Une amélioration de plus de 15% a été mise en évidence dans l’utilisation du bois abattu, grâce à la formation en abattage contrôlé et à des efforts importants de récupération de billons de moindre qualité pour l’usine de déroulage de ROUGIER GABON. Cet effort en faveur d’une meilleure valorisation de la ressource sera intensifié durant les prochaines années, en relation avec le développement de l’outil industriel.
9.0 LIMITATION DES POLLUTIONS CHIMIQUES Les huiles de vidange sont récupérées et ne sont en aucun cas abandonnées dans la nature. Les huiles sont ensuite acheminées vers un site de recyclage. Cette option technique est totalement nouvelle dans l’exploitation forestière africaine. L’ensemble des autres déchets générés par l’exploitation sont récupérés et selon leur nature brûlés, enterrés ou stockés.
10.0 ROUTES Le réseau routier secondaire est optimisé en fonction des données de l’inventaire d’exploitation. Il s’agit sans aucun doute du poste sur lequel les gains économiques et écologiques d’une bonne planification sont les plus conséquents. Les consignes pour la construction des routes visent à améliorer le drainage, limiter l’érosion, réduire les surfaces perturbées et améliorer les conditions de sécurité. Bien entendu, ce travail de réduction de l’impact de l’exploitation est encore en chantier, mais les progrès réalisés au cours des deux dernières années sont considérables et portent leurs fruits sur le terrain.
11.0 MESURES DE SUIVI CONTRÔLE DE L’EXPLOITATION
11.1 Rapports d’évaluation de l’application des documents de gestion L’ensemble des mesures préconisées est consigné dans les différents documents de gestion rédigés. Mais il est important de s’assurer de l’efficacité et de la pertinence de ces mesures, aussi bien pour perfectionner en permanence le système de gestion que pour pouvoir communiquer sur des réalisations concrètes réellement mises en œuvre. Un manuel décrivant le système de gestion durable détaille chaque procédure, sa mise en œuvre et le suivi évaluation de cette mise en œuvre. Les responsables pour chaque procédure sont définis. Le principe adopté est que chaque document doit faire l’objet, à la fin de sa période d’application, d’un rapport d’évaluation, puis les conclusions de ces rapports permettront soit de renforcer l’exécution des mesures mal appliquées, soit de définir des mesures mieux adaptées. Cette procédure a déjà été employée notamment lors de la mise en place de l’inventaire d’exploitation.
11.2 Contrôles Post-Exploitation: internes et externes Les agents des Eaux et Forêts effectuent régulièrement des inspections sur le terrain pour s’assurer de la bonne application des plans d’aménagement, des plans de gestion et des plans annuels d’opérations. Une méthodologie de contrôle interne mensuel sur le terrain des différentes tâches a été mis en place. En ce qui concerne l’exploitation, un contrôle post-exploitation révèle les infractions dans l’application des Sustainable Management of Tropical Forests – Private Sector Experiences 85 règles adoptées : mauvaise application de l’abattage contrôlé, tracé de pistes de débardage inadapté ou non respecté, dégâts causés aux tiges d’avenir, abandons de bois utilisables, pollutions, création de marécages… Des mesures correctives peuvent alors être prises rapidement.
11.3 Suivi de l’exploitation Le suivi de l’exploitation se fait désormais depuis l’arbre sur pied, localisé et identifié de manière unique. Un système complet de suivi des produits d’exploitation depuis la grume en forêt jusqu’à sa transformation et/ou sa commercialisation a été développé. L’ensemble des données est associé à un Système d’Informations Géographiques.
Le suivi informatisé qui a été mis en place permet:
• d’assurer une traçabilité des fûts et grumes depuis l’arbre sur pied jusqu’à la vente ou la transformation (positionnement géographique, numéros de prospection et de carnet de chantier, différentes mesures et cubages effectués, dates d’évacuation…), • la détection des « pertes » de billes injustifiées en cours d’exploitation, • l’évaluation des rendements et performances par agent et par parcelle d’exploitation, • l’édition de l’ensemble des documents de suivi interne et de ceux destinés à l’Administration.
Les nouvelles technologies, alliées à des méthodes d’exploitation performantes, à un encadrement rigoureux des activités et à une formation adaptée du personnel, créent les conditions favorables à une exploitation forestière durable, efficace et dont l’impact sur l’environnement reste raisonnable.
12.0 DES ACTIONS NOUVELLES DE CONSERVATION DES MILIEUX ET DE LA FAUNE Partant du constat que la seule pression anthropique qui est à même de remettre en cause la pérennité de l’écosystème est la chasse et en particulier la chasse à but commercial, un plan de gestion de la faune a été préparé et un appui financier complémentaire a été sollicité auprès des bailleurs de fonds, ROUGIER GABON s’engageant à financer une partie du programme. Le démarrage de ce programme est conditionné par l’obtention d’une aide externe de l’entreprise limitant le poids de l’investissement de ROUGIER GABON en faveur d’une action d’intérêt général. Une partie des mesures prévues est déjà mise en œuvre actuellement, en particulier celles qui concernent directement les employés de ROUGIER GABON. Le règlement intérieur intègre désormais des consignes strictes à respecter en ce qui concerne les activités de chasse. Des contrôles réguliers sont effectués et les observations sont consignées. Les infractions sont pénalisées selon un cahier des charges établi. Pour ce qui est de l’activité des tiers, puisque les seules pistes disponibles à l’intérieur de la CFAD sont des routes privées, ROUGIER GABON en interdit l’accès (au moyen d’une barrière gardée en permanence) à toute personne extérieure à l’entreprise, sauf accord préalable de la Direction. Par contre, en ce qui concerne l’interpellation des braconniers surpris à l’intérieur de la concession, ROUGIER GABON continuera, comme par le passé, à s’en remettre aux autorités compétentes, telles que la Gendarmerie ou la Direction de la Faune et de la Chasse. Concernant les villages riverains de la CFAD, ROUGIER GABON ne s’oppose pas à la pratique de la chasse coutumière, ni à la pratique de la chasse légale, mais ne les facilite pas, en particulier en interdisant tout transport de chasseurs ou de viande à bord de ses véhicules et toute circulation de véhicules non autorisés sur les routes de la CFAD.
13.0 UNE MEILLEURE PRISE EN COMPTE DES BESOINS SOCIAUX La CFAD du Haut-Abanga n’abrite aucun village autochtone, la pression des populations locales sur les écosystèmes est donc faible et parfaitement supportable écologiquement, si l’on excepte le problème de la chasse commerciale. De plus, les enquêtes sociales approfondies qui ont été conduites dans tous les 86 Sustainable Management of Tropical Forests – Private Sector Experiences
villages riverains (Ondo, 2001) n’ont relevé aucune revendication villageoise concernant les forêts de la CFAD. Toutefois, ROUGIER GABON continue à être à l’écoute de ces populations et maintient des relations paisibles avec les populations des environs. De plus, ROUGIER GABON s’impliquera dans le développement local en s’appuyant sur les deux orientations du code forestier gabonais (Présidence de la République Gabonaise, 2001) en la matière:
• une contribution locale destinée à financer des projets au niveau local: l’enquête socio- économique effectuée sur la deuxième CFAD de ROUGIER GABON a donné les directions pour la gestion et l’utilisation de cette contribution ; des projets de développement pourront être montés, en partenariat étroit avec les représentants des communautés villageoises et les autorités locales; • la création de forêts communautaires: sur cette CFAD, le contexte n’est pas favorable à la participation de ROUGIER GABON à la gestion de ces forêts communautaires; sur la deuxième CFAD, ROUGIER GABON participe aux travaux de développement de ce concept nouveau au Gabon, en abandonnant une partie du territoire de la CFAD au profit du domaine forestier rural; sur ces surfaces, l’ensemble des travaux préparatoires au Plan d’Aménagement y ont été réalisés et pourront être employés pour la préparation des Plans Simples de Gestion des forêts communautaires.
Dans les camps forestiers installés par ROUGIER GABON, l’entreprise est à l’écoute permanente de ses employés, par l’intermédiaire des représentants (délégués élus) du personnel et de ceux des résidents (chefs de camp et chefs de quartier). Soucieux du bien-être de ses travailleurs et de leurs familles, ROUGIER GABON s’engage à améliorer les conditions de vie des résidents des camps forestiers. Ce programme social est rendu possible par la pérennisation des structures installées sur la CFAD, désormais attribuée sur le long terme ; jusqu’alors, les camps étaient provisoires et l’ensemble de la structure de production était appelée à déménager tous les 7 à 10 ans. Des investissements sociaux lourds deviennent aussi possibles grâce à la visibilité sur le long terme qu’apporte le Plan d’Aménagement. C’est encore l’une des nombreuses conséquences positives de la mise sous aménagement durable de la CFAD du Haut-Abanga. Des mesures sociales avaient déjà été prises depuis longtemps par ROUGIER GABON : les prix de vente des produits de première nécessité sont maintenus au niveau de ceux de la ville la plus proche (située à près de 200 km), des dotations gratuites en médicaments sont fournies aux familles des travailleurs dans les dispensaires, les cases sont électrifiées, deux instituteurs sont rémunérés par ROUGIER GABON, ils assurent l’enseignement primaire, chaque camp dispose d’une salle de télévision recevant les émissions locales et une chaîne internationale par satellite, toutes les obligations fixées par le Code du travail et la convention collective des exploitations forestières sont respectées scrupuleusement et des efforts importants sont consentis pour la formation continue du personnel. ROUGIER GABON est bien décidé à aller plus en avant, de s’appuyer sur les résultats de l’enquête socio-économique. Un plan quinquennal d’actions sociales a été préparé, sa mise en œuvre a débuté en 2002 et 2003, avec en particulier:
• un appui au développement des cultures vivrières autour des deux camps forestiers; • une amélioration et une pérennisation de l’ensemble des infrastructures collectives. Les nouvelles constructions sont réalisées en semi-dur. L’économat a déjà été réhabilité en 2000. En 2002, l’infirmerie et la salle d’écoute ont été reconstruites; • l’amélioration des logements du personnel : progressivement, les anciennes cases sont reconstruites et remplacées par des habitations plus spacieuses; • amélioration de la qualité de l’eau : un puits a été creusé et un système de filtrage garantira une bonne qualité de l’eau distribuée sur des bornes fontaines; • amélioration des structures de santé et des conditions de sécurité : une convention de partenariat Sustainable Management of Tropical Forests – Private Sector Experiences 87
a été signée avec un médecin, les résidents bénéficient de visites médicales régulières (la première a eu lieu fin 2003), une formation continue des personnels de santé et une formation en soins de première urgence sont programmées, les consignes de sécurité ont été renforcées; • amélioration de l’hygiène sur le camp : une collecte régulière des ordures ménagères est instaurée, les déchets sont stockés dans une décharge puis brûlés.
14.0 UN SOUCI CONSTANT DE SE METTRE EN CONFORMITÉ AVEC LES STANDARDS INTERNATIONAUX ET NOTAMMENT CEUX DE L’OAB/OIBT La certification constitue l’aboutissement logique de tous les efforts entrepris. Car si elle n’a pas été le moteur principal de l’engagement du GROUPE ROUGIER vers la gestion durable, elle doit apporter maintenant la reconnaissance de la politique environnementale et des bonnes pratiques développées par l’entreprise sur les marchés, et donc auprès de ses clients utilisateurs de bois tropicaux, et aussi auprès des consommateurs. De plus, un regard externe améliore les performances de la gestion forestière durable. Un premier audit de certification a été entrepris par ROUGIER GABON en 2002. L’audit a été réalisé par un bureau spécialisé, DNV France, contrôlé, pour le standard Keurhout, par un panel d’experts Keurhout. Il a mis en évidence la conformité du système de gestion durable de la CFAD du Haut-Abanga avec les deux standards internationaux étudiés: Keurhout (gouvernement néerlandais) et OAB/OIBT. Le certificat Keurhout a été délivré le 28 mai 2003, puis confirmé par le premier audit périodique fin 2003. Des non-conformités mineures ont été relevées lors de l’audit initial. Certaines ont été « fermées » depuis, d’autres sont apparues et doivent être fermées avant le prochain audit. L’un des avantages de cette démarche est la progressivité: ROUGIER GABON s’inscrit pleinement dans une perspective d’amélioration continue de son système de gestion. Les non-conformités mineures relevées par l’audit de certification par rapport au standard CIFOR-OAB portent sur
• l’amélioration de la cotation et de la maîtrise des impacts, et l’élargissement des études d’impacts aux domaines touchant la santé et la sécurité des travailleurs; • l’amélioration de la diffusion de l’information interne et externe au niveau des personnes intéressées, et de leur sensibilisation encore plus poussée à la démarche globale de gestion durable; • la planification annuelle des formations, et la mise en place d’un système de suivi individuel de la formation au niveau de chaque travailleur; • une amélioration du système de gestion de la chasse et du contrôle des actes illégaux de chasse; • la poursuite et le renforcement des mesures de contrôle des activités touchant à la gestion forestière durable.
Comme déjà indiqué, des décisions ont été prises et des mesures sont en cours sur le terrain et dans l’entreprise pour corriger ces insuffisances.
15.0 LES ENSEIGNEMENTS TIRÉS DE L’EXPÉRIENCE ROUGIER GABON SUR LA CFAD DU HAUT- ABANGA
15.1 Les points forts Si l’on reprend les résultats des audits de certification, l’auditeur a noté comme principaux points forts de la gestion forestière durable de la CFAD du Haut-Abanga:
• Un plan d’aménagement de très bonne qualité, avec notamment de bons choix pour les critères de création de la série de conservation; • Une organisation particulièrement efficace tant au niveau de la Direction à Libreville que de la direction de site basée sur la CFAD; 88 Sustainable Management of Tropical Forests – Private Sector Experiences
•L’assistance technique internationale de FRM de qualité pour la mise au point de l’aménagement durable; • Le développement industriel dans le pays, allant jusqu’à la deuxième transformation; • Une bonne implication et motivation du personnel, un encadrement jeune, dynamique et efficace; • Une maîtrise opérationnelle simple et efficace; • Des logiciels de saisie des données et de suivi des opérations particulièrement performants, une traçabilité efficace des produits; • Une bonne étude d’impact environnemental; • Un plan d’actions quinquennal détaillé et bien documenté; • Un important effort de formation.
On peut encore ajouter comme facteurs ayant contribué au succès de la mise sous gestion durable de la CFAD du Haut-Abanga, qui sont aussi des gages de réussite pour la poursuite des efforts engagés:
• Le souci constant de respecter en permanence le cadre législatif gabonais; • Le sérieux de l’entreprise, reconnu par l’ensemble de la profession, son implication complète dans le processus de gestion durable; • La compétence et la motivation de ses responsables à tous les niveaux; •L’approche pragmatique développée, soucieuse de préserver les équilibres économiques et sociaux; • Une concession forestière riche à la fois écologiquement et en bois d’œuvre, sur laquelle ne pèse pas de menace de dégradation par l’action de l’homme.
En plus des audits de certification, la CFAD ROUGIER GABON a déjà bénéficié d’une reconnaissance internationale de la part de la FAO, agence de l’ONU, dans le cadre d’un programme de partenariat FAO / Pays-Bas, en collaboration avec l’Organisation Internationale des Bois Tropicaux (OIBT), l’Organisation Africaine des Bois (OAB), l’Union Internationale pour la Conservation de la Nature (UICN), le Fonds Mondial pour la Nature (WWF), le Secrétariat du Réseau International des Forêts Modèles (SRIFM), et l’Association Interafricaine des Industries Forestières (IFIA). La CFAD du Haut-Abanga a en effet été retenue comme cas exemplaire d’aménagement forestier en Afrique Centrale (FAO, 2002).
15.2 Les Insuffisances Le schéma technique adopté pour la préparation du Plan d’Aménagement de la CFAD du Haut-Abanga est réplicable dans toutes les « grandes » concessions (plus de 200.000 ha environ) attribuées à des sociétés industrielles sérieuses désireuses de s’engager dans la valorisation économique durable des ressources forestières. Dans tous les pays du Bassin du Congo, les grands concessionnaires industriels sont déjà très largement impliqués dans l’aménagement durable de leurs permis. Au Gabon, on devrait d’ici quelques années atteindre 5 à 7 millions d’hectares de forêts de production aménagées. Par contre, au Gabon comme dans les autres pays d’Afrique Centrale, il existe aussi des « petits » permis attribués à des particuliers ou à des PME disposant de structures légères. Ces permis ne pourront pas respecter les mêmes normes d’aménagement. Pourtant, il devront intégrer le mouvement actuel de mise sous aménagement durable des forêts de production. Des solutions techniques de regroupement de permis ou d’aménagements simplifiés, des adaptations réglementaires et des modes de financement restent à trouver, comme l’a mis en évidence une étude récente (FRM -SYNFOGA, 2001). Ces petits concessionnaires travaillent souvent de manière informelle, et à la limite de la légalité. De plus, ils n’ont pas les mêmes pressions que les grandes entreprises cotées au niveau international. Pour convaincre les concessionnaires encore hésitants du bien-fondé de l’aménagement, il est nécessaire de créer des contraintes et des incitations nouvelles. La certification de bonne gestion agira comme un levier du consommateur en faveur d’une meilleure gestion et offrira une prime aux bons élèves, mais elle ne concerne pour l’instant qu’un marché étroit, en Europe. Les incitations nationales et Sustainable Management of Tropical Forests – Private Sector Experiences 89 internationales pourront également lever quelques barrières. Les entreprises qui refusent de jouer le jeu doivent en subir les conséquences. Celles qui sont engagées dans la gestion durable doivent être favorisées, sinon elles souffriront d’une perte de compétitivité face à des concurrents déloyaux, agissant dans l’illégalité et sans aucun respect pour la ressource et l’environnement forestier. A l’heure actuelle, l’action de l’Administration forestière en faveur de la gestion durable est encore insuffisante, les documents d’aménagement traînent de longs mois avant d’être approuvés, les entreprises enfreignant la loi ne sont pas suffisamment sanctionnées, les contrôles sur le terrain sont trop rares. A l’évidence, à l’instar du secteur privé, l’Administration a besoin d’être appuyée pour intégrer complètement la nouvelle donne de la gestion durable. La réussite du processus de gestion forestière durable passe par une collaboration étroite entre les différents partenaires. Sur le terrain, les efforts engagés par ROUGIER GABON sont reconnus par les ONG environnementales. Les ONG internationales « militantes » en revanche semblent méconnaître (voire vouloir ignorer) les progrès réalisés. Ces groupes de pression environnementalistes doivent désormais réaliser que le train de la gestion durable est en marche, et que la reconnaissance et l’appréciation du chemin parcouru, loin de détourner du but, confortent dans leur choix et encouragent au contraire à poursuivre leurs efforts les entreprises qui progressent sur le chemin délicat de la gestion durable des ressources forestières tropicales. Enfin, le marché international des bois tropicaux reste un élément capital, et difficilement maîtrisable, pour la réussite des projets d’aménagement. Pour pouvoir gérer durablement la forêt tropicale d’Afrique, une entreprise doit avant tout assurer sa survie économique. Des difficultés économiques peuvent remettre en cause la pérennité des entreprises et leur engagement naissant, mais volontaire et déterminé, vers une gestion durable des concessions forestières qui leur sont allouées. L’industrialisation contribuera à améliorer la valeur ajoutée localement, à diversifier les productions et à réduire les risques, mais elle ne sera jamais suffisante si les performances économiques de l’entreprise sont remises en cause.
15.3 Les leçons apprises et les perspectives Il est important d’insister sur la révolution que provoque l’aménagement durable des concessions forestières allouées à l’intérieur de l’entreprise : nouveaux savoir-faire, nouvelles méthodes de travail, nouvelles relations en interne et avec les partenaires extérieurs… Bref, dans les concessions forestières de l’Afrique Centrale, l’aménagement ne peut pas se faire en dehors de l’entreprise et encore moins contre l’entreprise. Car même si la forêt appartient à l’Etat, l’exploitant forestier est présent au quotidien sur le terrain, en relation avec les populations locales, acteur du développement local, bâtisseur d’infrastructures…et il est donc logique de le retrouver dans un rôle de gestionnaire forestier. Un projet d’aménagement d’une forêt de production de bois d’œuvre inadapté à la culture d’entreprise d’un exploitant forestier aura de bonnes chances de ne pas aboutir, c’est l’un des premiers enseignements du projet d’aménagement durable de la CFAD du Haut-Abanga. Le deuxième enseignement vient des énormes progrès techniques constatés au cours de ces années d’effort. C’est donc bien sur le terrain, en faisant face aux défis de l’aménagement durable que des chois, des solutions, des itinéraires techniques nouveaux sont trouvés, non plus sur des surfaces réduites, mais à l’échelle de centaines de milliers d’hectares de forêt tropicale humide. Le troisième enseignement, c’est la capacité qu’ont les entreprises sous la contrainte à réagir, à s’adapter, à se restructurer pour dégager plus de performances, pour assurer leur pérennité. Le quatrième enseignement, qui découle du précédent, vient de ce que ce progrès n’est possible que dans un pays stable avec une administration responsable, plus partenaire dans la voie du progrès que seulement là pour dicter les règles et sanctionner. Le cinquième enseignement, c’est que le processus est long, il ne peut se faire en un jour, il faut du temps, des années pour amener un opérateur technique à devenir un technicien forestier performant. Les sixième enseignement serait à rechercher dans les formidables progrès du dialogue entre les partenaires de la gestion durable au Gabon ces dernières années: ONG, représentants des populations, agents de l’administration, exploitants forestiers, chercheurs, se rencontrent, échangent des idées et progressent ensemble dans l’intérêt de tous. 90 Sustainable Management of Tropical Forests – Private Sector Experiences
Comme septième et dernier enseignement, on dira que l’engagement vers l’aménagement durable n’est possible qu’avec des entreprises sérieuses, déterminées et appuyées techniquement, autant de conditions qui sont loin d’être remplies encore de nos jours au Gabon et dans les autres pays du Bassin du Congo. ROUGIER GABON aura besoin, de même que les autres exploitants qui viendront le rejoindre, qui sauteront le pas et feront eux aussi le choix de s’engager sur la voie exigeante de la gestion durable des forêts dont ils ont la charge, de tous les soutiens disponibles, pour remplir avec succès le rôle de gestionnaire des écosystèmes qu’il assume désormais.
16.0 REFERENCES Enquête socio-économique, CFAD du Haut-Abanga, 2001, Rose ONDO. Etude de cas d’aménagement forestier exemplaire en Afrique Centrale: la concession forestière sous aménagement durable du Haut-Abanga, Gabon- FAO, 2002. par Nicolas Bayol. Etude préparatoire du projet d’aménagement de la concession forestière du Haut-Abanga - Rapport d’étude, 1996, Forêt Ressources Management. Etude pour l’intégration des petites et moyennes entreprises forestières (PMEF) dans le processus d’aménagement forestier, 2001, FORET RESSOURCES MANAGEMENT - SYNFOGA. Loi N°16/01 portant code forestier en république gabonaise, 2001, Présidence de la République Gabonaise. Plan d’Aménagement de la CFAD du Haut-Abanga, période 2001-2006, juillet 2001, FORET RESSOURCES MANAGEMENT - ROUGIER GABON . Réflexion sur la mise en place des techniques d’exploitation à faible impact sur la CFAD du Haut-Abanga. Evaluation du réseau actuel de pistes de débardage et de débuscage, mise en place d’une méthodologie pour un tracé optimisé des pistes préalablement à la mise en exploitation, 2001, Juliette TANCRE. Sustainable Management of Tropical Forests – Private Sector Experiences 91
SAMARTEX TIMBER & PLYWOOD LTD. GHANA’S FIRST COMPANY GOING FOR CERTIFICATION
SAMARTEX TIMBER & PLYWOOD LTD. UNE PREMIERE ENTREPRISE DU BOIS GHANEENNE RECHERCHE LA SAMARTEX TIMBER & PLYWOOD LTD. LA PRIMERA EMPRESA MADERERA DE GHANA EN VÍAS DE CERTIFICACIÓN
A. Brede Samartex Timber and Plywood Ltd.
SUMMARY Samartex Timber & Plywood Company Ltd. is based in the town of Samreboi in the Western Region of Ghana at the centre of the moist and wet evergreen forest. The company was created in 1995 as the result of Ghana’s government programme of divestiture of state owned businesses. The previous owner of the business was the Africa Timber & Plywood Company, which was established in 1947. Samartex is producing sliced and rotary veneer, lumber, boules, moulding and plywood. The log input to the mill is around 110,000 m3 per annum. The main species are Khaya ivorensis, Khaya anthotheca, Entandrophragma cylindricum, Entandrophragma candollei, Milicia excelsa, Anigeria robusta, Triplochiton scleroxylon, Terminalia superba, Heriteria utilise, Ceiba pentandra and around fifteen others. For operational purposes the company runs a fleet of log skidders, dozers, log stackers, graders, compacter rollers, payloaders tippers, logging trucks and highway trucks. Samartex employs around 2,500 people, including around 430 in the Forestry Production Department. The company has logging concessions in twelve Forest Reserves amounting to approximately 1,100 km2. In addition, there are around 300 km2 of Off-Reserve concession. Forest Reserves in Ghana have been demarcated and are strictly safeguarded for silvicultural use only. In other words, they are protected from farming activities or any other activities, which would result in the destruction of the forest canopy. Commercial timber extraction is allowed in these reserves, however under strictly controlled and monitored conditions. The Forest Reserves’ management is based upon a 40 years felling cycle. For operational purposes the Reserves are subdivided into coupes and compartments. The compartments are grouped according to a harvesting schedule. The principle of this schedule is to manage the Reserve on the mentioned forty-year rotation. Meaning, that once a compartment has been logged, it will take a further forty years before any other commercial logging is permitted. This forty-year period has been chosen as the optimum period to allow natural regeneration to occur after logging. Each coupe lasts for five years, and the company is only allowed to apply for compartments within the active, i.e. Year 2002 – 2006, coupe. Compartments are the smallest unit, and harvesting is carried out within the demarcated 800 m x 1600 m area, which results in the standard size of 128 ha for a compartment. Once all compartments within the current coupe have been harvested, the company has to wait until the next coupe gets “valid”. The demarcation of the compartment is done by the company’s Forestry Department. Trees that are due for harvesting will be determined by the Forestry Department as well. During a stock survey all trees of commercial value with a diameter above 50 cm are physically recorded whilst a detailed map of the surveyed compartment is produced. Each tree species has a minimum felling diameter, i.e. Mahogany 110 cm. Among all the Mahogany above 110 cm only around 20% are to be harvested by the concessionaire. The rest of the trees is to be retained for the next entry in 40 years. Felling therefore is very selective. During a harvesting operation not more then three trees per ha are extracted from a compartment. Within a Forest Reserve by far not all compartments are “productive compartments”. There are a variety of protection measures which excludes compartments from any logging operation. The most important ones are hillside sanctuary, provenance, swamps, shrines, riverside and the GSBAs (Globally Significant Biodiversity Areas). In some of the Samartex Reserves more then 20% of the compartments are under one or another form of protection. Ghana has been developing a National Certification Scheme for forestry since 1997. The set-up of the standards was overseen by a National Committee and developed by a technical working group. The standards and checklist have been extensively revised since their inception. They were field tested in March 2000, based upon the Samartex forest operations. Unfortunately so far, the final standards have not been ratified by the Forestry Commission - a fact that still creates some confusion with regard to FSC in Ghana. 92 Sustainable Management of Tropical Forests – Private Sector Experiences
However, in 2003 Samartex took the lead and the company was certified by SGS for having an uninterrupted Chain of Custody (CoC) as well legal compliance with all rules and regulations as stated in the Ghana Manual of Operations. To all of our knowledge we are the first company in West Africa to receive this certificate. Although CoC and legal compliance are already a good achievement, the company intends to go the full length towards FSC certification. Currently WWF Forest and Trade Network (GFTN) is encouraging the development of Producer Groups with the objective to promote improved forest management practices. Samartex has joined this group as one of the first companies in Ghana. It will develop an Action Plan, which will lead to FSC certification by the end of the year 2005. Apart from practicing sustainable forestry within the reserves, Samartex runs an integrated Agroforestry Programme in the Off-Reserve. In 1997, the community and the District Assembly together with the company initiated the Oda-Kotoamso Community Agroforestry Project (OCAP). The project is developing alternatives to shifting cultivation and tries to increase the agricultural production per unit area in order to reduce the pressure on the Forest Reserves. Various activities are carried out to achieve these objectives. Especially the establishment of agroforestry systems, crop rotation, introduction of improved varieties, plantation development, bee keeping, citrus cultivation and the utilisation of non-timber forest products are practiced by the farmers. Food processing and a range of income-generating activities are promoted in order to improve the livelihood of the rural population.
RESUME Samartex Timber & Plywood Company Ltd est une entreprise basée dans la ville de Samreboi, dans la région occidentale du Ghana, au centre de la forêt dense humide sempervirente. L’entreprise a été créée en 1995 dans le cadre du programme du Gouvernement ghanéen de se défaire d’entreprises appartenant à l’Etat. L’entreprise était précédemment administrée par Africa Timber & Plywood Company, dont l’établissement remontait à 1947. Samartex produit des placage tranchés et déroulés, bois débités, plots, moulurés et contreplaqués. Le volume de grumes entrant à l’usine se monte à environ 110.000 m3 par an. Les principales espèces sont Khaya ivorensis, Khaya anthotheca, Entandrophragma cylindricum, Entandrophragma candollei, Milicia excelsa, Anigeria robusta, Triplochiton scleroxylon, Terminalia superba, Heriteria utilis, Ceiba pentandra et environ quinze autres. Pour les besoins de ses opérations, l’entreprise dispose d’un parc machines comprenant des débusqueuses, bulldozers, machines à empiler les grumes, niveleuses, rouleaux-compresseurs, chargeurs à godet, camions grumiers et camions routiers. Samartex emploie quelque 2.500 personnes, parmi lesquelles environ 430 dans le département de production forestière. L’entreprise possède des concessions d'exploitation dans douze réserves forestières s'étendant sur environ 1.100 km2 et, en outre, près de 300 km2 de concession hors réserves. Les réserves forestières au Ghana ont été délimitées et sont strictement sauvegardées à des fins sylvicoles seulement. En d'autres termes, elles sont protégées contre les activités agricoles ou toutes autres activités qui entraîneraient la destruction du couvert forestier. Les prélèvements de bois à des fins commerciales dans ces réserves sont autorisés, mais dans des conditions strictement contrôlées et surveillées. La gestion des réserves forestières est basée sur une rotation de 40 ans. Pour les besoins opérationnels, les réserves sont subdivisées en parterres de coupe et parcelles. Les parcelles sont regroupées selon un programme de récolte. Le principe de ce programme consiste à gérer la réserve selon la rotation de 40 ans mentionnée ci-dessus. Cela signifie que, dès qu’une parcelle a été parcourue en coupe, il faudra attendre 40 ans avant toute autorisation de l’exploiter à des fins commerciales. Cette période de 40 ans a été déterminée comme étant la période optimale pour permettre à la régénération naturelle de se produire après les coupes. Chaque coupe dure cinq ans, et l’entreprise n’est autorisée à faire une demande d’exploitation que pour les parcelles prévues pour la période, c.-à-d. la coupe de 2002 à 2006. Les parcelles représentent la plus petite unité et les prélèvements sont effectués à l’intérieur d’un secteur de 800 m x 1600 m qui constitue la taille standard de 128 ha par parcelle. Lorsque toutes les parcelles d’une coupe ont fait l’objet d’une récolte, l’entreprise doit attendre jusqu'à ce que la prochaine coupe soit "valide". La délimitation physique des parcelles est du ressort du département des forêts. Les arbres devant être récoltés sont aussi sélectionnés par le département des forêts. Lors de l’inventaire du stock, tous les arbres de valeur marchande ayant un diamètre supérieur à 50 cm sont physiquement enregistrés et une carte détaillée de la parcelle inventoriée est produite. Chaque essence a un diamètre minimal d'abattage, celui de l’acajou est de 110 cm. Parmi tous les acajous de diamètre supérieur à 110 cm, le concessionnaire ne peut récolter qu’environ 20% seulement. Les arbres restants doit être conservés pour la prochaine rotation dans 40 ans. Les abattages sont donc très sélectifs. Au cours d’une récolte, pas plus de trois arbres par ha sont extraits d'une parcelle. Sustainable Management of Tropical Forests – Private Sector Experiences 93
Dans une réserve forestière, les parcelles sont loin d’être toutes des "parcelles de production”. Toutes sortes de mesures de protection excluent certaines parcelles de n'importe quelle opération d'exploitation forestière. Les plus importantes portent sur les réserves naturelles en altitude, les lieux de provenance, les marais, les lieux sacrés, les rives de fleuves et les ABIM (aires de biodiversité d’importance mondiale). Dans certaines des réserves de Samartex, plus de 20% des parcelles bénéficient d’une forme ou une autre de protection. Le Ghana a entrepris en 1997 l’élaboration d’un régime national de certification forestière. La mise au point des normes a été surveillée par un Comité national et développée par un groupe de travail technique. Les normes et la liste de contrôle ont été considérablement révisées depuis leur établissement. Elles ont été testées sur le terrain en mars 2000, par rapport aux opérations forestières de Samartex. Malheureusement, les normes définitives n'ont pas encore été ratifiées par la Commission forestière, ce qui crée encore une certaine confusion en ce qui concerne le FSC au Ghana. Toutefois, en 2003, Samartex a été la première entreprise à se voir certifier par le SGS du fait qu’elle opère dans le cadre d’une chaîne de responsabilité ininterrompue et qu’elle se conforme à toutes les règles et réglementations définies dans le manuel d’exploitation du Ghana. Que nous sachions, l’entreprise est la première d’Afrique de l’Ouest ayant reçu ce certificat. Bien qu’une chaîne de responsabilité satisfaisante et le respect des règlements représentent déjà un résultat positif, l’entreprise a l'intention d'aller jusqu’à la certification par le FSC. Actuellement, le réseau mondial du WWF sur les forêts et le commerce (GFTN) encourage la formation de groupes de producteurs en vue de promouvoir de meilleures pratiques de gestion forestière. Samartex a été l’une des premières entreprises du Ghana qui ont adhéré à ce groupe. Elle développera un plan d'action qui conduira à la certification par le FSC vers la fin de l'année 2005. Non seulement Samartex pratique-t-elle la foresterie durable dans les réserves, mais elle exécute également un programme intégré d'agroforesterie hors-réserve. En 1997, la communauté et l'Assemblée du district, de concert avec l’entreprise, ont lancé le projet d'agroforesterie communautaire d'Oda-Kotoamso (OCAP). Ce projet étudie des alternatives à l'agriculture itinérante et s’efforce d'accroître la production agricole par unité de superficie afin de réduire la pression qui pèse sur les réserves forestières. Diverses activités se déroulent en vue d’atteindre ces objectifs. En particulier, les paysans mettent en pratique les systèmes d’agroforesterie et d’assolement, l’introduction de variétés améliorées, le développement de plantations, l’apiculture, la culture des agrumes et l'utilisation des produits forestiers non ligneux. La transformation de denrées alimentaires et toutes sortes d’activités produisant des revenus sont promues en vue d'améliorer les conditions d’existence de la population rurale.
RESUMEN Samartex Timber & Plywood Company Ltd. tiene su sede en la ciudad de Samreboi, situada al oeste de Ghana y en el centro del bosque húmedo perennifolio. La empresa se creó en 1995 a partir del programa gubernamental de liquidación y privatización de empresas estatales. El dueño anterior de la empresa era la Africa Timber & Plywood Company, establecida en 1947. Samartex produce chapas rebanadas y de desenrollo, madera aserrada, troncos recompuestos, molduras y contrachapados. El consumo de madera en troza de la fábrica es de alrededor de 110.000 m3 por año. Las principales especies utilizadas son: Khaya ivorensis, Khaya anthotheca, Entandrophragma cylindricum, Entandrophragma candollei, Milicia excelsa, Anigeria robusta, Triplochiton scleroxylon, Terminalia superba, Heriteria utilise, Ceiba pentandra y aproximadamente otras quince. En sus operaciones, la empresa utiliza una flota de remolcadores de trozas, topadoras, apiladores de trozas, clasificadoras, rodillos compactadores, volcadores de carga, camiones extractores y camiones de transporte. Samartex emplea a alrededor de 2.500 personas, inclusive aproximadamente 430 en el departamento de producción forestal. La empresa posee concesiones madereras en doce reservas forestales con una extensión de aproximadamente 1.100 km2. Además, tiene alrededor de 300 km2 de concesiones fuera de las reservas. Las reservas forestales de Ghana han sido demarcadas y están estrictamente protegidas para fines silvícolas únicamente. En otras palabras, se las protege de la agricultura u otras actividades que podrían conducir a la destrucción del vuelo forestal. La extracción de madera a escala comercial está permitida en estas reservas, pero bajo condiciones de estricto control y supervisión. El manejo de las reservas forestales se basa en un ciclo de corta de 40 años. Para la ejecución de las operaciones, las reservas se subdividen en compartimientos y áreas de corta. Los compartimientos se agrupan de acuerdo con un programa de extracción. El principio de este programa es manejar la reserva en base al mencionado turno de rotación de 40 años. Esto significa que una vez que se ha aprovechado un compartimiento, deberán pasar cuarenta años antes de que se permita otra extracción comercial. Se ha fijado este turno de cuarenta años como el período óptimo para permitir la regeneración natural del bosque después 94 Sustainable Management of Tropical Forests – Private Sector Experiences
de la tala. Cada área de corta tiene una duración de cinco años y la empresa sólo puede solicitar el permiso de extracción en los compartimientos previstos para ese período, p.ej. dentro del área de corta del período 2002 – 2006. Los compartimientos constituyen la unidad más pequeña y la extracción se lleva a cabo dentro del área demarcada de 800 m x 1600 m, lo cual significa que el tamaño estándar de un compartimiento es de 128 ha. Una vez que se han explotado todos los compartimientos del área activa, la empresa debe esperar hasta que se “habilite” la siguiente área. La delimitación física de los compartimientos es responsabilidad del Departamento Forestal. El Departamento Forestal determina también los árboles que deben extraerse. Durante un inventario de existencias, se registran físicamente todos los árboles de valor comercial con un diámetro superior a los 50 cm y se produce un mapa detallado del compartimiento inventariado. Cada especie tiene fijado un diámetro mínimo de corta; por ejemplo, para la caoba es de 110 cm. Sólo el 20% del total de árboles de caoba con diámetros superiores a los 110 cm pueden ser extraídos por el concesionario. Los árboles restantes deben retenerse para la próxima explotación dentro de cuarenta años. Por lo tanto, la tala es muy selectiva. Durante una operación normal de aprovechamiento, no se extraen más de tres árboles por hectárea de cada compartimiento. No todos los compartimientos de una reserva forestal son “compartimientos productivos”. Existen diversas medidas de protección que prohíben las operaciones de extracción en algunos compartimientos. Las más importantes se relacionan con: santuarios de montaña, procedencias, humedales, lugares santos, riberas de ríos y las ABIM (áreas de biodiversidad de importancia mundial). En algunas de las reservas de Samartex, más del 20% de los compartimientos se encuentran bajo alguna forma de protección. A partir de 1997, Ghana inició la formulación de un sistema nacional de certificación para la actividad forestal. Un comité nacional supervisó el establecimiento de las normas formuladas por un grupo de trabajo técnico. Estas normas y la lista de verificación fueron corregidas exhaustivamente desde su formulación. En marzo de 2000, se las puso a prueba con las operaciones forestales de Samartex. Lamentablemente, hasta ahora la Comisión Forestal no ha ratificado las normas de certificación definitivas, un hecho que aún crea cierta confusión con respecto al FSC en Ghana. Sin embargo, en 2003, Samartex tomó la iniciativa y obtuvo la certificación de SGS por contar con una cadena de custodia (CdC) ininterrumpida y por el cumplimiento legal de todas las normas y reglamentos estipulados en el Manual de Operaciones Forestales de Ghana. A nuestro entender, somos la primera empresa de África Occidental que recibe este certificado. Si bien la CdC y el cumplimiento legal de normas son dos logros importantes, la empresa se ha fijado la meta de continuar todo el proceso de certificación del FSC. Actualmente, la Red de Bosques y Comercio (GFTN) del WWF está alentado la formación de grupos de productores con el fin de fomentar mejores prácticas de manejo forestal. Samartex ha sido una de las primeras empresas de Ghana que se ha unido a este grupo. Su propósito es elaborar un plan de acción, que permitirá la certificación del FSC para fines del año 2005. Además de practicar la silvicultura sostenible dentro de las reservas, Samartex administra un programa agroforestal fuera de las zonas reservadas. En 1997, la comunidad y la Asamblea de Distrito iniciaron, conjuntamente con la empresa, el Proyecto Agroforestal Comunitario de Oda-Kotoamso (OCAP). En este proyecto, se conciben alternativas para reemplazar los cultivos migratorios y se trata de aumentar la producción agrícola por unidad de superficie a fin de reducir la presión ejercida sobre las reservas forestales. Para lograr estos objetivos, se llevan a cabo diversas actividades. En especial, los campesinos se dedican al establecimiento de sistemas agroforestales, la rotación de cultivos, la introducción de variedades mejoradas, el desarrollo de plantaciones, la apicultura, el cultivo de cítricos y la utilización de productos forestales no maderables. Se fomentan además el procesado de alimentos y una diversidad de actividades remuneradoras con el fin de mejorar los medios de sustento de la población rural. Sustainable Management of Tropical Forests – Private Sector Experiences 95
1.0 INTRODUCTION Samartex Timber and Plywood Ltd. was set up in 1995 under the Ghanaian Government Programme of Divestiture (or privatisation) of state owned businesses in order to promote their rehabilitation and economic growth. The company had been previously known as African Timber and Plywood Co. Ltd, which was existing since 1947. Samartex therefore took over a long established factory site in the Western Region of Ghana, which had promising existing assets. However, years of poor management and a disastrous fire had left wood processing facilities in chaos. In short, the whole company and its fixtures were lying in ruins. Samartex’ management implemented a massive programme of investment and rehabilitation, which continues up to this day. Undoubtedly, the major assets available to the company were the substantial resource in the form of timber concessions. The forest-resource has nowadays to be managed in a sustainable way to ensure the future survival of the company and its 2,500 employees, as well as to safeguard future timber production within a healthy forest environment. The sustainable use of this forest resource is an immense challenge for those experts involved, both within the company and those in Ghana’s Forest Services Division (FSD)6 who have the responsibility for monitoring and controlling the Nation’s forest resources. Samartex has had to constantly respond and react to changes in forest policy on a national and international level. The Ghanaian timber industry produces approximately 700,000 m3 of processed wood products annually. In 2001, Ghana counted 32 veneer mills, 14 plywood-manufacturing mills, and over 200 sawmills. As the resource is declining and operational costs have soured over the last years, there is a clear down trend in conventional timber business in the country. At this point in time, Ghana’s forests are more tightly regulated than at any other point in history. The increasing awareness of sustainability by the industry’s customers (as well as the public in general) means, that the tropical timber industry has to be responsible, productive and efficient, simply to survive. All forest operations are carried out under strict monitoring of the governmental FSD. Compared to neighbouring West African countries, the management systems applied in the Ghanaian Forest Reserves are quite sustainable. Especially if one looks at a satellite image which compares the Reserves with the Off-Reserve Areas. In the latter, a lack of sustainable management can easily been seen, whilst from here a lot of pressure is exerted upon the Forest Reserve, notably through shifting cultivation by resource poor farmers.
2.0 COMPANY BACKGOUND Samartex is producing sliced and rotary veneer, sawn lumber, boules and moulding products such as “tongue & groove”. Recent new projects include a carving section which transforms waste products, i.e. off- cuts and buttresses, into all kind of ornamental and household utensils for local as well as export markets. Another new project is related to the Non-Timber Forest Product (NTFP) Thaumatococcus daniellii which is processed into a sweetener and flavour enhancer (Thaumatin), a commodity in high demand by the international market. As Samreboi is not connected to the national grid, Samartex relies on its own steam turbines for energy generation. Burning of timber waste products, such as off-cuts and sawdust, generates the heat. However, the power is not only for the company but also for the town of Samreboi with its 12,000 inhabitants. The company has also committed so far an amount of US$ 3.5 million to social development in the area. Thus making Samartex the most important contributor to the socio-economic well being of the population within the Wassa-Amenfi and Aowin-Suamang District of the Western Region. Samartex is undertaking a major road improvement programme to upgrade nearly every main road in the Samreboi area, connecting all its operational Forest Reserves, all areas worked in Off-Reserve, and all the major towns and villages in the District. Although this road maintenance is essential for the company in order to successfully bring logs from the forest to its central location, and to deliver processed products to the port of Takoradi, which is 200 km away, the upgraded roads are open to anyone and are very heavily utilised by the general public and other businesses.
6 Ghana’s Forestry Department under the Forestry Commission 96 Sustainable Management of Tropical Forests – Private Sector Experiences
Samartex is not compensated or financially reimbursed for any of its road works. As the governmental support within the rural area is quite limited, the condition of the roads, without the support of Samartex, would be a serious handicap for the development of the area, especially for the cocoa industry. The company also provides education facilities, a hospital for all workers and their relatives, potable water to the town (3,5 Million litre per year), as well as numerous donations to local communities. The total stumpage7 payment in the year 2003 was 1,14 Million US$ and the concession rent8 amounted to around 25,000 US$.
3.0 TIMBER HARVESTING AND PROCESSING The log input to the Samartex mill is around 110,000 m3 per annum. The company has logging concessions in twelve Forest Reserves amounting to approximately 1,100 km2. Samreboi is somewhat in the centre of the concessions, which are in a circumference of around 75 km around the town. In addition, there are approximately 300 km2 of Off-Reserve concession. All those concessions are natural forests (or Off-Reserve farming areas) within the wet and moist evergreen forest zone of the Western Region. The only matured plantations are 8 compartments of Cedrella odorata, set up by the Forestry Department in 1975. In order to deliver the required timber at the requested time to the factory, the company runs 5 extraction operations in five different areas at a time. Usually four operations are carried out in various Forest Reserves and one operation is working in the Off-Reserve with the main purpose of harvesting “Ceiba” for the plymill9. One operation is seen as one unit, comprising of staff and machinery. Each unit, which usually comprises 45 people, is headed by a Bush Manager, who via radio keeps close contact to the headquarter in Samreboi. One extraction operation is usually supported with two D7 caterpillars and one 528 skidder for hauling. For loading of the logs, 980 C log stackers are used. The logging trucks, mechanical and logistical support is coordinated from Samreboi.
Table 1. Main timber species harvested by Samartex
BOTANICAL NAME COMMON NAME MAIN USE Khaya ivorensis Mahogany Sawmill, Veneer Khaya anthotheca White Mahogany Sawmill, Veneer Entandrophragma cylindricum Sapele Sawmill, Veneer Entandrophragma candollei Candollei Sawmill Milicia excelsa Odum/Iroko Sawmill Tieghemella heckelii Makore Sawmill, Veneer Anigeria robusta Asanfina/Anigre’ Veneer Triplochiton scleroxylon Wawa Sawmill Terminalia superba Ofram Sawmill, Veneer Heriteria utilis Niankum Sawmill Antiaris africana Chenchen Plywood, Veneer Pycnanthus angolensis Otie Plywood Ceiba pentandra Ceiba Plywood
Samartex is having four main Production Departments:
a) The Sawmill, with a log input of around 5,500 m3 per month and a sawn timber production of around 2,400 m3. Here around 350 people are working. b) The Veneer Mill, with an average log input of 1,500 m2 and an output of around 900,000 m2 per month. The staff strength is around 150. Here, a special product of the company is curl veneer, which is produced from the main crotch of redwoods. This part of the tree was in the past never considered to be of any value. However, these days a good quality curl might fetch more money than the whole tree on what it was attached. The monthly production of curls is around 20,000 m2.
7 Stumpage is a levy paid to the Government which is based upon volume of a particular species of timber. 8 The concession rent is based upon the number of ha of concession area. 9 Ceiba is also abundant in the Forest Reserves, however trees grown in the open farm areas tend to have better physical and optical properties, therefore making them more suitable for high quality plywood. Sustainable Management of Tropical Forests – Private Sector Experiences 97
c) The Plymill with a log input of around 3,500 m3 and output of 1,150 m3. A total of 450 people are employed. d) The Moulding Mill with a monthly output of around 2,500 m2 of tongue & groove. Around 70 people are employed. Another product are boards for horse boxes and anti-slip boards; monthly production here is around 100 m2.
The main markets for these timber products are Europe, Middle East and North America.
Recent diversification activities of Samartex comprise of two interesting Pilot-Projects: In the year 2001 a Carving Section was set up. In here, around 40 skilled carvers are producing artefacts such as animals, sculptures, vases, plates or carved chairs from wood residues. No tree is being felled to supply this section. In the future it is planned to train people in neighbouring villages to pre-manufacture wooden artefacts, which they could sell to the company where the finishing touches can then be applied. In 2002, a pilot-project concerning the NTFP Thaumatococcus daniellii has been initiated. The protein Thaumatin is extracted from the fruits of this herbaceous plant, which is growing wild in the rainforest zone of Ghana. Thaumatin, which is around 3,000 times sweeter than sugar has zero calories, and is a valuable flavour enhancer. Processing is done in a laboratory, which has been set up according to European food standards, and employs currently around 30 persons.
4.0 FOREST MANAGEMENT The planning of the forest operations is based upon the 40-year felling cycle, which is binding to every concessionaire working in a Forest Reserve in Ghana. In order to supply the required amount of timber to the factory of Samartex, one of the main tasks of the Forestry Section is to set up and to implement a five years plan of operation, taking into account 12 different Forest Reserves and various Off-Reserve areas. Almost the whole of Samartex concessions takes the form of what is known as ‘Forest Reserves’. These are areas of forest, which have been demarcated and set aside to be safeguarded for silvicultural use only. In other words, they are protected from farming activities or any other activities, which would result in the destruction of the forest canopy. Commercial timber extraction is allowed in these Reserves, but under strictly controlled and monitored conditions. Some Reserves are completely protected from all commercial activity and within almost every Reserve there are areas that are completely protected from logging activities. This protection refers to protect rivers, extreme slopes etc. Large areas of many Reserves have also recently been designated as ‘Globally Significant Biodiversity Areas’(GSBA’s) and set aside from all future logging activities in order to maintain the complex interdependent number of species, both of plants and animals. As mentioned before, the Forest Reserves’ management is based upon a 40 years felling cycle. For operational purposes the Reserves are subdivided into coupes and compartments. The compartments are grouped according to a harvesting schedule. The principle of this schedule is to manage the Reserve on the mentioned forty-year rotation. Meaning, that once a compartment has been logged, it will take a further forty years before any other commercial logging is permitted. This forty-year period has been chosen as the optimum period to allow natural regeneration to occur after logging. Each coupe lasts for five years, and the company is only allowed to apply for compartments within the active, i.e. Year 2002 – 2006, coupe. Compartments are the smallest unit, and harvesting is carried out within the demarcated 800 m x 1600 m area, which results in the standard size of 128 ha for a compartment. Once all compartments within the current coupe have been harvested, the company has to wait until the next coupe gets “valid”. The boundary demarcation of the compartment (strip line cutting) is done by FSD. The company cannot simply log the compartments on an ad-hoc basis. Apart from the harvesting schedule, there are further more detailed controls on the logging activity at the compartment level. It is a commonly held miss-perception that tropical logging is clear-cut felling where vast areas are deforested. In fact, Ghana’s logging standards are some of the strictest in the world. The number of trees removed per hectare is extremely small, indeed, by European or North American forestry standards, it is tiny. Every tree 98 Sustainable Management of Tropical Forests – Private Sector Experiences
that the company can take is individually selected, and the logging operations themselves are strictly controlled and monitored by FSD. With regard to the operational plan of the company it is very important to know the current active coupes in the various Forest Reserves. Although Samartex has 1,100 km2 of Forest Reserves, there can never be more then two active coupes in one Reserve, which give at maximum 25 % active operational areas. Further, it has to be considered that within a coupe only individual compartments can be worked at one time. As a matter of fact, careful planning is crucial for the whole operation. Another factor, which makes planning even more important, is the coordination of five different operations at a time. Five different operations mean five different forests with a different species composition. Moreover, there are different topographical challenges to be faced, especially with regard to road construction. Even within one coupe, compartments have to be worked in a sequence taking season (wet & dry), topography and market demand into consideration. Therefore a five-year plan has to be very flexible in order to react immediately to changes in the market (for example a slump in Anigre’ price), unusual weather conditions, and other unexpected events.
4.1 Stock Survey Before any logging activity can commence, a stock survey team from Forest Services Division (FSD) surveys the entire compartment. Every commercial timber tree larger than 50 cm diameter is recorded, as well as the physical features and topography within the compartment. This survey also demarcates the compartment boundaries by slashing a clear line through the forest to delineate the extent of the compartment. Every thirty meter there will be a strip line on which all trees 15 m to right and left will be recorded into a field book. A normal sized compartment will therefore have 52 strip lines. It is a vast undertaking, usually taking a team of eleven people up to four weeks. Each tree has a number scribed onto the bark to ensure that only the designated trees are then finally felled. It is not unknown for the team that over four thousand individual trees have to be recorded, measured and marked during the survey! After the survey has taken place, the results are mapped on scale in order to produce a highly detailed map showing the position and size of all the timber trees. From this map the FSD District Forest Manager then calculates the total number of trees the company can take. These decisions are made through a ‘yield allocation formula’ that ensures that only a relatively small number of each specie is allocated for logging. The formula is specific to the type of forest, i.e. moist or wet evergreen. The tree, which is being earmarked for logging, also must have reached and exceeded a certain felling limit (i.e. the specific diameter) to ensure that immature trees are not logged. Mahogany for instance, as the best-known tropical timber, must have reached a diameter of 110 cm. Of all the Mahogany trees in the compartment above this size, only 20% will be allocated to the company for logging. The selection process also takes into account proximity to rivers and slopes to ensure that trees are not felled which would then have an adverse impact on the forest environment. Once the District has finished its yield selection, the compartment’s documents must then be forwarded to the Regional Forestry Office for vetting. From there it will be sent to the Resource Management Support Centre, which is once more scrutinizing, especially the restricted species10 such as Mahogany, Odum, Sapele, etc. When this is being done, the documents go via the Region back to the District authorities who will then officially release it to Samartex for commencement of operations. Once the compartment is released for operations, a yield list and map is being provided by FSD to Samartex indicating in detail which tree is to be extracted. With this very selective felling system it is assured that not more then three trees per ha are taken by any timber contractor.
4.2 Road Construction Before any logging takes place the company has to access the compartment with roads. To lessen the environmental impact as well as to reduce costs, the company carries out its own topographic survey to plan the trucking roads and the major hauling routes. The results of this survey are fed into GIS software (Geographic Information System) to enable the Roads and Transport Section to plan for roads. While
10 Species in high demand but low availability, mainly due to overexploitation Sustainable Management of Tropical Forests – Private Sector Experiences 99 implementing the GIS-based map in the field, i.e. commencing road construction, the company also has to adhere FSD standards regarding lengths and maximum carriage widths as well as the size and number of log landings. The environmental standard of the company’s forest production operations also adheres to strict regulations. Steep slopes, riparian areas (i.e. near watercourses) etc., are all designated as areas where no logging can take place. Once a compartment has been logged, the compartment is officially certified “closed” by the Forest Services District Manager, who is going for inspection. He or she must verify that environmental standards have been adhered to, and that enrichment planting has been done on branch roads, skidding trials and on sidings. This so-called “Concession Planting” is a key part of the company’s operations. For this purpose, the company maintains two tree nurseries. On average, the company plants 316 trees (more than usually are harvested) per compartment to supplement the extremely fast natural regeneration that takes place after logging.
4.3 Logging In actual fact, all harvesting operations and all activities, which lead to the process of harvesting i.e. stock survey, are regulated by the Manual of Operations (MOP). Within a MOP, it is clearly stipulated which forest type will receive what kind of management. Once the compartment has been released from the District and the roads are in place the actual logging operation will commence. One Production Unit (a so-called ‘Mobile’) will then move with its machines into the compartment and start felling the trees selected for extraction by FSD. As each tree has a number scribed in its bark it can easily be traced back to its position on the strip line by the felling team. As mentioned earlier all operations are supervised by FSD representatives to ensure that all felling conforms only to the approved yield. Usually there are three Technical Officers from FSD at one operation: The Checker who moves with the felling team ensuring that the correct trees are felled; The TIF11 Officer who immediately after felling takes measurement of the tree so that FSD can calculate the appropriate stumpage, and the Conveyance Officer who issues the LMCC12, which legalises the evacuation of the log from the forest. Without an LMCC no log must be moved in Ghana. For the internal recording of logs (“Chain of Custody”) every contractor is to issue an LIF13, which helps in tracking logs, and to ensure that no log remains in the forest after harvesting. During the operation fellers are advised to whenever possible fell trees within gaps of already extracted trees in order to minimise damage and also ease hauling. Prior to the actual hauling from the main road, usually leading through the middle of the compartment, a main skidding road is determined which ensures that the logs can be most efficiently hauled to the log landing. Within one compartment there are maximum 4 log landings. Usually a D7 dozer will create the way for the skidder and also position the log in a way that it can be easily picked up by the skidder. An experienced production crew will be able to have the felling ahead (normally two days), so that the cross-cutting team can follow on the next day giving each particular species its required length, as requested by the factory. Once the dozer has then positioned the log the skidder can come, collect it and dump it at the log landing. From there the logs will be loaded by log stackers onto logging trucks and conveyed to the factory. Once a compartment has been released for harvesting, it can be entered for a maximum period of two years. Within this time 100% of the trees indicated for harvesting have to be extracted. At the end of the two years period the contractor has to rip the log landings and replant them with tree species commonly found in the compartment. Samartex usually plants around 650 seedlings per compartment. Moreover, all waterways have to be cleared of debris blocking a free flow. Any items remaining from the operation (old cable, drums etc.) have of course to be removed. If this has been done, the District Manager will issue a ‘Closure Certificate’ after inspection of the compartment. Once a compartment has officially been closed there will be no extraction for the next 40 years. A company like Samartex, which is a large-scale operator, must not have more then five open compartments in one Forest Reserve. If there are more then five, FSD will not release a new one for operation.
11 Timber Information Form i.e. length, diameter, volume 12 Log Measurement and Conveyance Certificate 13 Log Information Form 100 Sustainable Management of Tropical Forests – Private Sector Experiences
5.0 DEVELOPMENT AND SOCIAL ISSUES Against the background of the alarming rate of deforestation taking place in the Off-Reserve area, Samartex initiated an Agroforestry Project, called the Oda-Kotoamso Community Agroforestry Project (OCAP), in collaboration with the people of Oda-Kotoamso. The project is being implemented within the vicinity of the Samartex forest concessions and located in the Wassa-Amenfi District of Western Region, 10 km north of the District capital Asankrangwa.
The objectives of OCAP are:
• Develop together with the rural communities alternatives to shifting cultivation in order to reduce the pressure on the remaining forest resource through Agroforestry • Promote sustainable natural resources management within a forest environment • Facilitate forest and biodiversity conservation • Generate activities for alternative sources of income for farmers • Diversify the Agroforestry produce, increase farm output, and develop new products through agro-processing • Create market access for farmers and assist in marketing from District to Regional and International level.
OCAP works in collaboration with various stakeholders, such as the Chiefs (traditional land owners), the Community authorities, and individual farmers. The District Assembly, the Forest Services Division (FSD) and the Ministry of Food and Agriculture (MoFA) have representatives in the OCAP steering committee. The German Development Service (DED) and Samartex are rendering technical and financial support. The Agroforestry concept as promoted by OCAP involves capacity building of the rural community with regard to ecologically sound and economically viable farming practices. While avoiding slash & burn practice, the project actively contributes to sustain the existing forests. Much emphasis is paid on the sustainable use of NTFPs as an important commodity to improve the livelihood of the forest fringe communities.
5.1 Project Rational Samartex as a wood processing company recognizes the need to have a long-term plan for continuous supply of timber in order to maintain its business. The Off-Reserve forest provides half the Nation’s timber products but are heavily degraded and designated for agricultural purposes. Unfortunately, there is no sustainable management plan for forests in the Off-Reserve areas. This makes the area more susceptible to degradation as farmers have the right to cut and burn the trees when establishing their farms. The problem for the timber industry is therefore, that once all the forest resources in the Off-Reserves are gone, farmers will sooner or later be forced to enter the Forest Reserves in the quest for new agricultural land. Of course, these activities are illegal. However, supervision or monitoring is very difficult. There is an urgent need to undertake steps to alleviate this problem in future. The agricultural productivity in the Western Region of Ghana is widely based on traditional farming practices, which imply slash & burn as well as shifting cultivation. Low productivity of the soil, combined with a steady population increase, leads to shorter fallow periods. As a result, the soil fertility is no longer able to regenerate naturally. In addition, the peasant farmers in the rural areas of Ghana are poor and fertilizer inputs are very expensive. The improvement of the living standard of the farmer within the operational areas of Samartex is of paramount importance in order to provide a sustainable development for both, the peasant communities and Samartex. Sustainable Management of Tropical Forests – Private Sector Experiences 101
5.2 Project Components All OCAP farmers are encouraged to implement a wide range of project components. The following are being offered within the project and given technical support:
♦ Agroforestry ♦ Timber Plantations (indigenous & exotic species) ♦ Citrus and Passion fruit ♦ Tree nurseries ♦ Beekeeping ♦ Snail rearing ♦ Fish farming ♦ Black pepper ♦ Vegetables ♦ Non Timber Forest Products, such as Thaumatococcus daniellii, Griffonia simplicifolia and other essential oils ♦ Gari (Cassava) processing
5.3 Agroforestry The Agroforestry component is considered the most important in the project, because of its multidisciplinary nature, which encompasses most of the above listed components. An Agroforestry system supplies the farmer with food crops, cash crops as well as timber in the long run from the same piece of land. Over 350 households are currently involved in plantation development through Agroforestry and planting both exotic and indigenous species. Demonstration farms form an important aspect of the project. Since farmers have seen that although trees are planted more dense on some plots, decent food crops yield can be obtained. Simultaneously, degraded lands can be planted with economic important species.
5.4 Project Activities In order to achieve the above stated objectives, the project comprises the following activities:
• Collaborating closely with traditional landowners and mediating with farmers while aiming to produce written agreements stating in detail the individual ownership rights of farmers. Thus, promoting their interest in planting and tending timber trees. • Organizing community meetings in which participants are educated about their rights with regard to planted and standing trees. • Promoting in a participatory way ecologically viable farming systems that can act as alternative to shifting cultivation and increase production per unit area. • Building capacity of farmers and opinion leaders through training in e.g. PRA / PLA, improved farm management, and communication strategies. • Introducing income-generating activities through the creation of markets for Non Timber Forest Products and the development of food processing facilities. • Strengthening the linkage to other institutions such as Ministry of Food and Agriculture (MoFA), Forest Services Division (FSD), Universities and NGOs.
5.6 The Thaumatin Project Thaumatin is a protein, which is found in the arillus of the seeds of the Katemfe Plant Thaumatococcus daniellii. It is a natural low-calorie sweetener, approximately 3,000 sweeter that sucrose, and a flavour enhancer with a wide range of applications. It is an internationally authorized food additive and thus, a valuable and highly demanded commodity. 102 Sustainable Management of Tropical Forests – Private Sector Experiences
As the plant is an important NTFP, which grows naturally in the humid rain forest zone of West Africa, it is also abundant in the Samartex concessions. Moreover, it is shade tolerant and easy to be propagated, which makes it an ideal plant to be incorporated into smallholder timber plantations and Agroforestry systems. Since it is also ecologically and financially attractive to the fringe community, which has the right to collect NTFPs in the Forest Reserve, Samartex decided to contract a research agency to develop a method to extract the protein Thaumatin. As of today, a laboratory has been set up in Samreboi for the processing of the fruits and nearly all communities in the vicinity of the main Forest Reserves have been sensitised on the sustainable harvesting of this valuable NTFP. Nearly 100,000 seedlings have been produced in the tree nurseries, which in this rainy season will be planted in both, private individual plantations, as well as under the Samartex Cedrella plantation. Currently 35 women are employed by the project for the daily preparation work of the fruits (cutting off the arillus from the seed), which are being delivered by individual farmers. The project is still in a pilot phase, however unique in West Africa. It could be an excellent example of how a concessionaire and the local community - through some external assistance and research - can develop the value of a Forest Reserve.
6.0 CONSTRAINTS, CONCLUSIONS AND OUTLOOK The forest management systems of Ghana applied in the forest reserves are certainly the leading ones in West Africa in terms of sustainability. From the Samartex operation’s point of view one can see, that some of the most productive redwood reserves are those, which have been entered already for the third time since the predecessor company was created in 1947. This clearly speaks for a good management plan, which ensures that only a small number of trees per hectar are selectively felled and the remaining ones supply the raw material for the next entry. A constraint to certification is that however well someone manages its resource, i.e. the Forest Reserve, he cannot achieve its long-term goal if the pressure from outside the forest is getting too high. Unless a better resource management plan for the Off-Reserve area of Ghana is developed, poor migrant farmers will still be forced to enter Forest Reserves in their quest for new agricultural land. Therefore Samartex considers its agroforestry approach in the Off-Reserves equally important to the move towards FSC Certification. Forest Reserves in Ghana are held in trust for the people by the Government. As the political situation in the country is quite stable, security of tenure is given, which is very important when it comes to long term planning. Only when a concessionaire is sure, that the concession will not be taken away, he can achieve its management objectives. The Forest & Wildlife Policy of Ghana, formulated in 1994 shows a high level of commitment to manage the resource in a way to ensure sustained benefit, both financially and socially, from the gazetted reserves. Through the active contribution of local organisations (esp. FORIG14) and International Institutions, i.e. the University of Wales, several practical research studies have been carried out and are now being implemented in the field. In this respect also the company’s efforts to achieve FSC Certification has to be seen. So far Samartex is the only company in the country with an intact Chain of Custody (CoC), showing transparency of logging from the tree in the forest to the end customer abroad. Also the legal compliance with the rules and regulations as stated in the ‘Manual of Operation’, based upon the ITTO Standards, has been independently certified by SGS in the year 2003. Samartex will further promote SFM by having a baseline survey carried out in May 2004 by an international accredited auditing company. The audit will come up with an action plan, which eventually will lead the company to full FSC Standard. An independent auditor will regularly monitor the progress towards this goal. Provided that adequate progress is made, the timber from the forest can be marketed as “transition timber” in business-to business communication. Areas where there is still room for improvement are maintenance of machines (esp. leakages of fuel and lubricants), more efficient skidding and workers’ health and safety. Although Ghana has not yet officially
14 Forestry Research Centre of Ghana Sustainable Management of Tropical Forests – Private Sector Experiences 103 endorsed its certification standard, the company feels it cannot wait longer and therefore takes further steps towards certification. However, as certification is also a market driven tool for better forest management, one would whish that also the market would express more clearly its willingness to pay a premium for timber from a well- managed resource. Still it is quite risky to implement an action plan without the definite assurance that the customer will later on accept a slight increase in price. Once Samartex commences the action plan, it will be the first company in Ghana joining the Producer Group, which is a Forest and Trade Network (FTN) that promotes improved forest management. As a member of the Producer Group, Samartex will be part of the Global Forest and Trade Network (GFTN) and will benefit from the joint international efforts to protect and manage appropriately the world’s forests. 104 Sustainable Management of Tropical Forests – Private Sector Experiences
SUMMARY BY SESSION CHAIRMAN, M. ESANO There can be no sustainable development without addressing the issue of poverty alleviation as it relates to the management of the African tropical forests. It is clear that sustainable forest management and its implementation is facing difficulties in the African region where factors of high biodiversity, itinerant agriculture, political instability and civil war in many countries and lack of local financial resources have to be considered. Almost half of the Congo Basin Forest is located in the Democratic Republic of Congo, which has for the past two decades been involved in a civil war. Consequently in all such forests, the principles relating to sustainable forest management cannot be said to be easily applicable. The private sector engaged in the utilisation and management of most of the African tropical forests is represented principally by trans-national, national and local (community) owners. The trans-national members of both the Inter-African Forest Industries Association (IFIA), and the International Technical Tropical Timber Association (ATIBT) are mainly large-scale concessionaires, holding over 50 percent of the 20 million ha of production forests, particularly in the Central-African sub-region. As a group they are committed to SFM principles, and in some concessions, management plans are implemented in lieu of seeking future certification. The national owners generally manage small to medium size forest concessions with most of them operating with insufficient financial resources and possess low-level know-how for managing the forest along sustainable principles. Local communities, with rights of ownership to community forests, are generally incapable of sustainable management without some form of external assistance. Given the great variability in management capacity and experience in the private sector a widening gap is inevitable between the well-endowed trans-national owners and the local groups in their capability to achieve SFM. Consequently, in order to avoid divergent systems of SFM evolving in the region, each at its own pace of development, solutions must be found to reduce the present implementation gap in the private sector between the trans-nationals and the national-community owners. The private sector is fast changing its mentality from being mere loggers to sustainable forest managers. Such drastic change was principally due to several enabling factors which among others include:
•Training programmes for staff members at all levels, from management to the field. • Creating implementation structures within the company for effective execution of management plans. • Implementing new harvesting techniques. • Establishing permanent dialogue mechanisms with all stakeholders, particularly with local civil community. • Collaborating closely with the forestry administration in order to improve on and arriving at a common understanding on forestry issues.
The pursuit of SFM is undoubtedly a very complex process, requiring long-term vision and planning. And capacity building remains one of the major constraints in the pursuit of specific actions to be taken in some companies. The cost of achieving SFM is prohibitively high especially for local owners and this can be attributed to the following factors:
• Complexity of the African tropical forest itself. • Lack of infrastructure for road transportation. • Inadequate financial resources in the region to implement a rational and practical SFM. • Difficulties faced by countries in procuring loans from international financial institutions, leading to forests being used in debt servicing. • Necessity to conduct expensive socio-economic and environmental studies. • Obligation to fulfil compliance to provide social infrastructures for local communities. • Permanent pressures applied to and negative images imposed on the African private sector by certain international NGO’s in their public opinion campaigns in Europe. • Difficulty of the forestry administration to monitor objectively, the implementation of Sustainable Management of Tropical Forests – Private Sector Experiences 105
management plans in forest management units (FMUs), by using C&I especially for the purposes of evaluating the progress achieved.
In the light of the issues outlined above, funds allocation should first prioritise SFM implementation. A certain level of good management standards need to be achieved before following up with the certification proper. The certification process in the region, which should eventually lead to SFM, must thus be seen as a long-term process, to be implemented step by step, in order to be adequately internalised by local stakeholders. With this reality on the ground the unbalanced negative press campaign conducted by the international NGOs should be reduced. Such pressures imposed on the African private sector can only produce adverse results which may delay the attainment of SFM. Furthermore, it is quite unnecessary given the fact that the export market itself cannot assure any price premium to self sustain costly certification. Given the realities of the private sector in the African region towards achieving SFM, as lengthily deliberated in this session, the following recommendations can be made:
1. In recognition of the primary role played by the private sector in SFM, the African Timber Organisation (ATO), the International Tropical Timber Organisation (ITTO) and the donor community should assist by (i) funding projects related to capacity building, (ii) strengthening collaboration linkages with local communities and civil society and (iii) promoting information gathering in relation to market access. 2. A constructive dialogue between the private sector and the forestry administration should be reinforced to enable the creation of incentives that would promote new initiatives. 3. Local forest managers without the ability to attract capital to implement SFM on the ground, should be supported by the forestry administration, and the donor community in order to internalise the SFM process in the long term. 4. A portion of government forest taxes should be allocated to promote SFM initiatives such as the implementation of management plan and demarcation of FMU boundaries. 5. Collaborative mechanism between the private sector and the local civil society should be facilitated and supported by the international donor community through the promotion of common initiatives related to SFM implementation. 6. A study should be conducted in order to assist and facilitate the process of achieving SFM for small to medium size companies in the region. 7. The certification of forest management in Africa should be implemented through a stepwise approach, based on the ATO/ITTO C&I on the sustainable management of African tropical forests and in the training of relevant stakeholders in forest management auditing processes. 8. ITTO, in collaboration with the private sector should establish a permanent framework to enable the coordination and liaison of SFM experiences among producer countries and establish accordingly a permanent link between the tropical regions of Latin America, Asia-Pacific and Africa.
SOMMAIRE DU PRÉSIDENT DE LA SÉANCE PAR M. ESANO Il ne peut y avoir développement durable si la question d’allégement de la pauvreté, dans le contexte de la gestion des forêts tropicales africaines, n’est pas abordée. Il est évident que l’aménagement forestier durable et sa mise en oeuvre sont problématiques dans la région africaine, où l’extraordinaire biodiversité, l’agriculture itinérante, l’instabilité politique et la guerre civile qui sévit dans beaucoup de pays, ainsi que la pénurie de ressources financières locales doivent être pris en considération. Près de la moitié de la forêt du bassin du Congo se situe dans la République démocratique du Congo, qui a été impliquée dans une guerre civile pendant les deux décennies passées. On ne peut donc pas dire que dans toutes ces forêts les principes de l’aménagement forestier durable puissent aisément être appliqués. Le secteur privé opérant dans l’exploitation et la gestion de la plupart des forêts tropicales africaines est représenté essentiellement par des propriétaires transnationaux, nationaux et locaux (des 106 Sustainable Management of Tropical Forests – Private Sector Experiences
communautés). Les membres transnationaux, tant de l’Association interafricaine des industries forestières (IFIA) que de l’Association technique internationale des bois tropicaux (ATIBT) sont principalement de grands concessionnaires, détenant plus de 50 pour cent des 20 millions d’hectares de forêts de production, en particulier dans la sous-région d’Afrique du Centre. Ils font partie d’un groupe engagé à suivre les principes de l’AFD, et dans certaines concessions, les plans de gestion sont appliqués plutôt que de chercher à obtenir une future certification. Les ressortissants des pays sont en général gestionnaires de concessions forestières d’échelle petite à moyenne, dont la plupart opèrent avec des ressources financières insuffisantes et ont peu d’aptitudes à gérer des forêts selon des principes de durabilité. Les communautés locales jouissant de droits de propriété des forêts communautaires sont en général dans l’incapacité de réaliser la gestion durable sans une certaine forme d’aide de l’extérieur. Etant donné le degré très variable de capacité de gestion et d’expérience au sein du secteur privé, il est inévitable qu’un fossé se creuse entre les possibilités de réaliser l’AFD qu’ont les propriétaires transnationaux bien dotés d’une part et celles des groupes locaux d’autre part. Par conséquent, afin d’éviter que des systèmes divergents d’AFD se développent dans la région, chacun à son propre rythme d’évolution, des solutions doivent être trouvées pour réduire l’écart actuel qui se dessine dans la mise en oeuvre de l’AFD par le secteur privé, entre les propriétaires transnationaux et les communautés nationales.
Le secteur privé est en train de rapidement modifier sa mentalité: de simples bûcherons ils deviennent des gestionnaires de forêts durables. Essentiellement, cette évolution radicale a été rendue possible grâce à plusieurs facteurs, entre autres:
• des programmes de formation destinés aux employés à tous les niveaux, de la gestion au terrain; • la mise en place de structures d’exécution au sein de l’entreprise en vue de la mise en oeuvre efficace des plans de gestion; • l’application des nouvelles techniques de coupe; • l’établissement de mécanismes permanents de dialogue entre toutes les parties prenantes, en particulier avec la communauté civile locale; • la collaboration étroite avec l’administration forestière afin que tous les intéressés parviennent à mieux comprendre les problèmes liés à la foresterie.
La poursuite de l’AFD est certes un processus très complexe, exigeant une vision et une planification à long terme. Par ailleurs, le renforcement des capacités reste une des contraintes majeures dans la poursuite de mesures spécifiques à prendre par certaines entreprises. Le coût de la réalisation de l’AFD est prohibitif, en particulier pour les propriétaires locaux, ce qui peut être attribué aux facteurs suivants:
• la complexité de la forêt tropicale africaine elle-même; • le manque d’infrastructure pour le transport routier; • l’insuffisance des ressources financières dans la région pour mettre en oeuvre un AFD rationnel et pratique; • les difficultés auxquelles les pays sont confrontés pour obtenir des prêts d’institutions financières internationales, de sorte que les forêts sont utilisées pour le service de la dette; • la nécessité de procéder à des études socio-économiques et environnementales onéreuses; • l’obligation de se conformer aux prescriptions visant à mettre en place des infrastructures sociales pour les communautés locales; • les pressions constantes qui pèsent sur le secteur privé africain et l’image négative qui en résulte du fait des campagnes d’opinion publique menées par certaines ONG internationales en Europe;
la difficulté de l’administration forestière de surveiller objectivement l’exécution des plans de gestion Sustainable Management of Tropical Forests – Private Sector Experiences 107 dans les unités forestières de gestion (UFG), notamment en se reportant aux C&I pour évaluer les progrès réalisés. À la lumière des questions évoquées ci-dessus, les allocations de fonds devraient donner la priorité à la mise en oeuvre de l’AFD. Un certain niveau de bonne gestion doit être atteint avant d’envisager la certification proprement dite. Le processus de certification dans la région, qui devrait par la suite mener à l’AFD, doit ainsi être considéré comme une démarche à long terme, à mettre en oeuvre par étapes, afin que les acteurs locaux puissent adéquatement l’internaliser. Cela étant, il faudrait que les ONG internationales mettent une sourdine à la campagne négative et déséquilibrée qu’elles mènent dans la presse. De telles pressions imposées au secteur privé africain ne peuvent que produire des résultats défavorables susceptibles de retarder la réalisation de l’AFD. En outre, elles sont tout à fait inutiles étant donné que le marché d’exportation lui-même ne peut garantir les prix élevés capables de soutenir les coûts élevés de la certification. Compte tenu des réalités de la mise en place de l’AFD que le secteur privé de la région africaine doit affronter, comme il en été longuement délibéré durant cette session, les recommandations suivantes peuvent être faites:
1. Reconnaissant le rôle primordial que joue le secteur privé dans l’AFD, l’Organisation africaine des bois (OAB), l’Organisation internationale des bois tropicaux (OIBT) et la communauté de donateurs devraient apporter leur aide i) en finançant des projets liés au renforcement des capacités, ii) en consolidant les liens de collaboration avec les communautés locales et la société civile et iii) en favorisant le rassemblement d’informations concernant l’accès au marché. 2. Un dialogue constructif entre le secteur privé et l’administration des forêts devrait être renforcé afin de permettre la création d’incitations susceptibles de promouvoir de nouvelles initiatives. 3. Les gestionnaires de forêt locaux n’ayant pas les possibilités d’attirer des fonds pour mettre en oeuvre l’AFD sur le terrain, ils devraient être soutenus par l’administration forestière et la communauté des donateurs afin d’internaliser à long terme le processus d’AFD. 4. Une partie des taxes forestières imposées par le gouvernement devrait être assignée à la promotion d’initiatives d’AFD telles que l’exécution du plan de gestion et la délimitation des UFG. 5. Le mécanisme de collaboration entre le secteur privé et la société civile locale devrait être facilité et soutenu par la communauté internationale des donateurs, grâce à la promotion d’initiatives communes liées à la mise en oeuvre de l’AFD. 6. Une étude devrait être entreprise afin d’aider et faciliter le processus de réalisation de l’AFD par les petites et moyennes entreprises de la région. 7. La certification de l’aménagement forestier en Afrique devrait être concrétisée à l’issue d’une démarche par étapes, fondée sur les C&I OAB/OIBT pour la gestion durable des forêts tropicales africaines, et en formant certains acteurs aux processus d’audit de la gestion forestière. 8. L’OIBT, en collaboration avec le secteur privé, devrait instaurer un cadre permanent qui permettrait aux pays producteurs de coordonner et de mettre en rapport des expériences d’AFD et ainsi établir un lien permanent entre les régions tropicales d’Amérique latine, d’Asie- Pacifique et d’Afrique. 108 Sustainable Management of Tropical Forests – Private Sector Experiences
RESUMEN DEL PRESIDENTE DE LA SESIÓN POR M. ESANO El desarrollo sostenible no es posible sin abordar el problema de la pobreza relacionado con la ordenación de los bosques tropicales de África. Es evidente que la ordenación forestal sostenible y su aplicación son problemáticas en la región africana, donde deben tenerse en cuenta una serie de factores tales como su extraordinaria biodiversidad, las prácticas de agricultura migratoria, la inestabilidad política y la guerra civil que tiene lugar en muchos países, así como la falta de recursos financieros. Casi la mitad de la selva de la Cuenca del Congo se encuentra situada en la República Democrática del Congo, que en las últimas dos décadas se ha visto afectada por la guerra civil. En consecuencia, no se puede decir que en estos bosques los principios de la ordenación forestal sostenible sean fácilmente aplicables. El sector privado relacionado con la explotación y el manejo de la mayoría de los bosques tropicales africanos está representado principalmente por propietarios transnacionales, nacionales y locales (comunidades). Los miembros transnacionales de tanto la Asociación Interafricana de Industrias Forestales (IFIA) como la Asociación Técnica Internacional de Maderas Tropicales (ATIBT) son los principales concesionarios de gran escala, con más del 50 por ciento de los 20 millones de hectáreas de bosques de producción, particularmente en la subregión de África Central. Estos concesionarios forman parte de un grupo dedicado a los principios de la OFS y, en algunas concesiones, se aplican planes de manejo en lugar de buscar una certificación futura. Los propietarios nacionales, en general, tienen pequeñas y medianas concesiones forestales y la mayoría de ellos opera con insuficientes recursos financieros y poseen limitados conocimientos para manejar el bosque sobre la base de los principios de sustentabilidad. Las comunidades locales con derechos de propiedad sobre los bosques comunales normalmente no cuentan con la capacidad para aplicar un manejo sostenible sin algún tipo de ayuda externa. Los distintos niveles de capacidad y experiencia del sector privado en materia de manejo forestal inevitablemente crearán una brecha cada vez mayor entre los propietarios transnacionales, dotados de amplios recursos, y los grupos locales, en cuanto a su capacidad para lograr la OFS. Por consiguiente, a fin de evitar que se desarrollen sistemas divergentes de OFS en la región, cada uno con su propio ritmo de evolución, se deben encontrar soluciones para reducir la brecha que se observa actualmente en el sector privado entre las empresas transnacionales y las comunidades y propietarios nacionales. El sector privado está cambiando rápidamente su mentalidad y los que anteriormente eran simples extractores ahora se están convirtiendo en administradores del manejo forestal sostenible. Este drástico cambio se debió principalmente a varios factores que permitieron esta evolución, entre los que se cuentan los siguientes:
• programas de capacitación dirigidos al personal forestal en todos los niveles, desde gerentes hasta trabajadores de campo; • creación de estructuras operativas dentro de la empresa para la ejecución eficaz de los planes de manejo; • aplicación de nuevas técnicas de aprovechamiento forestal; • establecimiento de mecanismos permanentes de diálogo con todas las partes interesadas, especialmente con la comunidad civil local; • estrecha colaboración con la administración forestal a fin de permitir una mejor comprensión de los problemas del ámbito forestal.
La búsqueda de la OFS indudablemente es un proceso muy complejo que requiere una visión y planificación a largo plazo. Además, el desarrollo de capacidades sigue siendo una de las principales limitaciones en la adopción de medidas específicas por parte de algunas empresas. El costo de la OFS es prohibitivo, especialmente para los propietarios locales, lo cual se puede atribuir a los siguientes factores:
• complejidad del bosque tropical africano; • falta de infraestructura para el transporte por carretera; • insuficientes recursos financieros en la región para aplicar un proceso de OFS racional y práctico; Sustainable Management of Tropical Forests – Private Sector Experiences 109
• dificultades experimentadas por los países para obtener préstamos de las instituciones financieras internacionales, lo que lleva a la utilización de los bosques para cumplir con el servicio de la deuda; • la necesidad de llevar a cabo costosos estudios socioeconómicos y ambientales; • la obligación de cumplir con las normas orientadas a ofrecer infraestructura social para las comunidades locales; • las constantes presiones que se ejercen sobre el sector privado africano y la imagen negativa del mismo debido a las campañas de opinión pública llevadas a cabo en Europa por ciertas ONG internacionales; • la dificultad de la administración forestal para controlar objetivamente la ejecución de los planes de manejo en las unidades de ordenación forestal (UOFs) utilizando criterios e indicadores (C&I), especialmente con el propósito de evaluar el progreso alcanzado.
En vista de todos estos aspectos, se debería dar prioridad a la aplicación de la OFS en la adjudicación de fondos. Es preciso lograr un cierto grado de gestión adecuada para poder proceder con la certificación propiamente dicha. El proceso de certificación en la región, que finalmente conllevará a la OFS, debe aceptarse como un proceso a largo plazo que debe aplicarse paso a paso para permitir que sea internalizado adecuadamente por todas las partes interesadas a nivel local. Ante esta realidad, las ONG internacionales deberían reducir su campaña negativa y desequilibrada. Tales presiones impuestas al sector privado africano no pueden sino producir efectos adversos que podrían demorar la consecución de la OFS. Además, tal campaña es inútil ya que el mercado de exportación mismo no puede garantizar mayores precios para sustentar los elevados costos de la certificación. Dada la realidad del sector privado en la región africana para conseguir la OFS, según se debatió largamente en esta sesión, se pueden presentar las siguientes recomendaciones:
1. En reconocimiento del papel fundamental que cumple el sector privado en el proceso de la ordenación forestal sostenible, la Organización Africana de la Madera (OAM), la Organización Internacional de las Maderas Tropicales (OIMT) y la comunidad de donantes deberían contribuir i) financiando proyectos relacionados con el desarrollo de capacidades; (ii) aumentando la colaboración con las comunidades locales y la sociedad civil, y (iii) fomentando la recopilación de información en relación con el acceso al mercado. 2. Debería consolidarse un diálogo constructivo entre el sector privado y la administración forestal a fin de permitir la creación de incentivos que promuevan nuevas iniciativas. 3. Los administradores forestales locales sin la capacidad para atraer capital para poner en práctica la OFS deberían recibir el apoyo de la administración forestal y la comunidad de donantes a fin de internalizar el proceso de OFS en el largo plazo. 4. Debería adjudicarse una porción de los impuestos forestales gubernamentales para promover iniciativas de OFS tales como la aplicación de planes de manejo y la delimitación de UOFs. 5. La comunidad internacional de donantes debería facilitar y apoyar un mecanismo de colaboración entre el sector privado y la sociedad civil local mediante la promoción de iniciativas comunes relacionadas con la aplicación de la OFS. 6. Debería llevarse a cabo un estudio a fin de apoyar y facilitar la consecución de la OFS para las pequeñas y medianas empresas de la región. 7. La certificación del manejo forestal en África debería aplicarse utilizando un enfoque gradual basado en los C&I de OAM/OIMT para la ordenación sostenible de los bosques tropicales africanos y en la capacitación de las partes interesadas pertinentes en los procesos de auditoría del manejo forestal. 8. La OIMT, en colaboración con el sector privado, debería instaurar un marco permanente que permita la coordinación y el enlace de experiencias de OFS entre los países productores y, de ese modo, establecer un vínculo permanente entre las regiones tropicales de América Latina, Asia-Pacífico y África.
SESSION 2 – ASIA-PACIFIC CASE PAPERS CHAIRMAN: R. B. McCARTHY
Sustainable Management of Tropical Forests – Private Sector Experiences 113
CASE STUDY ON SAMLING PLYWOOD (BRAMAS) SDN. BHD., MALAYSIA
LE SOUTIEN DES PARTIES PRENANTES DEFINIT LE SUCCES DE L’AMENAGEMENT FORESTIER DURABLE EL APOYO DE TODAS LAS PARTES INTERESADAS DETERMINA EL ÉXITO DE LA ORDENACIÓN FORESTAL SOSTENIBLE
S. K. Chan Samling Plywoods (Baramas) Sdn Bhd
SUMMARY In 1998, the Samling Group partnered the Sarawak Forest Department (SFD) and supported by GTZ in a Malaysian- German Technical Co-operation Project to implement Sustainable Forest Management System in a 100, 650 hectares pilot area. This area is located in Ulu Baram, Sarawak.
The Project covered, amongst others, the following:
• Forest Resource Assessment (FRA) and zonation into Production, Protection (biodiversity, water catchment areas, etc) and Communal Use forests. • Model Road Construction specifications. • Establishment of Permanent Sample Plots (PSPs) to measure the regeneration/growth rate for assessing sustainability of harvesting levels (Annual Allowable Cut). • Reduced Impact Logging (RIL) practices. •Acomprehensive Forest Management Plan (FMP) that meets the certification requirements of the Malaysian Criteria and Indicators (MC&I) under Malaysian Timber Certification (MTCC) and the Principles and Indicators of Forest Stewardship Council (FSC).
In year 2000, the Company implemented SFM practices in its forest management to gain step-wise approach towards timber certification.
•ASFM Center was set up in the forest areas to administer the implementation on a full commercial scale. •ALiaison Committee comprising local communities, Sarawak Forestry Department (SFD), Samling and interest groups to hold regular meetings to address issues of common interests and to form development and implementation plans for sustained development projects. •Anursery of capacity of 500,000 seedlings to cater for reforestation of degraded areas. Indigenous tree species such as Kapur, Keruing, Engkabang, and Sentang are being planted in an area of 2,308 hectares nearby the SFM Center. This nursery is also for Community Forestry projects in degraded areas caused by shifting agriculture.
Cooperation agreement with two indigenous communities had been finalised to reforest a total of 250 hectares and actual planting had progressed on a 68 hectares scheme.
• Samling is actively assisting in coffee planting and deer farming to meet sustenance needs of the community. • Samling has a cooperation agreement with Wildlife Conservation Society, New York, in biodiversity conservation and moving towards a medium term plan to do more research in flora and fauna conservation. • The SFM Project is closely monitored by the SFD and Sarawak Forestry Corporation (SFC) expertise in forest engineering, silviculture, scientific research and reforestation. • Pre-assessment for forest certification had been conducted in September 2003 with main assessment being scheduled for early 2004.
Socio-economic development is planned and implemented to progress for community support to sustainable forest management. 114 Sustainable Management of Tropical Forests – Private Sector Experiences
RESUME En 1998, le Groupe Samling, en coopération avec le Département des forêts du Sarawak (SFD) et avec l’appui de GTZ, par un projet germano-malaisien de coopération technique, a mis en oeuvre un système d’aménagement forestier durable sur une parcelle pilote de 100.650 ha située dans l’Ulu Baram au Sarawak. Le projet portait, entre autres, sur: 1) l’évaluation des ressources forestières et le zonage en forêts de production, de protection (biodiversité, bassins versants, etc.) et forêts communales; 2) les caractéristiques types de la construction de routes; 3) l’établissement de parcelles d’échantillonnage permanentes (PEP) pour mesurer le taux de régénération/accroissement en vue d’évaluer la durabilité des niveaux de prélèvement (possibilité annuelle autorisée); 4) les pratiques en matière d’exploitation à faible impact (EFI), et 5) un plan exhaustif de gestion forestière (PGF) conforme aux prescriptions des critères et indicateurs malaisiens (MC&I) à satisfaire pour obtenir une certification au titre du régime malaisien de certification des bois (MTCC) et aux principes et indicateurs du Forest Stewardship Council (FSC). En 2000, l’entreprise a mis en oeuvre les pratiques de l’AFD pour gérer les forêts en adoptant une approche par étapes de la certification des bois. Les mesures importantes appliquées par l’entreprise sont énumérées ci-dessous:
• Un centre d’AFD a été mis en place dans les zones forestières pour administrer l’exécution des pratiques en matière d’AFD à une échelle entièrement commerciale. • Un Comité de liaison comprenant les communautés, le département des forêts du Sarawak (SFD), l’entreprise Samling et les groupes d’intérêt locaux a été constitué. Ce comité se réunira régulièrement pour aborder des questions d’intérêt commun et pour formuler des plans de développement et d’exécution pour des projets de développement soutenu. • Une pépinière d’une capacité de 500. 000 jeunes plants a été établie pour reboiser les espaces dégradés. Des essences locales telles que Kapur, Keruing, Engkabang, et Sentang sont plantées sur une superficie de 2.308 ha à proximité du centre d’AFD. Cette pépinière est également destinée à répondre aux besoins de projets forestiers communautaires dans des zones dégradées par l’agriculture itinérante. • Des accords de coopération ont été passés avec deux communautés autochtones en vue de reboiser au total 250 ha; les plantations ont effectivement eu lieu dans le cadre d’un projet couvrant 68 ha. • Samling aide activement à la plantation de caféiers et à l’élevage de cerfs en vue de répondre aux besoins de subsistance de la communauté. • Samling a passé avec la société de conservation des espèces sauvages (Wildlife Conservation Society) de New York un accord de coopération pour la conservation de la biodiversité, et a entrepris l’élaboration d’un plan à moyen terme pour engager davantage de recherches sur la conservation de la flore et de la faune. • Le projet d’AFD est suivi de près par les experts du SFD et de la Sarawak Forestry Corporation (SFC) en matière de génie forestier, sylviculture, recherche scientifique et reboisement •L’évaluation préalable à la certification forestière a eu lieu en septembre 2003 et l’évaluation principale est prévue pour mars 2004.
Dans ses efforts visant à mettre en oeuvre l’AFD, Samling se trouve face à des contraintes et des difficultés majeures pour régler des conflits de caractère foncier, y compris des différends entre communautés, ce qui gêne souvent les opérations forestières. Les problèmes logistiques représentent également une contrainte majeure durant l’exécution des projets de développement communautaire, du fait que la population des communautés locales est peu nombreuse et largement dispersée. Ces progrès en direction de l’AFD ont été réalisés grâce au renforcement des capacités dans plusieurs domaines liés l’AFD: l’exécution conforme de l’EFI (exploitation à faible impact), la réhabilitation des forêts, la conservation de la faune, la valorisation des bassins versants, une plus forte participation des communautés locales et le respect des normes minimales acceptables dans tous les aspects de la gestion forestière.
RESUMEN En 1998, el Grupo Samling, en cooperación con el Departamento Forestal de Sarawak (SFD) y con el apoyo de la GTZ, mediante el Proyecto de Cooperación Técnica Malasio-Alemán, puso en práctica un sistema de ordenación forestal sostenible en un área piloto de 100.650 hectáreas en el Ulu Baram de Sarawak. El proyecto cubrió los siguientes aspectos, entre otros: (1) evaluación de recursos forestales (ERF) y zonificación en bosques de producción, protección (biodiversidad, cuencas hidrográficas, etc.) y uso comunal; (2) especificaciones para un modelo de construcción de caminos; (3) establecimiento de parcelas permanentes de muestreo (PPM) para Sustainable Management of Tropical Forests – Private Sector Experiences 115 medir la tasa de regeneración /crecimiento a fin de evaluar la sustentabilidad de los distintos niveles de extracción (posibilidad de corta anual – PCA); (4) prácticas de extracción de impacto reducido (EIR); y (5) plan de manejo forestal (PMF) exhaustivo conforme a los requisitos de certificación de los criterios e indicadores malasios (MC&I) del Consejo de Certificación de Maderas de Malasia (MTCC) y los principios e indicadores del Consejo de Gestión Forestal (FSC). En el año 2000, la empresa comenzó a aplicar prácticas de OFS en su manejo forestal con el fin de adoptar un enfoque gradual para la certificación de sus maderas. A continuación se enumeran los avances más importantes de esta empresa en la materia:
• Se estableció un Centro de OFS en las zonas forestales con el fin de administrar las prácticas de OFS a escala totalmente comercial. • Se formó un Comité de Enlace integrado por representantes de las comunidades locales, el Departamento Forestal de Sarawak (SFD), Samling y otros grupos interesados. Este comité celebrará reuniones periódicas para abordar temas de interés común y elaborar planes de ejecución y desarrollo para proyectos de desarrollo sostenido. • Se instaló un vivero con una capacidad de producción de 500.000 plántulas para la reforestación de zonas degradadas. Actualmente, se están plantando especies arbóreas nativas, tales como Kapur, Keruing, Engkabang y Sentang, en un área de 2.308 hectáreas cerca del Centro de OFS. Este vivero también produce material para proyectos de silvicultura comunitaria en las zonas degradadas por causa de los cultivos migratorios. • Se concertó un acuerdo de cooperación con dos comunidades indígenas a fin de reforestar un total de 250 hectáreas y se iniciaron las actividades de plantación en el marco de un proyecto de 68 hectáreas. • Samling está contribuyendo activamente a la plantación de café y la cría de ciervos para satisfacer las necesidades de subsistencia de las comunidades. • La empresa ha suscrito un acuerdo de cooperación con la Sociedad de Conservación de Vida Silvestre (Nueva York) para la conservación de la biodiversidad y está tramitando un plan a mediano plazo para llevar a cabo más investigación sobre la conservación de especies de flora y fauna. • El Proyecto de OFS se está llevando a cabo bajo la estricta supervisión de expertos del SFD y la Corporación Forestal de Sarawak (SFC) especializados en ingeniería forestal, silvicultura, investigación científica y reforestación. • La evaluación preliminar para la certificación forestal tuvo lugar en septiembre de 2003 y la evaluación principal se programó para marzo de 2004.
En su proceso de aplicación de la OFS, Samling debió hacer frente a importantes limitaciones y dificultades relacionadas con la resolución de conflictos relativos a reclamos sobre tierras, inclusive disputas entre las comunidades, que con frecuencia obstaculizan las operaciones forestales. Otra limitación importante son los problemas logísticos planteados durante la ejecución de proyectos de desarrollo comunitario, debido a que la población de las comunidades locales es escasa y ampliamente dispersa. Este avance hacia la OFS se logró mediante el desarrollo de capacidad en materia de ordenación forestal sostenible, la aplicación de técnicas de EIR (extracción de impacto reducido), la rehabilitación forestal, la conservación de la fauna silvestre, el mejoramiento de los valores de las cuencas hidrográficas, una mayor participación de las comunidades locales y el cumplimiento de niveles aceptables mínimos en todos los aspectos del manejo forestal. 116 Sustainable Management of Tropical Forests – Private Sector Experiences
1.0 BACKGROUND INFORMATION This case pertains to Selaan-Linau Forest Management Unit of Samling Plywood (Baramas) Sdn Bhd. The FMU has a total area of about 100 650 ha, which comprises of 87 352 (87%) of natural forests and 13 298 (13%) of shifting cultivation area, situate in the Upper Baram region of Sarawak. The area is somewhat remote, about 250 km from Miri, with access by road and air transportation. The area of Selaan-Linau FMU covers the Forest Timber Licensed Area of T/0412 issued to Samling Plywood (Baramas) Sdn Bhd (SPB), an affiliate of the Samling Group of companies. The geographical location is between 2º 57’ and 3º 79’ N latitude and 114º 59’ and 114º 21’ E longitude. About 50 450 ha, is classified as Permanent Forest Estate. The present licence period is 20 years, beginning 01 September 1993. For convenience of management and operations, TL.No.T/0412 has been phased into two sectors namely – T/0412A and T/0412B, with the following area break-down:
T/0412 A : 5 857 ha T/0412 B : 4 803 ha Total : 100 650 ha
It is to be clarified here that Selaan-Linau FMU functions within the context of a number of other timber licensed areas managed by the Samling group and for the Baram Region it stretches upto the Indonesian Kalimantan border. SPB has a plywood mill situated in Kuala Baram and manufactures plywood of tropical hardwood species like Meranti, Kapur and Keruing for local and international markets.
2.0 TIMBER LICENSE REGULATIONS
2.1 Application and Approval Procedures As specified in the laws and regulations relevant for the management and utilisation of forest resources in Sarawak – such as the Forest Ordinance 1958, the Forest Rules 1973 and the Land Code 1958, the authority to approve Timber License applications is the Ministry of Natural Resources and Forestry. The authority to issue the Approved Timber License (ATL) is the Sarawak Forest Department. The timber license specifies the conditions to be followed in managing and utilizing the forest, including yield control and planned annual area logging practices, pre-and post harvest operations, social and environmental obligations of the company and so on. These are contained in 32 clauses and 6 schedules included as attachments to the timber license. The schedules cover the following:
• First Schedule – Working Plan • Second Schedule – Licensed Area (Maps) • Third Schedule – Obligatory Species • Fourth Schedule – Royalty Rates and Premium • Fifth Schedule – Liquidated Damages • Sixth Schedule – Agreement
2.2 Forest Zoning by Functions The forest zoning by specific functions integrates multiple purposes of forest management and needs of the stakeholders. Each particular zonation is managed according to its defined functions to attain the sustainable management of all forest resources. The main functions defined for the FMU are:
• Protection (soil protection, wildlife conservation, water catchment areas and high conservation value forests) • Production (timber production) • Community use Sustainable Management of Tropical Forests – Private Sector Experiences 117
Table 1 gives the distribution of the effective forest area of the FMU by functional classification
Table 1. Area distribution by functional classification
Area (ha) Total Area Function T/0412A T/0412B (Ha) (%)
Protection 17, 045 11, 216 28, 261 28 Production 34, 013 23, 769 57, 782 57 Community Use 4, 789 9, 818 14, 607 15 Total 55, 857 44, 803 100, 650 100
2.3 Yield Regulation and AAC Yield Regulation is based on area control, combined with an approved Monthly Production Limit (MPL). Considering an effective forest area of 100, 650 ha and a 20 year licence period and providing allowances for non-available areas such as stream buffers, the computed allowable annual cutting area is given as 5 900 ha.
2.4 Annual Allowable Cut A total harvestable volume of maximum 75, 000 m3 annually from the whole FMU on a sustainable basis is under the approved MPL. This volume is based on the following assumptions:
• The net production area of FMU is maintained. • No significant fire events or other calamities to negatively affect the timber stocking level. • There will be no encroachment activities in the FMU area. •Timber harvesting operations are strictly carried out under RIL guidelines.
The final harvestable volume includes a precautionary factor for uncertainties associated with the forest resource assessment and forecasting the future growth and yield. Such uncertainties might also be caused by reduction in growth rates due to severe drought, calamities and other unpredictable influence.
3.0 FOREST TYPES AND THE SITE FACTORS Almost the entire FMU falls under the broad vegetational category of tropical rain forest. Based on climatic variations, elevation and pedological factors, different vegetational formations and forest types are found.
3.1 Forest Types Six forest types/sub-types were identified in the FMU based on interpretation of satellite images (1995/96) sub-types and old aerial photos (1976). The natural forest is dominated by the Mixed Hill Dipterocarp Forest (MDF) accounting for about 75%, most of them with medium density stocking. Other forest types are Kerangas forest (21%) and Montane forests (4%) (Table 2). Besides the forest types described above, some riparian forests occur along the major rivers and tributaries. However, their areas are too small to be identified on the aerial photos and cannot, therefore, be accurately quantified. 118 Sustainable Management of Tropical Forests – Private Sector Experiences
Table 2. Breakdown of effective area of FMU by forest types
Total Area Forest type (Ha) (%) Mixed Dipterocarp Forest I (Low density) 14, 143 14 II (Medium density) 58, 434 58 III (High density) 3, 610 3 Kerangas Forest 20, 688 21 Montane Forest 3, 775 4 Total 100, 650 100
There is no clear correspondence between a vegetational type and the functions of the forest, discussed earlier. However, areas carrying timber stocks of commercial value will be managed for production. MDF categories I, II and III qualify to be so managed. Kerangas, Limestone and Montane forests carry non-commercial timber stocks.
3.2 Physical Environment
Climate The climate where the FMU is situated is generally wet and equatorial with an average annual rainfall between 3, 300 mm to 5,900 mm. Average annual temperature is 27ºC with minimum and maximum of 24ºC and 31ºC respectively.
Geology and Topography The FMU is geologically of sedimentary rocks from the Miocene and Palaeocene strata. The topography is predominantly irregular, hilly lowlands, with elevation from 165 m to 2,228 m a.s.I. The terrain ranges from moderately sloping in the lowland to steep mountainside.
Soils The major soil groups are Red Yellow Podzolic and Skeletal Soils or Red Yellow Podzolic/Skeletal Soils associations (73% of total area). The soils are well drained, less erosion-prone but susceptible to compaction. They are comparitively infertile and are not known to support high timber yield. Podzol and alluvial soils are also present, but of lesser significance. Alluvial soils have much higher fertility compared to all other soil types occurring in the area.
4.0 DEMOGRAPHIC AND SOCIO-CULTURAL ENVIRONMENT The FMU is home to three ethnic groups, the Kenyah, Kelabit and Penan, each with their distinct languages, social-cultural systems and economic activities. The Kenyah and Kelabit are sedentary agrarian communities living along the major river systems of the Upper Baram Basin in larger settlements. The formerly nomadic hunter –gatherer Penan is recently settled in smaller agrarian communities on banks of river tributaries. Currently there are seven Kenyah, one Kelabit and twelve Penan communities (settlements/villages/longhouses) in the FMU with a total of 660 households and over 4,200 individuals. In all these communities, a form of committees are set up to facilitate development activities. The “komiti” with its official acronym-JKKK (Jawatankuasa Kemajuan dan Keselamatan – Village Development and Security Committee) is responsible for any activity related to the Government, development projects, cleanliness, and security pertaining to their villages. Shifting cultivation is the most important traditional economic activity for most of the local communities, with hill (dry) rice as the main crop. Tapioca is also grown, but to a lesser extent, along with other food crops. Other agricultural activities pursued, but on a limited scale, include wet rice (by some Kelabit) and cash Sustainable Management of Tropical Forests – Private Sector Experiences 119 crops such as rubber, pepper, cocoa. Generally, agrofarming is on a subsistence scale with negligible commercial production. Restricted accessibility to market and planting scale is the main constraint to viability of cash crops. The traditional subsistence activities of hunting and fishing are still practiced including harvesting of timber and non-timber resources such as sago, mushrooms, rattan and palm leaves. Penan families, often, go on expeditions into the forest to collect aloe wood (Aquilaria spp). Samling provides employment to the local community in the logging camps as drivers/operators, tree fellers, debarkers, hookmen, survey crew and in other daily paid jobs.
5.0 SYSTEM OF FOREST MANAGEMENT PLANNING The system of management planning adopted in Selaan-Linau FMU consists of a 10 year Forest Management Plan and Annual Operational Plan(s). The 10-year plan provides the overall perspective and guidelines, as well as the conceptual basis for activity planning. The annual plan include both pre - and post- harvest activities to be undertaken within an annual budget period, along with the details of activities, related procedures and pre-conditions. SPB is promoting multiple use management as the basis of SFM for greater efficiency and productivity, integrating the protection, production and community-use functions of the forest. For purposes of intensive and efficient management, the FMU is divided into 999 blocks (Table 3).
Table 3. Distribution of compartments by functional categories
Function Number of Blocks Area (Ha)
Protection 300 28, 261 Production 604 57, 782 Community use 95 14, 607 Total 999 100, 650
5.1 The 10-Year Forest Management Plan The current FMP of Selaan-Linau FMU covers the period July 2003 to December 2013.
• It has 11 chapters, dealing with the following: • Policy statement: covering policy environment, work planning, strategic aspects such as permit to enter coupe (PEC) and engineering plan. • Forest management: covering objectives, involvement of stakeholders (Liaison Committee), zoning by functions, and yield regulation. •Timber harvesting: covering RIL standards and logging schedules. • Silviculture, forest rehabilitation and reforestation. • Wildlife Management. • Forest protection and management of protected areas. • Infrastructure development including roads, bridges, community amentities and nursery. • Environmental impact assessment. • Occupational health and safety of workers. • Forestry research.
5.1.1 Objectives The FMP has been formulated within the policy and legal framework established by the government of Sarawak, the principles set out in forest certification schemes, and the guidelines provided in Forest Management Information System Sarawak (FOMISS). Sarawak has been managing the forests following a selection system under the “sustained yield” concept: 120 Sustainable Management of Tropical Forests – Private Sector Experiences
i. Harvesting on rotational basis on mostly a 25-year cycle or coupes; ii. Minimum cutting size of 45 cm dbh for non-Dipterocarps and 60 cm dbh for Diptrocarps; iii. Only merchantable trees are allowed to be harvested safeguarding the protected species. Water catchment and other forest areas of significant conservation values are protected.
While basically following the approved selection system of forest management, SPB has through years of research devised a forest management programme that balances development with sustainability. Much of this strength was acquired through knowledge gained in the operations of its affiliates. The company’s Sustainable Forest Resource Management (SFRM) programme was built on three essential foundations: economical viability, environmental compatibility and social acceptance of forest resource management. With these forming a general framework, its resource management aims to achieve the following objectives:
•To promote a method of timber extraction that preserves the ecological conditions of the forest and its wildlife habitat. •To do post-felling such as silviculture in harvested areas to enhance a continuous supply of timber. •To bring to the community, government and self-approved development projects •To optimize the production of high-quality timber whilst complying with conservation efforts and socio-economic needs. •To reduce the wastage of timber resources by setting up industries that process them into products. •To maintain and / or enhance the integrity of forest ecosystem functions and to strengthen their self-renewal capacity.
Continuous participatory stakeholder consultation facilitates and supports the planning, implementation, and monitoring processes of forest management. A Liaison Committee of major stakeholders (i.e. SPB, SFD and local community) has been established to address issues of common interests, in the implementation of the management activities in the FMU. Progress of implementation of FMP is reported at the Liaison Committee meetings.
5.1.2 Some Strategic Aspects Several strategic measures are involved in managing the FMU properly.
5.1.3 Phasing of Harvesting For reasons of skill capacity building and management control, the FMU is divided into two sectors, representing two phases of SFM implementation:
Phase I : T/0412 A (55 857 ha) Phase II : T/0412 B (44 803 ha)
The second phase is to be implemented subsequent to successful SFM practices and certification in Phase I. Area involved in each of the phases has been divided into harvesting coupes, in order to regulate harvesting. The FMU has been, thus, divided into 20 coupes:
T/0412 A : 10 coupes T/0412 B : 10 coupes Total : 20 coupes Sustainable Management of Tropical Forests – Private Sector Experiences 121
Each of the coupes may have different functional areas (i.e. production, protection and community-use). The coupes are further sub divided into harvesting units (also called logging blocks) such that each sub-unit represents a functional unit.
5.1.4 Net Production Area vs Net Operable Area Net production area and net operable area are derived based on the forest zoning approach described above. The net production area is essential for the determination of the Annual Allowable Cut (AAC). The net operable area indicates the total area where timber harvesting can be actually carried out. Gross production area, shown earlier comprises 999 compartments (20 coupes) with a gross area of 79 262 ha. Of this, the extent of area under protection is 28 261 ha; and an area of 14 607 ha is defined for community use. Thus the net area available for harvesting is 79 262 - (28 261+ 14 607) = 57 782 ha (Table 4).
Table 4. Net Available area by functional category (Hectares)
Adjustment for protection Function Gross area Net area Lost Gained Protection 21 388 6 873 28 261 Production 79 262 21 480 57 782 Community use 14 607 14 607
Total 100 650 21480 21480 100 650
5.1.5 Harvesting Control Timber harvesting activities are permitted only in those blocks (standard size of about 100 ha) which have been approved by the Sarawak Forestry Corporation (SFC) Miri, through the Permit to Enter Coupe (PEC). The requisite activities for issuing a PEC include:
• Cutting and demarcation of coupe boundaries as proposed in the harvesting map. •Tree enumeration and topographical survey for map preparation. • Cutting and demarcation of logging blocks (block boundaries). • Road alignment, road and bridge construction. •Tree felling and extraction.
As the harvesting operation proceeds, the SFC will approve timber harvesting in other blocks, usually equal in number to those declared harvested by the Licensee. The number of blocks being worked at one time depends on the progress of the operation and the remaining coupe area, however, within the limits of the maximum annual area. A general plan (GP) for planning road network and coupe layout for the whole license area, in a small scale map is submitted. Once approved, this is to be followed by a Detailed Plan, which is made at the individual coupe level to align road network (main, secondary and feeder roads) in all logging blocks, and to indicate inoperable areas, in large scale maps. The engineering plan (the plan for roads and harvesting operations) is used along with PEC for regulating timber harvesting.
5.1.6 Estimation of Yield Both area and volume control methods are used in Sarawak to determine the Monthly Production Limit (MPL). Yield per unit area is influenced by various growth parameters such as present growing stock, tree diameter distribution, tree increment, tree mortality and regeneration dynamics which decides the harvest cycle. Some long-term data on these aspects are gathered from Forest Research Plots in Sarawak. 122 Sustainable Management of Tropical Forests – Private Sector Experiences
Growth simulation using Dipterocarp Forest Growth Simulation Model (DIPSIM) has indicated that the average growing stock conditions after 40 years are relatively close to those recorded in primary forest areas in the FMU (i.e. 259 m3/ha). Thus, a 40-year harvesting cycle would lead to a nearly complete replenishment of the commercial growing stock to pre-harvesting levels. The simulation study indicated that the optimum growing stock for the FMU is around 180 m3/ha. At this level, the trees of DBH 45cm and above can produce a gross volume increment of about 2.6 m3/ha/year. Allowing an average growing stock of 180 m3/ha, which is less than the current level of 200 m3/ha in the FMU, it will be possible to maintain harvest of these forests at sustainable level. Further, several harvesting levels were simulated in order to derive the final AAC. The parameters used for the simulation runs were the following:
• Simulation period: 40 years • Minimum economic cut: 20 cum/ha • Maximum number of harvestable trees: 10 trees/ha • Minimum cutting limits: Dipterocarps (60 cm); non-Dipterocarps (45cm) •RIL logging damage limits: dbh 10-20 cm (30%); dbh 20-40cm (30%); dbh>40cm (20%) • Utilization factor: 80%
The simulated harvesting levels were evaluated against indicators which are considered “sustainable” if:
• The number of residual trees >/=45/60 cm dbh has not declined over the 40-year projection period, compared with the current level. • The volume of commercial species >/= 10 cm dbh in the residual stand has not declined below the optimum growing stock level of 180 m3/ha.
The conclusion drawn from the above DIPSM simulation results is that a total harvest volume of maximum 82 500 m3 can be obtained annually from the FMU on a sustainable basis and shall serve as the preliminary Annual Allowable Cut (AAC). The preliminary AAC has been reduced to 75 000 m3, on applying a precautionary factor, as the target AAC. As already noted, the FMU is subdivided into 20 Harvesting Coupes (total of 100 650ha) with an average net operable area of 2 950 ha per unit.
5.2 Mid-term Review of FMP The Forest Management Information System Sarawak (FOMISS) has specified that after a 5-year period, a mid-term review is performed to facilitate adjustments for crucial changes affecting the FMP implementation. This is the responsibility of the licence holder.
5.3 Annual Operations Plan
• The annual operations Plan (AOP) charts the pre-harvest and post-harvest activities. The pre- harvest operations covered in the AOP are the following: • Following a harvesting plan (GP), showing annual coupes and the infrastructure details. Number of coupes taken up each year depends upon the period of harvesting (license) and other factors. • Lay out of annual coupes, following natural features and numbered in the order they are to be logged. • Design of proposed main road networks linking the licensed area (FMU) to waterways, barging/rafting points etc. Sustainable Management of Tropical Forests – Private Sector Experiences 123
• Design/location of other infrastructure including bridges/culverts, camp sites, dumping stations. • Preparation of detailed harvesting plan (DP), showing harvesting blocks within coupes and forest road system. • Layout of harvesting blocks, normal size 50 to 100 ha, with boundary following natural features and marking/indicating inoperable areas. • Design forest road system, including secondary and feeder roads (such that density of skid trails could be reduced), following guidelines. • Application for Permit to Enter Coupe (PEC) based on approved DP. •Traverse survey of the proposed alignment of main, secondary and feeder roads to obtain endorsement of SFC, Miri. • Road construction, following road design standards. • On-ground boundary demarcation (common and/or of annual coupe/block) and obtain “ certificate of satisfaction” from SFC. • Skid trail alignment and marking, following guidelines, to connect main skid trails to roads, keeping skid trail density to minimum. • Skid trail mapping showing the main trails, secondary feeder trails, trail junctions etc. •Tree selection and marking based on RIL implementation guidelines, and details recorded in a “pre-felling inventory”. • Submission (of operational inventory recording sheet, showing harvestable volume of individual blocks, enumeration data and skid map to SFC, Miri) for pre-felling inspection and endorsement. • Pre-felling inspection by SFC, Miri to declare completion of pre-harvest operations provided they meet the pre-requisite standards. (If not, rectification and re-inspection will be needed).
AOP also specify post-harvest operations, namely compliance assessment, post-harvest inspection and closing of logging blocks.
5.3.1 Planning Flow The sequential steps of the annual planning flow chart, based on the Timber License, are these:
• Based on approved GP, the DP is prepared and approval obtained. • Upon DP approval, apply for PEC to SFC, Miri who carries out a pre-felling inspection. • Obtain endorsement of PEC and start harvesting operations. • Upon completion of harvesting in a block, apply for block closing; • Continue the cycle with a new DP for new block(s).
A planning flow chart is given in Table 5. 124 Sustainable Management of Tropical Forests – Private Sector Experiences
Table 5. Annual operations plan flowchart
FOREST TIMBER LICENCE
GP PREPARATION AND APPROVAL
DP PREPARATION AND APPROVAL
APPLICATION AND ISSUANCE OF PEC WITH OPTS 1-3
APPLICATION AND ISSUANCE OF PEC WITH OPTS 4 PRE-FELLING INSPECTION
APPLICATION AND ENDORSEMENT OF PEC WITH OPTS 5 HARVESTING OPERATION
APPLICATION FOR BLOCKS CLOSING POST-HARVESTING INSPECTION
CLOSURE OF BLOCKS
6.0 LOGGING OPERATIONS The logging operations follow the system of selective cutting along planned skid-trails with directional felling and mechanical (tractor) skidding. All operations follow RIL implementation guidelines.
6.1 Tree Selection and Marking Dipterocarps with minimum dbh of 60 cm and Non-Dipterocarps of minimum dbh of 45 cm are to be enumerated as well as obligatory tree species listed under the relevant schedule of the Timber License. Any utilizable tree of non-obligatory merchantable species may also be enumerated if they are not prohibited under the Forest Rules. Merchantable harvestable trees within a corridor of 60 m (on ground distance) left and right of the skid trail are selected and marked with a clearly visible yellow cross (X). The preferred felling direction of harvestable trees will be marked with a yellow perpendicular line of at least 0.5 m. Each tree identified for harvesting is tagged with a Samling RIL plastic tag (compound tag consists of 3 sub-tags) bearing an identical 4-digit serial number. Potential crop trees and fruit trees, as defined in the RIL Implementation Guideline are also marked with red-white banded plastic flagging at a height of at least 2.0 m for alerting the felling crew to take extra care not to damage them. All trees marked for felling, potential crop trees, and fruit trees shall be recorded in the Stock Sheet corresponding with each of the trail section. Locations of trees left and right of the trail shall be noted. Sustainable Management of Tropical Forests – Private Sector Experiences 125
6.2 Tree Felling Tree felling is carried out adhering to RIL standard with directional felling techniques. Tree crowns should preferably be felled onto skid trails. Fellings should not, however, create gaps of sizes more than 500 sq. meter. Tree felling should preferably be undertaken with wedges to direct the trees towards the desired direction of fall (Jonathan et al., 1999). The aim is to achieve the following standards:
• Felling damage is reduced to <25% of residual stand (average value over all diameter classess). •Timber extraction is facilitated, reducing the skidding damages and increasing overall operational efficiency.
The typical 3-man felling team, comprising feller, tractor driver and hookman, produces about 400 m3 per month, averaging 18 workdays per month. Incentives are given if this norm and standards is of RIL are achieved.
6.3 Ground Skidding Operation The main objective of ground skidding following RIL guidelines is to ensure an environmentally sound, socially beneficial and economically efficient harvesting of timber, and to achieve the following management standards:
•a skid trail density that provides reasonable access to commercial trees with lowest possible area disturbance; trail gradient £27%; trail location on top or left/right of ridge position; side cut, if necessary, should be £50% slope gradient; • reduced soil erosion and compaction of productive forest area; • tractors remain on the skid trail, using winching method to extract logs from felling site to the trail; • no disturbance of river buffer zones, on both sides of permanent rivers and creeks (20 m measured from the stream banks); • bridge/culvert necessary for river crossing if width> 3m; • protection of important non-timber forest produces for the benefit of local communities; •a harvesting intensity of 20-40 m3/ha of commercial timber equivalent to 4-8 trees/ha; • felling gap sizes of less than 500 sq. meter; and •a residual stand damage through yarding of less than 25% (average for all diameter classes).
Recommended level of infrastructure Under the RIL Guidelines, the following levels of infrastructure are recommended:
• Skid trail density, to provide reasonable access to commercial trees causing lowest possible area disturbance ...... below 100 m/ha • Maximum feeder road density ...... 10m/ha • Maximum secondary road density ...... 2m/ha • Maximum main road density ...... 1m/ha
Standards of environmentally friendly road construction are adopted as described in the operator manual for road construction (Benneckendorf, 2000).
6.4 Scaling, Grading and Transportation The round logs produced in the FMU are hauled to intermediary points where log sorting, scaling and grading are carried out. Subsequently, the logs are trucked further down to the Logpond where further grading, species checks and royalty measurements are carried out by SFC staff. The logs are then loaded 126 Sustainable Management of Tropical Forests – Private Sector Experiences
onto barges for transportation down Batang Baram to Assam Paya where the final sorting and grading is made to separate logs for export from those to be used for local processing. Export logs will be re-loaded onto barges for transportation to sea vessel. Logs for local processing will be delivered to Samling’s processing mills.
6.5 Use of Heavy Equipments Since all the operations (road construction, harvesting, transportation) are mechanized, the company utilize a number of heavy equipment such as excavators, skidders/tractors, dump trucks, motor grader, log trucks, log loaders, pick-up land cruisers and so on for this FMU.
6.6 Field Camps There is a network of one main camp and several skidding camps to manage and control the logging operations in the Selaan-Linau FMU. The SFM Center, Kelesa is the main camp for administration of the operations in the FMU. All respective implementation activities will be planned, co-ordinated and monitored by the Center. The staff and workers of the FMU are based in SFM Center, Kelesa.
6.7 Post harvest Activities Post-harvest activities essentially address two aspects: assess the stand condition after logging; and take up rehabilitation measures suitable to enhance regeneration.
6.8 RIL Compliance Assessment The compliance assessment process involves a four-tier recording system at 10m intervals along all skid trails. Based on a point system, the extent of damage to the residual stand is assessed in accordance with RIL objectives. The assessment helps to design corrective measures.
7.0 POST-HARVEST INSPECTION AND CLOSURE OF LOGGING BLOCKS Upon completion of harvesting, the SFC conducts post-harvesting inspection in the harvesting block in accordance with the “Instruction for the Inspection on Hill Logging Areas”. Non-compliance recorded include felling of undersized trees, not felling marketable trees of obligatory species, presence of high stumps, remnant logs, presence of logged trees, damage to the residual stand and any other non-conformances. An inspection report will be prepared by SFC for necessary action. Following any necessary corrective measures by the Licensee, the SFC will declare a block closed by issuing the Coupe Clearance Certificate for the blocks inspected. No further cutting within a licensed period will be permitted in a harvesting block after it has been declared closed.
7.1 Post Harvest Inventory Post harvest inventory and follow-up diagnosis are central to identifying suitable silvicultural treatment for the particular residual stand. The standard approach adopted by the Company is as follows:
•Apost-felling inventory with 2 to 5% sampling is conducted for commercial stocking in all diameter classes, including quality assessment. • Data are analysed and compared with a minimum stocking standard. • Decisions are made on treatments to be prescribed. • Given that treatment is necessary, fieldwork is planned and implemented.
8.0 SILVICULTURAL OPERATIONS IN LOGGED-OVER AREAS Silvicultural management of the production areas, primarily aims to sustain and enhance the timber harvest level. The company’s strategy of silvicultural operations for the logged-over forests has the following objectives: Sustainable Management of Tropical Forests – Private Sector Experiences 127
•To secure an adequate stocking of harvested production forest with commercial species while maintaining a high species diversity. •To increase the growth rate of selected commercial trees. •To increase commercial value of production forests. •To obtain optimum harvesting levels.
8.1 The Silvicultural Decision Support System (SDSS) The treatment to be given to the harvested natural forest is selected by using SDSS, which is based on establishing the relationship between the actual commercial stocking situation and the number of big trees (of crown diameter 17.5 m) left behind. A limited number of ground control plots covering typical residual stocking conditions were used. A threshold value of one big tree/ha is a suitable value to distinguish the poorly stocked areas from those areas richer in commercial stocking. Treatment options were derived for all under-stocked compartments, based on an analysis of recent aerial photos. Treatment essentially involves the identification and liberation of Potential Crop Trees (PCTs) and intensive initial monitoring on growth response (sub-annual to annual), where further liberation treatments are prescribed, as necessary. Monitoring frequency eases to 5-yearly interval after the fifth year. A system of priority ranking was devised based on factors such as forest function, land use, fire occurrence, number of years elapsed after harvesting, and accessibility, to identify compartments for silvicultural treatment. The approach improves the effectiveness of regeneration, where indigenous fast growing commercial species are preferred for rehabilitation measures. A calculation of the area to be treated was carried out by Richter (2000), based on interpretation of aerial photos. The results indicated that 21 compartments (approximately 2,355 ha in Sector A) should be treated per year, either by multilayer approach (MLA) or by enrichment planting (EP) or reforestation (of areas affected by forest fires during ESNO period in 1998). All treatments (MLA, EP, and others, including selection of species and planting method) are to be carried out according to the Guideline on Silvicultural Treatment of logger-over forest in the FOMISS-Samling Pilot Area (Hahn-Schilling et. al., 1999). In the case of areas affected by forest fires, reforestation is being carried out by the SFD with Samling providing logistic support if required. The Sarawak Forest Department has established a nursery in SFM Center, Kelesa with a capacity to raise one million seedlings of indigenous species annually, for meeting the needs for reforestation and enrichment planting.
8.2 Accomplishments in Post-harvest Silviculture The accomplishment of the Company during the last 3 years, in post-harvest treatment is given in Table 6.
Table 6. Details of forest rehabilitation under multi-layer approach and reforestation (in hectares)
Year Area treated under MLA Area treated under Reforestation 2001 100 ha 911 ha 2002 101 ha 411 ha 2003 98 ha 1 123 ha
8.3 Forest Protection Boundary demarcation and control is an important aspect of forest management, contributing to the conservation and stability of the forest area. Boundaries of critical importance must be regularly monitored and maintained through repeated demarcation at 5-year intervals. These include:
– the external boundary of the FMU; – protection and conservation areas, as identified in the Forest Function Map; – all compartments, where harvesting operations are implemented; – all borders between existing shifting cultivation areas and natural forests. 128 Sustainable Management of Tropical Forests – Private Sector Experiences
9.0 FOREST FIRE MANAGEMENT Forest fire management is an important and integral part of forest protection. At least 7,600 ha (of which about 3,200 ha production forest) were burnt during the 1998/99 EI-Nino phenomenon, leading to subsequent stand degradation. The main strategy adopted in FMP is more on fire prevention and less on fire fighting. The SFD assumes responsibility for dissemination of appropriate information to Samling and the local communities, preparing them adequately for potential dry-season fire outbreaks, particularly in monitoring critical and fire-prone areas within the FMU. Information on likely Hot Spots is obtained from interpretation of NOAA Satellite imageries. Waste management is employed to ensure proper disposal of all solid, liquid, organic and inorganic wastes within the FMU (logging camps, log yards, workshops and the mobile skid-houses of logging crews) through designation of proper disposal sites. Samling monitor all burning of wastes. Such measures help to prevent fires.
10.0 WOOD UTILISATION The various wood processing facilities of Samling Group are fed by logs from several timber concessions under its management. Thus, the log flow from forests to the Samling mills goes beyond the production from Selaan-Linau FMU. The wood harvested from Selaan-Linau FMU is partly exported as logs and the rest utilized for processing into plywood and other wood products. Chain-of-Custody through a Log Inventory Control System (logging and recordings) is used to monitor movement of logs to the mills and proper log-tagging system ensures that all logs produced can be traced back to the stumps in the forest.
10.1 The Plywood Mill of SPB The plywood factory of SPB near Miri has a production capacity of 126,000 m3 per year, requiring a log input of 240,000 cum. The plywood production is targeted for global markets. Part of the plywood production will be further processed into Ready-to-assemble (RTA) products within the Samling group. Residual timber are being utilized in our production of MDF and doorskins and hence minimizing any wastage.
11.0 ORGANISATIONAL STRUCTURE The Selaan-Linau FMU is administered through an SFM Management Team under Samling Group.
The present employees in the Selaan-Linau FMU are as follows: Forestry Professionals : 3 Technical/Administrative/Mgt. : 26 Skilled Workers : 40 Unskilled workers : 4 * Total : 73 * Subject to change in line with extent of operations
12.0 OCCUPATIONAL HEALTH AND SAFETY The FMU strictly follow the rules and regulations as outlined in the Company’s Safety Practices Document. Within the framework of this, all instructions are given in consideration of workers’ health and safety in carrying out their daily activities. Special attention is paid to the Social Criteria and Indicators for Sustainable Forest Management (Poschen, 2000). In addition, training on directional tree felling and safety aspects are provided and supplemented by annual performance checks of tree feller and tractor operators’ skills in RIL. Sustainable Management of Tropical Forests – Private Sector Experiences 129
13.0 SOCIO-ECONOMIC CONTRIBUTION An important socio-economic contribution of the FMU is the employment and income earning opportunities provided to the local community, directly and indirectly. Contribution to the Government revenue in the form of charges and levies is another major economic generated. The logging infrastructure (main roads, forest roads, bridges and culverts) established by the company benefits the forest dwelling communities (Penan, Kenyah and Kelabit) in the area. These help to bring development to the forest hinderland community. Within the FMU, the community is allowed unhindered use of all the Community-use area of about 14 607 ha and to go about collecting non-timber forest products. The Sarawak Government, through its various departments and agencies, is providing various forms of community services including agricultural extension centers, primary schools and clinics. As a measure of goodwill, the company provides financial assistance for enhancing welfare of the communities and for educational purposes. The company, wherever possible, has built access roads linking the longhouses to the forest roads and provided transportation in cases of medical emergencies. The company also has supplied equipment such as solar panels, generators, out-board engines and rice mills for the benefit of the community.
13.1 Community Development Projects The concept of community development in forestry is meant to integrate sustainable multiple-use forest management i.e. a combination of forest conservation and production of forest products with improvement in the livelihood of local people. According to the “help for self-help principle”, which is applied under this FMP, local communities shall participate and be responsible for those functions and activities of development measures that they can provide by their own means. Samling facilitate and participate in sustained development projects by government agencies. Currently certain projects approved by the Liaison Committee and being implemented include (i) installation of gravity-fed water systems (ii) mini-hydro-power, fish pond and irrigated rice (iii) education and training programmes, and (iv) community forestry. The community development projects at Long Lellang, Long Main and Long Benalih were initiated in line with the implementation of SFM. Despite variation in requirements between individual villages, the main community development needs are of similar nature. The activities were conceptualized on basis of a need- analysis carried out in a pilot area among the local communities. Discussions were also held with officials of the relevant government departments. The priority ranking of the economic activities needed by the communities are:
Ist priority : Irrigated paddy fields; fish ponds. 2nd Priority : Vegetable farming; livestock farming; handicraft production. 3rd Priority : Community agroforestry projects
Besides the need to enhance rural livelihood, the company sees justification for its community development programme (CDP) in the support it provides for forest sustainability within the context of integrated forestry development. These include sustaining of the Permanent Forest Estate (PFE), increasing productive area through forest rehabilitation, sustainability of watershed values and support of wildlife conservation and national parks. The CDP provides an alternative and more secure economic opportunity that can wean local communities away from shifting cultivation, thus, providing the surest way of protecting the PFE from future encroachments. The government-company-local community partnership in developing a more organized social development program through which the company can participate in its implementation. Two community Reforestation Projects of total 270 hectares are being implemented in collaboration between Samling, SFD and the Kenyah communities of Long Semiyang and Long Tungan. Indigenous species like Meranti, Kapur and Engkabang are being planted under these schemes. 130 Sustainable Management of Tropical Forests – Private Sector Experiences
14.0 ENVIRONMENTAL CONTRIBUTIONS SFM results in environmental conservation and enhancing ecological integrity. The post-harvest silvicultural operations in the FMU are designed to allow the forest to regenerate to its pre-harvest condition. As noted earlier, 28 261 ha (about 28% of the area of the FMU) have been set apart and designated as protection areas. Protection areas were established to conserve undisturbed samples of the forest ecosystems and habitats availing in the FMU, including the various functions and diversity of all life forms contained therein. These areas are being clearly demarcated in the field as, to be physically identifiable.
14.1 Wild Life Conservation SFD has developed a long-term Master Plan for conservation and management of wildlife. The MPWS (Master Plan for Wildlife in Sarawak) is implemented throughout the State. Three forest functions are delineated: Core Protection Zone (CPZ) where no harvesting is permitted; Low-use Production Zone where low-volume harvesting permitted; and Production Zone where harvesting is carried out. Limestone outcrops and Montane forests are included in the CPZ. About 79% of the MDF are classified under PZ 10% and 11% under CPZ. Among the activities carried out in line with the Master Plan framework are wildlife surveys, educational measures and enforcement of the regulations. In wildlife protection areas, timber extraction is totally prohibited, but hunting by indigenous people is still permitted according to existing laws on access to forest resources. However, several measures to control hunting are adopted in the FMU. These include:
• strictly controlled use of firearms in the protection areas; • all traps and snares are banned in protection and production areas; • all commercial sale of wildlife and wildlife products is banned; • abandoned feeder roads are closed to prevent vehicle entry; and • outsiders and employees of Samling are not allowed to hunt in the license areas.
The full co-operation of the SFC, communities and Samling staff is forged through a Liaison Committee which assists in awareness raising campaigns and in monitoring hunting activities through educational measures involving village committees and rural schools. The headmen and the camp managers are appointed as Honorary Wildlife Rangers, to assist the Government in implementing the MPWS. Other wildlife-oriented measures include: preservation of important fruit trees belonging to the Moraceae (especially Ficus spp.) and Leguminosae families; prohibition of timber harvesting in of high conservation value. As part of the conservation-oriented activities, the company has accorded high priority for watershed protection and bio-diversity importance. As complementary to conservation measures, eco-tourism sites have been identified in the FMU, covering waterfalls, fast-flowing rivers, mountain ridges, scenic landscapes and local settlements.
14.2 Mitigation of Environmental Impacts Generally, an Environmental Impact Assessment (EIA) identifies and assesses potentially negative effects on the environment due to human interventions, and prescribe mitigation measures. An environmental impact identification and mitigation system has been developed for the FMU, by taking into consideration the “Forestry Guidelines for Environmental Impact Assessment” by Forest Research Institute of Malaysia (FRIM) and “Guidelines on EIA” by Natural Resources Environmental Board (NREB) and is incorporated in the Forest Management Plan.
15.0 RESEARCH AND TECHNOLOGY DEVELOPMENT The management system adopted for the FMU, and by the Samling Group in general, is the Selective Management System (SMS) with a bicyclic felling in 25 years. The system prescribes cutting limits on presumption of adequate post-felling regeneration. Dipterocarp species are favoured over others with a Sustainable Management of Tropical Forests – Private Sector Experiences 131 relatively higher cutting girth limit, thus ensuring their increased representation in stand composition over the years. The system calls for regular upgrading/refinement for adjusting to the changing needs and situation. Samling actively cooperated in a project with the Forest Department and GTZ to formulate, through research and implementation a comprehensive management system based on SFM principles for adoption in Sarawak. Called the Forest Management Information System Sarawak (FOMISS), the project is conducted in the FOMISS Samling Pilot Area (FSPA) in the FMU. Samling partner the Sarawak Forest Department in maintaining permanent sample plots (PSPs) to monitor response of residual stand to prescribed treatments and changes in soil and other ecological factors following harvesting. A total of 76 growth and yield PSPs were established for growth data. Such data are made available to the Forest Research Centre or forest growth specialists to re-assess growth performance for the mid-term review, and to develop site-adapted growth functions for DIPSIM. The updated growth functions can be used to refine the AAC, which constitutes a key factor in SFM.
16.0 INITIATIVES FOR OBTAINING CERTIFICATION Samling’s initiatives for establishing SFM being recent, the company is making all efforts to translate the sustainability concepts into operational practices, and to stabilize the field implementation. The company aims to obtain forest management certification for the FMU within 2004.
17.0 GOVERNMENT CAPABILITY TO ENFORCE SFM The government of Sarawak through Sarawak Forestry Corporation (SFC) is known to have the capability to enforce rules and regulations through appropriate collaboration with the private sector as well as by invoking the penal provisions, when absolutely necessary for good forest management practices.
18.0 CONSTRAINTS Difficulties of conflict management and resolution with local communities over land claims is a major constraint. Shifting cultivation has resulted in degradation of forest. In allocating land use by functions in the FMU, communities can be involved in developing projects to bring them the much needed economic betterment for the future. Most areas designated for Community use are under shifting cultivation rotations. The remaining areas are mostly under successional secondary forest or temuda. Inter-community disputes over territorial claims have often hampered forestry operations. While the community development programmes will help to reduce the social tension and the tendency for expanding shifting cultivation, more sources of funding and emphasis to meet socio-economic needs of the local communities is critical to upgrade their livelihoods as to bring about their economic advancement. Other limitations to the implementation of community development projects by the government are logistics and drawing expertise to work in forest areas. The widely scattered and sparse population of the communities make projects implementation to be difficult. The SFM concept at least at its initial stage of adoption, appears too theoretical, and can only be adopted in its application to achieve better forest management standards. There is general opinion that the increased cost of production, and lower productivity due to restrictions of SFM, is not compensated with better premium on prices. Areas identified for achieving SFM include more training for all categories of employees. Government agencies should take proactive measures and device incentives to spearhead SFM and forest certification. Their emphasis to address social needs of the forest dwelling communities must be heightened. 132 Sustainable Management of Tropical Forests – Private Sector Experiences
19.0 SUCCESS CRITERIA Selaan-Linau FMU is one which has initiated the process of SFM, and is firmly committed to the cause of sustainable forestry and sustained economic development of the communities. Accordingly, the company while working for forest certification is achieving SFM- related capacity building, RIL compliance, forest rehabilitation, wildlife conservation, enhancement of watershed values, increased involvement of communities and achieving of minimum acceptable standard in all aspects of forest management. The Samling Group, obtained ISO9001 certification for Quality Management Systems in year 1996 for its Baram forest operations, the first of its kind in the world for tropical forests. The company is moving in the right path towards success in SFM and forest certification. Sustainable Management of Tropical Forests – Private Sector Experiences 133
TECHNOLOGICAL REFINEMENTS AND LOCAL COMMUNITY SUPPORT ARE CRUCIAL FOR SUSTAINABLE FOREST MANAGEMENT: THE CASE OF PT. SARI BUMI KUSUMA
LES PERFECTIONNEMENTS TECHNOLOGIQUES ET LE SOUTIEN APPORTÉ À LA COMMUNAUTÉ LOCALE SONT D’IMPORTANCE CAPITALE POUR L’AMÉNAGEMENT FORESTIER DURABLE: LE CAS DE LA PT SARI BUMI KUSUMA EL DESARROLLO TECNOLÓGICO Y EL APOYO A LA COMUNIDAD LOCAL SON FACTORES CRUCIALES PARA LA ORDENACIÓN FORESTAL SOSTENIBLE EL CASO DE PT. SARI BUMI KUSUMA
N. Suparna PT. Sari Bumi Kusuma
SUMMARY PT. Sari Bumi Kusuma (SBK) is a privately operated logging concession under the Alas Kusuma Group, located some 460 km from Pontianak, in Central Kalimantan province of Indonesia. The company started its operation in 1978 when the Selective Cutting and Enrichment Planting system (TPTI) was practiced. In 1998, under a renewed 70-year agreement, the Selective Cutting and Strip Planting system (TPTJ) was also implemented. SBK’s 208,300 ha concession of equatorial rainforest constitutes 148,939 ha for logging, 10,972 ha for replanting and 48,389 ha for conservation. TPTI has cutting diameter limits of 60 cm and 50 cm for limited production and normal production forest respectively, a 35-year cutting cycle and an ACA, 1/35 of the effective forest area. Its annual cut averaged 48 cum/ha with 8 trees/ha. The system was continued after 1998 for virgin forests while the TPTJ is practiced in areas logged over 20 years ago. In virgin forests the estimated yield is 55 cum/ha for trees >60 cm dbh. TPTJ is basically a modification of TPTI, where valuable dipterocarp species are line-planted (25 m x 5 m) under selective cutting and strip planting, over a 35-year cycle, with inter strip harvesting of all trees >45 cm dbh. The ACA is similarly 1/35 of the effective logged-over area with planned annual cut of 40 cum/ha. This conservative cut should enable progressive improvement in forest productivity. Research has indicated that such strip-planted trees will attain harvestable size of 66 cm dbh within 35 years. In addition, matured trees growing between planting strips constitute a bonus harvest. The total production is expected at 300 cum/ha (in contrast to the present 50 cum). To ensure sustainability, the management is based on a system of management plans supported by rural development diagnostic study. These constitute a 35-year Forest Management Plan with 5-yearly updates, Perspective Plan, Environmental Management Plan and a one-year Operations Plan. In pre-harvest operation, all harvestable trees are marked and measured to estimate yield. Nucleus trees, selected as seed sources for future regeneration, are marked to ensure safety from harvesting damage. Logging is mechanical with Reduced Impact Logging (RIL) procedures, such as directional felling, introduced in stages. Logging operations are controlled by demarcating the work area into 100 ha compartments and ensuring work completion before moving to fresh areas. Logs are measured by qualified scalers. The company also undertakes all prescribed post-harvest operations to assist healthy growth of the residual stock. SBK has also made substantial socioeconomic contributions. Its annual forest-related tax revenue over a 5-year average (1995-2000) was Rps 35.7 billion. In addition, the company pays non-sectoral taxes including income tax. It contributes substantially to local employment and income generation with ~64% of workers locally recruited. To enhance community welfare, the company in its social obligation has, among others, liberally invested in infrastructure development, local skill and education development and improvement of agricultural practices. SBK has a long tradition of supporting local communities in improving their livelihood and living conditions. On average the company contributes Rps 2.97 billion per year on social welfare and development.The company places high values on environmental conservation and Research and Development (R&D) and these have figured importantly in company activities. Practical field-oriented research was initiated as early as the first logging with focus on aspects closely linked to forest operations. These have included growth and yield studies, waste-free logging/RIL, nursery practices (e.g. shade control in adaptive chambers) and progeny trials. Growth and yield monitoring of Shorea leprosula, S. hopeifolia, S. laevifolia, S. johorensis, S. fallax, Dipterocarpus spp, Litsea firma, Scorodocarpus borneensis among others, have produced useful results. The company has also actively collaborated in research with the International Tropical Timber Organisation (ITTO) and the universities. SBK is also working towards achieving timber (and forest management) certification by initiating a preliminary 134 Sustainable Management of Tropical Forests – Private Sector Experiences
assessment through an agreement with the Smartwood Programme of the Rain Forest Alliance. While appreciating the intrinsic merits of certification, the company is of the view that some of the C&I are difficult to implement due to present constraints such as boundary conflicts, illegal logging activities, availability of low-priced illegal logs and overlapping laws. “Legal labelling”, more so than ecolabelling, should be crucial to attaining forest sustainability in order to reduce the disproportionately huge volume of illegal timber. There is also a need to further rationalize and simplify the principles and steps involved in certifying forest management units. There are several factors that have enabled SBK to achieve some measures of success in Sustainable Forest Management (SFM): These include, increased productivity through enhanced technology, healthy condition of forest and growing stock, good forest management planning (including harvesting plans) and implementation, reduced logging wastage, friendly relationship with local community and emphasis on their welfare programmes, commitment to R&D and environmental conservation and compliance to rules and regulations.
RESUME PT. Sari Bumi Kusuma (SBK), une concession d’exploitation forestière privée faisant partie du groupe Alas Kusuma, est située à 460 km de Pontianak, dans la province centrale du Kalimantan (Indonésie). L’entreprise a lancé son exploitation en 1978 à l’époque où le système de coupes sélectives et plantations d’enrichissement (TPTI) était appliqué. En 1998, aux termes d’un renouvellement de l’accord pour 70 ans, le système de coupes sélectives et plantations en bandes (TPTJ) a également été mis en oeuvre. La concession SBK de 208.300 ha de forêt ombrophile équatoriale se compose de 148.939 ha affectés à l’exploitation forestière, 10.972 ha à la replantation et 48.389 ha à la conservation. Le système TPTI prévoit des limites de diamètre d’abattage de 60 cm et 50 cm respectivement pour une production limitée et une production normale de la forêt, une rotation de 35 ans et une superficie de coupe annuelle de 1/35 de la superficie effective de la forêt. Sa coupe annuelle est en moyenne de 48 cm3/ha et 8 arbres/ha. Ce système a continué d’être appliqué après 1998 dans les forêts vierges tandis que le système TPTJ est pratiqué dans les secteurs parcourus en coupe il y a 20 ans. Dans les forêts vierges, le rendement est estimé à 55 cm3/ha en arbres de diamètre à hauteur d’homme (d) >60 cm. TPTJ est essentiellement une modification de TPTI, où des espèces de diptérocarpacées de valeur sont plantées en layons (25 m x 5 m) sous coupe sélective et plantation en bandes, selon un cycle de 35 ans, avec prélèvements entre les bandes de tous les arbres de d>45 cm. De même, la superficie de coupe annuelle est de 1/35 de la superficie effective parcourue en coupe, la coupe annuelle prévue étant de 40 cm3/ha. Ces abattages conservateurs devraient permettre d’améliorer progressivement la productivité de la forêt. Les recherches ont indiqué que les arbres ainsi plantés en bandes atteindront en 35 ans la dimension récoltable de 66 cm de d. En outre, les arbres matures qui se développent entre les bandes présentent l’avantage d’une récolte supplémentaire. Il est prévu que la production totale atteindra 300 cm3/ha (au lieu de 50 cm3 actuellement). Afin de garantir la durabilité, l’aménagement est fondé sur un système des plans de gestion soutenus par étude diagnostique du développement rural. Ces plans comprennent un Plan de gestion forestière mis à jour tous les 5 ans, un Plan prospectif, un Plan de gestion environnementale et un Plan des opérations d’une année. Durant les opérations préalables à la récolte, tous les arbres récoltables sont marqués et mesurés pour en estimer le rendement. Les arbres sélectionnés en tant que sources de graines pour la future régénération sont marqués afin de les protéger contre tous dégâts lors des abattages. Les coupes sont mécanisées et les techniques d’exploitation à faible impact (EFI), telles que l’abattage dirigé, sont introduites progressivement. Les opérations d’abattage sont gérées en délimitant les zones de travail en parcelles de 100 ha et en achevant tous les travaux avant de se passer à la zone suivante. Les grumes sont mesurées par des spécialistes. L’entreprise entreprend également toutes les opérations après la récolte prescrites pour stimuler une croissance saine des peuplements résiduels. SBK a également apporté une contribution socio-économique non négligeable. Les recettes fiscales produites annuellement sur une période cinq ans (1995-2000) ont atteint en moyenne RPS 35,7 milliards. En outre, l’entreprise paye des impôts non sectoriels, y compris des impôts sur le revenu. Elle contribue de manière sensible à l’emploi et à la formation de revenus pour ~64% d’ouvriers recrutés localement. Pour rehausser le bien-être de la communauté, l’entreprise s’acquitte de ses obligations sociales et a, entre autres, libéralement investi dans le développement d’infrastructures, le développement des aptitudes et de la formation au niveau local, et l’amélioration des pratiques agricoles. SBK a, de longue date, soutenu les communautés locales en améliorant leurs moyens de subsistance et leurs conditions de vie. La contribution de l’entreprise au bien-être social et au développement se monte en moyenne à RPS 2,97 milliards par an. L’entreprise accorde une grande valeur à la conservation de l’environnement et à la recherche- développement (R&D), lesquelles ont une place primordiale dans les activités de l’entreprise. La recherche pratique au Sustainable Management of Tropical Forests – Private Sector Experiences 135 niveau du terrain a été entreprise dès le début de l’exploitation forestière en se focalisant sur des aspects étroitement liés aux opérations forestières. Elle consistait en études sur l’accroissement et les rendements, l’EFI/coupes sans gaspillage, les pratiques en pépinière (par ex. aménagement de l’ombre dans les chambres d’adaptation) et des tests de descendance. Le suivi de l’accroissement et des rendements de Shorea leprosula, S. hopeifolia, S. laevifolia, S. johorensis, S. fallax, espèces de diptérocarpacées, Litsea firma, Scorodocarpus borneensis, entre autres, ont produit des résultats utiles. L’entreprise a aussi activement collaboré à la recherche avec l’Organisation internationale des bois tropicaux (OIBT) et des universités. SBK cherche également à obtenir la certification des bois (et de la gestion forestière) et, à cet effet, a mis en train une évaluation préliminaire grâce à un accord passé avec le Programme Smartwood de la Tropical Forest Alliance. Bien qu’appréciant les mérites intrinsèques de la certification, l’entreprise est d’avis qu’une partie des C&I est difficile à mettre en application à cause des contraintes actuelles comme celles qui se rapportent à des conflits de démarcation, aux activités d’exploitation forestière illégale, à la disponibilité des grumes illégales à bas prix et au chevauchement des lois. Un label de “légalité”, plus que l’éco-étiquetage, devrait être crucial pour réaliser la durabilité des forêts en permettant de réduire le volume disproportionnée de bois illégal. Il est nécessaire également de rationaliser et simplifier davantage les principes et les étapes que suppose la certification des unités de gestion forestière. Plusieurs facteurs ont permis à SBK de réaliser un certain succès en matière d’aménagement forestier durable (AFD): augmentation de la productivité grâce à une technologie améliorée, forêts et matériel sur pied en bonne santé, bonnes planification et exécution de la gestion forestière (y compris plans de récolte), moins de gaspillage, bons rapports avec la communauté locale et importance donnée aux programmes sociaux la concernant, attachement à la R&D et à la conservation environnementale, et respect des règles et des règlements.
RESUMEN PT. Sari Bumi Kusuma (SBK) es una concesión maderera privada administrada por el Grupo Alas Kusuma y situada a unos 460 km de Pontianak, en la provincia indonesia de Kalimantan Central. La empresa inició sus operaciones en 1978, cuando se practicaba el sistema de corta selectiva y plantaciones de enriquecimiento (TPTI). En 1998, conforme a un nuevo acuerdo de 70 años, se comenzó a aplicar también el sistema de corta selectiva y plantaciones en fajas (TPTJ). La concesión de selva ecuatorial de 208.300 perteneciente a SBK comprende 148.939 ha para la extracción de madera, 10.972 ha para la reforestación y 48.389 ha para la conservación. El sistema TPTI tiene diámetros máximos de corta de 60 cm y 50 cm para los bosques de producción limitada y producción normal respectivamente, con un ciclo de corta de 35 años y un área de corta anual (ACA) de 1/35 de la superficie efectiva del bosque. El volumen de corta anual medio es de 48 m3/ha con 8 árboles por hectárea. Este sistema se siguió aplicando en los bosques vírgenes después de 1998, mientras que el sistema TPTJ se practica en las zonas intervenidas desde hace más de 20 años. En los bosques vírgenes, el rendimiento estimado es de 55 m3/ha para árboles con DAP >60 cm. El sistema TPTJ es básicamente una modificación del TPTI, en el cual las especies dipterocarpáceas valiosas se plantan en líneas (25 m x 5 m) con talas selectivas y plantaciones en fajas durante un ciclo de 35 años y con la extracción de todos los árboles con DAP >45 cm entre las fajas plantadas. El ACA es también de 1/35 de la superficie efectiva de la zona intervenida con cortas anuales programadas de 40 m3/ha. Este tipo de corta moderada permite el mejoramiento progresivo de la productividad forestal. Las investigaciones realizadas han indicado que los árboles plantados en fajas pueden alcanzar tamaños aprovechables de 66 cm de DAP en un período de 35 años. Además, los árboles maduros que crecen entre las fajas plantadas constituyen una cosecha suplementaria. La producción total prevista es de 300 m3/ha (en contraste con el nivel actual de 50 m3). A fin de asegurar la sustentabilidad, el proceso de ordenación se basa en un sistema de planes de manejo respaldados por un diagnóstico del desarrollo rural. Estos planes incluyen un plan de manejo forestal de 35 años con actualizaciones cada cinco años, un plan prospectivo, un plan de gestión ambiental y un plan operativo anual. En las operaciones previas al aprovechamiento, todos los árboles explotables se marcan y miden para calcular el rendimiento. Los árboles núcleo, seleccionados como fuentes semilleras para la regeneración futura del bosque, se marcan también para protegerlos contra daños durante las operaciones de extracción. La extracción se realiza de forma mecánica utilizando técnicas de impacto reducido (EIR), tales como la tala dirigida, introducidas por etapas. Las operaciones de extracción se controlan dividiendo el área de trabajo en compartimientos de 100 ha y asegurando la finalización de las operaciones antes de pasar a nuevas áreas. La cubicación de las trozas es llevada a cabo por cubicadores profesionales. La empresa realiza también todas las operaciones prescritas para después de la corta a fin de estimular el crecimiento sano de la masa forestal residual. 136 Sustainable Management of Tropical Forests – Private Sector Experiences
SBK ha efectuado también importantes contribuciones en el plano socioeconómico. Sus impuestos forestales anuales en un período de cinco años (1995-2000) promedian un nivel de 35,7 miles de millones de rupias. Además, la empresa paga impuestos no sectoriales como el impuesto a las ganancias. Por otra parte, contribuye considerablemente a la generación de empleo e ingresos a nivel local, ya que el 64% de sus obreros son locales. Para mejorar el bienestar de la comunidad, la empresa ha realizado, entre otras cosas, generosas inversiones en el desarrollo de infraestructura, capacitación y educación y el mejoramiento de prácticas agrícolas. SBK tiene una larga tradición de apoyo a las comunidades locales, mejorando sus medios de sustento y su nivel de vida. En término medio, la empresa contribuye con 2,97 mil millones de rupias al año para el bienestar y desarrollo social. La conservación del medio ambiente y las actividades de investigación y desarrollo (I&D) son prioridades para la empresa y han ocupado un lugar importante en sus operaciones. La investigación aplicada se inició con la primera explotación, concentrándose en los aspectos estrechamente ligados a las operaciones forestales. Estos trabajos incluyeron estudios de crecimiento y rendimiento, extracción libre de desechos /EIR, prácticas de vivero (p.ej. control de sombra en cámaras adaptables) y ensayos de progenie. Los estudios de crecimiento y rendimiento de Shorea leprosula, S. hopeifolia, S. laevifolia, S. johorensis, S. fallax, Dipterocarpus spp., Litsea firma y Scorodocarpus borneensis, entre otras especies, han producido resultados muy útiles. La empresa ha colaborado también activamente en otros trabajos de investigación con la Organización Internacional de las Maderas Tropicales (OIMT) y las universidades. SBK está trabajando también para lograr la certificación de sus maderas (y de su manejo forestal) iniciando una evaluación preliminar mediante un acuerdo con el Programa Smartwood de la Rainforest Alliance. Si bien reconoce las ventajas intrínsecas de la certificación, la empresa considera que algunos de los C&I son difíciles de aplicar debido a las limitaciones existentes, tales como conflictos limítrofes, actividades de extracción ilegal, disponibilidad de trozas de bajo costo producidas ilegalmente y la superposición de leyes. Sería crucial contar con un sello de “legalidad”, más que el etiquetado ecológico, para lograr la sustentabilidad forestal a fin de reducir el desproporcionado volumen de madera ilegal producido. Existe también la necesidad de racionalizar y simplificar aún más los principios y procedimientos para certificar las unidades de ordenación forestal. Diversos factores han permitido a SBK lograr un cierto grado de éxito en materia de ordenación forestal sostenible (OFS): una mayor productividad gracias al uso de una mejor tecnología, el excelente estado fitosanitario del bosque y las existencias en pie, una buena planificación del manejo forestal (inclusive planes de aprovechamiento) y su ejecución, un nivel reducido de desechos de la explotación, relaciones amistosas con la comunidad local y atención a los programas sociales orientados a su bienestar, compromiso con la investigación y el desarrollo y la conservación del medio ambiente, y cumplimiento de normas y reglamentos. Sustainable Management of Tropical Forests – Private Sector Experiences 137
1.0 INTRODUCTION PT Sari Bumi Kusuma (PT SBK) is a logging company, of the Alas Kusuma Group, holding forest concession in Central and West Kalimantan, producing mixed tropical hardwoods for processing in plants owned by the company /group, in Pontianak. They manufacture plywood, block board and other wood products. In 1978, PT. SBK received a 270,000 ha concession for a duration of 20 years from the government, located in the two regencies of Kotawaringin Timur and Kotawaringin Barat of Central Kalimantan. This concession license was based on the then mandatory Selective Cutting and Enrichment Planting (TPTI) system. In 1998, PT SBK obtained a new (renewed) license for a period of 70 years (1998-2068) with a forest concession on 208,300 ha, under The Selective Cutting and Strip Planting (TPTJ) system. The concession areas are located in the western part of Central Kalimantan, adjoining the eastern boundary of West Kalimantan, about 450 km to the east, from Pontianak.
2.0 THE CONCESSION
2.1 Original Concession As already noted, the first concession agreement signed between the GOI and PT. SBK covered a period of 20 years, 1978-1998, under The TPTI system, and 35 years cutting cycle. Out of the total concession area of 270,000 ha, the unused virgin forest area at the end of the first forest concession amounted to 103,262 ha. The percentage of the unused virgin forest is less than 20/35 to the total area, because not all of the original concession was forested, and also there was a differentration between the original map of the concession and the field.
2.2 Renewed Concession The government issued the Renewed Concession Approval of PT SBK on February 27th 1998
Conditions Under the Renewed Agreement Most conditions of the first concession agreement remain valid in the renewed/revised concession agreement, salient changes are the following:
• Introduction of a new silvicultural system, selective cutting and strip planting (TPTJ). The system, requires the company to practice planting in strips. As an industrial plantation concession (HPHTI), the renewed 70 years period will involve a first cycle of felling and planting of 35 years and then SBK is granted an additional 35 years to harvest those trees planted during the first cycle. • Social responsibility: -Improve community welfare (education, health, rural development, enterprise development). -5 % of wood production has to be supplied for local/domestic small scale processing units. - Promote/develop worker cooperatives and/or village cooperatives and give opportunity to the cooperatives to have equity participation. • Environment responsibility: - All bare lands/ unproductive lands are to be planted at a minimum rate of 300 ha/year; the work should be completed in 10 years, after the renewed concession becomes effective. -Wastages and inefficiencies to be avoided in all activities. - The company should avoid all negative impacts of logging activity by conducting regular environmental analysis and compliance reporting. - Prevent illegal activities and destructive factors, such as shifting cultivation, encroachment and erosion. - Invest in forest rehabilitation and improvement, both in logged over forests and in unproductive lands. - Conserve/protect flora and fauna and bio-diversity. 138 Sustainable Management of Tropical Forests – Private Sector Experiences
3.0 THE FOREST RESOURCES SBK ‘s second concession of 208,300 ha, is located in two blocks:
• Seruyan Block, with a total area of about 147,600 ha, located in the Seruyan Hulu Sub-District (Kecamatan), Kotawaringin Timur District (Kabupaten) of Central Kalimantan; • Delang Block, with a total area of about 60,700 ha, located in the Lamandau and Delang Sub- Districs, Kotawaringin Barat District, Central Kalimantan.
There have been changes in the extent of concession area, resulting from adjustments for past operations and new proposals on land use. The concession area can broadly be classified as limited production forest (189,863 ha) and production forest (18,437 ha). The total effective forest area available under the new agreement is 148,939 ha and the annual area available for cutting is 4,255 ha of which 3,405 ha is in Block Seruyan and 850 ha in Delang Block.
3.1 Locality Factors Climate of the PT SBK concession area is wet tropical, with an average rainfall of 2,835 mm per year. Highest monthly rainfall is experienced in November and lowest in July. Dominant soil types are Podsol, Kambisol and Hoksisol with underlying strata of granitic rocks. Elevation of the concession forest varies between 100 and 1,552 m above sea level. 11% of the area falls above 500 m of elevation. Topography is pronounced with about 70% of the concession area having slopes of above 15%. The concession forest, mostly being located above 200 m of elevation, covers most of the upstream part of the basin of Sungai Samba, which stretches over 300 km to the south, in Central Kalimantan.
3.2. Forest Types The concession forests are generally categorized under Tropical Rain Forest and are variously called the lowland and mountain forests and Kalimantan Dipterocarp forest. These forests are among the most species-rich in the world. These forests are dominated by Dipterocarps. Meranti (Shorea spp), Melapi (Terictia spp), Kapur (Dryobalanops spp), Bengkirai (Shorea laevifolia), Keruing (Dipterocarpus spp), and Mersawa (Anisoptera spp) are the major commercial species.
3.3. Crop Condition
The crop condition (stock of trees above 20 cm diameter) in the virgin and logged over forests, towards the end of the first concession period, are given in Tables 1 and 2. Sustainable Management of Tropical Forests – Private Sector Experiences 139
Table 1. Crop condition in virgin forest towards the end of the first SBK concession (Intensity of sampling 1 %)
Diameter Class Species 20 - 49 Cm 50 – 59 Cm 60 cm up N (tree) V (cum) N (tree) V (cum) N (tree) V (cum) I. Commercial Dipterocarpaceae - Floater 20.42 17.58 5.18 12.13 7.37 53.23 - Sinker 9.16 6.50 2.57 5.93 1.58 11.33 Sub Total 29.58 24.08 7.75 18.06 8.95 64.56 Non-Dipterocarpaceae - Floater 14.39 11.84 3.94 8.13 1.14 6.10 - Sinker 3.60 2.60 1.32 2.71 0.12 0.56 Sub Total 17.99 14.44 5.26 10.84 1.26 6.66 Total I 47.57 38.52 13.01 28.90 10.21 71.22 II. Non-Commercial - Floater 7.78 6.06 2.06 4.33 0.97 5.13 - Sinker 5.18 3.56 1.37 2.89 0.83 3.90 Total II 12.96 9.62 3.43 7.22 1.80 9.03 Total I + II 60.53 48.14 16.44 36.12 12.01 80.25 N: Number V: Volume
Table 2. Crop condition in logged-over forest towards the end of the first SBK concession
Diameter Class Species 20 - 49 Cm 50 – 59 Cm 60 cm up N (tree) V (cum) N (tree) V (cum) N (tree) V (cum) A. Meranti Group 1.90 0.88 3.07 2.79 9.38 38.90 B. Mix Species 4.91 2.06 5.25 4.17 7.17 24.97 C. Fancy Woods 0.33 0.13 0.50 0.38 0.83 2.88
Total 7.14 3.07 8.82 7.34 17.38
N: Number V: Volume
Even though it is difficult to draw conclusions from these Tables, they give a vague indication that regular (non-RIL) logging may have affected the stock of the lower diameter classes.
4.0 FOREST MANAGEMENT PLANNING
4.1 Mandated Planning Documents The Indonesian Ministry of Forestry has legally mandated that certain planning documents are to be prepared and kept up to date by the company. They are:
RKPH - Rencana Karya Pengusahaan Hutan (Long Term Forest Perspective Management Plan) RKL - Recana Karya Lima Tahun (Five-Year Working Plan). But for the TPTJ system, the RKL doesn’t be mandated 140 Sustainable Management of Tropical Forests – Private Sector Experiences
RKT - Rencana Karya Tahunan (One Year Working Plan) AMDAL - Analisis Dampak Lingkungan (Environmental Impact Analysis) RKL - Rencana Pengelolaa Lingkungan (Environmental Management) RPL - Rencana Pemantauan Lingkungan (Environmental Monitoring) PMDH - Diagnostik Studi Pembinaan Masyarakat Desa Hutan (Rural Development Diagnostic Study)
Forest and timber inventories are undertaken at intensities of 1% at the time of the preparation of the long-term plan and 100% for the 1-year plan. Long Term Management Plan is to be submitted to MoF for approval, along with the recommendation of the Head of Provincial Forestry Office (PP 34/2002). One Year Plan is approved by Head of Provincial Forestry Office.
4.2 The 35 Year Long Term Plan The 35-year plan essentially serves as a guideline and provides the framework for formulating the detailed one-year working plan. The contents of the 35 Years Long Term-Plan include: Company background and goals of management; History and highlights of PT. SBK’s concession forest management; General information about the concession (bio-physical information; environmental information); Silvicultural system(s) in use and their special characteristics; Prospect of forestry business under systems of SFM; Forest management planning in the long term; Planning of income and expenditure; Planning of contribution to regional development. The 35 year long term plan is to be accompanied by a number of supporting documentation and maps, as attachments.
4.3 One Year Working Plan The one-year plan or RKT is the real basis for action and individual activities involved. The contents of RKT include: general and background information about the company and concession; accomplishments during the previous one year plan, compared to targets set; and detailed operational plans for implementing all component activities including target setting, activity scheduling, monitoring and assessment. Detailed planning is done for: working area arrangement; pre-harvest inventory; road construction; harvest scheduling; tree felling; bucking, skidding, hauling; post harvest inventory; thinning operations; nursery development and seedling procurement; preparing strips for planting; planting operations and maintenance of plants; forest protection and security; manpower development and improvement of technical skills; equipment procurement; wood utilization; research and trials; management and conservation of environment; village development activities; maintenance of boundary marks; planting along road sides; planting in bare lands; institutional aspects including investment/income/ expenditure. Several attachments, providing details relating to the activities, form part of the One Year Plans. For determining AAC, the effective area of concession is delineated excluding buffer zones of protected forest, slopes of 40% and above, river and stream margins, biodiversity plots and seed stand plots, permanent sample plots; areas covered by infrastructure, and non-effective and dispersed areas. Productive and effective forest area is divided by 35 (35-year cutting cycle) to get AAC. The volume of felling is determined by the forest potential (pre-harvesting inventory), which could change from year to year. The annual logging area is designated as a Block. Annual block is divided into compartments (of about 100 ha). AAC of PT. SBK is based on an annual logging block of 4,255 Ha.
4.4 Annual Allowable Cut PT. SBK has calculated its AAC based on the fact that it applies the two standard Indonesian silvicultural prescriptions for natural forests – TPTI (Selective Cutting and Enrichment Planting System) and TPTJ (Selective Felling and Strip Planting System). The cut calculations in the long-term management plan (20/35 years) are based on a 1% forest inventory of the FMU, as required by Indonesian regulations. Annual Operating Plans are based on 100% operational timber cruises of harvest compartments. Sustainable Management of Tropical Forests – Private Sector Experiences 141
Table 3. Area delineation of forest concession of PT SBK (Hectares)
Seruyan Delang Details Total Block Block
Effective Forested Area
Limited Production Forest 107,011 28,126 135,137 Production Forest 12,168 1,634 13,802 Sub-Total 119,179 29,760 148,939
Available for Replanting
Limited Production Forest 5,241 5,182 10,423 Production Forest 189 360 549 Sub-Total 5,430 5,542 10,972
Non Available Area Limited Production Forest 21,901 22,402 44,303 Production Forest 1,090 2.996 4,086 Subtotal 22,991 25,398 48,389
Grand Total 147,600 60,700 208.300
Until 1998, only the TPTI was implemented. The cutting cycle was 35 years, and hence the annual work area was the total effective forest area divided by 35. Also, the AAC over the whole concession was based on the prescriptions of the TPTI, i.e. that all commercial trees over 50 cm DBH could be harvested, min 25 trees (DBH 20 cm & up) left standing as “pohon inti”15. Since 1980, on average, the planned and actual annual cuts amounted to about 48 cum/ha, with approximately 8 trees/ha/year. Since 1998, PT. SBK has been implementing TPTI in its virgin forest areas and TPTJ in its logged over areas. The work areas are calculated separately. In the virgin forest, PT SBK calculates its work area based on the remaining harvestable area and plans to harvest all trees above 60 DBH with a yield of 55 cum/ha. In the Logged Over Area (LOA), PT. SBK applies the TPTJ. The TPTJ prescriptions include clear-cutting and enrichment planting in strips, with a 35 year cutting cycle, and the harvesting of all commercial trees over 40 cm DBH in between strips. PT. SBK has introduced some modifications in the mandatory TPTJ prescriptions, based on its own observations and trials on planted Dipterocarps and their growth, and has secured the authorization of the MoF for the modifications. Unlike in the TPTI, the TPTJ authorizes PT SBK to work in areas that have been logged over 20 years ago (instead of 35 years). The planned annual cut in the TPTJ area is 40 cum/ha, a rather conservative figure based on past harvests, rather than on optimistic projections about the growth of planted trees under TPTJ, based on data from experimental plots.
5.0 SYSTEM OF MANAGEMENT Logging systems being adopted to manage the forest under the renewed concession agreement include the TPTI in virgin forest areas and the TPTJ in previously cut over forest areas. During the first concession period, the system adopted by PT SBK was selective cutting and (enrichment) planting or TPTI. Under TPTI, if there is sufficient regeneration in logged over area, there is no need for planting, and future growth is left to nature. Studies/observations by PT SBK has shown that under TPTI the space available for planting is limited and only 2.3% of the planted seedlings receive conditions suitable for good growth, due to congestion. The idea of clearing strips for planting was originated to overcome this deficiency of TPTI, so that planted seedlings can be nurtured properly.
15 - Pohon inti : The tree that will be harvested in the next cycle (mother tree?) - There is no limitation about the seed trees that we have to leave. It depends on the amount of the seed needed. 142 Sustainable Management of Tropical Forests – Private Sector Experiences
5.1 Selective Cutting and Enrichment Planting System (TPTI) Inventories, one year after logging, during 1984/85 to 1997/98 showed that: logging resulted in insufficient regeneration over 2.06% of the logged over are, requiring enrichment planting. Post-harvest inventory also indicated that one year after logging, the logged-over area carried on an average 32.85 trees of diameter 20cm and above with a volume of 47.65 cum per ha, along with 102 poles (diameter 10cm to 20cm), 418 saplings (diameter less than 10cm) and 2,650 seedlings (Table 4).
Table 4. PT. SBK concession: Results of inventories one year after logging
Insufficient young Trees of diam.20 cm Cutting Opened area (ha) trees (enrichment up needed)
Temporary Permanent Year Area (ha) Trees/ha Cum/ha % (planting % (ha) (%) (ha) needed) (ha)
84/85 4,250 30.95 64.81 103.13 2.42 136.01 3.20 105.84 2.49 85/86 4,300 25.75 41.93 183.08 4.25 133.94 3.11 118.85 2.76 86/87 3,600 25.19 47.48 114.92 3.19 104.11 2.89 82.24 2.28 87/88 2,600 26.92 62.55 67.60 2.60 89.70 3.45 87.36 3.36 88/89 2,800 26.22 50.69 78.40 2.80 115.32 4.12 66.43 2.37 89/90 5,000 26.22 50.69 131.13 2.62 255.63 5.11 140.44 2.81 90/91 4,300 25.22 48.08 157.76 3.66 215.00 5.00 109.22 2.54 91/92 4,300 25.35 49.81 130.13 3.02 250.90 5.83 124.08 2.89 92/93 3,125 25.04 29.62 109.28 3.49 261.66 8.34 79.06 2.53 93/94 4,150 31.98 61.75 218.18 5.25 346.04 3.34 104.99 2.53 94/95 4,125 28.34 34.98 254.70 6.17 148.83 3.61 7.76 0.19 95/96 3,950 46.54 36.53 302.35 7.65 168.24 4.26 27.55 0.70 96/97 4,290 60.06 48.37 562.66 13.12 171.17 3.99 35.67 0.83 97/98 3,984 56.06 39.84 212.80 5.34 184.00 4.62 40.30 1.01 Total 54,774 459.84 667.13 2,626,12 65,58 2,580.60 60.87 1,129.79 29.29 Average 3,912 32.85 47.65 187.58 4.79 184.33 4.71 80.70 2.06
5.2 Selective Cutting and Strip Planting System (TPTJ) TPTJ is a modification of TPTI, where seedlings are planted in line, spaced 25 m apart, and at 5 m spacing along the line. The seedlings planted in line are provided sufficient light by clearing the strip to a width of 3 m. Strips are prepared by removing all growth and stumps, and a line is staked in the middle of the strip, with stakes 5 m apart for planting seedlings. Main species planted are Shorea leprosula, other Shoreas, Dipterocarpus spp., Hopea Spp, and Peronema canescens. The planted strips are looked after and nurtured like any other plantations. Natural growth in the interspace of 22 m between strips are retained and managed for selection cutting, also in a 35-year cycle. Sustainable Management of Tropical Forests – Private Sector Experiences 143
Box 1. TPTJ prescriptions and changes adopted by PT. SBK
Criteria Govt. Prescriptions SBK modified system Distance between planting lines 25 m 25 m Distance between trees on planting line 5 m 5 m Width of clear-cut planting strip 3 m 3 m Partially cleared strip on either side of clear-cut strip to 3.5 m wide on both sides of each clear-cut None reduce shading (all trees above 30 cm DBH are to be cut) strips Width of area in-between strips 15m 22m Minimal DBH of trees to be harvested in the area in-between strips 0 45 cm
The TPTJ prescriptions of the MoF provided for additional width of partly cleared strips of 3.5 m strip on both sides of the cleared (planting) strip – making the total strip width to be 10 m, and giving only 15 m of interspace for natural forest. The modification, of comparatively smaller openings for strips and a higher minimum DBH of trees to be harvested in the interspace forest, made by PT SBK has been approved by the MoF.
The advantages of TPTJ are these:
• Increased productivity per unit area due to intensive management of planted strips, supplemented by additional growing stock in the natural forests in between strips. • Under TPTJ, the diameter limit of cutting (45 cm diameter) is lower than that under TPTI (60 cm diameter), in view of the increased overall growing stock through strip planting; and, that allows larger number of trees to be cut. This in turn allows the remaining stock to grow faster and better, due to reduced conjestion. • Re-logging, in the logged over area in TPTI, only can be done 35 years after the cut, while in TPTJ, re-logging can be done before 35 years. Of course, not all logged over areas can be re- logged; it depends on the condition of the forest. • TPTJ is ideal for managing the logged-over forests where production and protection functions are merged, particularly since natural conditions are retained by the existence 22 m wide natural forest between strip lines spaced 25m apart. • Due to higher productivity and intensive nature of management activities, the system helps to employ larger number (almost double) of workers. • Forest managed under TPTJ, is considered a man-made forest, and it dissuades the local people form doing shifting cultivation as adat doesn’t allow cultivation in a man made forests.
Some of the disadvantages of TPTJ are the following:
• Environmental interferences are likely to be higher under TPTJ, because of the more intensive nature of the operations. With proper measures to protect the soil in strips and fire protection, this problem can be contained. • Higher cost per unit area. This cost factor can be counterbalanced by increased productivity such that cost per unit output (per cum of logs) will be lower than before.
Scheduling of Activities Because of the differences in the nature of activities, there are also small differences in the scheduling of activities of TPTI and TPTJ (Table 5). 144 Sustainable Management of Tropical Forests – Private Sector Experiences
Table 5. Timing/Scheduling of important activities under TPTI and TPTJ
Activity TPTI TPTJ Aerial photography T-3 T-2 Working area arrangement T-3 T-2 Pre-harvest inventory/cruising T-2 T-2 Road construction T-1 T-1 Seed procurement/ nursery - T-1 Preparing strips - T Harvesting T T Planting in strips - T Maintenance of planted strips - T+1, 2,3 ,4,5 Post-Harvest Operations T+1 - Cleaning Operations T+2 - Post Harvest Inventory - T+2 Pruning, Liberation thinning - T+2 Seed procurement/nursery - T+2 Enrichment planting - T+3 Maintenance of enrichment planting - T+3,4,5 Thinning - T+6 Pruning T+10,15,20 T+10,15,20 Forest protection Continuous Continuous Research Continuous Continuous
T: Year of Harvest
During the period 1999-2001 (up to December 2001) the company maintained a total area of 1,580 ha of seed stand/source; raised 1,580,000 seedlings in nursery; undertook land preparation including alignment of planting rows over a gross area of 9,900 ha for treating under TPTJ system; and some 10,500 ha were strip planted and maintained. About ? million seedlings, over 6 months old, are used for planting. It may be noted that no exotic species are used for strip planting under TPTJ. Two-year-old plants of Shorea Spp in the strips have, on an average, measured diameter growth of 2.44 cm/year and height growth of 1.92 m per year.
5.3 Estimation of Volume Yield PT SBK has estimated potential yield per hectare at 35 years for TPTJ areas, using assumptions based on available information and observations:
Estimated yield per hectare from planted strips: 267 cum
[Assumptions: 80 trees/ha; average diameter 66 cm in 35 years; average utilizable bole length 17 meters in 35 years; volume per tree 5.8 cum. Reduction factor applied:0.9 for area difference; 0.8 for defects in harvestable trees and 0.8 for utilisation wastages.]
Estimated Yield for hectare from natural forests between strips: 72 cum
[Assumptions: 25 trees harvestable per ha; diameter 45 cm and above; utilizable bole length 18 meters; volume per tree 6.3 cm. Reduction factor applied: 0.8 for area difference; 0.8 for difference in number of harvestable trees and defects; 0.9 allowance for mother trees and 0.8 for utilization wastages.]
Total estimated yield per hectare: 339 cum
This (339 cum/ha) yield in 35 years works out to a mean annual growth of 9.7 cum/ha compared to ± 1 cum/ha/year for TPTI. Sustainable Management of Tropical Forests – Private Sector Experiences 145
An alternative yield figure of 145cum/ha at 35 years for TPTI is adopted in the Smartwood’s scoping report on PT SBK; and even this lower figure is considered by Smartwood as too optimistic, since it is entirely based on diameter increment figures from various limited observation plots on planted Meranti growth, and from the monitoring of natural growth of trees in the permanent measurement plots. While there is uncertainty about the realistic average yield that can be achieved by adopting TPTJ, it is accepted that the new system will be a significant improvement on TPTI.
5.4 Pre Logging Formalities Pre-logging activities are prescribed in the one year working plans or operational plans covering: pre-logging inventory and cruising; establishment of infrastructure, roads, skid trails, log landings and field camps; sequencing compartments to be logged; crew training; equipment tuning/servicing and so on. For each compartment, locations of trees to be harvested are marked on maps. The trees that can be harvested during the one-year are cruised, identified on detailed contour maps, and tagged with a label in field. The trees that are damaged and cannot be harvested are also identified. Potential crop trees (PCT’s) that have to be protected for future harvest receive a different identification tag. Harvesting efficiency, to a great extent is decided by proper execution of pre-logging formalities.
5.5 Logging Operations Logging system followed is selective cutting of trees of prescribed size and specifications, with directional felling and tractor skidding. All operations are carried out mechanically. Chain saws are used for felling and bucking, bulldozers for skidding and road building, trucks for hauling, besides using others like graders, mechanical lifts and hoists, excavators and so on. The logging-related operations of PT SBK uses: 33 chain saws, 21 tractors, 32 skidders, 13 loaders, 15 motor graders, 2 excavators, one vibrator/ roller, 35 dump trucks, 18 logging trucks, 14 trailer trucks, 7 tank trucks and 39 passenger vehicles plus fire protection equipments, communication equipments, nursery and plantation equipment and laboratory equipment. Logging is undertaken in compartments of approximately 100 ha in size. Logging in a compartment is to be completed, before moving on to the next. About 8 trees are harvested per ha, producing about 50 cum of logs. Bucking, crosscutting and scaling are done normally at stump site and logs are dragged to the log landing by bulldozers. Maximum skidding distance is limited to 500 m. A skilled chainsaw operator can fell 22 trees in a day and a skidder operator can handle some 20 trees per day. From forest (log-landing) to the company’s log pond, the distance is 92 km; and logs are transported over this distance by 80-tonne trucks. Beyond the company’s log pond, the logs are transported by river over a distance of some 320 km – rafting for floaters and barging (using pontoons) for sinker logs. Cut ends of the logs are protected by ‘S’ shaped clamps. Logs are identified by ‘SBK’ identification stamp and engraved dimensions of the log and log source. Over the years the company has built 1,218 km of roads. Density of logging roads with in the forest is about 23 meters/ha. Since 2000, the company has begun to introduce RIL, in stages – by giving training to operators; and the process is on-going. Initial results of the research carried out by the company in collaboration with NRMP-USAID since 1995 has already shown that productivity under RIL is about 12 to 24% higher, soil damage is about 2.5% lower, forest crown cover is 18.5% better and the number of healthy residual trees are 18.5% larger.
5.6 Log Hauling In normal conditions of good weather, and adequate water level in the river, and if all timber transport documents are in order, it takes about one week from the forest to the log pond, and one month from the concession log pond to the mill pond in Pontianak. Log transport is to be covered by a legal letter of forest product transportation or Timber Transit Permit (SKSHH). SKSHH is issued based on the production report (LHP). 146 Sustainable Management of Tropical Forests – Private Sector Experiences
5.7 Payment for Harvest Operations The company does not engage any contractors. All workers are company employees. They are paid remuneration based on a simple system:
• Production workers - regular salary; production salary (mark-up based on output) • Administrative staff - regular salary; over-time premium • Supervisors - regular salary; bonus
5.8 Damages/ Wastages Measures have been adopted to reduce damages/wastages in the form of high stumps, lops and tops, inappropriate bucking practices, felling damages to the tree being felled and to the surrounding trees and so on. The company estimates the damages/wastages to be about 30%
5.9 Levies and Charges Six types of levies/charges are in force in forest utilization according to Law No.41 of 1999.
1. Licensing Fee of Forest Utilization Business (IIUPH) 2. Reforestation Fund (DR) 3. Forest Resource Charges (PSDH) 4. Performance Bond (DJK)- (not yet implemented) 5. Forest Conservation Investment Fund (DIPH)- (not yet implemented) 6. Investment Fund for Forestry Research and Development, Education and Training, and Counselling – (not yet implemented)
The amount of levy, currently being charged, on logs of Meranti group originating from Kalimantan and Maluku are the following:
a. Levies stipulated by the central Government - Reforestation Fund (DR): US$ 16 per cum (equivalent to Rp.144,000/cum) - Forest Resource Charges (PSDH): Rp.64,000 per cum (10% of the fixed price) - Land and Building Tax (PBB): calculated on the basis of dimension class of land and profit (± Rp.10, 000/cum) - License Fee for Forest Utilization Business Rp. 50, 000/ha or Rp. 2,000/cum
Thus the total levies charged by Central Government is about Rp. 220,000/cum of log (equivalent to US $ 24.44)
b. Other legal levies: vehicle tax, excavation tax, income tax, added value tax (on logs) (10% x the price), corporate tax. c. Informal levies: land conflict claims, adapt right claims, etc.
Total of all levies on logs works out to about Rps. 300, 000/cum (US $ 33.33)
5.10. Delivered Cost of Logs at Mill Site The estimated delivered cost of logs at mill site in Pontianak is close to Rp.700, 000 per cum (Table 6). Sustainable Management of Tropical Forests – Private Sector Experiences 147
Table 6. Delivered cost of logs at mill site in Pontianak
Year 2000 Year 2001 Item Rp. Rp./cum Rp. Rp./cum Forest Planning 2,452,107,007 7,150 2,632,910,437 8,362 Replanting 4,672,052,686 13,622 4,502,852,719 14,302 Developing/Managing Forest 3,263,350,858 9,515 3,335,417,707 10,594 Fire Protection & Forest Security 94,404,157 275 137,439,735 437 Forest Product Extraction 68,674,412,737 200,232 65,275,234,341 207,321 Levies and Charges 67,800,796,406 197,685 71,853,938,027 228,215* Social & Environmental Activities 2,322,145,746 6,771 3,029,621,848 9,622 Infrastructure 55,558,233,748 161,990 68,202,690,647 216,618 Total 204,837,503,345 597,240 218.970,105,481 695,471 Production (cum) 342,973.42 314,851.72 *) Actually the amount of levies per cum is larger than this figure, since not all of the bills have been paid. The total of all levies and charges will be about Rps 300,000
5.11 Parallel Harvesting Communities harvest logs of certain species such as ulin for their own needs and for sale (to earn some additional income). They claim right over these products. The company is often forced (in the interest of goodwill) to help the people transport products such as ulin and rattan. No ‘illegal’ logging take place within the concession area.
5.12 Harvested Volume The average annual wood removal during the first concession period was 163, 829 cum at an average of 48.95cum/ha. The quantity logged increased steadily from 14,528 cum in 1980/81 to 244, 265 cum in 1998/1999. For the period 1995-2000, the area logged was 27,871 ha removing a volume of 1,424,670 cum, giving an annual average cut of 284,934 cum and an average yield of 51.2 cum/ha. With the introduction of TPTJ, there has been an increase in sustainable cut. The figures of harvest volume by calendar year are:
1999 : 349, 811 cum 2000 : 342, 973 cum 2001 : 314, 852 cum
5.13 Post Harvest Operations Some aspects of post-harvest operations were discussed earlier (also see Table 5). Post-harvest inventory, regeneration survey, damage assessment, decommissioning of unwanted infrastructure, forest rehabilitation and protection measures, boundary maintenance are some of the important post-harvest operations. These are relevant and important for both TPTI and TPTJ. Most of the post harvest information available pertains to TPTI, since TPTJ was introduced only recently.
5.14.Protection and Rehabilitation Other post-harvest activities (both for TPTI and TPTJ), among others, include: protecting the forest from fire, illegal activities, pests and diseases; measures to conserve bio-diversity; decommissioning of skid trails, log landings, temporary roads and camps, and to plant up such areas to avoid soil erosion; and boundary maintenance. Fire Protection. Apart from making funds and facilities (such as fire fighting equipments, lookout towers, water ponds) available, an important measure for effective forest protection is ensuring co-operation and 148 Sustainable Management of Tropical Forests – Private Sector Experiences
support of the local people. People’s participation can be enhanced through increased transparency and appropriate incentives such as support to social welfare and community development programmes. Land Rehabilitation. PT SBK, is running a programme to rehabilitate critically eroded land in the concession area. As of July 2001, the company had planted and area of 2,756 ha as part of the land rehabilitation activity using fruit trees, timber trees, and rubber. Also, since 1993, the company has covered 16 km of “planting on left and right sides of roads” (kiri-kanan planting). Boundary Maintenance. The government established forest boundary has not yet been recognized by the community; adat right is supposed to allow them to do cultivation whenever and wherever they want to. And the company doesn’t have any authority to prohibit their activities. It is necessary to formally settle the rights of the local community to avoid conflicts due to misinterpretations.
6.0 HUMAN RESOURCES DEVELOPMENT (HRD)
6.1 Employment PT SBK’s forest concession and related wood industry employs 3,289 people; of these 2,110 persons are from with in the regency (local) and others are from elsewhere in Indonesia (Table 7)
Table 7. Details of employment in fForestry and forest industry
Details Local people Non-local people Total
Employment in forest Concession 933 (58%) 675 (42%) 1,608 Employment in wood industry 1,177 (70%) 504 (30%) 1,681 Total 2,110 (64%) 1,179 (36%) 3,289
Employment in forestry, by category, is as follows (Table 8)
Table 8. Total employment in the concession of PT SBK, by categories
Category Number Unskilled Workers 1,136 Skilled Workers 318 Professional, technical, engineers, supervisors 150 Managers 4 Total 1,608
Of the 150 professional/technical personnel, 141 are specialized in forestry (12 with master degrees; 6 bachelor degrees; 13 diplomas; 28 cruiser certificates; 37 scaling certificates; 23 nursery experts; 3 mapping experts; 19 other forestry experts). The remaining 9 are experts in non-forestry fields: economics 2; engineering 2; agriculture 3; law 1; anthropology 1.
6.2 Safety Record Average number of accidents for the last five years has been 87.4 per year, of which 92% were light accidents. Average number of work related deaths has been 1.4 per year.
6.3 Labour Welfare All the workers are insured through Government Worker Insurance (Jamsostek), coverage including Accident Insurance, Old Age Insurance (Pension) and Death Insurance. Towards premium the company pays: 0.24% to 1.74% x Salary, for Accident Insurance; 3.7% x Salary, for Old Age Insurance; 0.3% x Salary, for Death Insurance. Sustainable Management of Tropical Forests – Private Sector Experiences 149
All employees in the camps get housing (depending on their salary level), supplied with electricity and water, and their children are provided educational facilities. All employees get the benefit of health services. A labour union has been formed in the concession in 2002 with the objective of working towards common benefits and collective bargaining.
6.4 Updating and Enhancing Skills Short courses and training workshops are organized by the company for upgrading and enhancing the skill level of its employees. These trainings covers a wide range: timber cruising, log grading, cartography, participatory rural appraisal, application of C & I for SFM, environmental audit, plant genetics and breeding, Mycorrhiza application, participatory mapping, participatory methodologies etc.
7.0 INSTITUTIONAL ASPECT
7.1 Legal Instruments and Controls Legal instruments covering the business activities of PT SBK include, among others: the Company Act: registration certificate of the company; Government permit/license to practice business and trade; investment approval; forest concession agreement; approved forest management plans (e.g. RKPH, RKT); environmental impact analysis; and a number of guidelines related to forest concessions. There are 3 forestry officials who control daily activities in the Concession. They are: Exploitation Controller; Controller and Grader of Production Report(P2LHP); Official who issues SKSHH (Pejabat Penerbit SKSHH). Moreover, several other officials from Regency, Provincial and National Forestry Departments make inspection visits. Also officials come from other departments, such as Man Power Department. The purpose of these visits, often, is not clear.
7.2 Local Government Regulations Following political reforms and decentralization the local Governments have introduced regulations to impose new (additional) levies and charges on forest products. In the case of PT. SBK, here are two instances:
a. Kotawaringin Timur Regency (Local Regulations No.16, year 2001) - Contribution Fund for Local Development: Rp.25,000/ cum of log -Village Development Fund: Rp.10,000/cum of logs. - Kotawaringin Barat Regency (Regent Degree No.17, year 2000) b. Third Party Donation: Rp.15,000/cum of logs - Illegal log: - Ramin: Rp.150,000/cum of logs - Illegal log: - Meranti/mixed species: Rp.75,000/cum of logs
7.3 Government Revenue Contribution of PT SBK towards the forest-related tax revenue, as average for the 5 years (1995-2000), was Rps 35.7 billion. For the fiscal year 1999/2000 alone it was Rps 52.3 billion. In addition to this, there are non-sectoral taxes such as income tax. These, as average for 5 years (1995-2000) were 8.7 billion; and for the fiscal year 1999/2000 it was Rps 7.4 billion. Adding all taxes, average annual contribution of PT SBK towards Government revenue during 1995-2000 was Rps 44.4 billion; in 1999/ 2000 alone it was Rps 59.7 billion. Local governments receive a share of this revenue.
7.4 Organizational Structure While the President Director is supported by subject matter Departments, and the Area General Manager is supported by a Forest Manager with seven specialist Divisions, it is the Site Manager who is responsible for field level operations – covering micro-planning, logging, forest management and protection, strip planting and community development. Each of these specific operations has a structured design of functions, responsibilities and linkages. Proper structuring helps to ensure and improve efficiency. 150 Sustainable Management of Tropical Forests – Private Sector Experiences
8.0 SOCIAL ASPECT
8.1 Local Communities Kalimantan is the home of the Dayak indigenous people. Almost 80% of the Dayak communities depend on forest resources for their living. Shifting cultivation or ladang is their oldest agricultural system, which has been practiced for centuries. Shifting cultivation was successfully practiced without destroying forest resources in the past; but the system has been loosing its elegance with increasing population pressure and outsider influence. According to PT. SBK’s data, there are 15 villages and about 3,600 people located in and immediately around the concession. Part of them used to live inside the forest, and have relocated along the rivers in the 1960s due to political and economic factors. Nowadays, most people live in permanent riverside villages. Even after relocating, the people still keep a link with their ancestral lands in the upper Sungai Samba area, where they keep graves, statues and worshipping sites used on special occasions. They also practice slash and burn agriculture as well as rattan planting, hunting and fishing. These areas, which cover less than 2% of the concession area, have been delineated and removed from the licence during its renewal in 1998.
8.2 Socio-Economic Contributions Socio-Economic contributions of PT SBK are several: contributions to national and local revenue; generation of local employment; support to enhance local income; local skill and education development; supporting community welfare; and promoting people’s participation.
8.3 Local Employment and Income Generation Some 64% of all company workers are locally recruited. Apart from wage income to community members, the local communities are given direct support by PT SBK to establish income-earning opportunities. The company has: helped to establish local co-operatives (including capital contribution); established 23 ha of agricultural demonstration plot; carried out paddy field development over 105 ha; established 4.5 ha of rubber plantation; supported development of poultry, horticulture and cottage industries. The company also provides regular extension support including supply to tools. Villages on the periphery of the concession (e.g. Tanjung Pakku) are also provided similar support by the company. Instead of providing nominal company shares to the people, PT SBK believes in supporting them in establishing their own resources which can serve as a valuable vehicle for self-reliant community development. For developing local skill and education, the company, so far, has arranged for: training 152 people in agricultural, fishery, cattle, home industry and co-operative management; arranged 53 scholarships, and long term education for 6 children; and provided 13 teachers for local schools. The company is also running a residential school with full facilities at the Base Camp.
8.4 Community Welfare Activities For enhancing community welfare, PT SBK has invested in development of infrastructure such as: roads, water supply facilities, checkdams for irrigation, electricity supply, schools, places of worship, sports facilities, toilet facilities, dispensary and health facilities and adat houses. On an average, the company spends Rps.2.97 billion per year on social welfare and development. The continuing cooperation with the local community has created a sense of participation among the people. The community forestry development programme started in 1982 has spread to 18 villages in the area, with participation of some 8,800 people.
9.0 ENVIRONMENTAL ASPECT The activities of PT SBK in establishing stream buffer, road planning, watershed rehabilitation, community forestry, tree planting in critical areas, establishment of conservation areas within the concession, waste reduction measures, conduct of EIA, unrestricted supply of information about the concession to students/NGOs/ public are all part of its environmental development programme. Sustainable Management of Tropical Forests – Private Sector Experiences 151
The following indicates the company’s accomplishments in establishing conservation areas within the concession.
1. Conservation area within concession = 29,597 Ha (Seed stands, Biodiversity plots, Protected forest buffer zones, River margins, Protected Zone of 40% and up in slope, Permanent measurement plots) 2. Rehabilitation planting in bare land = 600 Ha/Year 3. Planting along roadsides = 400 Ha/Year
The concession area adjoins the Bukit Baka-Bukit Raya National Park, which is reasonably remote and so less subjected to population pressures, although encroachment from shifting cultivation is clearly visible along the boundaries of the Park. It is assumed that the complete suite of fauna and flora found throughout the forested areas in Kalimantan would be found in this Park. The company is working together with the National Park authorities for ensuring its protection.
10.0 R & D ACTIVITIES The company has been conducting practical field-oriented research ever since it started logging activities in the concession, particularly on aspects linked to its operations: i.e. growth and yield studies, waste-free logging/RIL, nursery practices (e.g. shade control in adaptive chambers), progeny trials and so on. Measurements in Shorea leprosula, S.hopeifolia, S.laevifolia, S.johorensis, S.fallax, Dipterocarpus spp, Litsea firma, Scorodocarpus borneensis and others have given useful results. The company has had collaboration with Universities and externally assisted projects for conducting research. Some of the important research activities of the company include:
- Biodiversity Inventory in Bukti Baka National Park (in collaboration with MoF). - Growth and yield studies in logged over areas and virgin forests. -RIL trials (in collaboration with NRMP/USAID). - Collaboration with IPB, UGM, UI, UNPAR, UNPAD, UNHAS, UNTAN etc for student’s research (347 topics). - Logging waste assessment studies (in collaboration with NRMP). - Development of models to establish commercial plantation of Dipterocarps (in collaboration with ITTO & UGM). - Genetic diversity enhancement of Shorea leprosula and Lophopetalum multinervum (in collaboration with ITTO & UGM)
11.0 CERTIFICATION
11.1. Initiatives to Obtain Timber Certification The Company has been learning about, and implementing C& I for SFM for the last several years, and has trained some of its staff in ecolabelling, to help improve its activities in order to meet SFM criteria. PT. SBK had applied to be certified in 1998 to the Indonesia Ecolabelling Institute (LEI), which after a first expert panel screening concluded positively about the possibility of PT SBK getting qualified for certification. However, there were some questions about TPTJ which had just started to be implemented then, and it posed a problem for assessment. The full certification process was then delayed. On its side, the PT SBK also had some questions about the joint certification protocol (JCP) and wanted to gain more understanding on how it would affect its certification. Finally, after a series of meetings and discussions, PT SBK decided to apply for certification for one block of its concession as a first test. If the test is positive, other companies of the AKG may follow suit. 152 Sustainable Management of Tropical Forests – Private Sector Experiences
11.2. Scoping by Smartwood The Smartwood scoping was a joint effort of Smartwood, its Indonesian representative LATIN, and PT TUV- a German-Indonesian company accredited by LEI. This joint evaluation followed the requirements of the FSC/LEI Joint Certification Protocol. The scoping investigation was based on the principles established by FSC. The scoping team of Smartwood has provided 38 recommendations regarding actions to bridge the gaps between PT SBK’s current management and forestry practices and the “certification standards” required. Of these, 12 are categorised as high priority recommendations. Some of the high-priority recommendations are clearly relevant to FMU. For example:
•PTSBK should ensure that RIL is fully implemented throughout SBK’s operations and be able to demonstrate this to any full assessment team. •PTSBK should monitor the level of erosion and the impact on the water streams resulting from the Company’s operations, especially road making. •PT. SBK should produce written guidelines to minimize the impact of its operations on erosion and water pollution, including logging operations, road construction, rubbish disposal, chemical disposal and sewerage from camps and workshops. •PT. SBK should improve the standards of its roading, with a particular emphasis on reducing earthworks, better drainage and erosion control. All roading should be completed a year ahead of logging to allow consolidation of the earthworks before major use. Roads should be gravelled before being used by log trucks. The use of roads when they are still wet should be minimized.
11.3 The Company’s Views on Certification While appreciating the intrinsic merits of certification, the company is of the view that some criteria and indicators cannot be implemented in the present situation. There are many external obstacles to meet criteria – such as boundary conflicts, illegal activities, low price of illegal products vs. high price of legal products, overlapping of law, political interference. While there is no guarantee to get remunerative prices through certification, illegal logging seems to thrive freely. Illegal logging activities are a serious hurdle for forest sustainability. Volume of illegal logs in the market is much larger than legal logs. So “legal-labelling” is more important than “ecolabelling”, right now.
12.0 CONCLUSION While PT SBK has control over the operations and systems internal to the concession, there are several hurdles for achieving SFM, created by external factors on which the company has little control. These have been elaborated in the foregoing paragraphs. However, to recapitulate, some of the important constraints are the following:
• Illegal logging is taking place all over Kalimantan and in the rest of the country. • There are Illegally operating mills, buying illegal logs. • There is lack of law enforcement to prevent illegal action. • Poor policies, weak regulations and inadequate controls. • Log smuggling. • Uncertainty of the status of forest area (conflict of adat right). • Policy conflicts between central and local governments.
The weaknesses of policies and regulations affect the companies, resulting in: low motivation to implement SFM; high cost of legal log production, and low market value; decreased of competitiveness in the market for legal logs; indifference to long term perspective, since there isn’t any certainty about future under the present circumstances. Sustainable Management of Tropical Forests – Private Sector Experiences 153
PT SBK has been able to practice SFM, in spite of several difficult hurdles. In the evaluation of the quality of concession management carried out by APHI in 1997/1998 PT SBK scored 80.5 percentage points, reflecting its good management practices. In another assessment, of performance rating of 30 concessions in Indonesia done in 2002, based on ITTO indicators, PT SBK was awarded 86.05% points and was adjudged for “very good performance”. The company has also initiated the process for obtaining timber certification through SmartWood (FSC) and PT. Tuv International (LEI). Success of PT SBK can be attributed to the following factors: • Long experience in concession forest management; • Entrepreneurial vision of the management; • Linkage with processing facilities, serving as motivation to manage the forest sustainably; • Good planning supported by high standard of forest and business management; • Meticulous and efficient implementation; robust operational control and review mechanisms for safety and productivity; transparency of action; • Capable staff; staff motivation and discipline, strengthened by appropriate incentives; • Investment in research and technology enhancement; • Strong economic, social and environmental commitment to the people and the resources; investment in social/community welfare activities; • Good relationship with local government; • Compliance to laws, rules and regulations; not involved in any court cases or litigations; • Consistent implementation of management prescriptions, following ITTO guidelines; • Good understanding about the ecology of the area; high standard of environmental management and monitoring; • Decentralization of business controls and decisions; • Voluntary acceptance of third party evaluations; • Collaboration with national and international agencies (e.g. NRMP-USAID; ITTO-UGM); • Consultation with community groups and local people; community acceptance of the company; • Comparative remoteness (limited access) of area gives strategic ability to control illegal activities; • Progressive outlook shown in introducing a sustainable development model for concession management (i.e. TPTJ) instead of a sustainable yield model. With the above mentioned experiences of constraints and successes, PT SBK is trying to achieve a high standard of Sustainable Forest Management (SFM) in the future.
13.0 LITERATURE APHI, 2002. Evaluation of 30 HPHs Performance According to ITTO Criteria, Draft. Smartwood. 2001. Smartwood Certification Scoping Report – PT. Sari Bumi Kusuma. Suparna, N. 2002. Rationalization of Levies in the Forestry Sector, Urgent to Carry Out. Paper at APHI Working Meeting, Denpasar.
Sustainable Management of Tropical Forests – Private Sector Experiences 155
SUSTAINABLE FOREST MANAGEMENT – AGAINST ALL ODDS: THE CASE OF PACIFIC TIMBER EXPORT CORPORATION
AMENAGEMENT FORESTIER DURABLE–CONTRE VENTS ET MAREES LE CAS DE PACIFIC TIMBER EXPORT CORPORATION ORDENACION FORESTAL SOSTENIBLE–CONTRA V1ENTO Y MAREA EL CASO DE PACIFIC TIMBER EXPORT CORPORATION
F. A. Lu Pacific Timber Export Corporation
SUMMARY PATECO’s Motto is Conservation Through Proper Utilization and Its management truism: Financial success can be attained through the practice of utilizing internal funds, without sourcing financial requirements through credit, which is subject to high interest rates. The company was established around 1960 with an original concession area of 37,860 ha and located in Dinapigue, Isabela and Dilasag, Aurora. Its Timber License Agreement (TLA) for an area of 34,450 hectares and with an Annual Allowable Cut (ACC) of 46,445 cum was renewed on July 1, 1982 for a 25-year term ending December 31, 2006. It is one of the remaining 16 TLAs in the Philippines and only one of four operational TLAs with approved Integrated Operations Plan (IOP). The TLA specifies the conditions for managing the area, covering legal and administrative requirements and prescriptions on silviculture, utilization, infrastructure development and protection, etc. To maintain a high and sustainable forest yield, the company practices scientific logging and selective cutting method; timber stand improvement (TSI) and assisted natural regeneration (ANR) in residual forest, maintenance of seedling nurseries, and development of plantation sites. Timber extraction is done using a combination of truck hauling and tractor skidding. Forest development and environmental enhancement measures are strictly implemented. The TLA and natural forests in the Integrated Forest Management Agreement (IFMA) areas are managed under the selective logging system, reinforced by the TSI system and enrichment planting. The shift of operations from old growth forests to residual/secondary production forests was mandated by Department of Environment and Natural Resources (DENR). It classified and divided the operable area into management blocks based on ‘year elapsed after logging’. The DENR granted arbitrary AAC based on the size of residual forests. Effectively, this policy penalized companies like PATECO which preserved their old growth forests. From 1992 to 1996, the company had to be content with an AAC of 8,042 cum until the approval of its 10-Year Medium Term Timber Management Plan (MTTMP) in 1997 when the AAC was adjusted according to the sustained yield of the area. During the same year, notwithstanding it being one of the first two companies granted an Environmental Compliance Certificate (ECC) for forest activities, the company’s business operation had to be put on hold for seven months while awaiting approval of its ECC and IOP. The TLA area is divided into (i) protection forest and (ii) production forests. Production forests are divided into management blocks for sustainable harvesting and silvicultural activities. Including its IFMA, the available operable area is 13,997 ha. PATECO’s timber management is based on (i) 10-year (1977-2006) MTTMP) (ii) 5-year (May 2001-April 2006) IOP; and (iii) ECC. The company continues to practice selective logging system with TSI and ANR as important components. The IOP specifies the actual extent of area to be logged with the corresponding harvest volume and period of operation as well as the target for TSI and ANR. It also prescribes the activities and method of operations governed by the Selective Logging System. The ECC provides the mitigating measures to abate negative environmental impacts and serves as a periodic checklist for ecological balance. For the period of March 1999 to December 2003, the estimated production cost per cum log was PHP 4,278. Timber produced is manufactured into lumber, plywood, builders’ woodwork and doors at the company’s integrated woodworking plants. The present production caters mostly to the domestic market. The company maximizes the utilization of wood materials beginning from the cutting area up to the down-stream wood processing mills. Aside from the forest plantation maintained under IFMA No. R-4-0001, PATECO has no open and denuded areas. As part of its social commitment, the company also entered into Memoranda of Agreement to reforest their idle private lands. The company is also into forestry research. A patrol system is sustained for forest protection and to curb illegal activities. It invested on environmental conservation and watershed management and has preventive measures against forest fires. 156 Sustainable Management of Tropical Forests – Private Sector Experiences
In 1992-2003, the company paid more than PHP 121M in forest charges, fees and taxes. Of this amount, PHP 48.4M went to the local government units. Likewise, the company has significant socio-economic contributions. PATECO spends more than PHP 4M annually for community services and welfare contributions. The company has adjusted to the changing policies and IRR, with every change in administration. It maintains cordial relationship with DENR and other agencies. While its operation is constrained by illegal logging and threats from insurgents, it managed to conduct adequate TLA operations. The TLA will expire in 2006 and operation beyond that is uncertain. The company is preparing for the inevitable and envisions the phase-out of TLA and/or its conversion into IFMA. PATECO’s case is a study of possibilities, potentials and hurdles faced by private company operations in achieving Sustainable Forest Management amidst unstable policy and institutional environment. Considering the innumerable guideline changes that go with political leadership turnover, PATECO has successfully achieved its objectives and missions and more.
RESUME PATECO a pour devise L’utilisation judicieuse au service de la conservation, et pour précepte de gestion Le succes financier peut être réalisé en recourant aux fonds internes, sans chercher à financer les besoins par des crédits à des taux d’intérêt qui risquent d’être élevés. L’entreprise a été établie aux environs de 1960 avec, à l’origine, une concession de 37.860 ha située à Dinapigue (Isabela) et Dilasag (Aurora). Son permis d’exploitation de bois, qui porte sur une superficie de 34.450 hectares et une possibilité annuelle de 46.445 m3, a été renouvelé le lerjuillet 1982 pour une durée de 25 ans venant à expiration le 31 décembre 2006. C’est l’un des 16 permis d’exploitation encore en vigueur aux Philippines et l’un des quatre seuls qui soient encore opérationnels selon un plan d’opérations intégrées approuvé. L’accord de licence spécifie comment la zone doit être gérée, en précisant les les conditions d’ordre juridique et administratif et les prescriptions en matiére de sylviculture, d’utilisation.de développement d’infrastructures, de protection, etc.. Afin de maintenir un rendement élevé et durable, de la forêt, l’entreprise pratique l’exploitation forestière scientifique et la méthode de coupes sélectives; l’amélioration de peuplements (TSI) et la régénération naturelle assistée (ANR) dans la forêt résiduelle. Elle entretient des pépinières de jeunes plants et met en valeur des sites de plantation. Les prélèvements de bois se font à l’aide de camions pour le transport et de tracteurs pour le débusquage. Les mesures de développement des forêts et d’amélioration environnementale sont strictement mises en oeuvre. Les zones couvertes par la licence et les forêts naturelles comprises dans les aires de l’accord de gestion forestière intégrée (IFMA) sont gérées selon le systeme sélectif d’exploitation forestière, renforcé par l’amélioration des peuplements et des plantations d’enrichissement. L’abandon des opérations dans les forêts primaires pour exploiter les forêts de production résiduelles/secondaires a été décrété par Département de l’environnement et des resources naturelles (DENR). Celui-ci a classé et divisé le secteur exploitable en blocs gestion, en se fondant sur ‘le nombre d’années écoulées depuis les coupes’. Le DENR a fixé arbitrairement une possibilite basée sur la taille des forêts résiduelles. En fait, cette politique a pénalisé les entreprises comme PATECO qui preservaient leurs forêts primaires. De 1992 à 1996, l’entreprise a dû se contenter d’un possibilité annuelle de 8.042 m3, jusqu’au moment de l’approbation de son plan à moyen terme (décennal) de gestion du bois (MTTMP) en 1997, lorsque la possibilite a été modifiée en fonction du rendement soutenu de la zone. Pendant la meme année, bien qu’étant l’une des deux premieres entreprises à se voir accorder un certificat de respect de l’environnement pour ses activités forestieres, l’entreprise a dû suspendre ses operations commerciales pendant sept mois en attendant l’approbation de ce certificat et de son plan d’operations integrées. La zone couverte par le permis d’exploitation est divisée en i) forêts de protection et ii) forêts de production. Les forêts de production sont divisées en blocs de gestion pour les récoltes durables et les activités forestieres. Y compris les aires relevant de l’accord de gestion forestière intégrée, la superficie exploitable est de 13.997 ha. PATECO gère son exploitation de bois conformement i) au plan MTTMP à moyen terme pour les dix années de 1977 à 2006, ii) au plan d’opérations intégrées pour les cinq années de mai 2001 à avril 2006; et iii) au certificat de respect de l’environnement. L’entreprise continue d’appliquer le système d’abattage sélectif, avec amélioration des peuplements et régénération naturelle assistée en tant que composantes importantes. Le plan quinquennal spécifié l’étendue précise du secteur à couper, le volume de la récolte et la période d’exécution correspondants, ainsi que des cibles concernant l’amélioration des peuplements et la régénération naturelle assistée. Il prescrit également les activités et le mode d’exécution définis par le systeme d’exploitation sélective. Le certificat de respect de l’environnement prévoit des mesures visant à atténuer les incidences négatives sur l’environnement et sert de liste de controle pour l’examen périodique de l’équilibre écologique. Pour la période de mars 1999 à décembre 2003, le cout de production par m3 de grume était estimé à PHP 4,278. Sustainable Management of Tropical Forests – Private Sector Experiences 157
Le bois produit est transforme à l’installation d’usinage intégrée de l’entreprise, en débités, contreplaqués, bois de construction et portes. La production actuelle approvisionne la plus grande partie du marché intérieur. L’entreprise maximise l’utilisation du matériau bois, dès le carreau de coupe etjusqu’aux unités de transformation en aval. Hormis la plantation forestière gérée en vertu de l’accord de gestion forestière n° R-4-0001, PATECO n’a aucun espace ouvert et dénudé. Quant à ses obligations d’ordresocial, l’entreprise a conclu des mémorandums d’entente pour reboiser ses terres privées inexploitées. Elle s’est engagée aussi dans la recherche forestière. Un dispositif de surveillance continue est en place en vue de protéger les forêts et de limiter les activites illégales. Elle s’est investie dans des activités de conservation environnementale et de gestion des bassins versants et a pris des mesures préventives centre les feux de forêt. En 1992-2003, l’entreprise a payé plus de PHP 121M en frais, droitset taxes surles forêts. Sur ce montant, PHP 48,4M étaient destinés aux unites du gouvernement local. De meme, l’entreprise acquitte des contributions socio- économiques non négligeables. PATECO dépense chaque année plus de PHP 4M pour des services communautaires et des cotisations sociales. L’entreprise s’est adaptée aux changements de politiques et de règlements d’exécution (IRR) avec chaque changement d’administratioh. Elle entretient des rapports cordiaux avec le DENR et d’autres agences. Bien que ses opérations soient genées par l’exploitation illégale et les menaces d’insurgés, elle est parvenue 6 mener adéquatement les opérations prescrites dans la licence d’exploitation. Celle-ci expirera en 2006 et, au delà de cette date, la poursuite des opérations est incertaine. L’entreprise se prépare à l’inévitable et envisage le ralentissement progressif des activites de la licence et/ou la conversion de celle-ci en un accord de gestion forestière intégrée. Le cas de PATECO est une étude des possibilités, des potentiels et des obstacles auxquels sont confrontées les operateurs privés pour realiser l’aménagement forestière durable dans un climat politique et institutionnel instable. Compte tenu des innombrables changements d’orientation qui accompagnent les changements de dirigeants politiques, PATECO a réussi à atteindre ses objectifs, à remplir ses missions, et plus encore.
RESUMEN PATECO tiene como lema “la utilizacion racional en pro de la conservacion” y opera en base al axioma comercial de que “el ex/to financiero se logra utilizando fondos internos, sin intentar cubnr las necesidades financieras con creditos sujetos a alias tasas de interes”. La empresa se creo aproximadamente en 1960 con un area de concesion de 37.860 ha situada en Dinapigue (Isabela) y Dilasag (Aurora). El acuerdo de su licencia de explotacionde Madera (TLA) para un superficie de 34.450 hectareas con una posibilidad de corta anual (PCA) de 46.445 m3 fue renovado el 1° de julio de 1982 por un perfodo de 25 anos hasta el 31 de diciembre de 2006. Constituye una de las 16 licencias de este tipo aun vigentes en Filipinas y solo una de cuatro licencias activas con un plan operative integral (POI). El acuerdo de la licencia especifica las condiciones para el manejo del area, estipulando los requisitos jurfdicos y administrativos y las normas reglamentarias en materia de tratamientos silvfcolas, utilizacion, desarrollo de infraestructura, medidas de proteccion, etc. A fin de mantener un rendimiento forestal sostenible, la empresa aplica tecnicas cientfficas de explotacion forestal y un metodo de corta selectiva; practicas de mejoramiento de la masa maderable en pie y regeneracion natural asistida en el rodal forestal residual; mantenimiento de viveros para la produccion de plantulas; y desarrollo de areas de plantacion. La extraccion se lleva a cabo utilizando una combinacion de tecnicas de saca de madera con camionesy arrastre de trozas con tractor. En este proceso, se aplican estrictamente las medidas orientadas a mejorarel medio ambiente y el desarrollo forestal. Las areas cubiertas por el permiso de explotacion y los bpsques naturales de las zonas amparadas por el Acuerdo de Manejo Forestal Integrado (IFMA) se manejan con un sistema de corta selectiva, reforzado con tecnicas de mejoramiento de la masa maderable en .pie y plantaciones de enriquecimiento. El traspaso de las operaciones de los bosques primaries a los bosques de produccion secundarios /residuales se realize por orden del Departamento del Medio Ambiente y Recursos Naturales (DENR), que clasifico y dividio el area de operaciones en totes de manejo en base a los “anos transcurridos despues de la explotacion”. El DENR fijo arbitrariamente los niveles de PCA basandose en el tamano de los bosques residuales. De hecho, esta politica penalize a las empresas como PATECO, que preservaban sus bosques primaries. Entre 1992 y 1996, la empresa tuvo que contentarse con una PCA de 8.042 m3 hasta la aprobacion de su plan a mediano plazo (10 anos) de produccion maderera (MTTMP) en 1997, cuando se reajusto la PCA conforme al nivel de rendimiento sostenido de la zona. Ese mismo ano, pese a ser una de las primeras dos empresas acreedoras a un certificado de cumplimiento ambiental (CCA) por sus actividades forestales, sus operaciones debieron suspenderse durante siete meses hasta obtener la aprobacion de su CCA y su POI. 158 Sustainable Management of Tropical Forests – Private Sector Experiences
El area cubierta por el permiso de explotacion (TLA) se divide en: (i) bosques de proteccion, y (ii) bosques de produccion. Estos ultimos, a su vez, se dividen en lotes de manejo para la extracci6n sostenible de madera y tratamientos silvfcolas. La superficie aprovechable, incluyendo el area sujeta al IFMA, es de 13.997 ha. La produccion maderera de PATECO se basa en: (i) el plan MTTMP de diez anos (1977-2006); (ii) un plan operative integral (POI) quinquenal (mayo de 2001- abrii de 2006); y (iii) el certificado de cumplimiento ambiental (CCA). La empresa sigue aplicando el sistema de extraccion selective con importantes componentes de mejoramiento de la masa maderable en pie (MMP) y regeneracion natural asistida (RNA). El POI especifica la extension del area que se puede aprovechar con el correspondiente volumen de extraccion y el perfodo de operacion, asi como las metas fijadaspara las actividades de MMP y RNA. Asimismo, estipula las actividades y el metodo de operacion dentro del sistema de extraccion selectiva. Por otra parte, el CCA establece la aplicacion de medidas tendientes a mitigar los impactos ambientales adversos y sirve de lista de verification para el examen periodico del equilibrio ecologico. En el perfodo comprendido entre marzo de 1999 y diciembre de 2003, el costo estimado de production por metro cubico de madera en rollo fuede D 4.278. La madera en rollo se transforma en madera aserrada, contrachapados, puertas y productos de carpinten’a de construction en las plantas manufactureras de la empresa. La produccion actual se dirige principalmente al mercado nacional. La empresa optimiza la utilization de la material prima maderera, comenzando con el area de corta hasta las plantas de transformation secundaria. Salvo la plantation forestal mantenida conforme a la licencia IFMA No. R-4-0001, PATECO no tiene otras areas abiertas ni zonas denudadas. Como parte de su compromiso social, la empresa ha suscrito tambien un memorando de acuerdo para reforestar sus tierras privadas improductivas. Asimismo, realiza actividades de investigation forestal y mantiene un sistema de patrullaje para garantizar la protection del bosque y frenar las actividades ilegales. Ademas, la empresa ha invertido en la conservation ambiental y el manejo de cuencas hidrograficas y aplica medidas de prevention de incendios forestales. Entre 1992 y 2003, PATECO pago mas de 121 millones de pesos filipinos en derechos, canones e impuestos forestales. De este total,. 48,4 millones se dirigieron a las dependencies gubernamentales locales. Asimismo, la empresa realiza importantes contribuciones socioeconomicas. PATECO anualmente invierte mas de cuatro millones de pesos filipinos en servicios comunitarios y contribuciones de bienestar social. La empresa se ha adaptado a los cambios de poffticas y normas y reglamentos operatives de cada nueva administracion. Mantiene una relation cordial con el DENR y otros organismos. Si bien sus operaciones se ven limitadas por las actividades ilegales de extraction de madera y las amenazas de grupos insurgentes, ha logrado llevar a cabo operaciones adecuadas conforme al acuerdo de su licencia de explotacion (TLA). Este acuerdo se vence en el ano 2006 y la continuidad de las operaciones despues de esa fecha no es segura. La empresa se esta preparando para to inevitable y esta contemplando la suspension gradual de las operaciones de su TLA y/o su conversion en un acuerdo IFMA. El caso de PATECO es un estudio de posibilidades, potencialidades y obstaculos enfrentados por una empresa privada para lograr la ordenacion forestal sostenible en medio de un entorno institucional y normative inestable. Dadas las innumerables reformas de directrices producidas con cada cambio de liderazgo politico, se puede decir que PATECO ha sido mas que exitosa en el cumplimiento de sus objetivos y misiones. Sustainable Management of Tropical Forests – Private Sector Experiences 159
1.0 BACKGROUND Pacific Timber Export Corporation (PATECO), a holder of Timber License Agreement (TLA) No. 131, is a private company that has successfully survived the vicissitudes of ever-changing policies of successive governments related to forestland management. It has ingeniously adjusted to emerging situations and conformed to the principles of Sustainable Forest Management (SFM). Located in Dinapigue, Isabela and Dilasag, Aurora, PATECO is one of the remaining sixteen (16) TLAs existing in the Philippines, and one of the four (4) TLAs with an Integrated Operation Plan approved by the Department of Environment & Natural Resources (DENR) as of December 31, 2003.
2.0 COMPANY PROFILE AND STRUCTURE PATECO, a Filipino corporation started in early 1960, is duly organized under the existing laws of the Republic of the Philippines. It is one of the leading wood-based companies in the country, engaged in diversified forest activities and integrated wood production, i.e., forest management, logging, industrial tree plantations, sawmill and plywood plant operations, logs and lumber dealership; and manufacture and distribution of various wood products. Since it stated, the company has been engaged in logging activities on a sustainable basis, managing 33,454 hectares (ha) of prime tropical forest located in the provinces of Isabela and Aurora, Philippines. Its forest cover is considered one of the best and most productive in the country. To maintain a high forest yield, the company adheres to scientific logging practices such as: selective cutting method, Timber Stand Improvement (TSI) in residual forest, Assisted Natural Regeneration (ANR), maintenance of seedling nurseries and development of plantation sites for future raw materials base, for its wood processing plants. It has an efficient manufacturing plant operations integrating down-stream wood processing. Its plant manufactures doorjambs, window components, staircases and other wood profiles exported to France, Australia and the Netherlands, when Philippine prices were still competitive. These products are now sold mainly in the domestic market together with “Masonite” molded doors and regular flush doors. The sawmilling operations and lumber production services serves as upward linkages to the company’s integrated operations. The company has quality plywood manufacturing – TYPE 1 (5.0mm & 3.0mm) and TYPE II (5.0mm and 18.0mm) under the name ‘PATECO PLY”. It is licensed to use the Philippine Standard Quality Certification Mark, issued on October 2, 1996. Today, PATECO has become a major vehicle of growth in Philippine economy and a formidable business entity that practices Quality Management System, aligned with ISO 9002 standards.
2.1 Affiliated Companies PATECO’s sister companies are non-timber related. MAN Automotive Concessionaires Corporation, based in Metro Manila, is the exclusive assembler and distributor of MAN Germany commercial vehicles (trucks and buses) in the Philippines. Diapitan Resources Development Corporation is an aquaculture company growing and exporting black tiger prawns to Japan. Its farm and processing plant is in Dilasag, Aurora. Underwood Development Corporation is an industrial real estate developer located in Meycauayan, Bulacan. The integrated woodworking plant of PATECO is located in its facility.
2.2 Financing Pattern The PATECO Group surpassed its growth objectives without relying on hefty loans from lending institutions. While it has an Omnibus Credit Line with its banker, it does not resort to borrowing unless the management feels that acquisitions through bank financing are a good buy that will not cost more after the financing cost. The company has an efficient fabrication and maintenance facility that turns out logging trucks and mobile yarders out of US army surplus equipment. Bulldozer parts are repaired to near factory standards at very minimal cost. Except for high precision machines, wood processing equipments are bought second hand, refurbished and improved. 160 Sustainable Management of Tropical Forests – Private Sector Experiences
2.3 Company Objectives and Activities
a. Management Objectives To maintain and develop a permanent wood-based business for the company employees and country; to enhance and sustain productive condition of its concession area; and to adhere and support government policies and programs in forest resource management.
b. Silvicultural Objectives To harvest only mature, over mature and defective trees allowed for cutting and utilize residual forest area of the company’s TLA and Integrated Forest Management Agreement (IFMA), leaving adequate residual stock and providing healthy mother trees as a source of seeds and planting stocks; and to apply TSI, enrichment planting and ANR to improve growth and produce quality species composition; and to reforests harvested plantation areas.
c. Socio-Economic Objectives To improve the people’s quality of life in the locality by providing employment and basic needs; to provide livelihood opportunities to community residents, and; to assist in community development.
d. Environmental Objectives To enhance and sustain stable environment through appropriate forestry practices and provide adequate forest protection in the area; to protect and conserve fruit-bearing trees which are wildlife food source; and to comply with mitigating measures embodied in the company’s Environmental Compliance Certificate (ECC).
2.4 Pursuing Basic Policies The company adopts sustained yield forest management and adheres to selective logging system of operation; conducts rehabilitation on brushlands and allowable clearings within the licensed area; supports Community-Based Forest Management (CBFM) program and other government community-oriented projects; maximizes utilization of wood materials including logging residues; intensifies protection of timber concession against all agents of forest destruction; and strictly complies with forest laws, rules and regulations.
2.5 Personnel Structure and Distribution As of December 2003, the company employed a total of 422 persons, 342 on a regular status and 100 on contractual basis. Personnel distribution is as follows: Manila and Meycauayan Office: Administrative Staff & Sales (including supervisors) – 39, Door & Molding Plant – 78, Plywood & Kiln-Drying Plant – 85, Support Services (maintenance, delivery drivers, helpers) – 55; Field Offices, Aurora and Isabela: Administrative Staff – 14, Forestry (including 3 Registered Foresters, forestry assistants, tree markers, concession guards, etc.) – 32, Logging Operations – 36, Maintenance – 32, Shipping – 20; Saw Mill – 31.
3.0 DETAILS OF THE CONCESSION AREA – TLA 131-1
3.1 Geographical Location PATECO’s concession is located within 16° 15 min. and 16° 42 min. latitude and 122° and 12° 20 min. longitude and is covered by the municipalities of Dinapigue, Isabela and Dilasag, Aurora, in the north eastern coast of Luzon. It is bounded in the north by the IFMA area of Luzon Mahogany Timber Incorporated; in the east by Pacific Ocean; in the south by Industries Development Corporation; and in the west by Liberty Logging Corporation. Isabela is an agricultural province that produces coconut, rice, corn and other cash crops. Some of the remaining vast forest resources of the country are located along its eastern portion facing the Pacific Ocean. The province of Aurora, also located along the eastern seaboard of Luzon has 70% of its total land area as Sustainable Management of Tropical Forests – Private Sector Experiences 161 forest and logging contributes to its economy as well. Raw materials from other forest products are used for crafts. Marginal fishing is practiced but this resource is underutilized. Livestock-raising and furniture making are the other economic activities.
3.2 Composition of the Concession Area The company’s concession area started with the consolidation of four (4) adjacent and contiguous forest concessions, namely: (1) Ordinary Timber License (OTL) No. 361-512 CT of PATECO.; (2) OTL No. 362- 51267, likewise of PATECO; (3) OTL No. 22-63067 of Acoje Mining Co., Inc. and (4) Special Timber License (STL) No. 133 (’73) of Maru Enterprises, Inc. (MARU). The consolidation of these areas resulted to an aggregate total area of 37,860 ha (including 3,410 ha of alienable and disposable lands), with an Annual Allowable Cut (AAC) of 83,695 cubic meters (cum) granted to the company in TLA No. 131-1. The inclusion of the STL of MARU was protested by then neighboring licensee Consolidated Logging and Lumber Mills, Inc. (CLLMI) with the Office of the President. On May 29, 1978, then Pres. Marcos issued Letter of Instruction (LOI) 409 suspending all logging operations in Central Luzon. Aurora province was included due to reported extensive damage to lives, crops and properties brought by floods in the region and neighboring provinces. A portion of the concession area falls within the province of Aurora and it was also suspended. On June 22, 1979, the Forest Management Bureau (FMB), formerly Bureau of Forest Development, allowed the resumption of logging operations limiting the area outside Aurora. This reduced the company’s ACC to 24,133 cum. The company’s TLA was renewed on July 1, 1982 for a 25-year term is until December 31, 2006. The coverage area is 34,450 ha with annual allowable cut of 46,455 cum. On February 8, 1983, PATECO was granted an Industrial Tree Plantation Lease Agreement (ITPLA) No. 92, with an area of 4,675 ha segregated from its TLA area that was reduced to 29,775 ha. It was increased again to 36,125 ha on October 3, 1983, following the transfer of 6,530 ha from Timber Export, Inc. The additional area which transfer was duly approved by the then Ministry of Natural Resources, located at San Mariano, Isabela, became PARCEL II of PATECO. The President lifted the logging ban in Aurora on May 2, 1984 and PATECO was allowed to continue its operations. However, it was granted a temporary allowable cut of 12,000 cum pending the outcome of CMMLI’s protest. In a resolution dated October 26, 1984, the Office of the President dismissed the protest of CMMLI in favor of PATECO, thereby increasing its annual allowable cut to 29,280 cum. In 1992, the government mandated the logging operations’ shift from old growth (virgin) forest to residual forest per Department Administrative Order (DAO) No. 24 dated May 3, 1991. Management blocks were determined for operable residual forest based on ‘years elapsed after logging’ (YEAL). The residual forest now comprise of blocks designated as Blocks I, II, III, IV, V and VI. The DENR Secretary granted all timber companies with arbitrary allowable cuts and the company had a temporary allowable cut of 8,042 cum for Block 1. Effectively, this policy penalized companies which preserved their old growth forests. To meet its log input requirements, the company also imported logs from Ghana. ITPLA No. 92 in Dilasag, Aurora also underwent changes in structure. On November 7, 1991, the reversion of an aggregate area of 3,679 ha of adequately-stocked areas and virgin forests from ITPLA No. 92 to TLA No. 131-1, was approved by the DENR Secretary. The area covered by PATECO’s TLA became 39,804 ha while the ITPLA area was reduced to 996 ha. Pursuant to Sec. 20 of DENR Adm. Order No. 42, Series of 1991, the ITPLA was subsequently converted into IFMA No. R-4-001 on August 5, 1992. The DENR Regional Office No. 4-Composite Team conducted an inventory in March and April 1995, following the company’s request on February 23, 1995 for resources inventory. As a result, IFMA was further classified to consist of 876 ha esidual forest and 120 ha of established plantation. PATECO, realizing that the arbitrary temporary allowable cut of 8,042 cum was insufficient and economically unfeasible, embarked on a 10-year Medium Term Timber Management Plan (MTMP). For this purpose, a Composite Forest Inventory Team (CFIT) was created by virtue of DENR Special Order No. 96- 827 issued on August 21, 1996, to conduct a timber inventory at 5% statistical sampling method over Blocks I to VI of the concession area. Out of the 6 blocks, the remaining unlogged area of Block I, the whole Block II and portion of Block III, are scheduled for logging under a 10-year MTMP. The plan was finally approved 162 Sustainable Management of Tropical Forests – Private Sector Experiences
in 1998 and the company’s ACC was adjusted to 18,228 cum from the Annual Cutting Area (ACA) of 347 ha. The passage into law of the Act creating the Northern Sierra Madre National Park reduced the total area to 33,454 ha as its PARCEL II with an operable area of 12,134 ha was included in the park expansion. With this reduction, the ACA of May 2002 was further reduced to 310 ha with an ACC of 16,284 cum.
3.3 Conditions of TLA 131-1 The TLA 131-1 have conditions dealing with the following: Boundaries, surveys and aerial photo coverage; Changes in area covered in the agreement; Payment of license fee, timber charges and other fees; Security bond and guarantee (bond) for faithful performance of the terms and conditions of the agreement; Formation, implementation/adherence of the forest management plan; Limits to allowable cut; Compliance of laws, rules, regulations and submission of annual concession (performance) report; Employment of adequate number of trained forestry staff; Employment of protection guards deputed from Government agency; Undertaking compensatory afforestation/reforestation activities; Protection of concession area form fires, squatters and kaingeros16; Acquisition and maintenance of adequate amount of machinery and equipment; Building and maintenance of logging roads conforming to prescribed specifications (logging roads to become public 5 years after construction); Protection of wildlife; Conservation of bio-diversity; Timber measurement (scaling) by designated authority; Admission of private rights within concession area; Cooperation with government agencies and assistance to administrative and scientific activities; Sale of stipulated percentage of stocks/shares to employees and public; Limitations for foreign technicians; Restrictions to sub-contract activities; Privileges to be allowed to the public and surrounding communities; Penalty for violation of conditions; and Compensation to be paid for damages to residual growth. The agreement also includes special rules on: Silviculture (tree marking, residual growing stock, re- logging prohibition, yarding, roading, harvest operations, skid trails, landing sites, protected trees, seed trees, stream bank protection); Utilization (selection system, tree sizes, stump height, merchantable tops, bucking, hauling, etc.); Protection (fire protection, watershed conservation, maintenance of experimental plots, stream buffers, road gradients, slash burning, etc.) and Other Aspects (easement rights, prior permit to extract Narra and other prohibited hardwood species).
4.0 FOREST RESOURCE BASE The concession area is categorized into: (i) protection forest (20,453 ha of old growth, mossy, river embankments, buffer zones, 50% slopes and up, rock and wilderness areas); and (ii) production forests (13,100 ha of natural residual forests and plantation forest). The protection forests are strictly for conservation purposes. Production forests are subdivided into management blocks for sustainable timber harvesting and silvicultural activities. Including 996 ha under IFMA No. R 4-001, PATECO’s total production area is 13,997 ha.
4.1 Locality Factors
a. Geology and Soil The geological composition of the soil in the concession area consists mainly of volcanic rocks (3.31%); the rest is recent alluvium (6.35%), shale/sandstone (10.16%) and siltstone. In alluvial plains, the soil type is moderately loamy which allows permeability. Elsewhere, the soil is from shale/sandstone and siltstone forming shallow clay loam soils with slow infiltration and permeability. Large areas with volcanic residues have moderately deep clay loam soils with moderate infiltration and permeability.
b. Topography It has moderate to rugged terrain, the highest elevation ranging from 1,000 to 2,000 meters above sea level. This constitutes 14% of the total concession area. The largest portion is between 500 to 1,000 meters above sea level. The highest portion is found on the Isabela side, where the apex of the Sierra Madre Mountain ranges separate the eastern and western part of the area. The slope of the concession is predominantly gentle and moderate. Steep portions (above 50%) are found near large water bodies such as main rivers and the seaside.
16 Kaingeros are people engaged in kaingin (slash and burn of forest and conversion to agricultural purpose) or shifting cultivation. Sustainable Management of Tropical Forests – Private Sector Experiences 163 c. Hydrology The PATECO area is mainly drained by river bodies with innumerable tributaries. It is traversed by the bigger Dinapigue and Diden Rivers, flowing along the eastern side. Most rivers and creeks in the area are prone to rapid swelling many times the normal size after heavy rains. The water holding capacity of the forest is greatly reduced with the dense vegetation. d. Climate The area falls under the “Fourth Climatic Type”. The highest average precipitation occurs during the months of August at 250 millimeters (mm.) and lowest during February at 20 mm. The normal dry months are from February to August and rain falls from September to late January. The average temperature ranges from 20°C in January and February, and 37°C in May.
4.2 Type and Extent of Forest Resource a. Forest Types The area consists mainly of natural Dipterocarp forest (tropical rainforest), the specie providing a dense canopy in the upper storey. The mid-level is composed of pole-size Depterocarps and other species. The lowest layers are undergrowths such as palms, weed species and the like. The predominant species are the Bagtikan (Parashorea plicata), Mayapis (Shorea squamata), Red Lauan (S. negrosensis) and Tanguile (Shorea polysperma). Non-dipterocarp species with Ulayan (Philippine oak) also abound in the area. The mossy forest (1,000 meters above sea level) is characterized by stunted trees with an abundance of epiphytes/moss that covers trunks and branches of most trees. b. Area by Category Table 1 shows the Vegetative Cover of PATECO’s LTA 131-1 (Dinapigue, Isabela and Dilasag, Aurora) and IFMA No. R4-001 (Dilasag, Aurora).
Table 1. Vegetative cover PARCEL I CATEGORY Dilasag, Aurora (ha) DinapigueIsabela (ha) TOTAL (ha) 1. Non-Production Areas (TLA 131-1) 1.1 Old Growth (Virgin) Forest 3 852 6 574 10 426 1.2 Mossy Forest 1 724 1 706 3 430 1.3 Sub-Marginal Forest - 1 788 1 788 1.4 Stream Bank Protection, Buffer Zone & >50% 1 661 1 248 2 909 1.5 Rocky Areas (minimal vegetation) - 228 228 1.6 Wilderness Area 280 1 392 1 672 1.6.1 Old Growth Forest (280) (696) (976) 1.6.2 Second Growth (Residual Forest) - (696) (696) TOTAL NON-PRODUCTION AREAS 7 517 12 936 20 453 2. Production Areas (TLA 131-1) 2.1 Second Growth (Residual) Forest 2.1.1 Block I 225 765 990 2.1.2 Block II 311 2 018 2 329 2.1.3 Block III - 2 299 2 299 2.1.4 Block IV - 2 458 2 458 2.1.5 Block V 242 1 153 1 395 2.1.6 Block VI 519 2 175 2 694 Sub-Total 1 297 10 868 12 165 2.2 Area Logged within Block I 318 360 678 2.3 Brushland 148 10 158 TOTAL PRODUCTION AREAS 1 763 11 238 13 001 3. Production Area (IFMA No. R4-001) 3.1 Second Growth (Residual) Forest 876 - 876 3.2 Plantation Forest 120 - 120 TOTAL PRODUCTION OF IFMA AREA 996 - 996 GRAND TOTAL 10 276 24 174 34 450 164 Sustainable Management of Tropical Forests – Private Sector Experiences
c. Forest Growing Stock The largest number of trees with 20-50 cm. diameter constitutes about 88.47% of the total stand. Under the common hardwood species, predominant are Bagtikan, Tanguile and Mayapis; while in construction and furniture group, Apitong (Dipterocarpus grandiflores) has the highest number. The most common non- dipterocarp species are Ulayan, Malaruhat (Cleistocalyx operculatus), Narra (Pterocarpus indicus), Bitanghol (Calphyllum blancoi) and Tibig (Ficus nota).
d. Stand Structure and Stocking The average volume per ha of Blocks I, II, III, IV, V and VI residual forest is 166.23 cu. m. for all species 20 cms. and bigger. Common hardwoods have an average of 114.03 cum per ha. Construction and furniture woods yield an average of 20.85 cum. Light hardwood and matchwood species account for 1.81 cum. And there are about 15.93 cum of lesser-used species and 6.11 cum of premium species per ha. These information on forest stocks are presented in the “Report on the Ground Truthing”, prepared by SUSTECH and timber inventory of operable residual forest in TLA No. 131-1 of PATECO (CFIT, 1997)
4.3 Forest Resource Management Silvicultural basis for management of TLA areas has been the conventional selection system, while IFMA areas are under the TSI system and enrichment planting, as well as raising of plantation under the system of clear felling and artificial regeneration.
5.0 PATECO’S FOREST MANAGEMENT HISTORY Since the beginning of its operation, the company managed its forest resources using the concept/principle of multiple use and sustained yield. Selective logging is strictly followed. Likewise, forest development and environmental enhancement measures are implemented. Then and now, timber extractions are done using combination of truck hauling and tractor skidding. High-lead yarding is never used to avoid destructive effects in the forest. The timber extracted and utilized by the company belongs to the common hardwoods (Dipterocarp species), construction and furniture woods, light hardwoods, some softwoods and lesser-used species (LUS). The company strictly adheres to the government restriction on cutting of premium and banned species. The company has delineated and maintained the boundary of the timber concession with paints, markings and signs on the ground to effectively set up an appropriate management scheme.
5.1 TLA in Secondary or Residual Forests With the enforcement of the log ban in old growth forests, TLA operation was confined to residual production forests. To facilitate management planning of the secondary forests, it was classified and divided into management blocks based on YEAL of the areas while in its old growth (virgin) status, as specified in DENR DAO No. 24 of 1991.
5.2 Division into Management Blocks PATECO established stratification in management blocks for residual logging forests. The new scheme adopted is pursuant DAO No. 24 of 1991. Management blocks were determined for the operable residual forest based on YEAL, comprised of Blocks I, II, III, IV, V and VI.
5.3 Land Use Plan With the shift of logging operation from the old growth (virgin) forests to second growth forest, distinction is established between protection and production forests. Protection forests are located at high elevations (1,000 m and above) or on very steep slopes (50% and above). Also included are all old growth forests and sub-marginal forests and critical watersheds; areas previously set aside as wilderness, military and watershed reservations; areas with historical value; and others proclaimed for ecological, environmental and scientific purposes. The conservation and rehabilitation Sustainable Management of Tropical Forests – Private Sector Experiences 165 of these areas are so essential that construction of roads, logging operations and other forms of exploitation are strictly prohibited. Production forests comprise areas outside the specified protection forest. These are the second growth (residual) forest below 1,000 m. elevation and on slopes with less than 50% gradient. Developmental and utilization forest activities are in line with the DENR mandate to manage the natural forest on a sustainable basis.
6.0 MANAGEMENT PLANNING PATECO’s management of TLA No. 131-1 is based on: (i) 10-Year (1997-2006) Medium Term Timber Management Plan (MTTMP); (ii) 5-Year (May 2001-April 2006) Integrated Operations Plan (IOP); and (iii) Environmental Compliance Certificate (ECC). These are approved by the DENR and are consistent with the agency’s guidelines. IOPs are normally for one year but it can be prepared for a term of more than one year if the proponent has an approved FMP. In 1999-2001, PATECO operated on a 2-year IOP basis. The current IOP is a 5-year plan and as specified by DENR, it shall be reviewed annually without prejudice to further amendments if necessary.
6.1 Ten-year Medium Term Timber Management Plan, 1997-2006 This is the company’s guide in conducting timber harvesting operations and scheduling of silvicultural treatments in accordance with the prescribed policies and regulations to attain SFM objectives, in consonance with government policy directions.
6.2 Forest Resource Inventory In preparing the 10-year MTTMP, timber inventory was conducted in the area following DAO No.24 of 1991 guidelines and amended provisions of Sec. 24 of PD 705. A statistical sampling method at 5% sampling was undertaken within the second growth (residual) forests – Block I, II, III, IV, V & VI. The different management blocks were reviewed and evaluated based on forest resources condition maps prepared in 1969 and 1980; and SPOT Satellite Land Use maps prepared by NAMRIA based on the 1987 and 1988 SPOT satellite data. Prior to ground survey and verification, the coverage of operable and inoperable areas were determined and delineated on the map. Inventory sampling design at 5% sampling was conducted over Block I to VI. Each plot had a dimension of 20 x 50 m. (0.1 ha). The number of regeneration (seedlings with a diameter of 0 to 5 cm) and saplings (diameter of 6 cm to 15 cm) were determined from sub-plots with a dimension of 2 x 2 m., and 5 x 5 m. respectively. Trees with a diameter at breast height/diameter above buttress (dbh/dab) of 16 cm and larger were tallied within the plot. The inventory was conducted by the CFIT created under DENR Special Order No. 98-827, dated August 21, 1996. The team was composed of DENR personnel from the Forest Management Bureau (FMB) and CENRO representatives from Palanan, Isabela and Casiguran, Aurora, assisted by the company, in August-November 1996. The total gross area covered by the inventory was 22,264 ha. Ground truthing and timber inventory results showed that the operable residual forest, Block I to VI, contains some 12,652 ha. The non-operable area is 9,613 ha of old growth, mossy forest and non-production second growth forest, and those with 50% slope and steeper.
6.3 Cutting System Timber extraction in the area follows selective logging practice, harvesting only trees of prescribed diameter limit and allowable volume of timber in the second growth forest. A sufficient number of healthy mother- trees are left to be the source of seeds and future planting stocks. The method of regulating the allowable cut is by area-volume control.
6.4 Yield Regulation ACA and AAC were estimated based on the inventory mentioned above. The cutting budget of the company’s TLA from 1997 to 2006 is stipulated in its approved MTTMP. With respect to IFMA No. R4-001, 166 Sustainable Management of Tropical Forests – Private Sector Experiences
the cutting plan for the area of natural residual forest is in accordance with its approved Comprehensive Development Management Plan (CDMP).
6.5 Salient Features of Management Plan The 10-year management plan confines cutting only in Blocks I, II, III of the residual forests in Parcel I in consonance with DAO 24, series of 1991. The practice of selective logging system shall be continuously implemented. For the duration of the plan, the company shall log a total area of 3,470 ha with a corresponding regulated volume of 182,280 cum. A 20% timber inventory within the ‘areas programmed for logging operations (APLO) shall be conducted to determine the annual cut. TSI shall be conducted in lieu of reforestation of open and denuded areas. The annual goal will be twice the area programmed for logging operation in consonance with DAO 01 of 1991. A total area of 6,200 ha is programmed for the duration of the plan. The company will protect the area by strengthening its manpower; provide logistic support to its forest patrol, fire, forest pest, diseases control and enforce forest laws. It will emphasize the protection and management of watershed areas inside the concession. Under the plan, the company will co-ordinate with ERBD and other government research agencies in conducting forestry research activities.
6.6 Plan Revision
The MTTMP and CDMP serve as guides for systematic and well managed operations of the TLA and IFMA areas. However, any deviation and/or modification in the approved plans will be submitted to DENR for approval before implementation. Any change in government policy can be a cause for revision, amendment and adjustment of the plans.
6.7 Five-year Integrated Operations Plan
Within the provisions of the 10-year MTTMP, PATECO’s 5-Year IOP for TLA 131-1 specifies the extent of the areas to be logged and the corresponding volume to be harvested and period of operation. The approved IOP includes a proviso that whenever favorable market conditions exist, the company may exceed its annual regulated cut and ACA by ten percent (10%) in any year within the 5-year period, provided that total AAC for the period shall not be exceeded at the end of the 5th year operation. It also stipulates that the company should allocate at least 10% of total log/lumber production to local wood manufacturers/processors. It further reiterates and underlines the important conditions of the TLA relating to SFM, environmental conservation and social obligations.
7.0 ANNUAL LOGGING PLAN & PRE-LOGGING REQUIREMENTS The annual logging plan, incorporating the set-up plans specifies annual logging areas (compartments) and set-ups defined by grid blocks. Further, it provides for pre-logging inventory, tree marking, location of logging camps and log landings; building and maintenance of logging roads, spur roads, skid trials, bridges and culverts; conservation measures, etc. The AAC is regulated by area-volume control. To achieve the sustained yield objectives, selective logging system is followed. Tree marking are done before any logging activity is undertaken. Only trees specified for cutting under DAO No. 12, S-1992 are subjected to timber harvesting. Trees of 20-40 cms and 50% of trees with 60 cms DBH will be protected and allowed to develop for the next cutting cycle. Some of the important pre-logging requirements are the following:
7.1 Conduct of 20% Timber Inventory All areas programmed for logging operation requires the conduct of timber inventory at 20% intensity to determine the sustainable annual cut of the area. Sustainable Management of Tropical Forests – Private Sector Experiences 167
7.2 Tree Marking Procedures a. Establishment of set-up boundary The boundary of a logging set-ups are properly established on the ground by marking/painting of double bands on trees. This serves as a guide and control measure during actual operation. b. Layout of spur roads, skid ways and log landings Spur roads, skid ways and log landings, with its prescribed width and area, are pre-laid on the ground in order to minimize damage to the forest. c. Pre-marking Sampling A sampling check is always conducted inside the set-up in order to get the number of trees of commercial species to be cut and to serve as basis in the computation of marking goal, following the DAO No. 12, S. 1992 formula. d. Marking of Trees to be cut Trees for cutting are marked simultaneously with the marking of residual trees. The trees are painted on the side with an arrow indicating the direction of the fall, to prevent minimal damage to the residual stand. e. Trees to be left as Residuals Residual trees are marked in consecutive order by painting the number on the tree at an appropriate height from ground level. In cases where the number of marked trees is less than the computed total marking goal, the crew goes back to the set-up to mark more trees until the goal is achieved. The marking of residual trees is distributed evenly throughout the logging set-ups. The following rules are observed: (i) Residual in the direction of fall of the tree marked to be felled is not marked; and (ii) No residual trees are marked on pre- laid skidways and other allowable clearings.
7.3 Logging Operations a. Logging Operations Plan PATECO was the first to be granted a multi-year IOP in the Philippines. The 5-year IOP, derived from the approved 10-year MTTMP, is strictly implemented. Any amendment is subject to prior approval before implementation. Pursuant to existing policies, recovery and utilization of logging waste are done immediately after logging. For the 10-year period, logging operations are confined only to the second growth (residual forest, Blocks I, II and portion off Block III) with slopes below 50% and at elevations of less than 1,000 meters above sea level. b. Timber Extraction Method The company follows a selective logging system with directional felling, removes the logs from the cutting area using of a combination truck hauling and tractor skidding. Prior to actual operations, the company follows the prescribed procedures for timber harvesting operation. Harvesting is done under the following techniques: (i) Bataan17 Logging System – use of mobile wrecker/yarder having 175 horsepower engines, either mounted on trucks or on skids, used in areas of rough and broken terrain. This system minimizes the need for roads and is less damaging to the forest; and (ii) Ground Skidding – tractor skidders are used to skid logs on comparatively flat or moderately sloping terrain.
17 Bataan is a province in western Luzon where this system of logging originated. Small mobile yarders/winches and self-loading trucks are employed in this method of log extraction. With the ban of high-lead yarding in the country, this system became very popular and has been adopted by many logging companies. 168 Sustainable Management of Tropical Forests – Private Sector Experiences
7.4 Logging Infrastructure
a. Accessibility PATECO’s logging operation area, up to the cutting area is accessible by land transport. Since the early ‘60s, the company has constructed a total network of 112 km. of all-weather roads. Bridges and culverts were also constructed with the least impairment to forest resources. Indigenous upland dwellers also use the roads.
b. Existing Road Network: Owing to the present logging policy, the company no longer constructs new roads for the period covered in its 10-year MTTMP. Instead, all existing roads used in current operations are rehabilitated and maintained. The company follows the prescribed standards in the repair and maintenance of the existing road network inside the concession area. As the need arises, gravelling and clearing of the drainage system is undertaken on a regular basis. Severely eroded stream banks and road sides are stabilized by structural and vegetative measures. Likewise, bridges and culverts are repaired or replaced on a need basis. Previously abandoned roads needed in the programmed forest development activities are restored and used and those no longer utilized are planted with trees.
c. Equipment Employed: As of December 2002, the company’s equipment inventory showed: 14 bulldozers, 7 log loaders, 6 pay loaders, 6 forklifts, 2 road graders, 1 wheel skidder, 27 logging trucks, 5 dump trucks, 4 skid-mounted yarders/winches, 7 service vehicles and many chainsaws, used for logging operations. The number of logging equipment and machinery conforms to the DENR prescribed policy and regulations. No additional equipment/machinery is used without prior authority from DENR. All equipment and machinery are company owned and marked.
d. Felling and Bucking: The company uses power chainsaws and wedges for felling. Fellers are equipped with protective headgears and other safety devices. Felled trees are bucked to specific log lengths and maximum utilization of each tree is implemented.
f. Log Yarding/Skidding: The company employs skid-mounted stationary yarders/winches and tractors for yarding/skidding. Crawler tractors are used on moderate terrain, while skid-mounted stationary yarders/winches are engine-powered with less than 200 HP. Short cables are used in areas where the employment of tractor skidders is not feasible.
g. Log Loading, Handling and Un-loading: Reo18 5-tonner and 2 -tonner logging trucks are used primarily in transporting logs from the cutting area to the log pond. On moderate terrain, trailers hitched to prime movers are employed in hauling logs. Loading and unloading of logs are done with the use of grapple wheel loaders. Logs and sawn timber are transported by the company’s LCT (landing craft transport) vessel to Gumaca, Quezon where the transshipment depot is located. The products are unloaded and transferred to prime movers and trailers, and transported to the plywood plant and integrated mill site in Maycauayan, Bulacan.
8.0 ANNUAL ALLOWABLE CUT VS. PERMISSIBLE CUT AAC is represented by regulated cut from the approved annual cutting area including Narra trees extracted from the area based on special permit. Permissible cut includes AAC plus unregulated cut coming from tractor and skid routes and other approved clearings as well as useable logging wastes.19
18 Reo trucks are the common names given to US army M35 trucks demilitarized and reinforced for heavy transport. 19 As per the 10-year MTTMP, the AAC is 18,228 cum and considers a volume of useable logging waste equivalent to 30% of the AAC. The volume of unregulated cut is estimate at 5,468 cum thereby resulting to a total permissible cut of 23,698 cum. Sustainable Management of Tropical Forests – Private Sector Experiences 169
8.1 Actual Volume Logged Against ACC Actual volume logged is influenced by various factors. The company’s log harvest for the period 1992 to 2002 has been close to the prescribed cut. From 1992-1996, PATECO’s allowable cut was based on an interim AAC granted by DENR. With the approval of its 10-Year Timber Management Plan (TMP) in 1997, the company’s authorized cut was raised to a realistic benchmark volume of 18,300 cum. This was based on the results of actual 5% statistical inventory of its timber resources. The exact AAC is derived based on the results of a 20% inventory of actual areas programmed for operation for the year. Due to several influencing factors (administrative, security, strategic), there are years when the authorized volume was not harvested. In 1997, the cut volume for the year was a measly 8% of the approved ACC as a result of the 7-month delay in the issuance of ECC for logging operations and approval of its Annual Operating Plan. PATECO was one of the two companies first granted the ECC for logging. The business environment was relatively favorable in subsequent years. For the years 1998 to 2002, the company was able to cut nearly the entire volume of its AAC except for 2001 when it was only able to produce 11,015.71 cum or 60% of its approved cut. Authorized by the DENR, a Timber Drain Study (TDS) was conducted in coordination with the FMB and some logging wastes were reclassified and considered marketable timber and made part of the allowable cut. PATECO initiated the very first study of this kind on residual forest. To date, DENR has not formally approved the results. In 2000, 2,924 cum of logs were extracted from plantations covered by IFMA No. R4-001. The company stopped operations for 8 months after rebels burned its machinery in December 2002. Operation was resumed in August 2003, only to stop towards the end of October, again, due to threats from the New People’s Army because the company has refused to pay “revolutionary taxes”.
8.2 Cost of Production For the period March 1999 to December 2003, the estimated product cost per cum was Php 4,278.00. This amount includes the expenses for TSI, enrichment planting, research, environmental protection, community service contributions, labor, road maintenance, forest taxes and other fees.
8.3 Resource Utilization Plans It is a company policy to maximize utilization of wood materials including wastes or residues, both in the cutting area and in the processing plants. Harvested trees are cut at the base of the buttress nearest to the ground. Quality control is observed in proper log bucking. Logging residues, i.e., tops, branches, stumps, log ends and knocked down trees are salvaged. A portion of logging wastes is given to a cooperative in Dinapigue, Isabela for processing into crating materials, vegetable boxes and as well as for charcoal production.
8.4 Waste Utilization Logging wastes is estimated at about 30% of the sawlog volume. In support of the company’s sustainable forest resource management thrust, recoverable wastes are processed. For the year 1999-2000, of the estimated volume was 9,661 cum, 6,000 cum was processed to wood products; 2,000 cum converted into charcoal as a livelihood project; and 1,661cum used as fuel wood for the company’s boilers. The TDS is a company initiative to maximize waste recovery.
9.0 POST HARVEST OPERATION
9.1 Timber Stand Improvement TSI activities, considered the critical phase in selective logging system, are undertaken in the residual stands to improve the growth, quality and species composition. It follows the guidelines embodied in existing government regulations, e.g., BFD Circular No. 48 of 1983 and DENR Memorandum Circular No. 19 of 1989. 170 Sustainable Management of Tropical Forests – Private Sector Experiences
Basically, TSI consist of refining and liberation cutting. Refining involves cutting of climbers and elimination of poor quality trees. Liberation cutting is the process of releasing potential crop trees from competition posed by older trees through girdling. During the period 1992-1996, the company treated 1,470 ha forest for TSI, at the rate of about 300 ha per year. Subsequently, the treated areas have more than doubled. In 2000, the treated area totaled 694 ha.
9.2 Enrichment Planting Enrichment or supplemental planting is done in areas with poor timber stand, along road sides, within abandoned log landings, skid ways and in other allowable clearings made during the logging operation. The actual extent of enrichment planting depends on the area that requires treatment. Prior to 1997, the company implemented enrichment planting in over 82 ha using Narra and Dipterocarp wildlings. Cultural treatment, i.e. girdling, weeding and cutting of vines was also done. In 1998-1999, supplemental planting was done using Narra, Gmelina arborea as well as fruit bearing trees (guava, papaya) intended for wildlife food in an aggregate area of approximately 25 ha per year. In 2000, enrichment planting using Dipterocarp species and Gmelina arborea was done in over approximately 15 ha.
9.3 Reforestation The timber concession area has no brushlands, open and denuded areas, where a reforestation program can be implemented as brushland areas are located in rocky portions and not suited for reforestation However, these areas are treated by assisted natural regeneration. In plantations, replanting is done after harvesting operations. The company is dedicated to a “greener environment” and as part of its social commitment; the company has entered into Memoranda of Agreement (MOA) with private land owners within the vicinity of the concession area, whereby the company reforests portions of their idle lands. At the moment a total of 347 ha have been reforested. About 50 ha a year are subjected to this scheme. In accordance with DAO No.01 of 1991, the company also doubled its goal on TSI.
10.0 FOREST PROTECTION
10.1 Forest Patrol To institute better forest protection, the company divided its concession area into 4 forest patrol sectors and 21 concession guards are deployed for effective forest protection. The patrol teams are provided with VHF radio transceivers for quick communication. Sixteen guards patrol respective sectors on extended hours to ensure continuous monitoring. Strategic checkpoints were established to curb poaching in the forest and prevent other forest destructions. Forest law enforcement in PATECO is efficient and effective. To boost the system, company aircrafts conduct periodic aerial patrol and reports any sightings of possible encroachment and forest fires.
10.2 Forest Fire Prevention Historically, no forest fires have occurred within the natural forest zones of the concession area. Nonetheless, preventive measures are continuously implemented. Greenbelts and/or firebreaks were established and fire brigades are mobilized especially during dry season. Look-out towers at vantage points are maintained.
10.3 Fire Detection & Preparedness for Fire-Suppression To detect forest fires quickly, 7 existing look-out towers located in the highest points inside the concession are continuously manned. Five (5) look-out towers are located in Diagyan, Dilasag, Aurora and two (2) are in Dinapigue, Isabela. Forest protection officers trained on forest fire fighting and control, are provided with adequate fire fighting equipment and deployed in fire prone areas. Sustainable Management of Tropical Forests – Private Sector Experiences 171
11.0 CONTROL OF FOREST PEST AND DISEASES Regular inspection of the forest is done to detect any breeding of pests and diseases so that it can be dealt with immediately and suitably. This is a routine activity of the timber management, reforestation, survey and protection crews.
12.0 ENVIRONMENTAL CONSERVATION
12.1 Watershed Management Big rivers traverse the concession area, some of which are potential sources of hydroelectric power and water supply for industrial/domestic use. Sufficient forest cover is maintained in the areas to ensure continuous water yield. To prevent or minimize soil erosion, the following measures are undertaken: (1) Implementation of selective logging system to maintain forest cover; (2) Enrichment planting along roadside, log landings, skid ways and inadequately-stocked areas; (3) Construction and maintenance of drainage canals and culverts in road system; (4) Application of structural/vegetative stabilizing measures on roadsides and other potential erosion areas; (5) Strict prohibition of cutting of trees on very steep and unstable slopes; (6) Strict observance of prescribed road standards; (7) “No Touch” policy of river banks (20 meters on both sides); (8) Prevention of kaingin and illegal cutting.
12..2 Water Supply Control Measures The following measures are observed to maintain water supply: (1)Prevention of kaingin and illegal cutting; (2) Logging waste management to maintain free flow of water in rivers and creeks; (3) Maintenance of all drainage systems, culverts and bridges; and (4) Construction of water-retaining dams and check dams to reduce the water current in certain portion of rivers.
12..3 Wildlife and Recreation Management The company cooperates with the Protected Areas and Wildlife Bureau in enforcing game and wildlife rules and regulations. Areas with recreational and aesthetic values, i.e., waterfalls, springs and scenic spots are maintained and protected for eco-tourism purposes.
12..4 Forest Research and Education PATECO’s Forestry Department coordinates with Ecosystem Research & Development Bureau (ERDB) and other government research agencies, particularly the DENR Regional Offices concerned with the conduct of research regarding: (1) Growth & yield studies of “third growth” dipterocarp forest w/ DENR Reg. 2; (2) Utilization of predominant LUS/LKS inside the concession area; (3) Community Forest Program feasibility study with CBFM unit of FMB. Results of studies conducted are made available to concerned government agencies/institutions. The company also has a Forestry Professorial Chair at the College of Forestry, University of the Philippines, Los Banos, Laguna; and has stand-by funds for worthwhile research undertakings. Forestry and agricultural students, numbering more than 20 a year, are accommodated in the concession area for their “practicum” and on-the-job training.
12..5 Wood Utilization The company exported part of its log production until the total log export ban was implemented in 1987. The bulk of volume harvested were processed into lumber at its sawmill, while some are processed into plywood by Philippine Plywood Corp., (processing agreement ended November 1995) and at its veneer and plywood plant at Meycauayan, Bulacan. Logs processed include the company’s own log production, purchased logs and recovered logging wastes. From 1998 onwards, lumber and plywood were mostly processed into builder’s woodworks and doors. In addition to its numerous distributors nationwide, the company also opened 2 retail outlets in Metro Manila to market its wooden products and doors. Direct sales to end-users have improved the company profit earnings and thus, there are plans to open more such outlets. 172 Sustainable Management of Tropical Forests – Private Sector Experiences
12.6 Capacity and Log Requirement of Existing Processing Plants Currently, the company has 2 band-sawmill plants in Dilasag, Aurora. One is a locally- fabricated bandmill with a daily rated capacity of 18,000 board feet, and the other, a Japanese-made automated sawmill with a daily rated capacity of 25,000 board feet. Annual log requirement of these facilities are 12,225 cum and 16,980 cum respectively. Due to the reduced allowable cut, only the Japanese-made sawmill is put in operation because of the saw quality and the small number of laborers employed. Almost all of the lumber production is absorbed by PATECO’s wood processing plant in Meycauayan, Bulacan, to produce lumber core, remanufactured lumber (finger-jointed and laminated), flush type and molded doors, jambs, staircases, base boards, cornices, balusters and other moldings.
12.7 Products and Product Marketing The integrated wood working plant was set up in 1990 as a joint-venture firm with a French window-maker company. Products were mainly windows and stair components, which were exported to the French partner. With a tremendously high operating cost because of the presence of French expatriates, the project ceased operation after 4 years. From the technology and lessons learned, PATECO resumed operations at significantly lower overhead costs. Waste materials previously discarded were utilized and processed with much value added. With trade assistance from the Dutch government, export of moldings was resumed to Europe, particular The Netherlands. Other finished products were exported to Australia. Since the value of export products became uncompetitive, the production shifted to cater to the domestic market. Lessons learned from manufacturing value-added goods from recovered waste and utilization prompted the company to find other end products. Eventually, it bought Craftmaster brand door skins, previously produced by Masonite International Corporation of the US. Finger-jointed quality lumber and lower-grade lumber are used between door facings. The PATECO door was well accepted by the market and demand for supply grew. Last year, the Craftmaster brand was relinquished by Masonite. PATECO molded doors now bear the Masonite brand, sold to nationwide distributors and to end-users in the company’s retail store outlets. The plywood plant produces panels mainly for its flush door manufacturing and continues to sell full size plywood panels and lumber-core boards to its distributors. Other sawn lumber sizes are still being sold to lumber yards.
12.8 Non-Wood Forest Products The forest is abundant with other products like rattan, resin-producing trees and other minor forest products. The company recognizes the value of such products as well the importance of conserving them, and cooperates with DENR in enforcing regulations on non-wood forest products (NWFP). The company also assists in research projects of government agencies for the propagation and improvement of NWFPs.
13.0 PATECO’S ECONOMIC, SOCIAL & ENVIRONMENTAL CONTRIBUTION
13.1 Capital Value PATECO recorded a consistent “capital gains” trend resulting from proper forest management which is favorable for the sustained development of the resource. The company’s TSI/ANR treatments have significantly contributed to the growth of the forest resource. The company conducted a study on non-wood products like rattan and its significant contribution as a regular source of livelihood for non-employees, specifically the Palanan Rattan Gatherers Association (PRGA). The association’s beneficiaries are some 25 Agta20 tribal families who depend on rattan-gathering for their major source of income. Rattan gathering had generated resource rents valued at PhP8.130 M, in constant 1987 prices from 1987-1996. The amount is probably underestimated since valuation is based on recorded rattan extraction at the DENR Substation in Dinapigue, Isabela and of PRGA. Other non-wood products like resins, gums or exudates, and wildlife gathering were not included in the study due to lack of market value data. 20 Agta- indigenous people living in the Sierra Madre Mountain ranges in the island of Luzon. They are part of the Philippine Negrito group who have phenotypically different features: darker skin pigmentation, fuzzy or wooly hair and smaller body size. Sustainable Management of Tropical Forests – Private Sector Experiences 173
13.2 Social Benefit Cost Analysis PATECO conducted a Natural Resource Accounting (NRA) and Social Benefit Cost Analysis (SBCA). The SCBA for the logging operations included indirect benefits such as income increments and business profit increments from business transactions of the company. From 1987-2003, annual income increments generated was PhP51.2 M, for the unskilled, semi-skilled and professional sectors in the locality. The business profit increments generated from company purchases for parts/supplies/materials and fuel/oil/ lubricants used in the operations amounted to PhP70.599 M in current values. The SCBA results showed substantial benefits to society as a result of private investment in the logging operations. The direct costs borne by the company provided a mechanism to effectively protect the forest, increased the resource stock and ensured multiple use and sustainable development. The Economic Internal Rate of Return (EIRR) is very substantial, an indication that society stands to benefit from the presence of the logging operations. This is confirmed by the large Net Present Value (NPV) of PhP78.234 M and PhP59.47 M, respectively for the two social discount rates of 15% and 20% used in the analysis as against the Financial Internal Rate of Return (FIRR) of only 23% and NPVs of PhP16.004 M and Php4.809 M accrued directly to the firm. The Net Present Value is an indicator of the net wealth created from the logging operations.
13.3 Employment and Income to Local Communities Presently, a total of about 340 personnel are regularly employed throughout the various aspects of the company’s business activities. It is supported by unspecified number of seasonal employees hired in response to the high demand orders for local and foreign buyers. Local people get a fair share of company employment and further benefited by income in secondary service activities. Company housing and utilities, health and educational benefits for children are provided.
13.4 Government Revenue PATECO contributes to government revenues through forest charges, fees and taxes. During the period 1992 to 2003, the company paid forest charges that ranged from PHP 4.6M to more than PHP 18M. In 1997, as a result of low production, the company paid less than PHP 2M. Over the 10-year period, the company paid nearly PHP 121M and 40% or PHP 48.4M of which is shared among local government units.
14.0 COMMUNITY SERVICES The company upholds the policy of “giving-back” to the community the benefit it reaped from utilization of the locality’s natural resources. Through the company’s community service program, funds are allocated and materials/supplies are donated to assist communities adjacent to PATECO and adjoining barangays.21 Included in the program are material donations for repairs of school buildings, health and cultural centers and recreational facilities; assistance and construction supplies for DENR field offices in Casiguran and Palanan; construction and maintenance of public roads and bridges; employment/livelihood program; medical/health and anti-malaria program; seedling donations; financial assistance and accommodation of forestry field studies. In mid 1990s, the company spent over PHP 3M on community services. In 1998, PHP 5.3M; and from 2000 onwards, it was averaged at PHP 4M annually.
14.1 Community-Based Forestry Activities The company initiated a community-based forestry project in 1994 by way of MOA with farmers/landowners for the tree planting in their idle lands. To date, there are 125 families from Isabela who actively participate in the program that has resulted to planting of trees in 347.25 ha of erstwhile idle lands. Acceptance to the program is still open to tree-farmers in the locality. Since the issuance of PATECO’s TLA, there have not been any forest occupants in the area except for indigenous nomadic tribes like the Agtas, some of whom are now employed as surveying guides and concession guards. They are allowed their traditional way of life of wildlife hunting for subsistence and customary spiritual offerings.
21 Barangay is the smallest government unit in the Philippines and each municipality is so sub-divided. It is the primary planning and action unit of government programs and projects. It is a forum for the collective opinion of a community. 174 Sustainable Management of Tropical Forests – Private Sector Experiences
14.2 Forest Information and Extension Information campaigns are effectively carried out to individuals, groups or families. Company officers, foresters and concession guards conduct dialogues, seminars and meetings with potential forest occupants and poachers. Pertinent forest laws, rules and regulations, particularly against the practice of kaingin, are discussed and explained to prevent violation. Forest protection and conservation billboards/posters are displayed prominently on entry points to the forest zones and in other strategic places. A consultant group conducts orientation seminars to personnel and workers on the Agta culture- traditional way of life, beliefs and value systems, migratory patterns and roles of men and women. With understanding and respect of the Agta culture, the personnel are able to assist in the preservation of this tribe.
14.3 Food Production Under P.D. 472, the government’s policy on food production, the company continuously develops food production areas to provide food supplies to its personnel. The company distributed planting materials of root crops and citrus to the communities for propagation. Presently, the company has a total of 9.81 ha allocated for the production of basic food staples following the concept of Multiple Cropping System.
14.4 Community Education Barangay Diagyan in Dilasag, Aurora has no high school facilities. The nearest school is in Dilasag, where the company donated a concrete 4-classroom school building. It is around 7 kms. away and PATECO provides a school bus with a dedicated driver to bring the students to and from the school. PATECO has made available to Barangay Diagyan a 6-ha property that serves as the local government center. A proposed high school is envisioned in this area. The area houses the Barangay Hall donated by the company, a talipapa (small market) and some housing. Provided that the municipality can work out a law authorizing the building of a school, PATECO has expressed its willingness to assist by providing the construction materials.
14.5 Employment and Livelihood Projects Residents of communities adjacent to PATECO are given employment opportunities in its sawmill, forest activities and in the sister company engaged in aquaculture. The company also provides funds for livelihood development in cooperation with concerned government units. Part of the company’s logging waste is supplied free to a cooperative in Dinapigue, Isabela, to enable them to derive income. Through PATECO sponsorship, co-op members were taught by the Forest Products Research Institute to manufacture products from logging waste. Likewise, a market match between a manufacturer of pallets and the cooperative was arranged by PATECO. It also provided part of the seed capital and transports products to the buyer, again, free of charge. Another cooperative engaged in rattan crafts, also receives assistance in transporting rattan poles from the forest to the town. Communities around the sawmill are tapped in the company’s charcoal making project. Slabs, out lumber and other sawmill wastes are given to the communities for domestic use. The communities, especially the Agta, are allowed access to medicinal plants from the forest.
14.6 Health PATECO has a clinic with medical personnel available for consultation and treatment. Employees are entitled to free medical services and dependents enjoy 50% subsidy. Cases that cannot be handled at the clinic are transported and referred to the hospital in Casiguran, Aurora. Serious emergency cases are airlifted to Manila for specialized treatment at a hospital where the company has arrangements for employee medical services. The company clinic is open to the people of Dilasag and Dinapigue for free, as their municipalities are not capable of delivering health services. Sustainable Management of Tropical Forests – Private Sector Experiences 175
14.7 Water Supply The company constructed artesian wells in the adjoining communities. The goal of its water supply program is to establish more potable water sources.
14.8 Infrastructure The company gives financial assistance and/or donation for community infrastructure requirements, especially during calamities. To date, the company has donated several concrete bridges, multi-purpose halls, stages and school buildings.
14.9 Tree Planting Program The company has a program that provides free supplies of various seedlings including fruit trees and technical propagation support to the community residents. Part of the program is forest protection and wild life conservation.
14.10Enrichment Enhancement Program The company promotes the enhancement of a stable and healthy environment in the area. Prescribed forestry practices are strictly enforced to prevent forest degradation. To eliminate the negative impacts from environmental disturbances caused by logging operations, the company undertakes: the protection of the watershed of major rivers and stream; maintenance of 20 meters wide vegetation on both sides of stream and river banks; preservation of areas with scientific and aesthetic values for recreation purposes; observance of government policies for efficient anti-pollution in the plant; tree planting program, and; enforcement or waste disposal and recycling.
15.0 CAPACITY OF GOVERNMENT AGENCIES TO ENFORCE SFM Deforestation and forest degradation trend in Philippines shows the weak enforcement of policies and regulations towards SFM. The company’s TLA will expire and it will no longer be renewed. Access to forest development will be in a new form. The Constitution mandates that exploration, development and utilization of natural resources will be under the State’s full control and supervision. The State may enter into co- production, joint venture, or production-sharing agreements with Filipino citizens, corporations or associations with at least sixty percent ownership of concerned areas. To date, the DENR does not have concrete policies on these modes of access for forest development. The company has cordial relationships with DENR and related government agencies. Considering the disturbing and ever-changing policies and IRR with every administration change, the company has managed to conduct the TLA operations adequately and adjusted well with the situations at hand. The Philippine Wood Producers Association (PWPA) has also expressed that the unstable and inconsistent policies and IRR on forestry, and weak enforcement of DENR have contributed to the deterioration of forests.
16.0 FUTURE PLANS PATECO’s timber license will expire at the end of 2006 and continued operation is uncertain. For this major reason, the company has not taken the initiative to have its concession certified under any formal process. Meanwhile, the company is inclined to move into raising large-scale industrial plantations, if policies are conducive. To prepare for the expiration of its TLA expiring in 2006, the company envisioned a plan to phase out the TLA operation and move towards the conversion of its TLA to IFMA. The company has filed its application for conversion of its TLA to IFMA. To date, no concrete policy is in place for converting TLAs.
16.1 IFMA conversion of TLA No. 131-1 Given the chance of conversion to IFMA, or issuance of any appropriate authority for the conduct of forest development, a new Comprehensive Development and Management Plan (CDMP) will be prepared. Inventory, survey and area mapping will be included in the preparation of a CDMP. 176 Sustainable Management of Tropical Forests – Private Sector Experiences
16.2 Phase Out Plan In the event that conversion to IFMA will not be possible, roads leading to the residual and virgin forests will be made impassable except for roads leading to the proposed IFMA and existing IFMA R4-001. Logging equipment and machineries inventory will be prepared for the gradual pull out from the logging area. The human resource will be evaluated for possible employment in the existing IFMA or in affiliated companies, otherwise separation and/or retirement would be the other option. A multi-partite committee will be created to ensure the protection of the area. A detailed plan to set in motion the phase-out will be submitted for approval by DENR in the first quarter of the year preceding the expiry of the TLA. This is to safeguard the adverse effects in the area and the communities since the company ceased its major operation.
17.0 SUCCESS CRITERIA An important criteria in considering PATECO a success, is its fulfillment of its objectives and mission. In spite of the innumerable constraints, the company managed the forest resources on a sustainable basis; complied with all mandated conditions; protected and conserved the forests; provided socio-economic benefits to the communities; contributed to government revenue and co-operated in joint projects with DENR and its Regional offices.
18.0 CONCLUSION PATECO’s case is a study of possibilities, potentials and hurdles faced by a private company in achieving SFM amidst unstable policies and institutional environment. Given the constraints, PATECO has successfully achieved its set objectives, missions and more.
19.0 REFERENCES CFIT (Composite Forest Inventory Team). 1997. Report on the Ground Truthing of the Details shown in the FRCM prepared by SUSTECH and Timber Inventory of the Operable Residual Forests within TLA No. 131-1 of PATECO, Manila, Philippines. DENR. 1982. Timber License Agreement No. 131-1 between Ministry of Natural Resources and PATECO, (Philippines). DENR. 1983. Industrial Tree Plantation Lease Agreement No. 92 between Ministry of Natural Resources and PATECO, (Philippines). DENR. 1992. Industrial Forest Plantation Management Agreement No. R-4-0001 between the Department of Environment & Natural Resources and PATECO, (Philippines). DENR. 1995: Moving CBFM into the 21st Century. DENR’s Strategic Action Plan, (Philippines). DENR. 1997. Approved Environmental Compliance Certificate of Pacific Timber Export Corporation (PATECO), (Philippines). DENR. 2001. Approved Five-Year Integrated Operations Plan (IOP) of Pacific Timber Export Corporation (PATECO), May 2001 – April 2006 (Philippines). DENR. 2003. Environment and Natural Resources Policy Issuances 1987 – June 2003, (Philippines). FAO/RAP. 2001. Forests Out of Bounds: Impacts and Effectiveness of Logging Bans in Natural Forests in Asia Pacific. Bangkok. Govt. of the Philippines. 1975: Forestry Code of the Philippines. Presidential Decree 705, (Philippines). Govt. of the Philippines. 1997: Indigeneous People’s Rights Act of 1997. RA No. 8371, (Philippines). PATECO. 1998. Ten Year Medium Term Timber Management Plan (1997-2006) of Pacific Timber Export Corporation (PATECO) under TLA No. 131-1, (Philippines). PATECO. 1999. Proposed Two Years Integrated Operations Plan for the Calendar Years 1999-2001, (Philippines). PATECO. 2001. Annual Concession Report (ACR) of Pacific Timber Export Corporation (PATECO) for Calendar Year 2000, (Philippines). PATECO. 2001. Proposed Five Years Integrated Operations Plan for the Calendar Years 2001-2006, (Philippines). PATECO. 2002. Annual Concession Report (ACR) of Pacific Timber Export Corporation (PATECO) for Calendar Year 2001, (Philippines). PATECO. 2003. Annual Concession Report (ACR) of Pacific Timber Export Corporation (PATECO) for Calendar Year 2002, (Philippines). PATECO. 2004. Annual Concession Report (ACR) of Pacific Timber Export Corporation (PATECO) for Calendar Year 2003, (Philippines). Sustainable Management of Tropical Forests – Private Sector Experiences 177
TIMBER PRODUCTION PROMOTES REGIONAL AND COMMUNITY DEVELOPMENT IN REMOTE REGIONS OF PAPUA NEW GUINEA: THE CASE OF VANIMO FOREST PRODUCTS PTY. LTD.
LA PRODUCTION DE BOIS FAVORISE LE DÉVELOPPEMENT RÉGIONAL ET COMMUNAUTAIRE DANS DES ZONES RECULEES DE PAPOUASIE-NOUVELLE-GUINÉE LA PRODUCCION DE MADERA ESTIMULA EL DESARROLLO REGIONAL Y COMUN1TARIO EN REGIONES REMOTAS DE PAPUA NUEVA GUINEA: EL CASO DE VANIMO FOREST PRODUCTS PTY. LTD.
P. Tiong Vanimo Forest Products Pty. Ltd.
SUMMARY Vanimo Forest Products Ltd. (VFP) in the Sandaun Province is a private concessionaire under contract with the Government. The concession forest is customarily owned and comprises 287,240 ha of tropical rain forest. After making deductions for non-operational areas such as village, stream buffers, benchmark sites, national parks and inaccessible terrains, the net productive area is reduced to 207, 080 ha. With further adjustment for logged over areas, the remaining commercially productive forest is 190,160 ha. The Timber Licence of VFP covers a period of 20 years from 1990 to 2010. The company follows a sophisticated system of forest management and harvest planning. Yield is regulated by a combination of area to volume proportion as specified in AAC. The concessionaire is allowed to fell only the mature trees of commercial species and is required to leave a healthy residual stock for the future. Except for major roads, which will add to the rural infrastructure and benefit the local communities, all temporary developments such as skid trails and log landings are decommissioned thus allowing the forest to recover its natural state. The Papua New Guinea Forest Authority (PNGFA) provides guidelines and regulations regarding standards and procedures to be adopted in timber management. The package of planning for forest management has the following components: Long-Term Perspective Plan (Project Proposal); 5-Year Forest Working Plan; Environmental Plan; Infrastructure Plan; Finance Plan; Skill Development Plan; Land Use Plan; Business Development Plan, Implementation Schedule; Annual Logging Plan and Set-Up Plan. For its part, the company has been strictly following all the regulations and conditions relating to timber operation and trade as specified in the above cited packages; paying all the levies and premiums due (e.g. reforestation levy, infrastructure maintenance levy, agriculture development levy, provincial government levy, royalties, premium levy on reported logs); and meeting all the company obligations such as infrastructure development, establishment of processing units and post harvest management of logged-over areas. VFP carries out pre-logging restrictions such as pre-harvest assessment of stock, preparation of annual logging plans, demarcation of annual coupes and set-ups, preparation of set-up plans, 100% tree marking and tree positioning on the maps, cutting climbers on marked trees, setting up environmental safeguards establishment of roads, skid trails, log landings and camps following prescribed environmental standards and training of crew. The prescribed log harvest of the Vanimo Timber Area (VTA) as per the Timber Permit (TP) is 300,000 cum during the first five years and 250,000 cum thereafter (years 6 – 20). Starting with 255,000 cum annually, log export is expected to stabilise at 165,000 cum from the 6th year of operation. Species composition varies with site although tree species such as Instia bijuga, Pometia spp and Terminalia spp are the most common over 50 cm dbh. The logging system currently practised is selective cutting which strictly follows the key standards for selection logging in PNG. Since river hauling is not feasible logs are generally transported overland with an average road transportation distance of over 100 km from VTA to the mill yard/logpond in Vanimo. Average logging cost, during the period of January to June 2002 was K 148.21. Logs produced are partly used as input into the sawmill in Vanimo, and partly exported as raw logs. Logging and log/timber export activities are monitored by SGS. Post Logging Operations undertaken are of two types: 1) those required for reporting completion of logging activities in a set-up to obtain clearance of PNGFA and authorization to start work in the next set-up, and 2) silvicultural operations to support SFM. The second type of operations currently is not a requirement. The TPs stipulate only logging plans and not silvicultural management plans for inducing natural regeneration, protecting the crop from fire and other injurious agents, carrying out sanitary and salvage felling operations, scientifically assessing growth and yield, etc. VFP activities generate considerable benefits in terms of government revenue and income/welfare to the land owning local community. It is the prime revenue source of the Sandaun Provincial Government. The annual average of 178 Sustainable Management of Tropical Forests – Private Sector Experiences
charges and levies remitted by VFP during 1999 – 2000 amounted to K 13.1 million. The company makes all the efforts to employ as many local community members as possible (even though they, often, lack the discipline required for work under strenuous conditions), in the logging and milling operations with the peak season employment going over 1000 while the number of nationals in the regular pay roll is 889. The company likewise invests in developing social infrastructure such as schools, hostels, playgrounds, health centres, water supply, communication system and so on, as well as in land and agricultural development. The company also accommodates, to the extent possible, the demands (and compensation claims) of the community, outside of the agreed conditions, in the interest of maintaining social harmony and friendly relationships. Most of all, the landowners are encouraged to participate and involve more actively in the preparation of Annual Logging/Working Plans. The inadequate knowledge on the part of NGOs about the nature of logging under selection system, and the special conditions existing in PNG, has led to the VFP being attacked for violations of TP conditions; and this is a perpetual irritant to the company. No social survey has been carried out to assess the real impact of timber development on the local community and their sustainable livelihood. It is also the general observation that the government is not playing their role properly for supporting the development of the customary landowners and the village community in a transparent and accountable manner.
RESUME La Vanimo Forest Produits Ltd (VFP), dans la province de Sandaun, est une concession privêe attribuêe sous contrat par le gouvernement. La forêt de cette concession est de propriêtê coutumiêre et s’êtend sur 287.240 ha de forêt tropicale humide. Sans compter les aires non operationnelles telles que villages, cours d’eau tampons, terrains en banquettes, pares nationaux et terrains inaccessibles, la superficie productive nette est ramenêe à 207.080 ha. En dêduisant êgalement les secteurs parcourus par les coupes, il reste une forêt commercialement productive de 190.160 ha. Le permis d’exploitation du bois de VFP porte sur une période de 20 ans, de 1990 à 2010. L’entreprise applique un système sophistiqué de gestion forestière et de plans de récolte. L’exploitation est réglée proportionnellement selon une combinaison de possibilité réalisable par surface et par volume, tel que prescrit par la possibilité annuelle réalisable. Le concessionnaire n’est autorisé à couper que les arbres matures des espèces d’intérêt commercial et doit laisser sur pied des stocks résiduels sains pour plus tard. A l’exception des routes principales, qui s’ajouteront à l’infrastructure rurale et profiteront aux communautes locales, tous les aménagements provisoires tels que les pistes de traînage et les dépôts transitoires de grumes sont mis hors de service après les opérations, permettant ainsi à la forêt de recouvrer son état naturel. Les autorités forestières de Papouasie-Nouvelle-Guinée (PNGFA) prévoient des directives et des règlements concernant les normes et les procédures à adopter pour la gestion des bois. L’ensemble des plans de gestion forestière comprend les éléments suivants: plan des perspectives à long terme (proposition de projet); plan des opérations forestières sur cinq ans; plan relatif à l’environnement; plan d’infrastructure; plan financier; plan de développement des aptitudes; plan d’occupation des sols; plan de développement des affaires, programme d’exécution; plan des coupes annuelles et plan d’établissement. Pour sa part, l’entreprise s’est strictement conformée à tous les règlements et toutes les conditions relatives aux opérations et au commerce de bois, tel que spécifié dans l’ensemble des plans cités plus haut; elle a acquitté toutes les taxes et redevances exigees (par ex. taxe de reboisement, redevance pour entretien d’infrastructure, impot de développement agricole, taxe du gouvernement provincial, droits de coupe, impots sur les grumes signalées); elle a également respecté toutes ses obligations concernant, par exemple, le développement d’infrastructures, la création d’unités de transformation et la gestion des aires parcourues par les coupes après la récolte. VFP effectue également les activités prescrites préalables à l’exploitation, telles que l’évaluation du peuplement avant la récolte, la préparation de plans de coupe annuelle, la delimitation des séries annuelles, la préparation des plans d’établissement, le marquage des arbres à 100% et leur pointage sur des cartes, le délianage des arbres marqués, la mise en place de moyens de protection environnementale pour les routes, les pistes de trainage, les dépôts transitoires de grumes et les camps, conformément aux normes relatives a l’environnement et à la formation des équipes. La récolte de grumes prescrite pour la zone d’exploitation du bois, aux termes du permis délivré à Vanimo, se monte à 300.000 m3 pendant les cinq premieres années et a 250.000 m3 par la suite (annees 6 à 20). A partir de 255.000 m3 par an, on s’attend à ce que les exportations de grumes se stabiliseront à 165.000 m3 dès la sixième année d’exploitation. La composition des espèces varie selon l’emplacement, bien que les espèces telles que Instia bijuga, Pometia spp. et Terminalia spp. de plus de 50 cm à hauteur d’homme soient les plus courantes. Le système d’exploitation forestière actuellement pratiqué est la coupe sélective, rigoureusement conforme aux normes principales d’abattages sélectifs en PNG. Le transport fluvial n’étant pas possible, les grumes sont en général transportées par la route à une Sustainable Management of Tropical Forests – Private Sector Experiences 179 distance moyenne de plus de 100 km, de la zone de prélèvement du bois au dépôt/bassin de stockage de Vanimo. Le coût moyen de l’exploitation forestière, durant la pèriode de janvier à juin 2002, a atteint K 148,21. Les grumes produites sont en partie utilisées dans la scierie de Vanimo, et en partie exportées sous forme de grumes brutes. L’exploitation forestière et les activités d’exportation de grumes/bois sont surveillées par le SGS. Les opérations post-abattages exécutées sont de deux types: 1) celles qui sont exigées pour signaler l’achèvement des activités d’exploitation forestière en vue d’obtenir des PNGFA l’autorisation d’entreprendre les travaux dans la série suivante, et 2) les opérations sylvicoles en faveur de l’AFD. Le second type d’opérations ne constitue pas actuellement une prescription. Les permis d’exploitation du bois stipulent uniquement des plans de coupe et non des plans de gestion sylvicole destinés à promouvoir la régénération naturelle, à protéger la récolte contre le feu et d’autres agents nuisibles, à procéder à des coupes sanitaires et de récupération, à évaluer scientifiquement l’accroissement et le rendement, etc... Les activités de VFP produisent des avantages considérables en termes de recettes pour le gouvernement et de revenus/avantages sociaux pour la communauté locale propriétaire des terres. L’entreprise représente la source principale de recettes du gouvernement provincial de Sandaun. La moyenne annuelle des charges et des impôts versés par VFP en 1999-2000 s’est élevée à K 13,1 millions. L’entreprise s’efforce autant que possible d’employer, pour les activitès d’exploitation forestière et de transformation, autant de membres de la communauté locale que possible (bien qu’il leur manque souvent la discipline nécessaire pour travailler dans des conditions pénibles). Pendant la saison de pointe, elle emploie jusqu’à 1000 personnes, tandis que le nombre de ressortissants dans la masse salariale régulière est de 889. Par ailleurs, l’entreprise investit dans le développement d’infrastructures sociales, à savoir des écoles, foyers, terrains de jeu, dispensaires, moyens d’approvisionnement en eau, système de communication etc., ainsi que pour la mise en valeur des terres et le développement agricole. Dans le souci d’entretenir l’harmonie sociale et les bons rapports, l’entreprise cherche également, dans la mesure du possible, à répondre aux demandes (et demandes d’indemnisation) de la communauté qui ne font pas partie des conditions convenues. Par dessus tout, les propriétaires fanciers sont encouragés à participer et à s’impliquer plus activement tors de la préparation des plans annuels de coupe/travail. Le manque de connaissance réelle que possèdent les ONG quant à la nature de l’exploitation forestière par le systeme sélectif et aux conditions particulieres qui existent en PNG a eu pour effet que la VFP a été poursuivie pour infractions aux termes des permis d’exploitation de bois, ce qui est une source d’irritation perpétuelle pour l’entreprise. Aucune enquête sociale n’a été effectuée pour évaluer les incidences réelles de la mise en valeur du bois sur la communauté locale et la durabilité de leurs moyens d’existence. Il est également de l’avis général que le gouvernement ne joue pas correctement, de manière transparente et responsable, son rôle de soutien pour le développement des propriétaires fanciers coutumiers et des communautés villageoises.
RESUMEN Vanimo Forest Products Ltd. (VFP), en la provincia de Sandaun, es un concesionario privado que opera por contrato con el gobierno del pais. El bosque de la concesion se encuentra situado en tierras de propiedad ancestral y comprende 287.240 ha de selva tropical. Despues de restar las areas no aprovechables, tales como poblados, zonas de amortiguacion de cauces, areas testigo, parques nacionales y terrenes inaccesibles, la superficie neta de production se reduce a 207.080 ha. Si se deducen tambien las zonas intervenidas, el bosque de produccion comercial restante cubre una extension de 190.160 ha. La licencia de explotacion de madera de VFP abarca un periodo de veinte anos, de 1990 a 2010. La empresa utiliza un sofisticado sistema de manejo y planificacion del aprovechamiento forestal. La produccion se regula segun una combination de proporciones de volumen y superficie especificadas en la posibilidad de corta anual (PCA). Al concesionario solo se Ie permite talar los arboles maduros de especies comerciales y se Ie exige dejar una masa residual en pie sana para el future. Salvo los caminos principales, que mejoran la infraestructura rural y benefician a las comunidades, todas las obras provisorias, como trochas de arrastre y areas de acopio de trozas, deben levantarse despues de las operaciones para permitir que el bosque recupere su estado natural. La Direction Forestal de Papua Nueva Guinea (PNGFA) establece directrices y reglamentos sobre las normas y procedimientos que se deben adoptar en la producci6n de madera. El marco de planificacion del manejo forestal comprende los siguientes componentes: plan prospectivo a largo plazo (propuesta de proyecto); plan de trabajo forestal quinquenal; plan ambiental; plan de infraestructura; plan financiero; plan de desarrollo de recursos humanos; plan de uso de tierras; plan de desarroilo comercial; programa de ejecucion; plan de extraction maderera anual; y planes para las unidades de manejo. Por su parte, la empresa se ha ajustado estrictamente a todas las reglamentaciones y condiciones relacionadas con la produccion y el comercio de madera estipuladas en los 180 Sustainable Management of Tropical Forests – Private Sector Experiences
mencionados planes; ha pagado todos los gravamenes y derechos correspondientes (p.ej. canon de reforestation, derechos de mantenimiento de infraestructura, impuesto de desarrollo agricola, gravamen gubernamental provincial, derechos de explotacion, impuesto sobre trozas declaradas, etc.); y ha cumplido con todas sus obligaciones en materia de desarrollo de infraestructura, establecimiento de plantas manufactureras y manejo de zones intervenidas posterior al aprovechamiento. VFP tambien aplica medidas previas a las operaciones de extraccion, tales como la evaluation de la masa forestal en pie, preparation de planes anuales de aprovechamiento, delimitation de areas de corta anual y unidades de manejo, preparation de planes para las unidades de manejo, marcado de arboles (100%) y su localization en mapas, corte de trepadoras en los arboles marcados, instauracion de medidas de protection ambiental, establecimiento de caminos, trochas de arrastre, areas de acopio de trozas y campamentos conforme a las normas ecologicas reglamentarias, y capacitacion de personal. El nivel de extraction de madera en troza fijado para el area maderable de Vanimo (VTA) en el permiso de extraction de madera (TP) es de 300.000 m3 durante los primeros cinco anos y 250.000 m3 en los anos subsiguientes (del sexto al vigesimo). Se preve que la exportation de trozas comenzara con un volumen anual de 255.000 m para estabilizarse en un nivel de 165.000 m3 a partir del sexto ano de operaciones. La composition de especies varia segun el area, aunque las especies mas comunes de arboles de mas de 50 cm de DAP son Instia bijuga, Pometia spp y Terminalia spp. El sistema de explotation que se utiliza actualmente se basa en la corta selectiva, siguiendo estrictamente las normas esenciales estipuladas para este metodo de extraction en PNG. Dado que el arrastre por via fluvial no es factible, las trozas normalmente se transportan por tierra con distancias medias de transporte de mas de 100 km desde el area de extraction (VTA) hasta el patio de trozas del aserradero de Vanimo. El costo promedio de extracci6n entre enero y junio de 2002 fue de K. 148,21. Parte de las trozas producidas se utilizan como materia prima en el aserradero de Vanimo y la otra parte se exporta como madera en rollo. Las actividades de extraccion y exportation de trozas /madera son controladas por la SGS. La empresa lleva a cabo dos tipos de operaciones posteriores al aprovechamiento: 1) aquellas requeridas para notificar la finalizacion de actividades en una unidad de manejo a fin de obtener el visto bueno de PNGFA y la autorizacion para comenzar el trabajo en el area siguiente, y 2) tratamientos silvicolas para respaldar la OFS. El segundo tipo de operaciones actualmente no son obligatorias. Los permisos de explotacion solo estipulan el establecimiento de planes de extraccion de madera y no de manejo silvicola para estimular la regeneration natural, proteger e! cultivo contra los incendios u otros agentes nocivos, llevar a cabo cortas de recuperation y limpieza, asegurar la evaluation cientffica del crecimiento y rendimiento, etc. Las actividades de VFP producen beneficios importantes, tanto en materia de ingresos fiscals como en ingresos y servicios sociales para las comunidades locales propietarias de las tierras. La empresa constituye la principal fuente de ingresos del gobierno de la provincia de Sandaun. El promedio anual de impuestos y gravamenes abonados por VFP en 1999 - 2000 fue de K. 13,1 millones. La empresa realiza grandes esfuerzos para emplear, en sus operaciones de extraccion y aserno, a la mayor cantidad posible de miembros de la comunidad local (si bien estos a menudo carecen de la disciplina requerida para trabajar en condiciones extenuantes). Durante la temporada de maxima actividad, VFP emplea a mas de 1000 personas y tiene 889 empleados nacionales en su plantilla permanente. Ademas, la empresa invierte en el desarrollo de infraestructura social como escuelas, albergues, patios de recreo/deportes, centros de salud, suministro de agua, sistemas de comunicationes, etc., asf como tambien en el desarrollo territorial y agrfcola. Por otra parte, trata de satisfacer, en la medida de lo posible, los reclamos (y reivindicaciones) de la comunidad, aun fuera de las condiciones acprdadas, en un esfuerzo por mantener la armonfa social y relaciones amistosas con la poblacion local. Por sobre todas las cosas, VFP alienta a los propietarios de tierras a participar mas activamente en la preparation de planes anuales de trabajo /extraccion. Debido a la falta de conocimiento, por parte de las ONG, de los metodos de extraccion maderera bajo un sistema selective y las condiciones especiales reinantes en PNG, VFP ha sido objeto de ataques por la violation de las condiciones del permiso de explotacion, to cual constituye un factor irritante constante para la empresa. No se ha llevado a cabo ninguna encuesta social para determinar el verdadero impacto de la explotacion de madera en la comunidad local y la sustentabilidad de sus medios de sustento. Por otra parte, la impresion general es que el gobierno no esta ofreciendo el apoyo debido para el desarrollo de las comunidades y los propietarios tradicionales de tierras de forma transparente y responsable. Sustainable Management of Tropical Forests – Private Sector Experiences 181
1.0 BACKGROUND Vanimo Forest Products Pty Ltd is a subsidiary of WTK Realty Pty Ltd, which has been operating Vanimo Timber Area under TP 10-8, since 1991. VTA is located in the Western part of Sanduan (previously West Sepik) Province on the north coast of Papua New Guinea, between 140º 10’ and 142º 00’ minutes longitudes and 2º 40’ and 3º 10’ south latitudes. It is roughly triangular in shape with its western boundary only 11 km from the Indonesia border. From the coast, the area extends up to 40 kilometers inland to the foot of Bewani Mountains, from the western boundary of the Vaniomo harbour. It extends about 80 kilometers along the coast to the Piore River of the Sissano sub-distric of the Aitape District. During mid 1960’s a series of investigations were carried out in the Vanimo Timber Area and in some adjacent areas, with the view to asses the timber resources of the region. The first known survey of the VTA was carried out in 1964. Based on the results of those investigations, the GoPNG purchased from the landowners, in February/March 1967, the timber rights over 6 blocks (blocks 1 to 6) for a period of 40 years. The areas were investigated by several agencies and the resultant findings was synthesized and reported by Forestal International Limited of Canada, in 1975. On the basis of the findings, the GoPNG called tenders from companies for coming to an agreement for the development of the VTA. The response was generally poor; and the successful applicant either failed to meet the commitment or was unable to come to a suitable agreement with the national government. An attempt was made to develop TRP Block 6 through the West Sepik Development Corporation (WESDECO), a corporate arm of the Provincial Government. But it met mixed reactions as a result of which the venture was eventually wound up. Between 1976 and 1984 a number of companies conducted harvesting on a small scale in areas adjacent to Vanimo Township. The Department of Forest prepared and advertised a new prospectus on VTA (Vanimo TRP Block 1-6) during this period, which resulted in choosing Bunnigns Brothers, one of the renowned timber companies, for developing the area. Final agreement was signed n November 1984 between the newly formed Bunnings Subsidiary, Vanimo Forest Products Limited (VFP) and the GoPng; and TP 10-6 was issued. Bunnings Brothers operated TP 10-6 through VFP for 6 years, 1984-85 to 1990, till the ownership of VFP was disposed off by them. This period can be considered as the initial phase of development of VTA. This phase of development of VTA involved 39,270 ha of forest with estimated commercial volume of 2,453 cum of timber stand. The GoPNG and VFP (Bunnings Borthers) as parties to TP 10-6 had recognized the uncertainties involved in establishing timber business in Vanimo; and that was reflected in the agreement as it provided for carrying out a feasibility study to finalize the component activities. Accordingly a feasibility study was undertaken by VFP under Bunnings Brothers. Some of the salient points contained in the feasibility study are the following:
a. Log export operation be developed at Serra. b. Consideration be given to the establishment of sawn timber production at Serra. c. Construction of the East-West Road system to proceed as rapidly as possible, commensurate with sound forestry and investment policy. d. Establishment of log export facilities including wharf, housing, workshops and associated infrastructures in Serra. e. Continue the establishment and monitoring of natural regeneration in the logging areas.
In February 1990, Bunnings Brothers sold their subsidiary, VFP, to WTK Realty Group of Malaysia. Under the new ownership, the company, Vanimo Forest Products Pty Ltd retained its name. WTK Realty Group has its headquarters in Sibu, Sarawak, Malaysia and is one of the largest timber- based companies in Malaysia. Started as a family enterprise, WTK Realty Pty Ltd is now a public listed company and it has business interests and investments in Cameroon, Central African Republic, Brazil, Cambodia, Indonesia, Malaysia and PNG; its multiple interests cover timber operations, property development and construction, mining, hotels, supermarkets and general trading. 182 Sustainable Management of Tropical Forests – Private Sector Experiences
In acquiring VFP, the viability of the project has been evident to the new owners from its successful operation for more than five years. The analysis of financial data indicated that the average internal rate of return (RR) for the project was 27.14% which is the average annual rate of return after loan interests, bank fees and charges against the share capital. The IRR shows that the project is very feasible and profitable. Negotiations between the new owner/developer and GoPNG ensued. The results of the feasibility study were the basis on which negotiations have been entered into between the State and the company for further development of the area. All that is contained in the feasibility study also remain as guidelines to the present owners, in developing the area. The negotiations were successfully concluded with the new project agreement signed between VFP and the Independent State of PNG on 5th October 1990. Subsequently Timber Permit 10-8 was issued covering the whole VTA consisting of TRP Blocks 1 to 6, for period of 20 years.
1.1 Timber Permit The whole process was undertaken through the usual steps before a Timber Permit can be granted, involving GoPNG, the National Executive Council, the Forest Minister, PNGFA, the National Forest Board, the National Forest Service, PFMC, the landowners and the proponent of the project. The new Agreement and conditions of TP-10-8 is valid for 20 years starting from 1991, are more stringent than those in the previous one, i.e. TP 10.6. The time gap between the acquisition of VFP in February 1990 by WTK Realty Pty. Ltd. till the issuance of Timber Permit 10-8 on 31st October 1990 was a period of uncertainty for the management, during which no definite plans and investment decisions could be made. Total area of Vanimo TRP Blocks 1-6 is 287, 240 ha. The breakdown of the area by blocks and by productive and unproductive areas is given in Table 1.1. After Adjusting for the area logged during 1985-1990 by the company under the previous ownership, the remaining commercial/productive area available for harvesting under TP 10-8 for 18 to 20 years was estimated as 190, 160ha. Apart from the area included in TP 10-8, VFP had two LFA areas, Bewani and Pegi Pulan, under logging and marketing agreement with local people for a period of 10 years, which expired in 1999/2000.
Table 1.1. Distribution of Vanimo timber (Hectares)
TRP Blocks Productive Area Unproductive Area Net Productive22 Total
Block 1 21,560 6,510 19,160 28,070 Block 2 46,740 11,270 41,740 58,010 Block 3 18,140 6,440 16,040 24,580 Block 4 60,700 3,970 55,500 64,670 Block 5 47,670 12,340 43,070 60,010 Block 6 39,270 12,630 31,570 51,900 Total 234,080.00 53,160 207,080 287,240
1.2 Growing Stock Volume
The summary of the estimated volume of standing timber in the workable portions of the project area is presented in Table 1.2 below.
22 Deductions for village and stream reserves, benchmark areas and national parks, and in accessible areas in each logging block. Sustainable Management of Tropical Forests – Private Sector Experiences 183
Table 1.2. Estimated total volume of timber available in VTA
Volume by d.b.h. classes (‘000 m3) Block Under 50 cm 50 cm 50 cm+ Total 1 18,106 7,875 25,981 2,598.1 2 41,782 16,362 58,144 5,814.4 3 14,821 9,303 24,124 2,412.4 4 48,562 25,364 73,926 7,392.6 5 37,686 37,772 75,458 7,545.8 6 23,930 27,740 51,680 5,168.0 Total 184,887 124,426 309,313 30,931.3
1.3 Project Agreement and Conditions of Timber Permit Apart from the legal requirements to follow all the regulations relating to the timber operations and trade, the Agreement to implement the Vanimo Timber Project and TP 10-8 specify several company obligations. These include, among others, the following:
• Construction of roads, bridges, crossings required for its own purpose and/or required by the agreement (e.g. East-West Highway, Pual Bridge). • Post harvest forest management, including timber stand improvement of 1,000 ha/annually, payment of reforestation levy etc. (The requirements of TSI has since been taken away, by later regulations). • Construction of saw mill and commencement of production. •Township development (facilities to be established, develop and maintained by the company in Vanimo and Serra Townships). • Construction, maintenance and use of wharf, berthing and loading facilities; stevedoring. • Establishing infrastructures for community development (upgrade and construct specified facilities in all TRP Block, such as school class rooms, aid posts, clinics etc). • Maintenance of existing and newly developed facilities.
The Agreement requires the company to post a performance bond in the sum of K 500,000 as a guarantee for compliance. The Agreement stresses the need to employ sound marketing practices and includes an option for the State to purchase up to 25% of the company’s permitted annual log production. It includes penal clauses for omissions and commissions, and specifies levies and premiums payable by the company (e.g. reforestation levy at one Kina per cum, infrastructure maintenance levy at one Kina per cum, agriculture development levy at one Kina per cum, Provincial Government levy at 1.5 Kina per cum and premium on log exports at 5% of the gross FOB value per cum of log exported. The company is obliged to support Papua New Guinean enterprises (and entrepreneurs), and use Papua New Guinean sub-contractors. The Agreement requires that the company shall at all times during the Project’s life undertake to preserve an option for the Sandaun Provincial Government to acquire up to 25% equity in Vanimo Forest Products Pty. Ltd. at market value, of which 5% shall be held by the said Provincial Government in trust for the landowners of the project area. This acquisition of shares shall take place at any time during the Project life at the sole discretion of the Sandaun Provincial Government. The Company shall allow the State, at all times, to inspect the books of account and records of the company relating to their operations and to take extracts or copies there from. Any information acquired by the State as the result of any inspection of the company’s books of account and records shall, except as required by law, be confidential. Also, throughout the continuance of the Agreement the company shall allow the State, at all times, to inspect any aspect of its operations within the project. 184 Sustainable Management of Tropical Forests – Private Sector Experiences
1.4 Prescribed Timber Harvest The project agreement prescribed that the company shall, during the project years shown, be entitled to harvest, process and export, as the case maybe, the volume of logs specified (Table 1.3).
Table 1.3. Prescribed annual harvest in vanimo timber area
Project year Total log harvest (cum) Export (cum) Use in sawmill (cum)
1 300,000 255,000 45,000 2 300,000 245,000 55,000 3 300,000 235,000 65,000 4 300,000 235,000 65,000 5 300,000 215,000 85,000 6 and there after 250,000 165,000 85,000 Variations in actual harvest is permissible within limits, and shortfalls can be carried forward (and excess harvest adjusted) to the following years.
2.0 COMPANY OBJECTIVES Consistent with the provisions of the Agreement, the company objectives are:
•To produce the highest possible yield of timber on a sustained yield basis. • Provide more employment and income earning opportunities for the community. • Promote/ support and generate small business enterprises or spin-off projects. • Contrive more revenues to the PNG Government and the landowners in the form of royalties, taxes and levies.
In order to achieve above objectives the company aims to:
• Promote market for all logs and processed timber, to maximize benefit of all parties involved – the developer, the government and the resource owner. • Produce and market timber and timber products in such a way as to avoid adverse negative impact on the environment normally associated with such an industry. • Ensure that adequate quality and quantity of seed trees and residuals of desirable species are retained to restore full timber stocking and enhance the bio-diversity. • Construct, or cause to be constructed, all the infrastructures enumerated in the Agreement.
3.0 FOREST AND LOCALITY FACTORS The Vanimo area is relatively rich in forest resources, approximately 90% of the land carrying commercial forests. This is mainly due to the low population density, both past and present, over much of the area and also to the relative scarcity of permanent swamps. The most productive and accessible forests occur on the fans and on the better-drained parts of the alluvial plains. A really, however, by far the most important forest occurs on a variety of upland land systems.
3.1 Forest Types The entire forests of VTA can be categorized as tropical rains forests, influenced by an absence of dry season and availability of surface moisture. CSIRO (1972) has distinguished the following types:
Lowland Rain Forests Poor Lowland Rain Forests Hill Rain Forest (Intsia dominant) Hill Rain Forest (Pometia/Intsia association) Sustainable Management of Tropical Forests – Private Sector Experiences 185
The forest is composed of timber species mainly: Pometia, Intsia, Terminalia, Celtis, Dysoxylum, Dracontomellon, Myristica, Vitex, Calophyllum and others such as Sterculia, Spondias, Buchanania, Evodia, Planchonella, Ficus, Pimeleodondron, Maniltoa, Canarium, Alstonia, Elaeocarpus, Pterocarpus, Anthocephalus, and Octomeles . The more predominatly occurring species in the area are Pometia and Instia. Average canopy tree heights are approximately 45m (Pometia) and sub-canopy trees are about 30m high. Species composition is not constant over the whole timber area, although Intsia bijuga, Pometia spp., and Terminalia spp: variably represent the most volume among trees over 50 cm DBH. All three species occur in both lowland and hill rainforest. However, the percentage of Intsia increases in the hill forest, in all blocks. In some Blocks (e.g 3 and 4), about 300 metres above the sea level, one tends to come across large areas of secondary forests. These have resulted from continuous practice of shifting cultivation and landslides in areas where the soil is not stable, e.g. loose sandy and silt loam soils towards Ossima. The secondary forest vegetation is mainly composed of pioneer regrowth species such as Macaranga, Ficus, Evodia, Commersonia, Alphitonia, Althofia, and Trema orientalis. Ground ferns of various types, palms, gingers and orchids are likewise common. Furthermore, there are swampy areas scattered around the Pual River basin inland to the south, in particular Blocks 1 and 2. Some of these swamps are inundated permanently in Blocks 3 and 4 in the coastal areas, while seasonally in blocks 1 and 2. The vegetation of these areas are mainly composed of swamp species such as Camnosperma brevipetiolata, Horsfeildia, Endospermum medullosum,Ficus spp., Macaranga spp., Terminalia complanata, Elaecarrpus, Pandanus, Metroxylum sagu, and Nipa palms. Metroxylum (sago) species, (both wild and edible) dominate the swamp vegetation. The shrub layer is mainly composed of Zingers, Costus, and Donax species. The VTA is composed of five major physiographic regions: (i) the coastal plains, forming a narrow belt in front of steeply rising coastal ranges; although the coastal plains consists of only 1% of the area, it is of major importance as it supports about 45% of the population; (ii) alluvial plains of the major rivers, Pual and Bliri, cross the coastal plain and extend upstream to the foot of the inland ranges; (iii) the coastal ranges rise abruptly from the coastal plain or directly from the sea to altitudes of 1,200 ft or more; (iv) the intermontane lowlands separate the coastal ranges from the inland ranges; and (v) the inland ranges are part of the mountain chain which separates the Sepik drainage system from the coastal one. Major rivers in the area are generally not suitable for floating logs, except perhaps in their lower reaches. The external outlet for timber and timber products is obviously by sea and although there is a dearth of potential harbours along the coastline, particularly in the east, Vanimo provides an excellent all- weather anchorage, and existing port facilities.
3.2 Geology and Soil The geology of the area is relatively recent, dating from the initial development of the “Bewani Geosyncline”. This area forms part of the “northern sedimentary basin of New Guinea” and consists mainly of upper tertiary sediments unconformably overlaying uppermost cretaceous and lower tertiary sediments or crystalline basement. Earthquakes are reported quite frequently in the area, with most occurring in the Torrecelli mountains to the east, and the Bewani mountains to the south. These tremours are believed to be associated with the Bewani- Torrecelli fault system. The soils mostly are slightly to moderately developed, weakly acidic to acidic, and medium to fine texture; they range from shallow to rather deep. Locally, mainly on crests and upper slopes, occur strongly developed, strongly acidic, friable deeper soils.
3.3 Climate The Vanimo area has a wet tropical climate with little variation in rainfall. Mean annual rainfull is 2,620mm on the coast at Vanimo and it tends to decrease in inland to 2,080mm because of the rain shadow effect of the coastal ranges. 186 Sustainable Management of Tropical Forests – Private Sector Experiences
The months June to October generally have less rainfall than the remainder of the year. Despite this, rainfall is quite evenly distributed throughout the year, with the driest months having 160mm on the coast in August, and 130mm inland in July. Although a direct measure of rainfall intensity is not available, up to 150mm has been recorded as falling in 24 hours. There are, on the average, 200 wet days per year at Vanimo with a slightly higher proportion (110 days) occurring in the period from December to May. The annual mean maximum temperature is 30ºC and the mean minimum 22ºC, with only one degree variation in monthly figures through the year. Humidity is high throughout the year and shows little variation. Early morning atmospheric conditions on the foothills and plains are, frequently, saturated or near saturated.
3.4 Land-Owning Population Population in the area is very low. VTA is customarily owned by all the local people living within and in the vicinity of the timber area. Total number of people so involved as per 2,000 census is 12,037, distributed in 1976 households (located in 55 villages and clustered into 26 clan groups). The pre-European history of the Melanesian inhabitants in this area is unknown. It is likely that the coastal people had trading contact with the Malays and thus became to some extent subject to their influence. According to some authorities, the coastal people show some infiltration of Malay blood which find its expression in their physiognomy. The local communities practice gardening and shifting cultivation of an extensive nature. They also hunt, fish, and gather forest food and fruits.
The following are some of the useful tree species utilized by the people, in their livelihood activities.
Fruit Trees Canoe Trees Ficus spp. Octomeles sumatrana Terminalia kaembachii Camnosperma brevipetiolata Gnetum gnemon Red cedar Pometia pinnata Mangifera minor Artocarpus indicus
More intensive gardening is practiced by migrants form Indonesian Papua and by those who live in the vicinity of Vanimo township. Cash-cropping within the TRP area is almost non-existent, except for a few of the villages along the eastern part of the coast who are involved in copra production. Some are engaged in growing coffee (Coffee robusta) and cocoa. There is a lot of potential for coffee, copra, cocoa and cattle. Cocoa and copra grow extremely well in the area. Overall, the land is good for agricultural development. poverty and malnutrition is a major problem. Most inland areas in the Sandaun province have extremely high malnutrition rates. Because of the difference in diet, the population of the coastal villages appear to be much healthier than the inland villagers of Bewani and Ossima. Incidence of AIDS is another cause for worry. Considering the wealth of natural resources at the disposal of the landowners (24 ha per person and 145 ha per family), it is difficult to comprehend how they can continue to be poor. They do not have much to live on partly due to policy flaws, and party due to their attitude towards work and cash economy.
4.0 FOREST MANAGEMENT SYSTEM AND PROCESS The company has put in concentrated efforts to develop a planning package, which is now in place. The planning package has the following components: long term perspective plan; forest working plan; environmental plan; infrastructure plan; finance plan; manning & localization plan; manpower skill development plan; the land use plan; the business development plan; implementation schedule; annual logging plans and set-up plans. These ensure the integrity and standard of compliance with forest and environment related regulations. Sustainable Management of Tropical Forests – Private Sector Experiences 187
The project proposal (Forest Development Plan of Vanimo Forests) submitted by the company as the basis of negotiating the agreement and obtaining the Timber Permit (10-8) serve a long term perspective plan, covering the whole period of the project agreement. The forest working plan is a guideline for regular log extraction, processing and marketing for maximizing benefits, and is prepared but produced and submitted for approval every after three years. The current forest working plan is the 5th in the series. Environmental plans sets out precautionary environmental measure in the logging activities, to either prevent or minimize damage to the environment. It is a requirement mandated by the Department of Conservation and Environment under the Environmental Protection Law. The PNG FA on the other hand has provided guidelines and regulations regarding standards and procedures to be adopted in timber harvest management. A 10% strip-line method of timber cruise is currently used in inventory for pre-operation or tactical planning2. For strategic planning, an enumeration of lighter intensity between 2% to 5% is being undertaken. For the purpose of preparation of the forest working plan and annual logging plan, Blocks 5 and 6 were enumerated at 10% intensity; a 10% inventory was also conducted in Block 1 At present a certain portion of the timber concession is logged each on the basis of area control or volume control plan, which assure continuity of logging operation and timber supply throughout the duration of the TP. The AAC is derived by dividing the estimated total potential harvest based on existing inventory by the duration of the TP say 15-20 years. Subsequently, the area of the annual coupe is determined by the stand density or volume of crop tress, taken from the results of the timber inventory. In effect, yield control by volume has no area restriction. Only areas with sufficient commercial timber stand will be considered for logging. Inadequately stocked sites will be discarded to save on costly road construction and repair. For extracting the AAC as per TP 10-8 (300,000cm) in year 2000, the area harvested was 20,470 ha. The annually harvested area keeps changing from year to year depending on the density of harvestable growth. Sustained yield management, however, requires the determination of the cutting cycle which should be the basis for the calculation of the allowable out. This involved the forecasting of volume of the residual stock when they reach the end of the cutting cycle. Unfortunately, no data are available to calculate growth, yield and mortality of residual stock in relation to stand composition and the years required for one size class to move up to the next higher class, based on diameter increment. Growth models coupled with area and continuous inventory data provide the best way to estimate sustainable harvest and to investigate the impacts of alternative harvesting strategies. The time until the nest viable harvest depends on the nature of the residual stand, its growth rate, harvesting damage and other losses during the cycle. To attain this objective of SFM, proper control and careful execution of the logging operation, coupled with appropriate silvicultural treatment most suited for the particular ecosystem, are instituted and strictly practiced. The landowners are given more active involvement and participation in the planning and preparation of the annual logging plans. Allowing them to voice their opinion on which of the block is to be operated, how they are to be divided into coupes and what priority projects are to be implemented in a given year and so on, will prevent logging blockages as their preferences ad interest will be incorporated in the Annual Logging plans.
4.1 Pre-logging Activities Pre-logging formalities cover a number of activities – i.e. pre-harvest assessment or inventory of stock, preparation of Annual Logging Plan, demarcation of annual coupes and set-ups, exclusion of grave yards and sacred sites, set-up assessments, preparation of set-up plan, 100% tree marking and tree positioning in maps, cutting climbers on marked trees, undertaking environment safeguards such as stream buffers, establishment of roads and skid trails, log landing and camps, training of crew and so on.
2 In considering the resource data of VTA, it must be noted that the last fieldwork, which was the basis of investigation reports of 1970’s was done in 1971 and the passage of time has seen changes in growth and species distribution and decline of net productive area, due to logging and conversion of forests into settlement areas and agricultural lands. To update the resource data, the company is conducting a continuous assessment of the different areas considered for logging 188 Sustainable Management of Tropical Forests – Private Sector Experiences
4.2 Stock Assessment Before logging set-ups are assessed a 10% cruise is done to give a good indication of the availability of timber in a given area. It is also used to map out the fragile, unstable, rough and other sensitive areas, that when logged are prone to environmental damages. Baselines are run parallel to prominent landmarks, such as rivers and ridges. Cruise lines are then established perpendicular to the baselines. The base and cruise lines are pegged every 100 meters for easy monitoring. The distance between cruiselines and the intensity of cruise adopted determines width of the strip. In the past, all trees 20 centimeters and above in diameter used to be recorded. Currently, only trees of 50 cm and above in DBH (commercial size) are recorded. Potential residuals are ignored, as per the new regulations. Species composition, diameter class distribution and stand density influence the growth rate and volume of growing stock. The inventory information is a useful tool in making management decisions, particularly where the system requires TSI and other silvicultural operations for obtaining normally stocked forest in the long run (which is not a requirement in PNG).
4.3 Some Examples of Pre-Harvest Inventory Some examples of pre-harvest inventory in set-ups carried out in 1990 (which covers the range of diameter classes from 20 cm to over 80 cm) and in 1997 and 2002 indicates considerable variations in growing stock density, distribution of diameter classes and species distribution as well as lack of normality (normal series of age gradation or age classes). See Tables 1.4 and 1.5. The 1990 inventory data on Krisa setups 08B and 11R (which covers size classes ranging from 20 cm to over 80 cm DBH) clearly shows lower stock by number of trees per hectare in below 50 cm diameter classes, compared to above 50 cm diameter classes, implying a considerably low volume for harvest at the end of the current cycle. Also, the percentage of Group I species (particularly of Kwila,) is considerably low in lower diameter classes, indicating a lower value residual crop after harvest. The range of available crop of commercial species in the tabulated information ranges from 7.02 cum to 71.29 cum per ha. (In fact, some of the setups, not included in the tabulation here, have a commercial volume of less than 3 cum/ha on less than 2 trees, making timber extraction very expensive).
4.4 Set-up Location and Establishment The logging set-up is the smallest unit for managing natural forest harvest. Set-up boundaries usually follow natural features, such as creeks, roads, cutover boundaries, clan boundaries, etc. The optimum size of a set-up for efficient monitoring is about 150 hectares. The boundary of the set-up are cleared and visibly marked on the ground. 100% tree marking (of trees to be extracted) is done in set-ups and all the marked trees (sometimes only every fifth tree) are positioned in blown up maps of the setup to facilitate logging operations. The marked trees are to be verified by PNGFA staff. Construction of roads of different categories follow Government specifications regarding width of road clearance, sub grade, gradient, percentage of cutting and filing, compacting, bank slope ratio, surfacing, grading and so on.
4.5 Snig Tracks The major snig tracks are located on top of ridges and bottom of valleys, away from rivers and creeks with running water. The Forest Service personnel inspect the tracks to ensure that when opened they will not cause damages to many residuals, the grade is acceptable by environmental standards, will not create much disturbance to the soil and lead unnecessary sedimentation in creeks and rivers. Sustainable Management of Tropical Forests – Private Sector Experiences 189
Table 1.4. Pre-harvest inventory in set-ups in VTA, 1990 Name of Setup: FRISA 11R Name of Setup: KRISA 08B Area of Setup: 137.81 ha Area of Setup: 128.91 ha Percentage of sample inventory: 10 Percentage of sample inventory: 15 Date of inventory: September 1990 Date of inventory: September 1990 Volume per ha Stems per ha Volume per ha Stems per ha Diameter Class (cum) (Number) Diameter Class (cum) (Number) 20-30 cm 1.55 3.73 20-30 cm 2.40 6.15 30-40 cm 4.27 5.35 30-50 cm 4.45 6.04 40-50 cm 6.40 4.22 40-50 cm 4.83 3.70 TOTAL 12.21 13.31 TOTAL 11.68 15.89 50-60 cm 1.95 0.92 50-60 cm 3.00 1.58 60-70 cm 21.88 7.11 60-70 cm 17.23 6.37 70-80 cm 30.32 7.18 70-80 cm 20.42 5.88 >80 cm 17.14 2.96 >80 cm 9.69 2.05 TOTAL 71.29 18.17 TOTAL 50.34 15.38 Occurrence of Species Group (Percent) Occurrence of Species Group (Percent) Below 50 cm Above 50 cm Below 50 cm Above 50 cm Group (Residual) (Crop) Group (Residual) (Crop) 1 26.7 39.92 1 34.19 65.17 2 27.2 27.26 2 26.67 18.87 3 45.8 32.87 3 39.31 15.93 Predominance of Species (Percent) Predominance of Species (Percent) Below 50 cm Above 50 cm Below 50 cm Above 50 cm Species (Residual) (Crop) Species (Residual) (Crop) Intsia bijuga 10.08 27.41 Intsia bijuga 21.11 54.03 Pometia pinnata 9.53 5.69 Pometia pinnata 8.21 6.10 Pimeleodendron 7.84 - Celtis spp 8.43 - spp 6.12 - 8.13 - Myristica spp - 3.34 7.51 4.72 Terminalia spp - 4.94 Celtis spp
Table 1.5. Pre-harvest inventory in set-ups in years 1997 and 2002 in VTA Name of Setup: PL 19 Name of Setup: BA 20 Area of Setup: 133 ha Area of Setup: 150 ha Percentage of sample inventory: 10 Percentage of sample inventory: 10 Date of inventory: February 1997 Date of inventory: October 2002 Volume per ha Stems per ha Volume per ha Stems per ha Diameter Class (cum) (Number) Diameter Class (cum) (Number) 50-60 cm 0 0 50-60 cm 0.09 0.06 60-70 cm 1.89 0.65 60-70 cm 2.26 1.01 70-80 cm 6.40 1.56 70-80 cm 4.18 1.29 >80 cm 10.00 1.63 >80 cm 0.49 0.11 TOTAL 18.29 3.83 TOTAL 7.02 2.48 Occurrence of Species Group (Percent) Occurrence of Species Group (Percent) Below 50 cm Above 50 cm Below 50 cm Above 50 cm Group (Residual) (Crop) Group (Residual) (Crop) 1 Not inventoried 44.82 1 Not inventoried 36.34 2 25.10 2 43.93 3 29.85 3 29.87 Predominance of Species (Percent) Predominance of Species (Percent) Below 50 cm Above 50 cm Below 50 cm Above 50 cm Species (Residual) (Crop) Species (Residual) (Crop) Intsia bijuga Not inventoried 17.50 Instsia biluga Not inventoried 27.84 Pometia pinnata 10.59 Campnosperma spp 11.86 Anisoptera spp 9.12 Dillenia papuana 6.18 Canarium spp 6.05 Terminalia spp 4.20 Palaquim spp 3.40 Note: Differences in percentage and other quantitative information may be noted due to rounding off. 190 Sustainable Management of Tropical Forests – Private Sector Experiences
4.6 Log Ramps and Loading Stations Loading stations are located on high grounds and their area and number must be limited to the barest minimum so as not to create unnecessary disturbance around the place. Placing a log ramps in areas which entail heavy soil excavation and movements is avoided. A natural level area is best suited for this purpose.
4.7 Logging Operations The system of logging carried out is selective cutting as in other cases, with directional felling of trees having a minimum diameter of 50 cm DBH strictly following the PNG Logging Code of Practice and specifically the Key Standards for Selection Logging in PNG. Logging is conducted carefully such that adequate number and volume of residuals are left to form the tree crop for the future. This is being done assuming that the future land use will allow for selective logging and sustained yield management operations, properly monitored and evaluated (though this assumption is not borne out by the TP and the related regulations, which are all designed for one cutting to remove commercial stock). The company is not following any other systems or concepts of logging (e.g. RIL). All operations are mechanized, using chain saws for felling, a combination of crawler tractors and tyred skidders for removing logs to landings and trucks for long distance hauling. The mechanical equipment used for logging in VTA include: excavators and shovels 5, roller/compactor 1, grader 5, tractors 40, bull dozers 34, skidders 11, loaders 19, forklift 10, trucks of different types 47 and chain saws of different specifications 65. These are distributed to logging camps where there are stock of spare parts and facilities for routine repairs, in addition to the main facilities available in the company headquarters in Vanimo. Three logging camps are now in operation. Actual logging operations are carried out by the company crew, divided into 3 teams: Pual, Sereri and Owa. After felling and bucking, the logs are scaled, normally at the stump site, by a licensed scaler (and often re-scaled to meet log export requirements, to the satisfaction of SGS). After scaling, the logs are skidded to the log yards. To avoid soil disturbance, skidding distance is kept to the minimum. Logs in the log yards are hauled, in most cases, to a transit loading point from where it is transported either to the mill yard or log pond in Vanimo. The use of transit loading point is to bring out as many logs as possible when the weather is dry. Average road transportation distance from the forest to Vanimo town is over 100 km; and it takes less than one month from tree felling to the mill yard or log pond. River drive is not feasible in VTA. In view of the long road haulage involved, and the short length of skidding preferred for environmental considerations, the company maintains a comparatively high average road density 20m/ha for main roads and 120m/ha for side roads. The company takes all precautions to reduce logging damages and wastes. The company has to pay the normal changes for avoidable damages to commercial logs. Such damages do not normally exceed 5%. Total damages including high stumps, lops and tops, hollow and low quality materials which cannot be marketed and damages caused to residual trees during logging etc. will, however, be much higher. The sequence of all logging operations are periodically monitored and reviewed by Sandaun Provincial Forestry Office in Vanimo. The company fully observes all the environmental precautions as stipulated – to protect the buffers not to cut prohibited trees or in prohibitedareas, setting apart conservation areas and leaving 2 to 3 seed trees of Kwila (Intsia bijuga) for every 150 ha of forest logged. Sustainable Management of Tropical Forests – Private Sector Experiences 191
4.8 Volume Logged During the period 1991 to 2001, the actual volume logged by the company was as follows.
Year Volume (Cu.m) 1991 101,243 1992 98,852 1993 207,386 1994 254,153 1995 47,236 1996 234,359 1997 271,424 1998 78,961 1999 261,922 2000 282,316 2001 206,486 2002 (Jan-Jun, 6 months) 68,486
In all cases the volume logged was lower than AAC, as per the TP. During the years 1999-2001, the percentages of actual to AAC approved in the TP were 87.3, 94.1 and 68.8 respectively. The company uses the AAC as a guide for preparing the annual logging plan, where the log production targeted depends on a combination of factors including the stock condition of the coupe. The company submits a statement of logs produced on a monthly basis to the authorities and remits the levies and charges due. Royalty of 10 Kina per cum and agriculture levy of one kina per cum directly benefits the landowners. Reforestation levy of one Kina per cum goes to the central government provincial levy of 1.5 kina per cum and infrastructure levy of 2.5 kina per cum are handled by the Provincial Government.
4.9 Post Harvest Operations Post harvest operations are of two types:
a. Required for reporting “completion of logging activities in a setup”, to obtain clearance of PNGFA and authorization to start work in the next setup; and silvicultural operations to support and ensure sustainable forest management. b. Those relating to completion of setup operations include decommissioning of temporary roads and trails, ripping of log landings, cleaning of logging debris in creeks/streams and so on. Representative of PNGFA will verify the completion report to determine whether logging has been done properly. c. Those operations of silvicultural nature include residual tree marking, post harvest inventory, permanent sample plots, TSI, regeneration surveys, protection activities etc. as provided for in the Environmental Plan of the company.
Processing of Logs One element of SFM is the local capability to process the raw material into value-added products. According to the project agreement the company shall, at its own cost, construct a sawmill and install all ancillary plant, machinery, and equipment to commence commercial production not later than the commencement of the third quarter of Project Year 1. The sawmill shall have a log input design capacity of not less than 90,000 cum per annum on a one shift (8 hour) basis, and the Company shall process through the sawmill a minimum of 85,000 cum of logs by Project Year 5 and each Project Year thereafter. The company can exceed the log input volume with prior written approval of the appropriate Government authority. Currently, the sawmill process only Kwila (Intsia bijuga) logs mainly for producing deckings. The recovery ratio is about 192 Sustainable Management of Tropical Forests – Private Sector Experiences
50%. There is no kiln drying facility and the sawn products are air-dried before shipment. Entire production of the sawmill is exported. Currently there is no levy on sawn wood export. The sawmill employs some 380 persons.
4.10 Log Export Round logs are exported mainly to China, Japan and Korea. China mainly takes Group 4 logs. Log export to these countries in 2001 totaled to about 134,000 cum. All log export operations are monitored by SGS. The project agreement specifies: that the company shall at all times comply with the Exports (Control and Valuation) Act, Chapter 108 of the Revised Laws of Papua New Guinea as amended from time to time; that the Company should advise the state of the details of any long term commitment for the sale of logs, subject to the company’s permitted annual log export volume; and, that the Company shall employ sound marketing practices including product research and promotion, product quality control and diversification of market outlets. Price of logs in the world market has continuously fallen during the last few years. While the peeler logs of Kwila (Intsia bijuga) fetches as mush as US $ 100, the average FOB price for prime species currently is only about US $ 55. There is a log shipment premium of 5% over the FOB price, which directly goes for the benefit of landowners. All the logs from VTA are shipped through the Vanimo Harbour. Vanimo Harbour is the only place along the coast which is suitable for anchorage of ocean going vessels. The company now maintains a multi- million Kina wharf capable of berthing and loading of about 10 kiloton vessel.
4.11 Investment and Log Costing Of the total investment in company operations, 15% is accounted by the sawmill and 85% by logging operations.
4.12 Residual Tree Marking Also known as cut over assessment, this is being done to measure the efficiency of the logging crew as regards to their ability to retain sufficient number of undamaged commercial tree residuals for the succeeding cutting cycle. Although it is only confined to a one hectare sample plot for every 200 hectares logged over, it gives a measure of the harvest performance.
4.13 Post harvest Inventory Following the completion of the felling and snigging operations, a post harvest assessment will be undertaken, to determine crop trees remaining, residual crops remaining, logging damages and the efficiency of the logging crew. Comparing the post harvest inventory with the pre-harvest inventory can provide valuable insight on how to conduct logging as a “silvicultural” operation and how to manage the residual stock. The data from the area logged over in 1986, 1987 and 1988, shows that the remaining residual stand of 50 centimeters DBH and up was about 48 cubic meters per hectare. The reason for such a high incidence of mature trees in logged over area is that they are of low-value species which had no market at the time of logging. If they are retained for silvicultural reasons (e.g. minimum distance prescribed between trees marked to be cut), it is a step towards SFM.
4.14 Permanent Sample Plots Permanent sample plots (and also continuous inventory plots) were used to monitor growth and mortality of the residual stands. The number of PSPs prescribed was one plot of one hectare for every 200 hectares of logged over area. Analysis of the data gathered from PSPs in the 1986,1987 and 1988 operations showed that the number of healthy residuals 20 cms and up in diameter left per ha after operation was about 120 and the Sustainable Management of Tropical Forests – Private Sector Experiences 193 volume per hectare was120.6 cum. The data was taken from 21 one-hectare PSPs distributed randomly in the area logged over during the three years. The figure indicates that the logging would have been very light, and the original standing stock would have been very good.
4.15 Timber Stand Improvement Timber stand improvement covers the various silvicultural techniques applied to the management of the logged-over areas, including assisted (gap) regeneration, enrichment planting, canopy manipulation to encourage valuable species and better growth etc. The environmental plan for VTA had originally provided for TSI at the rate of 1,000 per ha per year. After about three years, this activity has been discontinued, as it is currently not a requirement. The company’s obligation is now limited to payment of reforestation levy, even though little is done by PNGFA with that levy, to benefit forestry. Also the landowners make garden in the areas prepared for TSI and later blackmail the company for compensation.
4.16 Regeneration Survey Regeneration surveys are meant to assess the status of natural regeneration and to design measures to ensure adequate regeneration – e.g. leaving adequate number of mother trees, supplementing natural regeneration with artificial planting in lines or blocks etc3. Generally, natural regeneration in VTA is considered to be good. There is no information available on the regenerative capability of individual species under logged-over condition.
4.17 Fire Protection Forest fires are not considered as a problem in VTA; and no fire protection measures (e.g. Fire Crew, Equipment, Lookout Towers, Training in Fire Fighting) are in place. The pre-1991 Forest Policy and regulations had required at least some of the above silvicultural and protection activities as part of the post-logging operations. Under the new Forest Regulation (1996) no post- logging silvicultural activities need be undertaken.
4.18 Log Utilization Logs produced by VFP are utilized partly as input into its sawmill in Vanimo and partly by export as raw logs. Utilization during the last four years have been as given in Table 5.6.
Table 1.6. Log utilization by Vanimo forest products Pty Ltd
Year Log production (Cu.m) Input for saw milling (Cu.m) Log export (Cu.m) 1998 110,785 23,019 67,351 1999 259,652 69,960 117,368 2000 280,977 54,521 209,800 2001 211,342 60,369 134,149 Jan-Jun, 2002
Note: Difference are accounted for by carry forward stock.
Based on log production for export and saw milling, during the period 01 January 2002 to 30 June 2002, total cost per cum of logs (excluding Export Duty) has been estimated as about K148, as follows:
3 The Department of Conservation and Environment did some tree planting in VTA; but it was not continued 194 Sustainable Management of Tropical Forests – Private Sector Experiences
(i) By bature of expenditure (Cost K/cum) ii) By object of expenditure (Cost K/cum) Direct Costs Roading 3.12 Wages (Nationals) 11.60 Survey 3.35 Wages (Expatriates) 15.90 Logging 102.06 Fuel & running costs 33.90 Workshop 10.24 R&M – spare parts 40.10 Townyard 2.26 Equipment hire 0.00 Shipping 12.20 Agriculture levy 1.00 Administration Overheads 14.9 Reforestation levy 1.00 Total Cost 148.15 Provincial Government levy 2.50 Infrastructure levy 1.00 Royalty 10.80 Material & Supplies 1.50 Fruit crop compensation 0.00 Land rental/compensation 2.00 Stevedore wages 1.40 Stevedore expenses 0.00 Power & telephone for working 0.20 Contractor fees 0.90 Total Direct Costs 123.80
Indirect Cost School & aid posts 0.00 Rental 0.00 Lease rental 2.40 Travelling – local 0.40 Travelling – overseas 1.10 Insurance 0.10 Depreciation – equipment 5.50 Depreciation – road/building 0.00 Total Indirect costs 9.50 Administration overheads 14.91 Total Production Costs 148.21
Note: i) The difference in the total I s due to rounding off of the average per cum cost by items. ii) The cost does not include export duty and premium.
Against this, the average price obtained per cum of logs sold during the same period (January-June 2002) was K211.
5.0 BENEFITS GENERATED
5.1 Charges and Levies The Vanimo timber project holds the key to the provincial revenue in the form of royalty money – 25% to Provincial Government and 75% to the landowners of the TRP. Provincial and infrastructure levies provide additional income flow. Export duty (30% of FOB value)and reforestation levy entirely go to the account of the Central Government. Export premium (15% of the FOB value per cum of logs exported) and agriculture levy are meant to directly benefit the landowners, through land owner groups, companies or clan agents. Project and training levies are spent by the company directly for rural/social development projects and training/scholarship activities for the landowners. The government regulations specify the manner of, and responsibility for, the use of various charges and levies. During the period of 01 January 1990 to 30 June 2002 the total of all charges/levies generated based on the Company’s activities amounted to K163.6 million and annual average of K 13.1 million. (see Tables 1.7 and 1.8)
3 The Department of Conservation and Environment did some tree planting in VTA; but it was not continued Sustainable Management of Tropical Forests – Private Sector Experiences 195
Table 1.8. An apportionment of the total charges and levies
Details Total for 12.5 years (Kina) Annual average (Kina) As revenue of Central Government 117,550,794.20 9,404,063.54 As Revenue of Provincial Government 10,318,477.92 825,478.23 For Benefit of Land Owners 35,779,441.76 2,862,352.94 Total 163,648,683.88 13,091,894.71
5.2 Employment Total number of regular employees in the company is 946, consisting of 28 professionals, 183 skilled workers and 735 unskilled workers. Including casual and contractual labour, the peak season employment of unskilled labour, often, goes over 1,00. The company employs 57 expatriate workers, representing 6% of the total (See Table 1.9)
Table 1.9. Details of employment in VFI
Sector Expatriate Nationals Total
Logging 32 532 564 Saw Milling 25 357 382 Total 57 889 946
Expatriates are essentially professional and skilled workers having supervisory and managerial responsibilities, or engaged in skilled operations. National are engaged in a wide range of skilled and unskilled jobs: chainsaw operators, dozer operators, jinkers, loader operators, logging crew, yard crew, road workers, mill floor workers, workshop labour, mess workers, administrative and security staff and so on. The number of national staff tends to be excessive compared to the need. Because of the extra cash income and other benefits derivable, villages in VTA want to have their people employed by the company, particularly if the operations are taking place in their vicinity. For sake of social amity, often, it will be necessary to employ local landowners even when there is no need for extra labour. The company labour is not unionized. Wages are not decided on the basis of collective bargaining. It is based on national minimum wages (with a mark-up added by the company).
5.3 Additional Benefits Additional benefits provided to the employees includes: housing with electricity and water supply, health care, children’s schooling and pick-up for work free of cost, paid holiday for 3 weeks every year, sick leave, accident compensation, group insurance, 3% annual upward adjustment in salary, and retirement benefits. There are different kinds of training programmes organized for upgrading the quality and competence of employees. The localization plan of the company is very vital, as it is aimed to promote the trade skills into the industry, whereby the resource owners would learn to convert their resources into cash economy. Often, the landowners, after obtaining the training tend to expect/demand disproportionate rise in their salary, which often leads to unnecessary tension and dissatisfaction. The company gives high importance for its worker’s safety. The safety record of the company is excellent in that there has not been any fatal incidents or mortality (except for liquor-influenced fights among local workers). Absenteeism and quick turnover are also high among national work force in VFP, compared to the logging outfits in Gulf and Western provinces (probably because of easy access to cheap diversions). 196 Sustainable Management of Tropical Forests – Private Sector Experiences
6.0 STAFFING AND ORGANIZATIONAL STRUCTURE At the company level, there is a Board of Directions supported by a General Manager, who controls four important divisions (Figure A).
7.0 SUPPORT TO SOCIAL/RURAL DEVELOPMENT Apart from the direct cash payments to the landowners, VFP support social/rural development in the area, as part of its annual plan of operation.
8.0 INFRASTRUCTURE DEVELOPMENT As part of the company obligations, VFP has been involved in developing infrastructure in VTA. These include:
• Roads and bridges, including major project such as East-West Highway of about 108 kms length between Bliri river and Pual River, (connecting Aitape with provincial capital Vanimo) and Pual bridge, apart from a large number of branch roads. • Support for maintaining air strips/runways; enhancing the infrastructure of Vanimo Township (e.g. heavy by-pass road, tar sealing of roads, wharf development, crafts school, international school, hotel and shopping facilities). • Providing educational facilities including: building of primary schools, class rooms, dormitories, teacher’s house, administration blocks, recreation areas, toilets, water tanks; supply of desks, school kits. • Providing health facilities including: construction and upgrading of aid posts, clinics, wards, staff houses, water tanks and catchments, ratio stores, toilets and ablution block; operation theatre and mortuary unit in Vanimo; supply of generators. • Mitigating the problem of malnutrition in villages through installing fresh water supply system and guidance services. • During 2002, VFP constructed one double class room, upgraded two aid posts, built 13.5 km of branch road to villages, installed two water supply system and supplied two wokabaut sawmills.
VFP activities have promoted/facilitated local business development and additional employment in service activities. A major spin-off of timber activities by VFP has been the development of local business (retail shops, transport, contract stevedoring, security services etc) and employment for local people as transport workers, security guards, shop assistants, restaurant workers, tailors etc. It is the policy of VFP to promote, support, encourage, and assist Papua New Guinean individuals, groups and companies within the Project Area in the establishment of enterprises, which are capable either of providing goods and services directly and indirectly in support of the Project, or of using products of the Project. The Company provides technical and managerial advice, assistance and artisan training. Sustainable Management of Tropical Forests – Private Sector Experiences 197
Board of Directors
General manager (Executive Director)
Finance & Dy general Manager Administration (See Notes) (See Notes) Production (Serra) Production (Vanimo)
Logging Manager (3) Roading Manager (2) Sawmill Manager (1) Sawmill Survey Manager (1) Production (1) Logging Supervisor (6) Roading (Supervisor (3) Sawmill Supervisor (3) Forest Planning Survey Supervisor (3) Supervisor (1) Log Graders (6) Roading Foreman (3) Sawmill Doctors (3) Foresters (6)
Logging Crew Roading Crew Sawmill Crew Survey Crew Note: The Deputy General Manager controls Managers, Shipping Managers and Personnel Manager Finance and Administration controls Chief Accountant, Marketing Manager, and Administration and Property Manager Responsibility for production activities is shared between two units, Serra and Vanimo Figure A. Organizational structure of Vanimo forest products Pty Ltd VFP has also been promoting small business development through landowners youth groups. The company gives priority to Papua New Guinean subcontractors (e.g. building and maintaining roads and other infrastructures and for wholesale and retail supplies), especially those owned and operated by people from (i) within the Project Area (ii) within Sandaun Province; and (iii) within Papua New Guinea, in that order of priority, where service are available from them at competitive prices and conditions, including work standards. The local business development plan of the company offers business ventures like dump truck hiring, personnel carrier services, carpentry work etc. (to support directly of indirectly the operation of the project) to local establishments. The need to provide fresh foods, fish, meat and vegetables to the Company is yet another means of such business opportunities. The company has identified over 50 such potential opportunities.
9.0 LAND-USE DEVELOPMENT In order to help the landowners to continue land development after the timber operations are terminated, VFP is helping the landowners to improve land uses through development of commercial crops such as Oil Palm, Coffee, Cocoa and Vanilla as well as of fishponds and aqua culture. Fourty (40) sites have been developed for propagating Vanilla. To ensure development of the agriculture projects, the company is providing free cocoa seedlings and vanilla cuttings to all interested landowner in the project. Lack of extension services and marketing facilities are important constraints.
10.0 SCHOLARSHIPS AND HIGHER EDUCATION VFP arranges and sponsors scholarships for higher education of youngsters from land-owning families. While there are primary schools (up to 6th standard) in at least 50% of all the villages in the VTA, high school facilities are available only in Vanimo. Wewak has a technical training college, and the nearest available facilities for professional college education are in Lae and Madang. Presently, there are seven persons among landowners with professional level education: 4 Lawyers, one Journalist, one Forester and one Medical Practitioner. In regard to arranging scholarships the company directly handles the training levy equal to 2% of the amount spent for salary of nationals employed. Scholarships are awarded in consultation with the landowning groups. Currently, there are 15 national students at the Vanimo International School which the company is sponsoring at K 3,000 each or K45,000 per annum. 198 Sustainable Management of Tropical Forests – Private Sector Experiences
11.0 SOCIAL AMENITIES AND CULTURAL ACTIVITIES The company also helps the landowners to enhance their social amenities and cultural activities by sponsoring sports organizations and providing sports facilities, assisting church and religious organization, protecting areas of cultural importance and promoting health and hygiene. Even though the responsibility for maintaining infrastructure is with the Provincial Government, the company often is compelled to carry out that function within its area of operation, as an activity outside its obligation. At the end of each project year, the company makes a report on the performance/achievements of the social development projects undertaken, to the provincial authorities.
12.0 ENVIRONMENTAL CONSERVATION VTA consists of an ecologically important forest area; and it is an important watershed. the project area, it is believed that there are five protected species of birds – four of these are in the Paradisaea family and the fifth one in the Columbidaea family , namely: Circinnurus regius – King Bird of paradise; Craspedophora magnifica – Magnificent Rifle Bird; Manucodia ater - Glossy Mantled Manucode; Paradisaea minor – Lesser Bird of Paradise; Goura Scheepmakeri – Scheepmakeri Crown Pidgeon. There are no endangered species in the area. Even though the local communities have the legal right under customary law, to make gardens (shifting cultivation) and hunt for food, these activites cannot by themselves cause any environmental degradation affecting the natural flora and fauna. In view of the importance of safeguarding the environmental contributions of the area, logging in VTA is being carried out subject to the provisions of an Environmental Plan. The Environmental Plan of VTA prescribes various measures that will be taken to prevent or mitigate the adverse environmental effects; and these, among others, include the following:
• Implementation of selective logging • No logging in rough and precipitous area of 30 degrees and over 100 meters • Exclusive of buffer zone of about 50 meters on river and creek margins, proximity of villages and fragile areas. •Exclusion of sites of cultural, customary, traditional, ethnological and archaeological importance from logging. • Thorough inspection and assessment of logged set-ups to ensure compliance including assessment of damages to residual stand. • Spacing or loading stations not less than 500 meters apart and keeping them away from streams to avoid siltation and debris pollution. • Application of proper standards in road and drainage construction to avoid soil erosion; road clearance to be done only to the extent necessary to keep the road surface dry. • Locate and construct skidding trails in such a way that water is diverted from them. • Cleaning of all logging debris such as cables, drums, ropes, etc. • Application of proper (directional) tree felling and extraction techniques to avoid damage to residual trees. • Implementation of all measures for preservation and conservation of fauna and flora; retaining/increasing game refuge areas. • Keeping unused logging roads closed to outsiders so that they have no free access to the logged-over areas to collect and hunt wild life.
According to the TP and Project Agreement, the company shall not permit (except with the permission of the customary owners) its employees, or its subcontractors, or the employees of any of its subcontractors or agents to make garden, hunt, fish or erect buildings for personal use in the Project Area, its rivers or the sea adjacent thereto. The company takes extra precaution to avoid hostile relationship with landowners; and as far as possible try to accommodate their demands even when they are outside the agreed obligations. Sustainable Management of Tropical Forests – Private Sector Experiences 199
Moreover, all company activities are regularly and periodically monitored and evaluated by PNGFA and the Department of Conservation and Environment.
13.0 FUTURE PROGRAMMES The validity of TP 10-8 (and the corresponding validity of TRP of Vanimo Timber Area) is due to expire in another 6 to 7 years. There is no provision in the Agreement for renewal of the concession for another full cycle; nor is the company interested, for practical reasons: (i) because of the improved infrastructure and other developments, the expectation of direct benefits on the part of landowners is unrealistically high, (ii) there is inadequate information on how the residual stock will behave and the apprehension that the quantity and quality of the second cycle logs will not provide the type of raw material required for the type of the integrated operation envisaged. However, there are still unlogged areas within the concession under TP 10- 8 and VFP is interested in an extension of the present period of TP 10-8 to extract the available timber in the unlogged area. Considering the steps and formalities and the gestation period involved in obtaining a Timber Permit, VFP has submitted to GoPNG, on behalf of WTK Realty Group, a 35 year development proposal for Amanab FMA Blocks 1-4. If the proposal is approved, a new company (subsidiary of WTK) will be formed to manage the development operations.
13.1 Amanab Project Proposal The project proposal envisions an integrated development of forestry and value-added processing of the premium species, in particular Kwila (Intsia bijuga) for export market, utilizing the forest resource of Amanab FMA Blocks 1,2,3,4. The establishment of a fully integrated processing and manufacturing facilities at Kwomtari (Block 4) and the installation of appropriate technology will result in the full on-shore 100% processing of the Kwila volume, estimated to be 45% of species composition within the Intsia bijuga Amanab FMA, after the third year of the project establishment. The project proposes to further add value to the technically peelable species, estimated to contain some 40% of the resource, on-shore at the Vanimo Veneer and Plywood Mill. A limited volume of some 20% of the annual production of round log, consisting of technically upeelable species will be made available for log export. The integrated processing facilities will be supported by a knockdown furniture shop, a moulding, a parquet flooring, and finger joints facilities, including five (5) kiln dryers, each with a capacity of 80cum. The Amanab FMA is located 170 km South of Vanimo, Vanimo Green District, Sandaun Province. It consists of 4 contiguous Blocks with a total gross area of 245,900 hectares, or a net operable area of 142,283 ha (an area of 103,615 ha being non-productive). The overall estimated net stand density is 3,291,000 cum or a sustainable harvest volume of 94,000 cum per annum, stretched over a 35 years period. To conform to the Provincial Government’s need for sustainable socio-economic development within the project area, and with a view to broaden and strengthen the life-base and to ameliorate the living conditions of the local community, the project also plans to promote and to develop integrated agricultural activities, in liaison with the administration of the Province, by improving existing, and establishing new, projects within each of the Blocks of the Amanab FMA. Consistent with the above, the proposal is to focus on the agriculture and community-related projects in the following manner: - Block 1 Support/expand rubber project at Green River and Diaru Block 2 Development of industrial tree plantation; Eaglewood plantation Block 3 Development of 10,000 ha of oil palm plantation Block 4 Development of, and expansion of, coffee and cocoa project 200 Sustainable Management of Tropical Forests – Private Sector Experiences
The potential for cattle ranching in the grassland areas of Blocks 1,2,3 and 4 will be explored including crocodile farming along the Green and Sepik rivers. A cottage industry based upon the abundance of rattan cane and eaglewood, to be based at Kwomtari, will also be explored and technical/logistical assistance to develop the project will be provided. A separate department, to be tasked with the responsibility of ensuring implementation of community- related programmes, will established within the corporate structure of the company.
14.0 SUCCESS CRITERIA AND CONSTRAINTS VFP considers its operations a success in SFM, within the criteria applicable in the context of PNG, particularly considering the constraints in managing customary land.
14.1 Success Criteria
The following are some of the successful aspects of VFP operations
• The company has propitiously comply with all the conditions specified in the TP and Project Agreement, and the stipulations and guidelines contained in NFP 1990, Forestry Act 1991 (as amended), Forest Regulation 1998,m PNG Logging Code of Practice and Key Standards for Selection Logging in PNG 1995, as well as other government regulations and procedures. • Implementation of company activities relating to roading, logging, hauling etc, and land-use management of the concession area are based on a long-term Environment Plan, ensuring that conservation considerations get high priority. • All company operations, particularly those in logging set-ups, are being regularly monitored and evaluated by the relevant government agencies, and they are fully satisfied with the good performance of VFP. • There have been no court cases or other forms of allegations against the company for contravention of agreement conditions or regulations. • The company has ensured that the actual log harvest level has, over the years, been less than the AAC established as per the Agreement. Because of the low intensity of logging and the very low population density in VTA, forest recovery is almost instantaneous, with no adverse environmental impact. • The company realizes that the success of a project depends so much on the cooperation and support of the local people. The company proposals for developing VTA in 1990 had received social acceptability; and VFP continues to maintain harmonious relationship with the land owning community and is always willing to go the extra distance to satisfy their demands (including compensation claims). • The direct and indirect benefits derived by the local people in the form of: royalty share and levies, wage employment in the company, additional income and employment generated in secondary enterprises and service activities, new and improved social infrastructure, rural development projects and localization schemes have gone a long way to improve the overall socio-economic condition o the land owning community of VTA. •Aproperly structured organization and a well-trained and experienced staff of the company have ensured sound and sustainable management of the forests. • While the company has executed a performance bond as required, there has been no occasion for the PNGFA to draw it, for any dereliction on the part of the company.
14.2 Constraints There are still several constraints, but for which better results could have been achieved. These, among others, include the following: Sustainable Management of Tropical Forests – Private Sector Experiences 201
• Customary land tenure, and the distorted interpretation of customary right becoming a sort of “tyranny of the tradition”. While the rights are loudly claimed, the voice about community responsibility is highly muted. This is a subject on which much has been written by Papua New Guineans and expatriate experts. Encumbered by the need to satisfy the unreasonable claims of the community (e.g. claiming new and additional areas over and above those included in the Agreement as cultural and sacred sites, claiming compensation for temporary parking of vehicles due to breakdown etc.), not supported by legal agreement or regulations, often accompanied by road closing to prevent entry (which tantamount to blackmail and extortion), the permit holders find it difficult and highly expensive to maintain social harmony and amity. The combined effect of cost increase and price fall for timber has recently affected the capacity of the company to go out of the terms and conditions of the Agreement, to satisfy the land owners. • Frequent changes in policy, rules, regulations and procedures leading to unanticipated (often unnecessary) costs to the investor, Along with the unpredictable behavior of the landowner groups, these add to the risks and uncertainties4, clouding the investment environment. • The Timber Projects in PNG strictly are log harvesting projects, and not sustainable forest management projects. The conditions of TP and Agreement and all the related regulations deal with one time removal of mature logs (based on diameter limit), and do not deal with: long term management planning, survey and demarcation of permanent boundaries of forest blocks and FMUs (annual corpes/set ups?), inventory of forest resources including study of crop condition and size residual stock survey, sanitary operations, establishment of PSPs for growth and mortality assessment, fire protection measures, TSI, enrichment planning and gap planting to enhance the crop and stock), selection of mother tress, control records for compartments/set ups etc. • In the absence of a clear code for SFM, with landowners looking for a reason to claim compensation (e.g. because TSI has spoiled their garden), the operators prefer to avoid complications by doing only what is legally required, in spite of their inadequacies to address all the dimensions of SFM. • Inadequate efforts on people’s development. The overall condition of the local community landowners leaves much to be desired. They essentially follow hunting and gathering and primitive agricultural practices for livelihood. Standard of cash crop management/production, whether it exists, is poor and not competitive. Small-scale business and artisanal activities using orchids, giant fern, sandalwood, crocodile, rattan and other NWFPs does not seem to prosper (in spite of support from Christian Missions), mainly due to the attitude of the people to cash-based economy. While they receive cash income from the timber operations, they have no aptitude or interest for money management, and is happy to spend it as quickly as possible, being affected by “cargo cult”. There are no meaningful government programmes aimed at integrated community development. Comprehensive social surveys have also not been done as a necessary step towards identifying the underlying causes for the situation and designing people-oriented rural development. • Misinformed campaigns and irresponsible behaviour on the part of some NGOs. NGOs often tend to sensationalize matters by bringing forth allegations. To site an example: Forest Monitor Ltd. And Individual and Community Rights Advocacy Forum Inc. wildly alleged that VFP has violated at least 13 of the Key Standards of the PNG Loggings Code of Practice. The NGOs claim to have conducted an environmental and social impact assessment of the VFP operation in May 1999. The company was not notified about it, as courtesy would demand; nor the company staff interviewed to check the veracity of their information. Some of the allegations are outright false: e.g. the allegations that culturally significant areas have been negligently damaged (no such cases have happened); a fledgling palm seed export business have been threatened (no such business exists in VTA); clean water for processing sago has been
4 Currently, there is no export duty on sawn wood, being a measure to encouraging local processing. But it is not clear how long this incentive will continue and whether there will also be a premium on export of sawnwood. 202 Sustainable Management of Tropical Forests – Private Sector Experiences
damaged (no sago processing business within VTA). In others, the company is blamed for delays without looking into the reasons for the delay – e.g. the delay in the completing East- West Highway (the delay was due to the time taken to decide on alternative alignment involving longer distance and to obtain agreement of all parties involved). Yet, others are the result of ignorance –e.g. undersized logs are cut by the company (in any operation undersized logs may result from utilizing top log from a tree or from utilizing trees felled for road clearance). Probably, the NGOs preferred the version of someone who has an axe to grind against VFP. • The week law and order situation in the country is yet another constraint, though not specific to logging and forest management.
15.0 CONCLUSIONS In the present situation of low population density and limited access to outsiders, logged over forests can recover fast, supported by congenial weather and soil condition. In the long run, however, the situation is likely to change and controlled access can cause havoc on the land. Evidence of it can already be seen in the areas surrounding the major cities, to a radius of several kilometer (e.g. Port Moresby). A change in the attitude of customary landowners in favor of sustainable land use; appropriate modifications to the land tenure systems, to be capable of facilitating economic growth; an enhanced and realistic forest and land use policies; and an all-out effort for human resource development at the rural level, may provide the key to effectively improve the situation.
16.0 ACKNOWLEDGEMENT The author wishes to express his profound thanks to Dr. C. Chandrasekharan ITTO consultant for his support and guidance in preparing this case study. Sincere appreciation is likewise extended to the officers and staff of the PNG Forest Authority and Department of Environment and Conservation for their unending cooperation and assistance towards the successful implementation of company projects and operations and last but not the least, due recognition is also in order to the men and women of the Vanimo Forest Products Limited for their unselfish and outstanding direction for the company and for their assistance in compiling the necessary information. Sustainable Management of Tropical Forests – Private Sector Experiences 203
PRODUCERS’ CO-OPERATIVES ENSURE BETTER MANAGEMENT OF AND ENHANCED INCOME FROM, NON-WOOD FOREST PRODUCTS AND EMPOWER THE COMMUNITY: THE CASE OF MADHYA PRADASH STATE MINOR FOREST PRODUCE (TRADE AND DEVELOPMENT) CO-OPERATIVE FEDERATION LTD.
LES COOPERATIVES DE PRODUCTEURS PERMETTENT DE MIEUX GERER LES PRODUITS FORESTIERS NON LIGNEUX, D’AUGMENTER LES REVENUS A EN TIRER, ET DE RESPONSABILISER LA COMMUNAUTÉ: LE CAS DE LA MINOR FOREST PRODUCTS (TRADE AND DEVELOPMENT) CO-OPERATIVE LTD DANS L’ETAT DE MADHYA PRADESH LAS COOPERATIVAS DE PRODUCTORES PERMITEN ASEGURAR UNA MEJOR ORDENACIÓN DE LOS PRODUCTOS FORESTALES NO MADERABLES, DERIVAR MAYORES INGRESOS DE LOS MISMOS Y POTENCIAR A LAS COMUNIDADES: EL CASO DE LA MADHYA PRADESH MINOR FOREST PRODUCE (TRADE AND DEVELOPMENT) CO-OPERATIVE FEDERATION LTD.
R. Prasad Conservador en Jefe Principal de Bosques Madhya Pradesh State, India
SUMMARY Madhya Pradesh State Minor Forest Produce (Trade and Development) Co-operative Federation Ltd. (MP-MFP-CFL or simply the Co-operative), an autonomous body, was established in 1984. It is the responsible and regulatory authority for resource management, harvesting, trading and development of non-wood forest products (NWFPs) in Madhya Pradesh state, one of the 35 States and Union Territories in India. Its jurisdiction covers mostly the deciduous tropical forests of central India. The prime purpose of the Co-operative, is to save the minor forest produce (MFP) collectors from the clutches of middle men; to ensure fair wages and benefits to the collectors; to rationalize marketing of products; to empower the community in managing their own affairs through appropriate institutional arrangements; and to ensure that the resources are sustainably managed and protected. The establishment of the Co-operative was prompted by the Constitutional Amendments 73 and 74 which provided for transfer of ownership of NWFPs to Gram Sabhas/ Panchayats (please explain) in States having sizable tribal population, and the policy of the MP State Government to promote the development of the backward and tribal communities. Following a pyramidal structure, the Co-operative, is comprised of 1,947 Primary Societies (with a total membership of 5 million MFP gatherers) in which all the NWFP collecting families are members, formed into 58 District MFP Co-operative Unions and a National Apex Body. The extent of forests falling under the purview of the Co-operative is about 8.6 million ha; and the Federation, at various levels in its structure, employs about 50,000 people. The rights and privileges of the members of the primary societies, their responsibilities in terms of managing the resources and delivering the products at the collection centers, payment of wages and sharing of benefits equitably, the functions and roles of the higher level bodies in the hierarchy have all been specified in the Memorandum of Association of the Co-operative. The primary MFP collector’s co-operative society (PCCS), forms part of the bottom tier. Any tendu (beedi) leaf plucker who is an adult and a normal and permanent resident of the area can become member of the PCCS by paying a membership fee of Rs.20. Such a co-operative society could spatially cover one village or more depending upon their population and nearness to the forests. For the management of PCCS, a 15-member “Management Committee” which includes a nominated forest department official who is also designated as the nodal officer, is to be formed. The Management Committee in turn elects a President and Vice-President. The District MFP Co-operative Union (DCU) is the mid-tier in the 3-tier structure. DCUs have a 16-member committee, of which 10 are elected by the primary collectors and 6 are nominated members. The latter category includes the Divisional Forest Officer as the ex-officio Managing Director of the DCU and the President of the District Cooperative Bank as another ex-officio member. DCUs provide help and guidance to the PCCS in the collection and trade of NWFPs and ensure that all the prescribed tasks are carried out properly. The MP-MFP-CFL is the State level apex body of the cooperative structure. The Board of Directors has 18 members of whom 9 are elected and 3 (Principal Secretaries of Government Departments of Forest, Finance and Co- operatives) are State Government nominees. Six are ex-officio members, one of whom is a Forest Officer serving as Managing Director of the Federation. The Co-operative has the primary role of formulating trade and development related policies, and to provide overall direction and guidance. 204 Sustainable Management of Tropical Forests – Private Sector Experiences
In the MP State, tendu patta (leaves of Diospyros melanoxylon), sal seeds, harra (fruits of Terminalia chebula) and gums are nationalized produces, directly falling under the purview of the Co-operative, whereas the other NWFP’s being non-nationalized can be collected and traded freely. The first NWFP, which was brought under the State monopoly, as early as in 1964, was tendu leaves, solely because of the very high revenue potential for the State government. Beedi (Diospyros melanoxylon) leaves, constitute an NWFP of considerable economic importance with an estimated 350,000 t of leaves, worth about US$ 200 million, collected annually throughout the forests of India. Madhya Pradesh is the largest beedi leaf producing State (41% of total production), followed by Orissa (17%), Maharashtra (15%) and Andhra Pradesh (13%). India exported some 4,700 t of beedi leaves in 1991-1992. Harvesting is conducted manually during the tendu season spanning a month and half to two months in the hot summer of April-May. Generally, collection starts in the last week of April and ends before the pre-monsoon showers (first week of June), even though the peak harvest season lasts for less than a month. The actual period of harvest may vary between locality. Leaves are generally plucked in the early morning at sunrise and continues for about 5-6 hours before the sun gets too hot. The process essentially consists of four closely related steps: (i) walking to and from the tendu growing areas, (ii) plucking of leaves, (iii) sorting and tying the leaves in small bundles of 50 leaves, popularly known as ‘pudas’, and (iv) delivery of the bundles at the collection centres, or ‘phads’. The collected beedi leaves are sold periodically in auction sales and the profit gets ploughed back for enhancing the welfare and development (infrastructure, health, education, technology etc) of the community who are also the Co- operative members. In 1998, for example the Co-operative paid Rs. 1,818 million as collection wages and distributed Rs. 1,270 million as net profit amongst various stakeholders engaged in collection and trade of the leaves. Beedi leaves are purchased by contractors and manufacturers at an average rate of Rs.22.50 per kg (each standard bag of leaves on an average weighs 40 kg, and average sale price is Rs.900 per bag). Each collector receives Rs.11.25 per kg as wages, Rs.3.12 as incentive or bonus. The Federation and District Union also receive a token commission of Rs. 1 per standard bag. One kg of leaves are converted into 1,500 beedis valued at Rs.200 (US $ 4.50) paid by the end consumers. Rs.54 are spent as wages for rolling of 1,500 beedis, Rs. 23 on transport, distribution, storage, packaging and labour charge and about Rs.20 for materials (tobacco, thread, paper), taxes, market promotion etc. The beedis are distributed to district level dealers by the industrial units, through the state/regional level agents. District level dealers distribute beedis to grocery shops and retail outlets. Finally, at the consumer level, a beedi costs Rs. 0.12 to 0.20 depending upon the quality and brand. Average price spread in the trade channel is: collector’s share 7.2%; manufacturing and marketing cost 46.5%; marketing margin for all actors in the chain (including the Co-operative) 46.3%. Apart from beedi leaves, some of the societies are also involved in producing other nationalised NWFPs such as sal (Shorea robusta) seeds, gums, harra (Terminalia chebula), and medicinal plants. In addition to the nationalized NWFPs a number of important and valuable non-nationalised produces like aonla (Emblica officinalis), chironji (Buchanania lanzan), mahua (Madhuca latifolia), chirota (Cassia tora), neem seed (Azadirachta indica), mahul (Bauhinia vahlii), patta, honey, tamarind (Tamrindus indica) etc. are also found in the forests of MP. Non-beedi produce however, account for only 10% of total NWFP production. The establishment of the Co-operative has helped greatly to enhance the welfare of the community involved, in terms of added employment and income, insurance coverage, social amenities and so on. The highlights of the case, for considering it a success story, include the following: Organisation of primary producers of NWFPs within a strong federated co-operative structure; Rationalisation of NWFP marketing to ensure remunerative prices; Equitable distribution of benefits to the members of the primary co-operatives; Sustainable management of NWFP production; Extension and technology support within the co-operative system; Wide spread participation of rural families and community empowerment.
RESUME Dans l’Etat de Madhya Pradesh, la Minor Forest Products (Trade and Development) Co-operative Ltd (MP-MFP-CFl ou simplement la Coopérative) est un organisme autonome créé en 1984. C’est l’autorité chargée de réglementer la gestion, les ressources en produits forestiers non ligneux (PFNL), ainsi que leurs récolte, commerce et mise en valeur dans l’Etat de Madhya Pradesh, un des 35 Etats et territoires de l’Union indienne. Sa juridiction couvre en grande partie les forêts tropicales décidues du centre de l’Inde. Le but primordial de la Coopérative est de protéger les récolteurs de produits forestiers secondaires (PFS) de l’emprise d’intermédiaires; de garantir des salaires et des bénéfices équitables aux récolteurs; de rationaliser la commercialisation des produits; de permettre à la communauté de gérer ses propres affaires par des arrangements institutionnels appropriés; et de garantir la gestion et la protection durables des ressources. Sustainable Management of Tropical Forests – Private Sector Experiences 205
La Coopérative a été créée à la suite des amendements constitutionnels 73 et 74 qui prévoyaient le transfert de la propriété des PFNL aux Gram Sabhas/Panchayats (conseil d’administration élu au niveau des villages) dans les Etats ayant une forte composante de population tribale. Selon une structure pyramidale, la Coopérative est composée de 1.947 entreprises primaires (comptant au total 5 millions de récolteurs de PFS) dont font partie toutes les familles récoltant des PFNL, constituées en 58 unions coopératives PFS locales chapeautées par un organisme national. Le domaine de compétence de la Coopérative s’étend sur environ 8,6 millions d’ha de forêt; et la Fédération, à divers niveaux de sa structure, emploie environ 50.000 personnes. Les droits et privilèges des membres des entreprises primaires, leurs responsabilités en termes de gestion des ressources et de livraison des produits aux centres de ramassage, le paiement des salaires et le partage équitable des bénéfices, les fonctions et les rôles aux niveaux supérieurs de la hiérarchie, ont tous été définis dans le mémorandum d’association de la Coopérative. L’échelon primaire de société coopérative des récolteurs de PFS (PCCS) se trouve à la base de la pyramide. Tout cueilleur de feuilles de tendu (beedi), adulte et résident normal et permanent dans la zone, peut devenir membre du PCCS en payant une cotisation d’inscription de Rs.20. Une telle société coopérative peut couvrir un ou plusieurs villages en fonction de leur population et de la proximité des forêts. Pour gérer les PCCS, un “comité de gestion” doit être formé. Il compte 15 membres, dont un fonctionnaire nommé par le Département des forêts et désigné également point de contact. Le comité de gestion élit à son tour un président et un vice-président. L’union coopérative PFS locale (DCU) se trouve au rang intermédiaire de la structure en 3 échelons. Les DCU ont un comité de 16 membres, dont 10 sont élus par les récolteurs primaires et 6 sont nommés. Cette dernière catégorie inclut le responsable de la Division forestière en tant que directeur général ès qualité de la DCU et le président de la banque coopérative locale également en tant que membre ès qualité. Les DCU fournissent à la PCCS une aide et des conseils en matière de récolte et de commerce des PFNL et s’assurent que toutes les tâches prescrites sont effectuées correctement. La MP-PFS-CFL est l’organe suprême de la structure coopérative au niveau de l’Etat. Le conseil d’administration est composé de 18 membres dont 9 sont élus et 3 sont nommés par le gouvernement de l’Etat. Six d’entre eux sont des membres ès qualité, dont un forestier qui est directeur administratif de la Fédération. La fonction primordiale de la Coopérative consiste à formuler les politiques en matière de commerce et de développement, et à formuler des orientations et des directives générales. Dans l’Etat de MP, les tendu patta (feuilles de Diospyros melanoxylon), les graines de sal, les harra (fruits de Terminalia chebula) et les gommes sont des produits nationalisés qui relèvent directement des compétences de la Coopérative, tandis que les autres PFNL qui ne sont pas nationalisés peuvent être récoltés et commercialisés librement. Le premier PFNL introduit sous le monopole de l’Etat, dès 1964, a été la feuille de tendu, uniquement parce qu’elle représentait un potentiel très élevé de recettes pour le gouvernement de l’Etat. La feuille de Beedi (Diospyros melanoxylon) est un PFNL d’importance économique considérable, sa récolte annuelle dans toutes les forêts de l’Inde étant estimée à 350.000 t environ, soit une valeur d’environ 200 millions de dollars E.-U.. L’Etat de Madhya Pradesh est le plus grand producteur de feuilles de beedi (41% de la production totale), suivi des Etats d’Orissa (17%), de Maharashtra (15%) et d’Andhra Pradesh (13%). L’Inde a exporté environ 4.700 t de feuilles de beedi en 1991-1992. La récolte se fait manuellement pendant la saison tendu qui dure un mois et demi à deux mois pendant l’été chaud d’avril et mai. En général, la récolte commence pendant la dernière semaine d’avril et se termine avant les averses préalables à la mousson (première semaine de juin), quoique la saison de pointe pour la récolte dure moins d’un mois. La durée réelle de la récolte peut varier selon la localité. Les feuilles sont généralement cueillies tôt le matin au lever du soleil et pendant 5-6 heures environ avant que le soleil ne devienne trop chaud. Le processus se décompose essentiellement en quatre stades étroitement liés: i) aller et retour aux endroits où poussent les arbres tendu, ii) cueillette des feuilles, iii) triage des feuilles et confection de petits paquets de 50 feuilles, connus sous le nom de ‘pudas’, et iv) livraison des paquets aux centres de ramassage, ou ‘phads’. Les feuilles de beedi ramassées sont vendues aux enchères périodiquement et le bénéfice réalisé est réinvesti en vue d’accroître le bien-être et le développement (infrastructure, santé, éducation, technologie etc..) de la communauté, laquelle comprend également les membres de la Coopérative. En 1998, par exemple, la Coopérative a payé Rs. 1.818 millions en salaires de récolte et a distribué Rs. 1.270 millions de bénéfice net parmi les diverses parties prenantes ayant participé à la récolte et au commerce des feuilles. Les feuilles de beedi sont achetées par des entrepreneurs et des fabricants au prix moyen de Rs.22,50 le kg (chaque sac standard de feuilles pèse en moyenne 40 kg et le prix de vente moyen est de Rs.900 le sac). Chaque récolteur reçoit un salaire de Rs.11,25 par kg et Rs.3,12 à titre d’incitation ou de bonus. La Fédération et l’union locale reçoivent également une commission symbolique de Rs. 1 par sac standard (1 sac standard contient 1000 paquets de 50 feuilles chacun). Un kg de feuilles est converti en 1.500 beedis évalués à Rs.200 (US$ 4,50) payés par le consommateur. Rs.54 sont dépensés en tant que salaires pour rouler 1.500 beedis, Rs. 23 pour les frais de transport, distribution, stockage, emballage et main d’oeuvre, et environ Rs.20 pour d’autres éléments (tabac, fil, papier), les impôts, la promotion commerciale, etc.. Les beedis sont distribués aux négociants locaux par les unités industrielles, par l’intermédiaire d’agents de niveau 206 Sustainable Management of Tropical Forests – Private Sector Experiences
étatique/régional. Les négociants locaux distribuent les beedis aux épiceries et aux magasins de détail. Enfin, au niveau du consommateur, un beedi coûte Rs. 0,12 à 0,20 selon la qualité et la marque. La répartition du prix moyen dans la filière commerciale est la suivante: part du récolteur 7,2%; frais de fabrication et de commercialisation 46,5%; marge de commercialisation pour tous les acteurs de la filière (y compris la Coopérative) 46,3%. En dehors des feuilles de beedi, certaines entreprises participantes produisent également d’autres PFNL nationalisés tels que graines de sal (Shorea robusta), gommes, harra (Terminalia chebula) et plantes médicinales. On trouve également dans les forêts du MP un certain nombre d’importants produits de valeur non nationalisés comme aonla (Emblica officinalis), chironji (Buchanania lanzan), mahua (Madhuca atifolia), chirota (Cassia tora), graines de neem (Azadirachta indica), feuilles de mahul (Bauhinia vahlii), miel, tamarin (Tamrindus indica) etc. Cependant, les produits autres que les beedis ne représentent que 10% de production totale de PFNL. La création de la Coopérative a grandement contribué à rehausser le bien-être des communautés participantes, en termes d’emplois et de revenus supplémentaires, d’assurance, de services sociaux etc.. Les principales réalisations dans ce cas, qui permettent de le considérer comme une réussite, incluent ce qui suit: organisation des producteurs primaires de PFNL au sein d’une forte structure coopérative fédérée; rationalisation de la commercialisation des PFNL en vue de garantir des prix rémunérateurs; distribution équitable des bénéfices entre les membres des coopératives primaires; gestion durable de la production des PFNL; soutien par la vulgarisation et la technologie au sein d’un système coopératif; large participation des familles rurales et responsabilisation de la communauté.
RESUMEN La Madhya Pradesh Minor Forest Produce (Trade and Development) Co-operative Federation Ltd. (MP-MFP-CFL, o simplemente la “Cooperativa”), es una entidad autónoma establecida en 1984. La Cooperativa es la autoridad reguladora a cargo de la ordenación, extracción, comercio y desarrollo de productos forestales no maderables (PFNM) en el estado de Madhya Pradesh, uno de los 35 estados y territorios de la Unión de la India. Su jurisdicción cubre la mayor parte de los bosques tropicales caducifolios de la región central de la India. El propósito principal de la Cooperativa es salvar a los recolectores de productos forestales menores (PFM) de las garras de los intermediarios; asegurar salarios y beneficios justos para los recolectores; racionalizar la comercialización de productos; facultar a la comunidad para permitirle manejar sus propios asuntos mediante acuerdos institucionales adecuados; y garantizar la protección y el manejo sostenible de los recursos. El establecimiento de la Cooperativa fue impulsado por las Enmiendas Constitucionales 73 y 74, que estipulaban la transferencia de la propiedad de los PFNM al Gram Sabhas /Panchayats (consejo directivo elegido por la comunidad) en todos aquellos estados con una importante población tribal. Con una estructura piramidal, la Cooperativa comprende 1.947 sociedades primarias (con un total de 5 millones de miembros recolectores de PFM), de las que forman parte todas las familias recolectoras de PFNM, agrupadas en 58 Uniones Cooperativas de Distrito y un organismo central nacional. Los bosques controlados por la Cooperativa tienen una extensión de alrededor de 8,6 millones de hectáreas; y la Federación emplea a aproximadamente 50.000 personas en diferentes niveles de su estructura. Los estatutos de constitución de la Cooperativa definen los derechos y privilegios de los miembros de las sociedades primarias, sus responsabilidades en relación con el manejo de recursos y la entrega de productos en los centros colectores, el pago de salarios y la distribución equitativa de beneficios, y las funciones y mandatos de los órganos de más alto nivel en la jerarquía de la institución. La sociedad cooperativa primaria de extractores de PFM (PCCS) se encuentra en el nivel más bajo de la pirámide. Todos los recolectores de hojas de tendu (beedi) que sean adultos y residentes permanentes de la zona pueden asociarse a la PCCS pagando una cuota de inscripción de Rs. 20. Este tipo de sociedad cooperativa puede cubrir una o más comunidades dependiendo de su población y su proximidad a los bosques. Para el manejo de la PCCS, se debe formar un “Comité de Gestión” de 15 miembros, que incluye un funcionario nombrado por el departamento forestal y designado también como punto de contacto. El Comité de Gestión a su vez elige a su Presidente y Vicepresidente. Las Uniones Cooperativas de Distrito (District Cooperative Unions - DCU) se encuentran en la escala intermedia de la estructura de tres niveles. Las DCU tienen un comité de 16 miembros, 10 de los cuales son elegidos por los recolectores primarios y 6 son nombrados. Esta última categoría incluye un funcionario de la división forestal que se desempeña como el director general ex-oficio de la DCU y el presidente del Banco Cooperativo de Distrito, también como miembro ex-oficio. Las DCU ofrecen ayuda y asesoramiento a la PCCS en la recolección y el comercio de PFNMs y se aseguran de que todas las tareas estipuladas se lleven a cabo adecuadamente. Sustainable Management of Tropical Forests – Private Sector Experiences 207
La MP-MFP-CFL es el órgano superior de la estructura cooperativa en el estado. Su directorio comprende 18 miembros, 9 de los cuales son elegidos y 3 son nombrados por el gobierno estatal. Seis integrantes del directorio son miembros ex-oficio, uno de ellos es un funcionario forestal que se desempeña como director general de la Federación. La Cooperativa tiene la función primordial de formular políticas de comercio y desarrollo y ofrecer una orientación y directrices generales. En el estado de Madhya Pradesh (MP), las tendu patta (hojas de Diospyros melanoxylon), las semillas de Sal, los harra (frutos de Terminalia chebula) y las gomas son productos “nacionalizados” que caen directamente bajo el control de la Cooperativa, mientras que otros PFNM que no han sido “nacionalizados” pueden extraerse y comercializarse libremente. Los primeros PFNM introducidos bajo el monopolio del Estado a partir de 1964 fueron las hojas de tendu, simplemente por su altísimo potencial para generar ingresos para el gobierno estatal. Las hojas de beedi (Diospyros melanoxylon) constituyen un PFNM de importancia económica considerable, estimándose una extracción anual de 350.000 toneladas de hojas de los bosques de la India con un valor de alrededor de US$200 millones. Madhya Pradesh es el principal estado productor de hojas de beedi (41% de la producción total), seguido por Orissa (17%), Maharashtra (15%) y Andhra Pradesh (13%). En 1991-1992, la India exportó alrededor de 4.700 toneladas de hojas de beedi. La extracción se realiza manualmente durante la estación de tendu, que se extiende de un mes y medio a dos meses en el caluroso verano de abril-mayo. En general, la recolección comienza en la última semana de abril y finaliza antes de las lluvias pre-monzónicas (primera semana de junio), a pesar de que la estación de máxima cosecha dura menos de un mes. El período de cosecha efectiva puede variar según la localidad. En general las hojas se recogen temprano en la mañana con la salida del sol y durante unas 5-6 horas hasta que el calor del sol se torna demasiado fuerte. El proceso consiste básicamente en cuatro pasos estrechamente vinculados: (i) caminata de ida y vuelta a las zonas productoras de tendu; (ii) recolección de hojas; (iii) clasificación y atado de hojas en pequeños fardos de 50, comúnmente denominados “pudas”; y (iv) entrega de fardos de hojas en los centros colectores o “phads”. Las hojas de beedi recolectadas se venden periódicamente en subastas y las ganancias se reinvierten para mejorar el bienestar y desarrollo (infraestructura, salud, educación, tecnología, etc.) de las comunidades, que también son miembros de la Cooperativa. En 1998, por ejemplo, la Cooperativa pagó Rs.1.818 millones en salarios para recolectores y distribuyó Rs.1.270 millones de ganancias netas entre las diversas partes dedicadas a la recolección y el comercio de hojas. Las hojas de beedi son compradas por contratistas y fabricantes a un precio promedio de Rs.22,50 por kilogramo (cada bolsa estándar de hojas pesa un promedio de 40 kg y el precio de venta promedio es de Rs.900 por bolsa). Cada recolector recibe Rs. 11,25 por kg en salario y Rs. 3,12 como incentivo o bonificación. La Federación y la Unión de Distrito reciben también una comisión simbólica de Rs.1 por cada bolsa estándar (1 bolsa estándar contiene 1000 fardos de 50 hojas cada uno). Un kilogramo de hojas se convierte en 1.500 beedis cuyo valor, pagado por el consumidor final, es de Rs.200 (US$4,50). Un total de Rs.54 se paga en salarios para el enrollado de 1.500 beedis, Rs.23 en gastos de transporte, distribución, almacenamiento, empaquetado y mano de obra, y alrededor de Rs.20 para materiales (tabaco, hilo, papel), impuestos, promoción en el mercado, etc. Las unidades industriales, a través de los agentes estatales/regionales, distribuyen los beedis a los comerciantes de distrito, quienes a su vez los distribuyen a los negocios y comercios minoristas. Finalmente, cada beedi le cuesta al consumidor entre Rs.0,12 y Rs.0,20 según la calidad y marca. La distribución del precio promedio por toda la cadena comercial es la siguiente: recolectores – 7,2%; costo de fabricación y comercialización – 46,5%; margen comercial para todos los actores de la cadena (inclusive la Cooperativa – 46,3%. Además de las hojas de beedi, algunas de las sociedades se dedican también a la producción de otros PFNM nacionalizados como las semillas de Sal (Shorea robusta), gomas, harra (Terminalia chebula) y plantas medicinales. En los bosques de MP también se encuentran varios productos no nacionalizados importantes y valiosos como la aonla (Emblica officinalis), chironji (Buchanania lanzan), mahua (Madhuca latifolia), chirota (Cassia tora), semillas de neem (Azadirachta indica), hojas de mahul (Bauhinia vahlii), miel, tamarindo (Tamrindus indica), etc. Sin embargo, los productos no relacionados con la fabricación de beedis sólo representan el 10% de la producción total de PFNMs. El establecimiento de la Cooperativa ha ayudado enormemente a mejorar el bienestar de la comunidad a través de mayores niveles de empleo e ingresos, cobertura de seguros, servicios sociales, etc. Las principales características de este caso, que permiten considerarlo una experiencia exitosa, incluyen las siguientes: organización de productores primarios de PFNMs en una sólida estructura cooperativa federada; racionalización de la comercialización de PFNMs para asegurar precios remuneradores; distribución equitativa de beneficios a los miembros de las cooperativas primarias; gestión sostenible de la producción de PFNMs; extensión y apoyo tecnológico dentro del sistema cooperativo; amplia participación de las familias rurales, y potenciación comunitaria. 208 Sustainable Management of Tropical Forests – Private Sector Experiences
1.0 INTRODUCTION The Madhya Pradesh State Minor Forest Produce (Trading and Development) Co-operative Federation Limited (MP-MFP-CFL) is an apex organisation, having a number of District MFP Co-operative Unions at the intermediate level and many Primary MFP Co-operative Societies at the grass roots level. The designation of “minor forest produces” applies to NWFPs, following the colonial classification of forest products into major (wood) and minor (non-wood) products. Accordingly, MP-MFP-CFL is concerned with the sustainable development of NWFPs (mainly leaves of Diospyros melanoxylon, locally known as tendu patta), for long-lasting benefits to the local community. NWFPs in India play an important role in the social and traditional life of millions of forest dependent population, particularly the tribal and land-less people, women and other rural poor. Today, it contributes over 75% of total forest export revenue in India. Nearly 400 million people living in and around forests in India depend on NWFPs for sustenance and supplemental income. NWFPs contribute significantly to the income of about 30% of the rural people. More than 80 % of forest dwellers depend on NWFPs for basic necessities. Collection of NWFPs comprises the main source of wage labour for 17 % of land-less labourers, and 39 % more are involved in NWFP collection as a subsidiary occupation. Traditionally, the collection of NWFPs has been a low intensity activity and generally sustainable. However, as their economic potential has improved, the intensity of collection has increased and more significant infrastructure for trade and processing has developed. For example, a large number of pharmaceutical enterprises have come up to meet the market demand for medicines. They pose a threat to large number of medicinal plants through demand-based over-exploitation. This has raised the concern about the sustainability of NWFP resource and the equitable distribution of the benefits derived from them. As a reaction to this concern, a number of state governments have taken over the control of a number of NWFPs. The explicit objectives of nationalization (state monopoly) of NWFP trade are to prevent unscrupulous intermediaries and their agents from exploiting NWFP collectors; to ensure fair wages to collectors; to enhance revenue for the State; to ensure product quality; and to maximize the sustainable collection of the produces (Prasad et al., 1996). In most cases, trading of these nationalized NWFPs is controlled through autonomous state supported institutions such as State Forest Development Corporations and federations of cooperatives and tribal societies. In the Madhya Pradesh State, tendu patta (leaves of Diospyros melanoxylon), sal seeds, harra (fruits of Terminalia chebula) and gums are nationalized forest produces (directly falling under the purview of MP- MFP-CFL), where as the other NWFP’s being non-nationalized can be collected and traded freely. The first NWFP, which was brought under the State monopoly, was tendu leaves solely because of the very high revenue potential for the State government, in 1964. MP-MFP-CFL is the responsible and regulatory authority for trading and development of NWFPs in Madhya Pradesh.
2.0 SPATIAL SCOPE OF THE CASE Mandate of MP-MFP-CFL extends over the entire state of Madhya Pradesh, one of the 35 States and Union Territories of India. MP-MFP-CFL was established in the year 1984. Since then, in the year 2000, the eastern districts (Chhatisgarh portion) of the State were separated into the State of Chhatisgarh. However, for purposes of this study the entire (erstwhile) State of MP is included in the spatial coverage, since separate statistical details for the two new states are not yet forthcoming. The erstwhile Madhya Pradesh, located somewhat in the geographic centre of the country, was the largest state of India, with an area of 44.3 million ha. It also happens to be one of the poorest, the large part of population, dependent on forests for their sustained livelihood.
3.0 ECONOMIC INDICATORS However, there have been improvements in the recent past. National Human Development Index of MP has improved by over 20%, rising from 0.328 in 1996 to 0.394 in 2001. The number of people living below Sustainable Management of Tropical Forests – Private Sector Experiences 209 poverty line has been declining. In 1993 some 42.52% persons were living below poverty line, which in 1999-2000 declined to 37.43%. Between 1993-1994 and 1999-2000, MP posted 1.8%, annual growth in employment as against national average of 1.6%. Similar improvements have been registered in literacy level and health indicators (GoI / MoEF, 2002).
4.0 LOCALITY FACTORS The State extends between 180 to 260 5’ North latitude and 740 to 84o.55’ East longitude. The State can be divided into five physical broad regions namely, The Gird Region, The Malwa Plateau, The Satpura Ridge, The Narmada Valley and The Chhatisgarh plains. The Vindhyan range lying north-east south-west almost runs in the middle of the State. The important rivers towards north of this range are the Chambal, the Betwa and the Sone and towards south the Narmada, the Mahanadi and the Indravati. Alluvium, Deccan trap, Vindhyan series and Gondwana systems are the major geological formations. A variety of soils ranging from rich black cotton soil to stony skeletal soils are met with. However, the major soil groups found in the State are alluvial (undifferentiated) deep black or regur soil, medium black soil, shallow black soil, mixed red and black soil, red and yellow soil and skeletal soil. Moist to dry tropical weather prevails through most of the State. The rainfall decreases from south-east and east to north-west and west. The average annual rainfall varies from 800 mm to 1,800 mm and the average annual temperature ranges between 22.5ºC to 25ºC. Maximum temperatures are recorded during April-May. June to October is the monsoon period. The maximum temperatures are during December-January. The state supports 7.8% of the country’s population. Of the total population, 76.82% is rural and 23.18% is urban. Population density is about 170 persons per sq.km. Scheduled Tribes constitute 23.27% of the total population. Total livestock population is over 50 million; a large part of this is dependent on forests for grazing.
5.0 FOREST RESOURCES The recorded forest area of the State is 15.45 million ha which constitutes 34.84% of the geographic area. By legal status, Reserved Forest constitutes 54%, Protected Forest 43% and Unclassed Forest 3%. The actual forest cover of the State, based on satellite data of October-December 1996 was 13.8 million ha, representing 29.78% of the geographic area. Dense forest accounts for 8.16 million ha and open forest 5.02 million ha. The forests broadly fall under three types viz., (i) Tropical Moist Deciduous forests, (ii) Tropical Dry Deciduous forests and (iii) Tropical Thorn forests (Champion & Seth, 1968). The first two types have Teak (Tectona grandis), Sal (Shorea robusta) and their associates in different layers. Thorn forests, on the other hand have many species of Acacias, Neem (Azadirachta indica) with associated xeric plants. are largely distributed in central, southern and eastern parts of the State. Northern and western parts of the State are deficient in forest vegetation. Teak and Sal are the two most important forest formations of the state covering 18.0% and 16.7% forest area, respectively, while miscellaneous or mixed forests cover 65.3%. Of the total area of forests some 11.3 million ha are under some form of commercial working (of which about 10 million ha fall under tribal sub-plan). About 1.7 million ha are under protected area net work. Forest plantations of all categories (commercial, rural fuel wood, fast growing, rehabilitation, soil conservation, social forestry etc), undertaken by different agencies total about 3.4 million ha of which plantations raised by the State Forest Department alone account for 1.3 million ha.
6.0 FORESTS IN VILLAGES There are 71, 526 villages in the state, of which 29, 294 located within or close to the forests have forest as a form of land use. In these villages about 6.72 million ha is classified as forest. Population of these villages is 19.95 million, of whom 15.2 million are tribal people. The villages having less than 100 ha, between 100- 500 ha and more than 500 ha of forest area in each village constitute 54%, 35% and 11% of the total villages respectively. 210 Sustainable Management of Tropical Forests – Private Sector Experiences
7.0 STRATEGY FOR DEVELOPMENT OF FORESTRY IN MADHYA PRADESH Within the principles and provisions of National Forest Policy 1988, the government of Madhya Pradesh has adopted a new strategy of informed participation of people, replacing the traditional approach of “fences and fines”(Kumar et al., 2000, Khare et al., 2000.) This new strategy focuses on creating a market-oriented environment and an appropriate legislative and administrative framework for increasing participatory management of forest resources in which communities are treated as partners in the management of these resources. This strategy is built on the concept of forest zoning which is based on an understanding of the expected landuse and a realistic assessment of what is technically feasible in the light of site-specific capability of land and incentive structure. The roles of FPCs and VFCs are central to the system. From a policy perspective, MP has made considerable efforts to institutionalize SFM in the State through its JFM Resolution. The MP State Government issued JFM Resolution in 1991 to involve the local communities in the management and development of forest resources of the State.
8.0 JOINT FOREST MANAGEMENT
The forest areas, which can be taken up under the JFM programme, include degraded forests as well as well stocked forests. Under the ambit of JFM, three sets of committees are established:
i. Village Forest Committees (VFCs) in the forest areas having a canopy density of upto 0.4, i.e. the forest area which has been degraded through biotic interference like population pressure, grazing, fire etc. For the restoration of these areas participation of every member of the village is sought including women members from each family. ii. Forest Protection Committees (FPCs) in the areas having well stocked closed forest i.e. having a canopy density of more than 0.4. Villagers and forest staff jointly patrol areas to prevent theft, grazing, encroachments, and fires. iii. Eco-Development Committees (EDCs) involving adjoining population in the management of Protected Areas (PAs).
Villages within 5-km periphery of the forests would be selected for formation of VFCs and FPCs. Other salient features of the strategy are:
• Creation of JFM Spearhead Teams at Forest Division level. • Decentralised, site-specific planning (micro-planning) based on participatory assessment of resources needs as perceived by villagers, normally for a period of 10 years • Emphasis on village resource development • In case of VFCs, 70% of the net benefits shall go to the Government, 15% to the Committee Fund and10% to the individual members. The remaining 5% shall be ploughed back in the area for its development; in case of FPCs, these percentages are 90%, 5%, 3% and 2%, respectively, in addition to royalty-free “Nistar”. • EDC-development of village resource to minimize their dependence on PAs.
A total of 12,038 committees have been formed in Madhya Pradesh – 5,746 are FPCs, 6,011 are VFCs and 281 EDCs. These committees are protecting an area of around 5.9 million ha, which is over 40% of the total area of M.P, and accounts for 56.6% of the total forest area under JFM in India, at present.
9.0 PRODUCTION ACTIVITIES The forests of MP account for about 21% of India’s forests; and it is the largest producer (accounting for about 33%) of wood in the country. The state also accounts for a larger percentage of NWFP production. There are many important Minor Forest Produces (MFP) which are found in abundance in the forests. Important ones are ‘tendu’ leaves (Diospyros melanoxylon), sal seed (Shorea robusta), harra (Terminalia Sustainable Management of Tropical Forests – Private Sector Experiences 211 chebula), mahua (Madhuca latifolia), chironjee (Buchanania lanzan), Mahul (Bauhinia vahlii), Aonla (Emblica officinalis), baheda (Terminalia belleries), chirota seed, honey, mahua flower, mahua gulli, mahul patta, safed musli (Chlorophytum tuberosum), nagarmotha roots (Cyperus rotundus), Satawar (Asparagus sp), Imli (Tamarindus inducus), several gums, resins, seeds, flowers, fruits, fiber etc. A large number of forest fringe populations depend on NWFPs for their livelihood. Collection of NWFPs is one of the major activities of the tribal people in the state. Nearly 25% of the total population of the State, mainly tribal and weaker sections of the society subsists on NWFPs. An estimated 67% of the tribal income is earned from collection of such produces.
10.0 NEGLECT OF NWFPS The history of NWFPs has been one of neglect, in the past, except for few exceptions. Because of the neglect suffered by the NWFPs (being a heterogeneous group of complex agronomic and silvicultural requirements, on which scientific studies and information were lacking), there was hardly any comprehensive and clear policy on them. In most cases “Right to Collect NWFPs” was sold in auction for a period of 3 to 5 years on a lumpsum basis, often, without even specifying the produce-wise quantities. Collection of NWFPs was treated as an “overlapping working Circle” being of low significance. The NWFP contractor/lessee normally engaged agents for collecting the produces, who paid as little as possible to the collectors (mainly tribals), on the basis of quantity of the produce. No scientific inputs (such as inventory, yield assessment and control, harvesting regulations, rehabilitation, investigation of properties and uses and a host of others) have gone into its management.
11.0 NATIONALISATION OF TENDU LEAVES COLLECTION The trade of tendu leaves (Diospyros melanoxylon) used for rolling local cigarettes known as ‘beedis’ in Madhya Pradesh, had conventionally been in the hands of individual traders, who used to purchase rights to collect leaves from State forest lands through annual or periodical auctions. The tendu leaves were sold inplucked (growing on trees) to contractors, who under-reported the collections. The lessee or his agent determined wages paid to the collectors from the forest. This practice resulted in unaccounted removals, loss of revenue to the Government, and low wages, unfair treatment and exploitation of labourers. Cognizant of the grave situation, the Central Board of Forestry in 1952, recommended legislative measures to control the trade of tendu leaves (and other important NWFPs). In the following years, many States decided to pass laws to nationalize (establish State monopoly for) the collection and marketing of some important items of NWFPs, to maximize government revenue, to ensure steady income to the collectors and to free the market out of the clutches of private operators. The first NWFP to be so nationalized was tendu leaves. Legislation has since been passed by different states to curb malpractice in the tendu leaf trade. A few common features of these Acts have been: (i) registration of individual tendu growers, tendu traders, and beedi manufacturers; (ii) restriction on individual tendu growers to sell their produce only to authorised agents of State governments; (iii) entrusting the right to collect leaves from forests and other public lands to agents appointed by the State government; (iv) selection of bulk purchasers of leaves through open auctions or tenders for each forest unit; (v) fixing wage rates for leaf pluckers every year by advisory committees consisting of the representatives of purchasers, growers, and the State government; and (vi) regulation of the movement of leaves within and outside the State through transport permits issued by the Forest Department. In most cases, following nationalization, collection and trade of tendu leaves was undertaken by State- supported/controlled agencies like Forest Development Corporations and co-operative institutions.
12.0 MADHYA PRADESH INITIATIVES For purposes of this Act, the State was divided into 972 units in 1965. However, these units were further divided and reorganized into 1,826 units in 1986. These units were formed according to their production capacity calculated in terms of standard bags. 212 Sustainable Management of Tropical Forests – Private Sector Experiences
Collection agents were appointed for each unit, responsible for getting the leaves plucked and delivered to the buyer. But the agents and buyers were from the same business interests and they misrepresented the collection and sale figures to cheat the government of royalty. Loss of government revenue and collector’s wages continued unabated. This changed in 1980, when the state government started lumpsum tender system for selling Tendu leaves. Government revenue increased, but the collector’s (large proportion of whom were tribals) were still underpaid (Joshi, 2003).
13.0 MP-MFP (TRADE AND DEVELOPMENT) CO-OPERATIVE FEDERATION LTD. In 1984, the government of Madhya Pradesh established the Madhya Pradesh Minor Forest Produces (Trade and Development) Co-operative Federation Limited. It established a 3-tier market regulating institution, and adopted a co-operative structure for tendu leaf trade with the expectation of ending exploitation of tribal and other poor sections of society (and to encourage the people to take over the trade). In addition to tendu leaves, which was already nationalized, some other items i.e. sal (Shorea robusta) seed, harra (Terminnlia chebula) and gums (of Sterculia urens, Boswellia serrata Acacia spp) were added to the list. These also came under the purview of MP-MFP-CFL. Other items of NWFPs, being non- nationalized, can be collected and traded freely. However, MP-MFP-CFL is taking certain market intervention measures, such as ensuring sustainable harvest and facilitating marketing through Primary Societies/District Unions. With the reformed and people-oriented approach, the MP-MFP-CFL has become a cash rich organization (Table 1).
Table 1. Revenue From Nationalized NWFPs (Million Rupees)
Product Madhya Pradesh Chhatisgarh Tendu 2,239.5 1,166.60 Sal seeds 4.5 1.60 Harra 9.8 0.20 Classified resins 39.2 0.03 Total 2,293.0 1,168.43
Source: MFP Federations of Madhya Pradesh and Chhatisgarh, from Joshi(2003)
The years following the establishment of MP-MFP-CFL saw the income of tribals/ collectors’ rise, conspicuously. Government of MP has bought out a numbers of reforms in trade and collection of NWFPs. Revising wage rates, introduction of bonus and insurance schemes, regulating harvesting time etc. are some of the important policy reforms brought out to help the poor collectors. Training on processing and trade of NWFPs and exposure to competitive markets under the “Task Force for Conservation and Development of Medicinal Plants 1995’ are other efforts to promote the welfare of forest dependent population in Madhya Pradesh. In protecting the interest of the collectors, Madhya Pradesh Government has increased wage rate from Rs.15 per SB in 1970 to Rs. 400 per SB in 1999. As a result of the 73rd Amendment to the Constitution of India, Gram Panchayats/Sabhas (Village Assemblies) (GoI/MoEF, 1998) have been given ownership rights on NWFPs. On the strength of this Amendment in 1998, an executive order was passed in MP to implement the provisions of Panchayats (Extension to Scheduled Areas) Act 1996 (PESA). Under this, the net profit of the tendu trade was to be returned as bonus to the collectors, the ‘owners’ of MFP under PESA. Now, 50% of the net profit goes directly to the gatherers, 30% to the primary cooperative societies (to be distributed in proportion to the leaves collected), and the remaining 20% is used for the purpose of regenerating forests. The nationalization of tendu in MP was indeed a success in that it improved the economic lot of the primary gatherers. Orissa, by contrast, does not pass on the profits from the tendu trade to the gatheres. But even in MP, neither the cooperative structure nor the provisions of PESA were implemented truly; and there is scope for considerable improvement. (Joshi, 2003) Sustainable Management of Tropical Forests – Private Sector Experiences 213
13.1 Structure of The Federation Madhya Pradesh State Minor Forest Produce (Trade and Development) Cooperative Federation Ltd, an apex organization is a three tier structure (Figure 1). It came into existence in 1984. It is envisioned as a producer’s co-operative. At the primary level, there were 1,947 Primary MFP Collector’s Co-operative Societies with a membership of approximately 5 million MFP gatherers. At the secondary level, there are 58 District MFP Cooperative Unions. MP-MFP-CFL is responsible for the management, development and trading of NWFPs in the State. The extent of forests falling under the purview of MP-MFP-CFL is responsible for management, development and trading of minor forest produces/ non timber forest produce in the state. The extent of forests falling under the purview of MP-MFP-CFL is about 8.6 million ha; and the Federation, at various levels in its structure, employs about 50,000 people.
13.1.1 Objectives The main objectives of the federation are: (i) non-destructive harvest of NWFP (ii) better remuneration (wages and other benefits) to local communities from their NWFP collection, and (iii) elimination of middlemen in collection, storage and sale of NWFPs and empowering people to take over these functions.
13.1.2 The Primary MFP Collectors’ Co-operative Society It is a village level society. Any tendu leaf plucker who is an adult and a normal and permanent resident of the area can become the member of the Primary Collector’s Co-operative Society (PCCS) by paying a membership fee of Rs.20 (rupees twenty only). Such a co-operative society could spatially cover one village or more depending upon their population and their proximity to the forests.
Figure 1. Three Tier Structure of MP-MFP Co-Operative Federation Ltd.
For the management of PCCS, a 15-member “Management Committee” is to be formed. The Management Committee in turn elects a President and Vice-President. Of the total membership of the Management Committee, 11 are elected members, of which 2 are reserved for women. The remaining 4 members are nominated, of which 2 are from amongst the JFM Committee Presidents, one is nominated by the Co-operative Registrar of the district and another being the Forest Department official who is also designated as the Nodal Officer. The Important functions of the PCCS are the following:
•To carry out timely pruning and silvicultural operations. •To get the bags stitched in time, on receipt of supply of hessein cloth from the District MFP Co- operative Union (DCU). •To collect maximum possible quantity of good quality green tendu leaves during collection season, at the collection rates fixed by the Government. •To properly bag the green leaves, after proper drying and after writing the number of bundles, name of the Phad (collection centre) and society on the bags. •To transport the tendu green leaves to the godowns, at the expense of the Federations (in respect of Societies, where there are godowns). 214 Sustainable Management of Tropical Forests – Private Sector Experiences
(If the godowns are situated outside the area of the Societies, the tendu green leaves are to be transported by the District Union, or under the direction of the Union, at the expense of the Federation). To carry out similar operations in respect of sal seeds, harra or chebulic myrobolan (Terminalia chebula) and gums. To collect and trade in locally available non-nationalized MFP’s for the maximum benefit of their members.
13.1.3 The District MFP Co-Operative Union The District MFP Co-operative Union is the mid-tier in the 3-tier structure. DCUs have a 16 member committee, of which 10 are elected by the primary collectors and 6 are nominated members. In the nominated category, one member represents the financial institutions, 3 are nominated by the Registrar of Co-operative Society. Divisional Forest Officer is the ex-officio Managing Director of the DCU. Similarly, the president of the District Cooperative Bank is another ex-officio member of the DCU committee. The important functions and responsibilities of the DCUs are the following:
•To implement the works linked to the tendu green leaves trade, as per the policies of the Government. •To respect the works of the PCCS and to ensure that all the prescribed tasks/activities are being carried out by them properly. •To ensure that pruning is carried out properly and that the hessian cloth provided by the Federation reaches the headquarters of the PCCS either as bags or as cloth for stitching bags. •To obtain the funds from the Federation fro tendu green leaves collection and other related works and to distribute it to the Managers of collection centres or Phad-Munshis23 through banks; to get the accounts from the PCCS and other persons engaged in collection works and to submit the accounts to the Federation regularly. •To transport the tendu green leaves collected to the godowns, either through the PCCS or by their own arrangements. •To ensure that the labourers are paid wages at the sanctioned rates. •To carry out similar operations in respect of sal seed, harra or Chebulic myrobolan (Terminalia chebula) and gums. •To provide help and guidance to the PCCS in the collection and trade of non-nationalized NWFPs.
13.1.4 The Apex Body The MP-MFP-CFL is the State level apex body of the cooperative structure. The Director Board of MP-MFP- CFL has 18 members of whom 9 are elected, one from each Revenue Division24. The State Government nominates three members (Principal Secretaries of Government Departments of Forest, Finance and Co- operatives). Six members are ex-officio members – one nominee of the Government of India, one representative of Tribal Development Department of MP State Government, Registrar of Co-operative Societies, one Forest Officer as Managing Director of the Federation, Principal Chief Conservator of Forests (PCCF) of MP, and Additional Principal Chief Conservator of Forests (Production). The mandate of the MP-MFP-CFL includes the following:
•To arrange for funds from various banking institutions and to make the necessary amount available to the DCUs. •To obtain accounts from the DCUs for the funds given to them. •To centrally purchase hessian cloth/bags and make them available to the DCUs. •To receive the tendu green leaves at the godowns and to market them to obtain maximum benefits/profits. As and when the lower-tier institutions became self-reliant, the work of marketing could be decentralized to the DCUs and/or PCCSs. 23 A person appointed to keep accounts and control collection at the ‘Collection Centres’ 24 A group of Districts form a Revenue Division, and the State is constituted of 9 Revenue Divisions and 61 Districts Sustainable Management of Tropical Forests – Private Sector Experiences 215
•To issue guidelines to the DCUs for fixing norms of expenditure for collection, handling, godowning and purchase. •To distribute the share of sale proceeds to the DCUs and PCCSs, out of the net receipts, after standard deductions towards Government revenue. •To draw guidelines and instructions at the State level for proper collection and marketing of all NWFPs.
In 1998, for example MFP Federation paid Rs.1,818 million as collection wages of tendu leaves and also distributed Rs.1,270 million as net profit amongst various stakeholders engaged in collection and trade of tendu leaves.
13.2 Important Functions of MP-MFP-CFL The main functions of different wings of the Federation covers the following:
13.2.1 Framing of Policy The apex body, the MFP (Trade & Development) Federation has the primary role of formulating trade and development related policies particularly in respect of nationalized produce such as tendu leaves (Diospyros melanoxylon). For commercially less important and non-nationalized items of non-timber forest products, the policy formulation is done by district unions and primary forest produce cooperative societies. The collection targets, wage disbursements to gatherers and associated handling expenses to be permitted each year are decided by the apex body. Subsequently, trade related decisions as to the fixation of minimum price at which the collected produce is to be sold are also decided by the apex body.
13.2.2 Financial Management Collection and handling of tendu leaves require huge sum of money. The apex body arranges credits from commercial banks and disburses it to the district unions and primary collector’s minor forest produce co- operative societies (in short, primary societies). The loans so taken are returned to the banks from the sale proceeds. The net profit is then transferred to the primary societies. For less important and non-nationalised forest produce the primary societies make available money for collection and trade from their incomes from nationalized items.
13.2.3 Technology Transfer The necessary guidance by way of technology for collection, processing and storage is provided to the primary societies by apex body, before the commencement of collection season; training workshops for the benefit of forestry staff and key office bearers of the primary societies are also organized. The most important task is the semi-processing (for e.g. curing of tendu leaves), and its bagging and godowning requires special skill. The necessary steps are demonstrated every year. Any shortcoming in post-collection stage may result into quality deterioration, which may have very adverse impacts on value of the produce.
13.2.4 Trade As discussed in different sections of this report, the major work of the apex body is to streamline the procedure and methodology for collection, storage and sale. Close monitoring of collection and storage results into better prices and that means better remuneration to the gatherers. Among the nationalized NWFPs, the leaves of Diosypros melanoxylon are most important. The total turnover of the federation is about Rs.3.5 billion of which the collection and trade of tendu leaves alone is about Rs.3.25 billion. A high level committee representing different government departments (forest, tribal development, finance department and apex body, the MFP federation) works as inter-departmental committee. This committee decides the permissible sale price of the nationalized produce and fixes the collection and sale price of other forest produce. 216 Sustainable Management of Tropical Forests – Private Sector Experiences
13.2.5 Scope and Product Coverage of MP-MFP-CFL The MP-MFP-CFL system covers collection and trade of several NWFPs. These are tendu leaves, harra or chebulic myrobolan (fruits of Terminalia chebula), sal seeds (seeds of Shorea robusta), gums/exeudates of Kullu (Sterculia urens), Salai (Boswellia serrata), Dhaoda (Anogeissus latifolia), Khair (Acacia catechew), Babul (Acacia nilotica). In addition it also covers promotion/facilitation of collection and sale of non- nationalized NWFPs including Aonla (fruits of Emblica officinalis), Chironji (Buchanania lanzan), Mahua (Madhuca latifolia) and Safed Musli (Chlorophytum borivilianum) etc. Since collection and trade of tendu leaves represents over 80% of all activities of MP-MFP-CFL, this case study will essentially focus on that activity; and only give a passing treatment to other activities.
13.3 Tendu Leaves Collection Tendu leaves are obtained from small trees and widely growing bushes of Diospyros melanoxylon Roxb. The Diospyros melanoxylon tree is locally known as ‘tendu’ and the leaves plucked from it, are known as ‘tendu-patta’, used as wrapper for making beedis (country cigarettes). Economically it is the most important NWFP of India. About 550 billion pieces of beedis (rolled by some 10 million people mainly as a cottage industry) are sold every year in India, according to the All India Beedi Industry Federation. Moreover, gathering tendu is labour-intensive and employs millions of tribal people during the lean months of April- May, when they have very little else to earn a living. The tree largely occurs in tropical dry/moist deciduous forests as an associate to principal tree species, Tectona grandis and Shorea robusta. The plant occurs widely in the States of Madhya Pradesh, Orissa, Maharastra, Andhra Pradesh, Rajasthan and Gujarat. To a lesser extent it also occurs in Tamil Nadu, Karnataka and Kerala. (Prasad and Bhatnagar, 1991). It also occurs in bushy form on forest fringes, roadside clearings, fire lines, and on wastelands. Tendu leaves are elliptical in shape, rounded at the base, and vary from 10 to 30 cm in length. The lower side of the leaves is covered with woolly hair and possesses six to ten pairs of secondary nerves. Leaves from bushes are generally larger, thinner, relatively more pliable, and have less prominent nerves. On the contrary, leaves from mature trees are generally shorter, thicker, brittle, and coriaceous. The former category is, therefore, preferred for beedi wrapping. Beedi smoking is an age old social custom practiced since time immemorial, and today also it is equally popular. Leaves of species like Bauhinia recemosa, Bauhinia vahlii, Hollarhena antidysentrica, Shorea robusta, Musa pradiscioca etc. have been tried for the purpose, and tendu leaf (Diospyros melanoxylon) was found to be far superior. In general, tendu leaves possess appropriate thickness, texture, colour, and pliability because of which they are preferred to leaves from other trees.
13.3.1 Attributes of Beedi Leaves According to Kumar (2001) beedi leaves have the following attributes:
• Thin and fine texture of leaves make it pliable when moistened, for easy rolling of ‘beedis’. • Tendu leaves possess hygroscopic nature i.e., they become extraordinarily soft after moistening which renders beedi rolling easier without breaking. • Tendu leaves have characteristic aroma which go well with tobacco, producing the desired flavour while smoking. • Slow and constant burning of beedi without getting extinguished once lighted is a desirable quality. • Tendu leaves dry up very quickly without developing wrinkles, cracks, and fractures. The beedis so made can withstand baking and hot air treatment; • It has capacity to withstand storage without deterioration of quality for nearly five years.
13.3.2 Silvicultural Characteristics of Tendu Tree Diospyros melanoxylon is a moderate to large size tree found as understorey species in tropical deciduous forests attaining a height of 20-25 m and a girth of 2 m at breast height, with cylindrical bole of 5-6 m, under favourable conditions. In its natural habitat the maximum shade temperature various from 40º to 48º C, and the minimum from 1º to 13º C. Seedlings of tendu trees are resistant to frost and drought but susceptible to Sustainable Management of Tropical Forests – Private Sector Experiences 217 excessively moist condition. It reproduces easily through root suckers (Prasad and Mishra, 1976). The tree coppices well, pollards better. There is no standard method of tendu tree planting. Planting of 3 months old naked seedlings, however, seems to be giving good result. Dyospyros melanoxylon is a naturally hardy species, which is drought and fire resistant and almost immune to damage by browsing. In some parts of Madhya Pradesh, they are almost difficult to be eradicated from land required for cultivation. On cleared forests masses of root sucker reproduction persists (Troup,1921).
13.3.3 Past Trend in Tendu Leaf Collection Tabulation of annual average production of tendu leaves in India (Table 1) shows that on an average 76.35 hundred thousand SB25 of tendu leaves were annually collected (Kumar & Prasad, 1998; Prasad et al., 2000). Madhya Pradesh (44.29 hundred thousand SB) is the largest producer of tendu leaves, accounting for 58.01% of the country’s total production. Other states with substantial collection of leaves were Orissa (9.88 hundred thousand SB) and Maharashtra (8.09 hundred thousand SB), which accounted for 12.94% and 10.60%, respectively. The collection of leaves and rolling of beedis probably constitutes a sector worth an estimated Rs.20 billion in the erstwhile MP State (Joshi, 2003)
13.3.4 Crop Management and Cultural Practices Considering that the object of management is to maximize the yield of quality leaves through regular annual harvest, the emphasis is naturally on producing a profusion of leaf bearing shoots. Certain cultural practices such as coppicing tendu bushes, pollarding/ pruning and trenching around tendu trees, have been found useful in enhancing the quantity and quality of the leaves. These activities could be undertaken during the months of February and April, depending upon the length of the winter season. Very little, scientific data is, however, available on these aspects. Coppicing yields best quality leaves and also facilitates easy collection of leaves. Light fire soon after coppicing, but before the spouting of the stumps, stimulate the dominant leaf bud and favour the production of better flush of numerous tender leaves. Coppicing is generally carried out between end of January and March, for better leaf production.
Table 2. Estimated production of Tendu leaves in important states of India. (annual average during 1991-1998)
State Production Percentage (%) (Hundred thousand SB) Madhya Pradesh 44.29 12.94 Orissa 9.88 10.60 Maharashtra 8.09 7.15 Rajasthan 5.46 3.07 Gujarat 2.34 0.38 Karnataka 0.29 7.85 Others 5.99 58.01 Total 76.35 100.00 Source: Kumar & Prasad, 1998; Prasad et al 2000
Beyond April, the production of shoots drastically falls. For coppicing, bushy plants of about 20 to 40 mm girth is cut flush to the ground during January to early March. With the onset of spring season, the new shoots come up with leathery crimson coloured leaves, which ultimately turn into green colour by April end. These are collected in two flush peaks, once in May first week and second in second fortnight of May. Pollarding and pruning produce better quality and large size leaves. Small trees of tendu over 15 cm in girth are cut at height ranging from 0.6 meter to 1.0 meter over the ground. Pruning the tendu trees is,
25 SB: Standard Bag Containing 1,000 Bundles of 50 leaves each. 218 Sustainable Management of Tropical Forests – Private Sector Experiences
therefore, one of the accepted management practices to encourage new shoots and tender leaves. While tendu trees inside forests are rarely plucked, small sized trees of the species standing on forest fringes are pollarded to collect maximum leaves in the shortest possible time. In experiments conducted in Jabalpur in the 1980’s (Prasad & Bhatnagar, 1991 a.) it was observed that, amongst the different pruning methods under review, cutting back from the collar resulted in more than 300 percent increase in production per unit of land, and was comparatively better than the others. It could also be observed that this treatment generated better quality leaves compared to others. On the whole, however, all types of pruning improved the quality and quantity of the leaves. The tendu trees naturally develop a lot of root suckers and can be made to grow profusely through artificial injuries to its root system. As observed by Troup (1921) “the profusion and tenacity of sucker reproduction of Diospyros melanoxylon, however, is in itself sufficient to ensure survival and increase of the species, without the aid of seedling reproduction which is itself, often, plentiful.” Since the species is generally fire resistant, normal surface fires do not damage the crop. A most common and damaging disease affecting tendu leaves is “pox disease”, caused by Psylla absoleta. It damages the leaves by forming galls on the leaves.
13.3.5 Harvesting and Collection of Tendu Leaves Fresh leaves appear during February-March and mature for plucking in April-May. The collection season continues up to the end of May or the first week of June. Good leaves could be available even after the first week of June, but collection has to be stopped about a week ahead of the expected time of the onset of monsoon. This time is required to dry the plucked leaves. The process of plucking tendu leaves essentially consists of four closely related steps. These are: (i) walking to and from the tendu growing areas, (ii) plucking of leaves, (iii) sorting and tying the leaves in small bundles, popularly known as ‘pudas’, and (iv) delivery of the bundles at the collection centres, or ‘phads’ (Gupta and Guleria, 1982).
13.3.6 Leaf Harvest Harvesting of leaves are done manually and effort is made to collect entire matured leaves in every tendu season. It is a month and half to two months long activity, during the hot summer months of Aprial-May. Plucking of leaves generally starts in the early morning at sunrise and continues for about 5-6 hours till sun gets too hot. The collectors go to a maximum distance of 4-5 km for leaf collection from their village. The collectors make plucked leaves into head loads of their capacity and reach back home by lunchtime. Then, the collected leaves are sorted out and good leaves are bundled into pudas of 50 leaves each, using locally available fibers/thread. Collection of tendu leaves is, however, greatly affected by the local climatic factors. Leaf pluckers deposit the gathered leaves in the Collection Centres of the Primary MFP Cooperative Society known us Phad. A Phad Munshi (an Agent and an Accountant) maintains the account in the Phad. He is responsible for: (i) taking delivery of the tendu leaves brought to the centre by individual pluckers, (ii) maintaining records of the quantity of leaves received, and (iii) paying wages for the collection. There are over 30,000 collection centres in the Madhya Pradesh State. The small bundles (pudas) delivered at the collection centres, are left in the open for drying. The bundles are turned upside down after three to four days, so that only top and lower leaves are exposed to the sun alternatively; and the colour of the upper leaves turns to scarlet; they are fully dried within six to ten days. The most common period for drying is one week. Drying place should preferably be: level or slightly sloping, having no shade, dry and sandy, free from insect and white ants etc; away from grazing, timber or fuel wood depots, playing ground for children, and not be vulnerable to floods. The dry leaves are processed and packed in gunny bags. To avoid breakage in packing, and to retain their pliability, water is sprinkled on the leaves. This is a highly technical but un-standardised operation. The water is usually sprinkled on the dry leaves after sunset, and the leaves are packed before dawn. The appropriate amount of moisture in the leaves at the time of packing is a matter of astute judgement. A standard bag is the common unit of measurement for tendu leaves, containing 1,000 bundles of 50 leaves each. Sustainable Management of Tropical Forests – Private Sector Experiences 219
13.3.7 Grading of Leaves Prior to the year 1968, no quality classes of Tendu leaves were recognized in the State. In the year 1969, on an adhoc basis, the entire production in the State was divided into two quality classes. Subsequently, in 1972, five quality classes came to be recognized. The specification laid down for the various qualities are given below (Lahiri and Hazari, 1974).
Quality One - Fairly large sized leaves, thin, smooth textured, weight of leaves being 65 to 80 kg per standard bag. Quality Two - Large sized leaves, thin, smooth textured, weight of leaves being 65 to 80 kg per standard bag. Quality Three - Medium sized leaves (i.e. smaller than those of qualities one and two), fairly thin, fairly smooth textured, weight of leaves being 50 to 65 kg per standard bag. Quality Four - Small sized leaves, thin to medium in thickness, texture being fairly smooth, weight being 40 to 50 kg per standard bag. Quality Five - Small sized leaves, thin to medium in thickness, texture being smooth or rough, weight being below 40 kg per standard bag.
The above grading system, however, was not applied seriously. From the past records it would be seen that bulk of the collection units (56 to 75%) were assigned class III and only a small number of units were given first and second class. Similarly, classes IV and V also accounted for a few units only. Another interesting observation is the variability of percentage of units coming under different quality classes in different years. There have also been other attempts to grade tendu leaves. Four Agmark grades, namely (i) good, (ii) standard, (iii) fair, and (iv) general, have been laid down. There are no information regarding the quantity of tendu leaves graded on that scale.
13.3.8 Storage The bagged tendu bundles are transported and stored in godowns or sheds, awaiting sale. The godown ground should be cleaned and made termite proof, rain and moisture proof. The common salt or insecticide may be sprinkled on the ground. tendu leaves are tied generally by strings made out of the bark of various forest tree species like Bauhinia vahlii and Grewia spp. Termites cut these strings during drying and also cause considerable damage to leaves. Caution is required to prevent such damages.
13.3.9 Trend in Tendu Leaves Production Production of tendu leaves in Madhya Pradesh was about 2 million SBs in 1965. It increased to 5.5 million SBs in 1986 and to 7.06 million SBs in 1988. The eighties witnessed a sharp increase in collection. However, there has been a somewhat falling trend since. In 1999, the total collection of tendu leaves in MP was recorded to be 4.92 million SBs. Year-wise annual collection and corresponding revenue from tendu leaves are presented in Figure 2.
Note: only part of collection is sold in 1999
Figure 2. Year-wise collection of Tendu lLeaves and revenue during 1970-2000 for MP state 220 Sustainable Management of Tropical Forests – Private Sector Experiences
In Period I (1970-80), the mean collection of tendu leaves in Madhya Pradesh was recorded to be 2.60 million SBs and in the next Period-II, it increased to an average of 5.29 million SBs. In Period-III (1989-99), however, collection fell to an average of 4.50 million SBs. In regard to the declining trend of leaves collection, Prasad et al. (1996) reported that the reduction did not result from lack of resources but mostly from controlled collection arising due to the mind-set of accepting only “good quality” leaves. Earlier some inferior leaves were also collected and marketed when private traders managed the areas. Another reason was that the State agency usually collects leaves on the basis of quotas determined by their capacity to handle the stock of leaves rather than on the production potential from an area. Collection centres are invariably closed after the achievement of their pre- determined target /quota.
13.3.10 Cost of Production Cost of production by individual components (e.g. coppicing, collection, drying, packaging, transportation, storage, establishment and miscellaneous) for a unit of production (standard bundle of 50 leaves or standard bag of 50,000 leaves) is not readily forthcoming. The average cost upto the stage of arranging of sale at the godowns is reported to be about Rs.400 per standard bag.
13.3.11 Undesirable Practices Since wages are based on outturn, i.e. the quantity of leaves of acceptable quality, some collectors trend to adopt short-cut methods of obtaining maximum leaves in minimum time. One such method is setting tendu bushes on fire to provide better flush, and softer and more tender leaves early in the plucking season, but this, in several cases, has also resulted in forest fires. Another, particularly for collecting leaves from tendu trees along forest boundaries, is to cut small branches and take them home where the useful leaves are sorted out to be delivered in bundles of 50 leaves each. Rest of the leaves are thrown away. Since the collection is more or less regulated co-operatively, only stray cases of such destructive harvesting are being observed.
Table 3. Annual growth & co-efficient of variation of Tendu leaves collection in Madhya Pradesh Annual Growth Rate (r) Mean ± sd Coefficient of Variation Period ( %) (Hundred thousand) (CV %) 1970-1980 4.10 26.01 ± 3.67 14.08 1981-1988 4.90 52.88 ± 9.57 18.10 1989-1999 -0.95 45.02 ± 5.88 13.07 1970-1999 2.82 40.17 ± 12.94 32.22 Source: Prasad et al. 2000 Note: Upto 1980, right to collect tendu leaves was sold in auction to contractors. Since 1981, Madhya Pradesh introduced ‘lump sum tender system’ in tendu leaves marketing. Since 1989, Madhya Pradesh introduced 3-tier Co-operative system [Primary Societies at village level, District Union at district level and State Level Apex, MP State Minor Forest Produce (Trading and Development) Federation Ltd.] in tendu leaves collection and trade. 13.3.12 Value Added Processing Manufacturing of beedis is believed to have started in MP sometime in 1906, in Jabalpur. Beedi manufacturing is a well established and most important cottage industry in the State. Some 700 factories are producing over 600 million beedis in MP. It provides employment to rural unemployed and landless labourers. It provides employment to women, children, adult persons and old people, many of whom are immobilized at home. The rural people during their leisure produce beedies for local manufacturers.
13.3.13 Marketing of Tendu Leaves The past policy of selling the right to collect the tendu leaves without proper controls and the high-handed approach of commission agents has now been changed. It involves collection and processing of the leaves by member of Primary MFP Collector’s Co-operative Societies. The apex body is responsible for organising the marketing of the collected produce. This has to a great extent helped to reduce the inefficiencies and mal practices. Sustainable Management of Tropical Forests – Private Sector Experiences 221
During the first four years of existence of MP-MFP-CFL, 1984-1988, leaves collection was entrusted to Large Area Multipurpose Societies (LAMPS) and Primary Agricultural Cooperative Societies (PACS). The direct involvement of the Federation in regard to tendu leaves trade was confined to a few districts of the State, and the Cooperative Societies played only a negligible role. In order to give the forest dwellers, who collect tendu leaves, a sense of involvement in trade, the State Government decided to co-operatize the trade more intensively as well as extensively. One of the main considerations of the Government policy in establishing monopoly trade of tendu leaves was to ensure fair remuneration to the collectors. Keeping this in view, the State government of Madhya Pradesh kept revising collection rates of tendu leaves from time to time, from Rs.15 per SB in 1970 to Rs.400 per SB in 2000. Like few other states, Madhya Pradesh tried to maintain the leaf quality by reducing collection below the production potential so that the sale should not be depressed (Rao, 1994; Prasad et at., 1996; GoMP, 2000). Considering the large quantity of tendu leaves being sold on a regular basis, MP-MFP-CFL has established elaborate steps and arrangements (involving Expert Committees) regarding its disposal at fair and remunerative prices. The leaves stored in godowns or warehouses are sold through inviting tenders and/or through open auctions. The advertisement inviting tenders for the purchase of leaves provides information on expected quantities at the different sale centres. The purchasers of tendu leaves are selected annually, for defined units of sale, after a scrutiny of sealed tenders. The leaves are, generally, purchased by big contractors or by industrial houses. Some 70 to 75% of the leaves produced are sold to buyers from outside the state. The annual sales turnover of MP- MFP-CFL recently had been about Rs.4 billion. Details of approved collection wage rates, quantity of leaf collection since 1990 along with its collecting wages, sale price, etc for the State of Madhya Pradesh are given in Table 4. Decreasing production (collection) of leaves during last two years is due to bifurcation of Chhatisgarh from Madhya Pradesh in 2000. Apart from the collection wages and related charges, the marketing costs and overheads have to be adjusted out of the total sales proceeds. The apex body and DCUs are also given a token commission of one rupee per standard bag.
13.3.14 Benefit Sharing As a result of the 73rd Amendment to the constitution, Gram Sabhas have been given ownership rights on MFPs. Accordingly, the State Government has decided that the net income from the trade of MFPs will be distributed amongst gatherers and use for development. Under this, 50% goes to actual gatherers as bonus or incentives, 20% for development of the resource and the rest 30% for infrastructure of the village.
Table 4. Tendu leaves trade in Madhya Pradesh [Quantity: in hundred thousand SB]
Collection Total Quantity collected Total Collection Quantity Sold in Sale Price Average Sale Year Wage Rate in ‘00 thousand SB Wages Rs.Million ’00 thousand SB Rs.Million Rate (Rs./S.B) (Rs./S.B) 1990 250 61.15 152.88 60.57 2484.7 410.2 1991 250 46.16 115.40 45.79 2980.7 650.9 1992 300 45.06 135.18 44.64 2859.9 640.7 1993 300 41.31 123.93 40.98 2527.7 618.8 1994 300 42.38 127.14 42.08 2994.0 711.5 1995 300 39.46 118.08 39.26 2893.9 737.1 1996 350 44.43 155.50 44.43 3388.4 762.6 1997 350 39.95 139.82 39.95 3387.0 847.8 1998 400 44.94 179.76 44.90 4075.8 907.8 1999 400 49.12 196.48 49.11 4022.0 819.0 2000 400 29.59 118.36 27.44 1744.5 635.8 2001 400 21.28 85.12 10.46 979.3 936.2 Note: 1. The Sale price of 1998 includes Rs.30.5 million received from sale of 1,2603 Qt of Graded Leaves. 2. Chhatisgarh is bifurcated from Madhya Pradesh in 2000 The Collection rate in 1999 was Rs.300/- per S.B. in 5 Districts and Rs.400/- per S.B. in rest of the State. 222 Sustainable Management of Tropical Forests – Private Sector Experiences
13.3.15 Socio Economic Impact Activities linked to the collection and trade of Tendu leaves are of great socio-economic significance particularly in generating employment and income. Realistic and reliable details are, however, not available, barring several estimates. At the national level, based on arbitrary assumptions about time involved in various activities and assuming a production of 300,000 lonnes, Gupta and Guleria (1982) estimated the employment in tendu leaf collection at 107,000 man years. Assuming a production of 360,000 tonnes, Prasad et al. (1996) estimated that, nationally about 5 million families earn wages varying from Rs.500 to Rs.4,000 per household per annum from collection of tendu leaves. With specific reference to Madhya Pradesh, Prasad and Bhatnagar (1991 a), assumed that collection per labourer per day will be about 100 bundles and assuming an annual production of 5.5 million standard bags per annum estimated, the employment generation in collection activity alone at 55 million person days per year. (About 120, 000 man years). A recent report has indicated that about 2.4 million pluckers in MP are getting employment in collection and primary processing of tendu leaves (GoMP, 2000). Yet another unidentified source mentions that 1.5 to 2.0 million families are benefited directly or indirectly by tendu leaf collection.
13.3.16 Government Revenue Before the new policy of sharing the profit with the village communities was introduced, the net income in the form of sale/lease proceeds formed government revenue, which had amounted to about 400 million Rupees. 13.3.17 Insurance Scheme for Leaf Pluckers In addition to revising collection wage rate, the State Government of Madhya Pradesh also introduced a welfare scheme of “Group Insurance” for tendu leaf collectors. The MP-MFP-CLF, with the help of Life Insurance Corporation of India introduced the Group Insurance Scheme of the tendu leaves pluckers in 1991. Under this scheme, all tendu leaves pluckers between the age of 18 and 60 years are insured without paying any cost. The MP-MFP-CFL pays half of the premium amount and the balance is made available by the Government of India. Under this scheme about 2.4 million pluckers are covered. In case of death of any plucker covered under this scheme, his nominee is paid Rs. 25000. In case of disability due to accident, the plucker is paid an amount of Rs. 12,500. Till now 115,238 claims have been settled and an amount of Rs.395.6 million has been paid to the families of the deceased pluckers.
13.3.18 Women in Tendu Leaves Collection On the role of women in forestry, the Government’s Policy is directed towards the following: • Engaging majority of women in tendu leave collection. • Increasing minimum membership strength of women upto 50% in the Primary M.F.P Co- operative Societies. • Filling 20% of “Phad Munshi” posts with women in 1st year, and later on upto 50% in tendu patta collection works. • Providing child care facilities in tendu leaves collection centers for helping the working women. • Encouraging and strengthening M.F.P collection, nursery raising and forest protection through women groups and societies. • Providing basic amenities like drinking water, education, health care etc. to the families living inside the forest settlement. • Providing non-conventional energy sources for meeting the women’s domestic needs. • Recognising women as equal partners in “tree patta” and J.F.M programmes, with an assured 50% representation. • Introducing welfare measures to reduce the occupational hazards of women working in the forestry sector.
Women are the major workforce for tendu leaf collection. Out of 4 or 5 family members engaged in collection of tendu leaves, 2 or 3 numbers (61.90%) were females (Prasad et al., 2000). By category of workforce (male adult, female adult and children below 15 years), females were recorded to be the highest Sustainable Management of Tropical Forests – Private Sector Experiences 223
(42.86%) followed by children below 15 years (33.33%) and male adult (23.81%). Since the duration of leaf collection is very short, most family members from each household are involved in collection and processing so as to maximize family income.
13.3.19 Value Adding Chain Tendu leaves are collected by rural poor. Leaves are then purchased by contractors and beedi manufacturers at an average rate of Rs.22.50 per kg (each standard bag of leaves on an average weighs 40 kg, and average sale price of each such bag has been taken as Rs. 900 (US $ 18.40). The collector receives Rs.11.25 per kilogram as wages, Rs.3.12 as collection incentive or bonus, which total up-to Rs.14.37. The Federation and District Union also receive a token commission of Rs. 1 per SB. One-kg of leaves are converted into 1,500 beedis by the industrial houses valued at Rs.200 (US $ 4.38) paid by the ultimate consumers. Rs.54.00 are spent as wages for rolling of 1,500 beedis, Rs. 23.00 are spent on transport, distribution, godowning, packaging, labour charge and about Rs.20.00 for materials (tobacco and thread), paper, taxes, market promotion etc. The beedis are distributed to district level dealers from the industrial houses, through the state/regional level agents. District level dealers distribute beedis to grocery shops and retail outlets. Finally at consumer level, a beedi costs Rs. 0.12 to 0.20 depending upon the quality and brand. Average price spread in the trade channel is given in Table 5. On an average by investing Rs.93.00 per kg, the actors in the trade channel earn a net return of Rs. 92.63.
13.3.20 Environmental Impact Diospyros melanoxylon is a hardy species and capable of sustaining under adverse conditions. Also, harvest of leaves is normally done within safe limits. However, as the economic potential improves, the intensity of collection may tend to increase, and more significant infrastructures for trade and processing would develop. This raises some concerns for the sustainability of the resources and the distribution of the benefits derived from them (Prasad and Bhatnagar, 1991 a).
13.3.21 Some Issues Inspite of the benefit flow provided by ‘tendu’ resource, no efforts seem to have gone into enhancing the resource – through genetic improvement and scientific breeding – to extent the period of harvest, to induce multiple/periodic leaf flushing, to find alternate uses for leaves, to improve flavour, to utilize wood etc. Also, no resource inventory exists, to assess its real potential.
Table 5. Average price spread of beedis in the trade channels
Particulars Rupee share Percentage Collectors share 14.37 7.20 Marketing costs ( including charges for beedi rolling) 93.00 46.50 Marketing margin of all actors in the channels (including MFP Federation ) 92.63 46.30 Consumers rupees 200.00 100.00
13.3.22 Genetic Improvement of Tendu The extent of occurrence and physiological and morphological characteristics of tendu, do not indicate any apparent need for genetic improvement, particularly as it does not present any problems. Tendu is a very gregarious species. Tendu (Diospyros melanoxylon) is extensively distributed in the Indian peninsula in central India ( Madhya Pradesh and Chhatisgarh, Orissa and adjoining states of Maharashtra, Rajasthan, Andhra Pradesh, Jharkhand, Southern Uttar Pradesh). It is a characteristic tree of dry mixed deciduous forests. It also occurs as understory in teak (Tectona grandis) and sal (Shorea robusta) forests in central India and form pure consociations on forest fringes, forested wasteland etc. In the mixed dry deciduous forests each patch of tendu consists of one or two trees surrounded by a vast progeny of young plants, largely arising as root suckers. At forest margins and in and around abandoned cultivation, where heavy grazing, hacking-out and fires are most common, tendu tends 224 Sustainable Management of Tropical Forests – Private Sector Experiences
to dominate in a bush form – since it is fire hardy, usually not browsed by animals and has extraordinary powers of proliferation through coppice and root suckers. The leaf pluckers concentrate in open areas (wastelands, forest fringes, abandoned cultivated areas) where bushes are in plenty. Thus looking at the extent of occurrence and habit of the species, neither genetic improvement nor any plantation effort may be necessary, for this gregarious species. Since no research is needed to solve problems related to the species, it will be of interest to investigate how its potential uses can be enhanced through improving its characteristics and finding alternate uses. 13.3.23 Alternative Uses of Tendu Leaves There has been no information on alternate uses of tendu leaves so far, because tendu leaves are small and thin, and hence it is neither technically feasible nor economically viable to use it for making leaf plates. This however presents a challenge – whether such a profuse and prolific producer of leaves can be genetically improved to be able to produce leaves suitable for other uses and purposes. 13.3.24 Wood Uses Wood of the tendu tree is very hard and therefore, not preferred for sawing. However, this tree is also known to produce Indian ebony wood. Troup (1921) in Silviculture of Indian Trees, had mentioned that tendu wood can be used for building, shafts, shoulder poles and carved into walking sticks, picture frames, and fancy articles. This also is an area of research. 13.3.25 Involvement of Local People in Beedi Manufacture Beedi manufacturing and marketing is monopolized by beedi industrial houses . These industrialists purchase beedi leaves in bulk and then distribute leaves, tobacco and threads to villagers to make beedies. They get wages for the manufactured beedies. Each such industry has its own trade mark and blending and have market in certain regions of the country. Thus, although the beedies are made by local people its marketing is done under a brand name of the industrial houses. Local beedi makers may not have resources, except the locally available leaves and access to markets, and therefore it is unthinkable that local people would be able to manufacture and sell their own beedies. The local people are contracted on the basis of agreed wages they can earn from year. round beedi making at home. The beedi makers are issued certain quantity of raw material (leaves, tobacco and thread) to make a pre-determined numbers of beedis. In the event of rejection or shortfall, the wages are deducted and to safeguard against this the beedi makers collect and store some leaves at home. A study in Tikamgarh, Madhya Pradesh (www.labourfile.org) showed that 96.26% of total labour force in beedi rolling industry were women - 23.30 % female children in the age group of 10-14 years, 63.17 % female adults, 1.35 % in the age group of 5-9 years, and 8.44% in the age group of 15-18 years. Since beedi manufacturing has been taken up by Beedi Workers Co- operatives in some states in India, it is worthwhile to consider whether tendu leaf collection and manufacture of beedis can be integrated at least in some localities where such an arrangement is feasible. 13.3.26 Is Beedi Manufacture A Sunset Industry? Beedi industry has been under pressure mainly from anti-tobacco campaigns of various national and international agencies. Another threat is the availability of cheap cigarettes in the markets. However, there has been no evidence of reduction in demand during the past decade. There has been continuous demand for manufacturing of extra quantity on beedi rolling labourers, over and above the agreed quantity for which wages are paid. On the other hand, banning of Ghutka (a tobacco blended product) in several Indian States is also doing favour to the beedi industry. Even in cases of decrease in demand for beedis, local people can shift over their source of livelihood to a variety of NWFPs and medicinal plants available in plenty in the forest of Madhya Pradesh. It is unlikely that beedi industry will ever crash. The business may stagnate or slightly reduce. Moreover, with the growing passion for use of natural products for medicines, food, cosmetics, pesticides etc, a number of flora and fauna may come in focus. The dry deciduous forests of peninsular India, apart from being rich in tendu plants are also rich in a number of roots, leaves, flowers, nuts and seeds which provide adequate employment and income to local people. With value addition, storage and micro-credit facilities, the collectors may in fact be able to earn larger and additional income. Sustainable Management of Tropical Forests – Private Sector Experiences 225
13.3.27 Balancing of Institutional Structure It has been often said that ‘tendu leaf’ can make or break governments, because of the large number of stake holders involved. There are all kinds of actors in the arena, playing different roles with political motives; and, the new institutional development under the co-operative system has considerably benefited the “resource owning” communities/co-operatives. There are also some observations that MP-MFP-CFL has not yet become adequately participatory. To quote a recent report (Joshi 2003). “The MFP Federation became a cash cow, and the government didn’t want to give up control over it. Till date, the administrative control of the cooperative structure is with the Forest Department, be it the primary societies at the village level, the district–level societies, or the state-level society. In fact, 18 years since its creation, the members of the state-level coordinating body are nominated, not elected.” This is a matter for further consideration, for ensuring balanced institutional development.
13.4 Other Nationalized NWFPs Other important nationalized NWFPs under the purview of MP-MFD-CFL are harra, sal seed, gums etc. A brief account of operation of MP-MFP-CFL with regard to these products is discussed below. 13.4.1 Harra Harra (Terminalia chebula) is a small to medium sized tree and is found on higher plateaus of dry and moist deciduous forests. It is also found in open forests and agricultural bunds. Natural regeneration of this species is very poor. The tree is valued for its timber and the fruit, which supplies the myrobolan of commercial value. Matured seeds are used as tan stuff and young and seedless fruits are used for medicine. Harvesting of harra fruits is done once a year, during October-March with peak during December- February. It is estimated that, on an average, each tree yields 2– 5 quintal of fruits per season. Collection of harra is done by the MP-MFP-CFL through Primary Societies in 17 harra producing districts of the State. In 1995–96 a record quantity of fruits, 107,150 quintals, was collected in Madhya Pradesh through primary societies. In 1999-2000 a total of 47,993 quintal was collected and an amount of Rs.26.4 million was paid as collection wages. Out of it, 47,076 quintals of harra could be sold at a sale price of Rs.32.2 million. 13.4.2 Sal Seeds MP-MFP-CFL collects sal seeds through PCCS in 12 Districts of the State, which are predominantly sal forest areas. Valuable edible oil is extracted from these seeds. Sal seed contains 19-20% of oil. The oil is used as a substitute of butter and also in confectionaries and eatables. The oil cakes remaining after oil extraction contains 10-12% protein and are used as feed for chicken. It is also used as manure. In the year 1999, a total of 78,635 quintals of sal seeds were collected and an amount of Rs.23.3million was paid as collection wages. All the sal seeds collected in the State are being sold by open tenders/auctions. 13.4.3 Vegetable Gums Vegetable gums are solids consisting of mixtures of polysaccharides (carbohydrates) which are either water soluble or absorb water and swell up to form a gel or jelly when placed in water. They are insoluble in oils or organic solvents such as hydrocarbons, ether and alcohol. The mixtures are often complex and on hydrolysis yield simple sugars such as arabinose, galactose, mannose and glucuronic acid. Some gums are produced by exudation, usually from the stem of a tree, but in few cases from the root. The exudation is often considered to be a pathological response to injury to the plant, either accidental or caused by insect borers or by deliberate injury (“tapping”). Seed gums are those isolated from the endosperm portion of some seeds. Kullu (Sterculia urens) and salai (Boswellia serrata) trees are valuable gum producing trees. In addition, gum from Axle Wood tree or Dhaoda (Anogeissus latifoia), cutch tree or khair (Acacia catechu) and Indian gum arabic tree or babul (Acacia nilotica) are also extracted and are economically important. These gums come under the category of Nationalized Minor Forest Produce. Extraction of these gums is carried out through PCCS and DCUs. The gum collected is sold through open tenders/auctions. 226 Sustainable Management of Tropical Forests – Private Sector Experiences
13.5 Non-Nationalised NWFPs In addition to the nationalized NWFPs a number of very important and valuable non-nationalised produces like aonla (Emblica officinalis), chironji (Buchanania lanzan), mahua (Madhuca latifolia), chirota (Cassia tora), neem seed (Azadirachta indica), mahul (Bauhinia vahlii) patta, honey, tamarind (Tamrindus indica) etc. are also found in the forests of MP. Few most important non–nationalized NWFPs in Madhya Pradesh, marketed by MP-MFP-CFL are discussed below. 13.5.1 Aonla (Emblica officinalis) – Indian Gooseberry It is a small or medium sized deciduous tree with smooth, greenish gray, exfoliating bark. Aonla is found wild or cultivated throughout the greater part of Madhya Pradesh. The tree is common to the mixed deciduous forests. The fruit is green when unripe, changing to light yellow or brick red colour when mature. It is sour in taste and has medicinal value. However, the fruit is better known as the basis of pickles, preserves and jellies. On account of the various preparations made from fresh aonla, it is a valued fruit. It is also collected for use in the preparation of ayurvedic tonics and medicines. According to the interviews conducted in aonla producing areas, about half of the total collection is sent for ayurvedic preparations. However, despite the fact that aonla is a very valuable fruit, little benefit is derived by the local collectors, presumably due to ignorance about the value of the fruit in final/consumer markets. This species is threatened due to almost total harvest by the collectors at an immature stage, even 2-3 months before maturity (Prasad et al., 2001). Based on professional recommendation, the Government of Madhya Pradesh took appropriate measures by imposing restriction on harvest of immature aonla fruits. 13.5.2 Chironjee (Buchanania lanzen) Locally known as chironjee, achar, achar-guthli or char, this is an important tree species, frequently found in the mixed dry deciduous forests of central India. The tree is a moderate light demander and is commonly found as an under-storey in teak (Tectona grandis) and sal (Shorea robusta) forests. The local people eat the fruit, and kernels are extracted and dried mostly for sale in the market. The kernel is rated as a delicacy and is highly priced. Kernels are commonly used in sweetmeat preparations but also form an important ingredient of herbal-based cosmetics and medicines. Extraction of chironjee fruits have been reported to be unscientific and unsustainable (Bhatnagar, 1998 & Prasad et al., 1999) and over-harvesting has resulted in its being placed in the category of vulnerable species. At present collectors harvest chironjee fruits mainly by lopping and pollarding of branches and in some places, even by felling of whole trees.
13.5.3 Mahua (Madhuca latifolia) Another very important NWFP is mahua. The tree is a large semi-evergreen tree and bears flowers from the end of February to April. The tribal population relies heavily on this tree for their livelihood. Liquor from mahua flower is an important drink. The flowers are not eaten, but are also an integral part of tribal festivities, when they are offered to the local deities. When fermented and distilled, the flowers yield a spirituous liquor which is also known as ‘country beer’. Efforts are being made to refine it in modern distilleries. Mahua flowers are a rich source of sugar, vitamins and calcium and thus offer wholesome nourishment. 13.5.4 Safed Musli (Chlorophytum borivilianum ) It is a commercially important medicinal plant. Roots of this plant are used for preparation of tonic, aurvedic medicines for rheumatic and nervous complaints, diabetes , sex complaints, arthritis etc. It flourishes well in tropical climate with an annual rainfall of 80-120 cm and temperature ranging between 10º C – 38º C. Since safed musli is a tuber species, it needs a sandy loamy soil with neutral pH (6.5-8.0). Soil with organic matter in high quantity yields better results. Safed musli is also cultivated in some parts of country. Heavy black soil is not suitable for cultivation of safed musli. Harvesting of musli is done through digging of tubers generally in the month of January- February. For marketing, tubers are dried after peeling. Under the cultivated condition, one-acre of land produces on an average 3-5 quintals of dried roots. There have been reports of unsustainable harvest of safed musli tubers from natural forests. (Prasad, et al. 2000). Due to its high value, collectors harvest this tuber by uprooting Sustainable Management of Tropical Forests – Private Sector Experiences 227 whole plants from the natural forest irrespective of its maturity, to maximize personal income. Therefore, it is also necessary to teach and train the collectors on proper methods of harvesting and also post harvest primary processing like cleaning, washing, drying etc.
13.5.5 Trade of Non-Nationalized NWFPs The villagers are free to collect and sell non-nationalized NWFPs in Madhya Pradesh. Generally, after meeting their own requirements, the villagers sell the balance quantity to small local traders or middlemen at very low prices. These middlemen, in turn, earn huge profits from these produces. Therefore, to help villagers from middlemen’s exploitation, the collection of some NWFPs were started through PCCS from 1995-96. The Primary Societies (PCCS) purchase these produces from the collectors and later on sell in bigger markets. The elected officials of the PCCS and DCUs take all the decisions regarding the quantity purchase price and sale. The forest officials facilitate and give all necessary help and guidance to them. The apex body (MP-MFP-CFL) liaises with big traders and manufacturers and also plays a vital role in market intelligence. The MP-MFP-CFL gathers information regarding the market price and supply conditions and transfers this information to the DCUs, so that the produce collected by the societies can be conveniently sold at remunerative prices. Further, the MP- MFP-CFL has also prepared elaborate literature regarding the availability, period of collection, uses etc. of a number of NWFPs and supplied this information to the PCCSs and DCUs. Collection and trading of selected non-nationalised NWFPs like aonla, mahul patta, mahua seed, and achar (chironjee) is being undertaken by MP-MFP-CFL, through its primary societies. In the year 1998-99 about 12,189 Qt of non-nationalised NWFPs were collected. Under the arrangements initiated by MP-MFP- CFL, collection units are to be constituted for different non-nationalised NWFPs and the collection cost/wage rates are to be fixed according to their sale price in these units. Accordingly, 48 aonla units were constituted in 19 aonla producing districts of the State. Tenders were invited for advance sale of green aonla in these units; 35 units were sold in 2001 at a sale rate ranging from Rs.3.00 to Rs.5.95 per kg of green aonla. Green aonla is to be collected by respective PCCS in these units and the collected quantity shall be delivered in green condition to the purchaser. On the basis of the accepted selling price, the wage/cost rate of collection of aonla has been fixed varying from Rs.2.50 to Rs.5.40 per kg. In the previous years the collectors used to get only about Rs.0.50 per kg as collection wage from middlemen. Thus, there is more than five-fold increase in the collection wages as a result of intervention of the MP-MFP-CFL. Similar steps are being taken with regard to mahul patta, mahua seed and achar (chironjee).
13.6 Outlook The tendu leaves collection, which has been going on for several decades is facing stiff competition from new products like ‘gutkas’ and cigarettes. The leaf collectors reported about rejection of leaves of lower quality at phads or collection centres. There is a tendency among younger generation to move towards the new products. Other possibilities are being explored to find new NWFPs, as alternate sources of income. As revealed, there are several NWFPs in Ladwar which are not collected. Fuelwood is also an important source of income. Most of the tribal families here, sell headloads of fuelwood atleast 3 times a week at the rate of Rs 8-10 per head load, and earns about Rs.240/- per month. From a long-term view, the villagers are interested in learning more about processing and marketing of NWFPs, as a sustainable source of income. If training on post-harvest technology, involving simple processing, grading, packaging, storage and marketing is given, it will help the poor households to enhance their income (Bhatnagar, 1994., Prasad et al., 1996.). Although, research institutions and NGOs have given training on different aspects like NWFP cultivation, it was not adequate to sustain development, for want of a marketing strategy. A business enterprise strategy based on sound market information will be required, to tap the potential of NWFPs for supporting development of the rural and tribal communities.
13.7 Future Development To enhance its impact beyond the initial aim of ensuring due benefit, from the NWFPs which are currently in demand, to the forest-dependent communities, consistent with resource conservation, the MP-MFP-CFL 228 Sustainable Management of Tropical Forests – Private Sector Experiences
has attempted to continuously improve its strategic outreach. The Federation has already expanded its field of activities to cover all the nationalized, as well as some of the non-nationalised, NWFPs. It has introduced the concept of People’s Protected Areas (PPAs) for comprehensive and integrated development of forests and the forest-dependent people. Some of the other areas which are receiving the attention of the Federation are: decentralised responsibilities, value addition to NWFPs, enhanced R&D programme, human resources development, adequate information system, and focused attention on hitherto neglected products/services. An area where attention is being focused presently, is medicinal plant development.
13.8 Success Criteria and Constraints The MP-MFP-CFL can justifiably claim that inspite of several constraints and deficiencies, it has generally succeeded, and has gone a long way, in achieving its prime objectives. 13.8.1 Positive Aspects The tribal people and forest village communities, as “resource owners” are saved from the clutches of the middle men and their income (and other benefits) from NWFPs have increased several folds. The people are empowered, and they are able to participate increasingly in managing the NWFP resources, from planning through harvesting and marketing to benefit-sharing. A healthy equation has been established between the forests, people and the State which can further be rationalized and strengthened. Improvement to the village infrastructure has enhanced the quality of life of the forest-dependent communities. Situation with regard to human resources in the rural areas has also improved through exposure to market, and training activities undertaken by MP-MFP-CFL. Condition of the forest resource has also generally improved, with reduction in the incidence of wasteful harvesting and of forest fires. Initiatives are also underway on many fronts – research and development, downstream processing, product development, domestication of medicinal plants, vertical integration of activities, decentralization of responsibilities and so on; and, these are expected to bear fruit in the near future. 13.8.2 Constraints However, there are several constraints to be addressed to ensure that the mission of MP-MFP-CFL meets with enduring success. These constraints among others, include:
• The continuing “minor” status of NWFPs, the “scientific forestry still being geared primarily towards production of wood. • Heterogeneous nature of NWFPs • Lack of a clear and comprehensive policy and legal framework, covering all aspects of NWFP development • Lack of inventory of NWFP resources • Lack of adequate vertical integration of activities to support value addition. • Interference and maneuvering with ulterior motives (power play) by political parties to influence the main stakeholders. • Inadequate R&D and lack of adequate extension and demonstration efforts; lack of improved tools and techniques; inadequacy of quality controls. 13.8.3 Need for Clear Policy Support MP-MFP-CFL aims at ensuring fair wages and other benefits for the NWFP collectors while ensuring sustainable NWFP management. The first objective of providing better remuneration to NWFP collectors has been greatly addressed, but the second objective of ensuring sustainable management of NWFP resources leaves much to be desired. The collectors have been organized into co-operatives; they get a fair share of the total revenue collected; and they have greater participation in management decision making. In this respect, the efforts have succeeded. However, for NWFP items which are not nationalized i.e. which are free from any state control, the collectors are still at the mercy of middlemen. There is a long chain between primary collectors and end-users; and the supply channels for each species are different, depending on the availability of the resources in the forests and many other factors. Sustainable Management of Tropical Forests – Private Sector Experiences 229
NWFPs are generally collected from the wild. Only in the past 4-5 years there have been some promotional activities for ex- situ conservation of commercially important medicinal plants. Some NWFP rich areas have been earmarked for concentrated conservation measures. Cultivation by private sector has also been encouraged, to prevent the depletion of resources. Though the private sector and the Government have already taken initiatives on a small scale, there is an urgent need for a clear and comprehensive policy on NWFPs.
14.0 CONCLUSION The old system of selling the right to collect NWFPs to private contractors was blamed for the high level of exploitation suffered by the tribal and rural community. The present system and the role of MP-MFL-CFL are also being blamed for restricting the freedom of the NWFP collectors to sell their produces to buyers who may pay more (than at the Collection Centers). It is alleged that in order to maximize the margin or profit, the collection centers buy only better quality NWFPs (particularly tendu leaves), thus affecting the quantity collected and reducing the earnings of the gatherers. The state of Madhya Pradesh showed declining trend in collection of tendu leaves during 1990s and could utilize only 59% of the State’s production potential. A substantial quantity of leaves, collected by the poor villagers, has generally been passing through numerous unauthorized petty contractors mostly after the closure of the collection centers. Similar cases are noticed also in respect of other nationalized NWFPs. A contradiction is apparent here. There are no “cost-free” benefits. One has to look for what is more beneficial (or less costly); and that situation is dynamic and will change with changes in the level of education, awareness, outlook, political biases, commitment and co-operative spirit of the society. Collection and trade of NWFP under the monopoly of MP-MFP-CFL has been found to be better than under private control. Continued effectiveness of MP-MFP-CFL requires sustained political support and excellent/honest bureaucratic mechanism. The challenge for the government of Madhya Pradesh and the Federation is to devise policies that strike a correct balance between improving livelihoods of the community/collectors and sustaining the potential of NWFP resources. The role of the government is extremely important. First, to ensure fair return to collectors and sustainable development of forests. Second, to improve the bargaining power of the NWFP collectors by developing the capacity of local institutions. Third, to increase their knowledge and awareness about price, quality differentials, purchase preferences, possible market channels as well as importance of ecological sustainability. Fourth, to establish micro-credit facilities to ward off the exploitative practices of middlemen and ensure remunerative prices to collectors. Fifth, to support research and development and Sixth, to periodically carryout needed policy reforms and establish enforcement mechanisms.
15.0 ACKNOWLEDGEMENT The author sincerely wishes to thank Dr. Chandrashekharan for going through the manuscript and critically analysing the contents. The author also owes his gratitude to his colleagues in Madhya Pradesh MFP Federation for providing certain details and Dr. BR Phukan at IIFM for extending help in compilation and analysis of research results. Grateful thanks to ITTO for providing this opportunity to prepare this case-study and present the same in the International Workshop to be held in Malaysia in April 2004.
16.0 REFERENCES Bhatnagar, P. 1994. Participatory Forest Management: A Case Study of Tikariya Village in Kundam Block of Jabalpur Division, Madhya Pradesh. Vaniki Sandesh 18(1): 19-29 pp. Bhatnagar, P. 1998. Need for Conservation of Medicinal Plants in Madhya Pradesh. Sustainable Forestry, (Jabalpur) 2(IV): 3-8. Bhatnagar, Pratibha. 1989. Economic Potential of Mahul (Bauhinia vahilii) in Madhya Pradesh. NNMFP-Economy series-II, Vaniki Sandesh Vol.XIII (1). Bhattacharya, P. 2000. Science and Technology Management Intervention in Value Addition of Selected NTFP for Enhancing Income Generation in Madhya Pradesh. IIFM Report (unpublished). Champion, H.G. and S.K. Seth, 1968. Revised Classification of Forest Types of India. FRI (Now Indian Council of Forestry Research & Education, Dehradun, Uttranchal, India). 230 Sustainable Management of Tropical Forests – Private Sector Experiences
Chopra, K. 1993. The Value of Non-Timber Forest Products: An Estimation for Tropical Deciduous Forests in India, Economic Botany, 47(3): 251-257. Chopra, K. 1994. Valuation and Pricing of Non-Timber Forest Products: A Study for Raipur District of Madhya Pradesh. In Valuing India’s Natural Resources, SPWD, New Delhi. GOI/MoEF. 1998. Report of Expert Committee on Conferring Ownership Rights of MFPs on Panchayats. New Delhi, India. Unpublished. GOI/MOEF. 2002. National Biodiversity Strategy and Action Plan, 2002. GoMP. 1998. Annual Report of the Madhya Pradesh State Minor Forest Produce (Trade and Development) Cooperative Federation Ltd. Government of Madhya Pradesh, 1997-98. GoMP. 2000. Vision for New Millennium- Peoples Protected Area (PPA). Madhya Pradesh State Minor Forest Produce (Trade and Development) Cooperative Federation Ltd. Government of Madhya Pradesh, 2000. GoMP. 2001. Madhya Pradesh Lok Vaniki Adhiniyam, 2001. Madhya Pradesh Forest Department, Government of Madhya Pradesh, Bhopal. GoMP. 2002. Madhya Pradesh Biodiversity Strategy and Action Plan. Bhopal: Department of Biodiversity and Biotechnology, and Environmental Protection and Coordination Organisation. Gupta, Tirath and Amar Guleria. 1982. Some Economic and Management Aspects of a Non-Wood Forest Product in India. Oxford IBH Publishing Co. New Delhi Joshi, Sopan. 2003. Super Market. Market in Minor Forest Produce, Secretive, Exploitative, Down to Earth 28 Feb.2003. pp 27-34. Khare, A.et.al., 2000. Joint Forest Management: Policy, Practice and Prospects. Policy that Works for Forests and People. Series No. 3. New Delhi, World Wide Fund for Nature – India and London, International Institute for Environment and Development. Kumar, N., et al. 2000. India: Alleviating Poverty through Forest Development. Evaluation Country Case Study Series.Washington, D.C., World Bank. Kumar, V. 2001. Tendu (Diospyros spp.). Daya Publishing House. New Delhi-110035 Kumar,J and R. Prasad. 1998. Study of Tendu Leaves Market. (A dissertation submitted in partial fulfillment of the Post Graduate Diploma in Forestry Management). Indian Institute of Forest Management, Bhopal, India. Laheri, F.A and L.S. Hazari. 1974. State Trading in Tendu Leaves in Madhya Pradesh – Constitution and Classification of Tendu Leaves Units. Madhya Pradesh Forest Department. 1999. A Report on Participatory Forest Management – JFM. Madhya Pradesh Forestry Project. Bhopal. Prasad Ram and Pratibha Bhatnagar. 1991a. Socio-Economic Potential of Minor Forest Produce in Madhya Pradesh. State Forest Research Institute, Jabalpur. Prasad, Ram 1999. Joint Forest Management in India and Impact of State Control over Non-wood Forest Products, Unasylva, Vol. 50 No. 198, pp. 58-62. Prasad, Ram and B.R.Phukan. 2000. State Control on Collection and Trade of NWFPs: A Case of Tendu Leaves (Dyospyros melanoxylon) trade in India. IIFM Paper (Unpublished, Indian Institute of Forest Management, Bhopal, Madhya Pradesh) . Prasad, Ram, P.C. Kotwal, and Manish Mishra. 2001. Impact of Harvesting of Embilica officinalis (aonla) on its Natural Regeneration in Central Indian Forests. Journal of Sustainable Forestry. Vol 14(4). Prasad, Ram, and G.P. Mishra. 1976. Ecological Status of D.melanoxylon in Dry Deciduous Teak Forests of Sagar (Madhya Pradesh). Indian Forester, 106(1): 41-52. Prasad, Ram, and P. Bhatnagar. 1991b. Wild Edible Products in the Forest in Madhya Pradesh. Journal of Tropical Forestry.7(3): 210-218. Prasad, Ram, B.R.Phukan, S.P.Singh, M.Mishra and Teki Surrya. 2000. Actual Collection and Production Potential of Tendu Leaves in Madhya Pradesh. Indian Institute of Forest Management, Bhopal, India. Prasad, Ram, P.K.Shukla and Pratibha Bhatnagar. 1996. Leaves from the forest: A Case study of Diospyros melanoxylon (‘tendu’ Leaves) in Madhya Pradesh. Centre for Environment and Sustainable Development, Jabalpur, 1996 Prasad, Ram, S. Das. and S.Sinha 1999. Value Addition Options for Non-Timber Products at Primary Collector’s Level. International Forestry Review. Vol 1(1) 1999. Rao. A.L. 1994. Beedi Leaves Collection & Utilization in India. FORSPA Occasional Paper No. 24, Funded by ADB & UNDP. Troup, R.S. 1921. Silviculture of Indian Trees, FRI Dehradun, India. www.labourfile.org www.mpmfpfederation.com Sustainable Management of Tropical Forests – Private Sector Experiences 231
CLONAL PULPWOOD TREE FARMS CHANGE THE RURAL LANDSCAPE IN ANDHRA PRADESH: A CASE STUDY ON OUTGROWER FARMS OF CLONAL TREES OF ITC LTD.
LA LIGNICULTURE CLONALE PRODUISANT DU BOIS DE TRITURATION TRANSFORME LE PAYSAGE RURAL DANS L’ANDHRA PRADESH: ETUDE DU CAS DES FERMES D’ARBRES CLONÉS DE LA DIVISION D’ITC LTD EL CULTIVO DE ÁRBOLES CLONALES DE MADERA PARA PULPA TRANSFORMA EL PAISAJE RURAL EN ANDHRA PRADESH: ESTUDIO DEL CASO DE FINCAS DE ÁRBOLES CLONALES DE ITC LTD., DIVISIÓN DE CARTONES Y PAPELES ESPECIALES
S. N. Rao ITC Limited, Paperboards and Specialty Papers Division
SUMMARY ITC Ltd., Paperboards and Specialty Papers Division (ITC-PSPD) operates an integrated pulp and paper mill located at Sarapaka in the Khammam district of Andhra Pradesh. This mill was established in 1979 and currently has an installed capacity of 1,00,000 mt of pulp and 182,500 mt of paperboards and paper per year. Present requirement of cellulosic raw material of ITC-PSPD is about 400,000 tpa, which will grow to 800,000 tpa, with increase in its production capacity and product range, as envisaged. The mill currently meets its raw material requirement from various sources. An interesting feature of ITC-PSPD is the sponsorship and support of the company to promote outgrower (small farmer) involvement to produce pulpwood from genetically improved and high yielding varieties of pulpwood species. The mill was established on the basis of the commitment of the Government of Andhra Pradesh (GoAP) to supply major part of the raw material need from government forests. The Andhra Pradesh Forest Department (APFD) however could not keep up the commitment beyond 1986, and in 1988, with a view to conserve natural forests and in keeping with the National Forest Policy, the “clear felling” of forests was terminated. In 1989, the Andhra Pradesh Forest Produce (Fixation of Selling Price) Act was passed. This provided for fixing selling price of raw material from government sources to wood based industries, following certain prescribed procedure, namely that the selling price of bamboo and mixed wood shall be fixed based on the production cost, but not below the market value of the produce at the point of supply. With the effective enforcement of the above Act all existing arrangements for the supply of raw material was abrogated since October 1991. In the 1990s, pulp and paper industrial units in the State obtained 78 to 82% of the raw material requirement from non-government sources. From 1997-98 to 2001-02 there was no agreement signed between APFD and ITC-PSPD. Currently, APFD has agreed to an ad hoc supply of 25,917 mt of bamboo between 29 November 2002 and 31 March 2004. At this juncture, the company decided to promote pulp wood tree plantations on farm lands after realizing that supplies from government forests are going to decline in the future, and acquiring plantations would be difficult due to land ceiling laws and restrictions on leasing of forest lands. Beginning 1982, the company distributed a total 4.67 million free Eucalyptus seedlings to farmers but discontinued in 1986 due to poor response. From 1987 to 1995 the company started a bank loan scheme supported by NABARD to promote farm forestry. A total of 7,441 ha were established on holdings of 6,185 farmers in 1,138 villages in the districts of Khammam, Krishna, West Godavari, Guntur, Prakasam, Nellore, Nalgonda and Warangal. The farmers were given quality planting stock (of seed route), technical extension services and buy-back guarantees at minimum support price or the market price whichever is higher. However, the acreage achieved was far below the set targets and the productivity of 6 to 10 cum/ha/yr was too low to be attractive to farmers as a land use option. The overall experience with the scheme was not very satisfactory as (i) farmers harvested their plantations earlier than the stipulated rotation period and (ii) the company paid the farmers only after first settling with the bank loans. Since the proceeds proved insufficient even after waiving the company’s service charge of Rs.70 per mt the scheme was accordingly discontinued after 1995. The need for research to improve the quality of pulpwood plantations and their productivity was realized by the company and it launched a tree improvement programme. Presently, the company is concentrating on research to develop better clones and on commercial sale of clonal saplings to the farmers. The research and development programme of the company started in 1989. Based on performance of individual clones in the field trials, promising, fast growing and disease-resistant clones of Eucalyptus tereticornis and E.camaldulensis were identified, including 23 site- specific clones adopted to problematic saline and alkaline soils. 37 of these are categorized as most important commercial clones based on their productivity and disease resistance capability. 232 Sustainable Management of Tropical Forests – Private Sector Experiences
The company is currently supplying 11 different Eucalyptus clones (called Bhadrachalam clones) on a commercial basis to farmers and offers a buy-back guarantee at an agreed price. Up to 1999/2000, the company had sold over 7.2 million clonal saplings. And is in the process of implementing a core area development programme within 150 km radius of the mill to intensively promote tree farms through offering additional incentives to farmers. This should help to reduce the cost of transportation of raw material. By the end of 2002, 6372 farmers had participated in the clonal plantation programme and presently about 30% of the company’s pulpwood requirement is met by clonal tree farms. The company expects 100% supply by 2007 from 35,000 ha of such farms in the core pulpwood area. The clonal trees are disease resistant, self-pruning and with large clear bole. Survival rate is as high as 95%. The MAI of Eucalyptus spp ranges between 20 and 58 cum per ha per year with farmers earning a net profit of Rs. 50,000 to Rs. 150,000 per ha from the first cutting after 3 years. As characteristic of coppicing crops, profits increase in subsequent cuttings due to depreciating costs. Further, when combined with agroforestry practice, additional income is accrued with the harvest of agricultural crops. The plantations research unit of the company carries out trials on genetic improvement of the planting stock and silvicultural/agroforestry practices (e.g. spacing on planting rows, type of inter-crop) to be adopted. ITC-PSPD is increasingly relying on private tree farmers through bipartite agreements (purchase contracts) and sells the requisite quantity of clonal saplings to farmers while providing free technical extension service. The farmers in return sell their pulpwood exclusively to the company at the prevailing market price. Some of the important aspects of the case which entitles it to be qualified as a success are: voluntary mobilization of investment for tree farm development; research, technology development and extension support by the wood processing company; increased productivity of clonal plantations; employment and increased income for local community; reduction of pressure on natural forest for raw material; and, mutually beneficial collaboration between the company and the farmers.
RESUME ITC Ltd, Paperboards and Speciality Paper Division (ITC-PSPD) exploite une usine intégrée de pâte à papier et papeterie située à Sarapaka dans le district de Khammam de l’Andhra Pradesh. Cette usine a été créée en 1979 et possède actuellement une capacité installée de 1.000.000 de tm de pâte et 182.500 TM [tonnes métriques] de carton et papier par an. ITC-PSPD a besoin actuellement d’environ 400.000 TPA [tonnes par an] de matières premières cellulosiques. Il est prévu que ce volume atteindra 800.000 tpa, du fait de l’augmentation de sa capacité de production et de sa gamme de produits. L’usine satisfait actuellement à ses besoins de matières premières en provenance de diverses sources. ITC-PSPD présente l’intéressante caractéristique de parrainer et de soutenir la participation de petits cultivateurs qui produisent du bois de trituration à partir de variétés d’arbres génétiquement améliorés à haut rendement. L’usine a été établie à la suite de l’engagement pris par le gouvernement de l’Andhra Pradesh (GAP) de lui garantir la majeure partie des matières premières nécessaires en provenance des forêts domaniales. Toutefois, le département des forêts de l’Andhra Pradesh (DFAP) ne pouvait plus respecter cet engagement après 1986 et, en 1988, dans le souci de conserver les forêts naturelles, et conformément à la politique forestière nationale, il a été mis fin à la “coupe rase” des forêts. En 1989, une loi a été passée dans l’Etat d’Andhra Pradesh, fixant les prix de vente des produits forestiers. Cette loi fixait le prix de vente des matières premières fournies de sources gouvernementales aux industries de la filière bois, selon une procédure définie, à savoir que le prix de vente du bambou et du bois mélangé serait arrêté en fonction du coût de production, sans toutefois être inférieur à la valeur marchande du produit au moment de la livraison. L’application effective de cette loi a entraîné, dès octobre 1991, l’abrogation de tous les arrangements existants concernant les fournitures de matières premières. Dans les années 90, les industries de la pâte et du papier de l’Etat ont obtenu, de sources non gouvernementales, 78 à 82% des matières premières dont elles avaient besoin. De 1997- 98 à 2001-02, il n’existait aucun accord signé entre le DFAP et ITC-PSPD. Actuellement, le DFAP est convenu de fournir, à titre ponctuel, 25.917 tm de bambou entre le 29 novembre 2002 et le 31 mars 2004. Dans ces circonstances, l’entreprise a décidé de promouvoir des plantations d’arbres produisant du bois de trituration sur des terres agricoles, s’étant rendu compte que les futurs approvisionnements en provenance des forêts appartenant au gouvernement allaient diminuer et que l’acquisition de plantations deviendrait difficile à cause des lois et des restrictions quant au plafond des baux autorisés pour des terres forestières. Au début de 1982, l’entreprise a distribué gratuitement aux fermiers 4,67 millions de jeunes plants d’Eucalyptus mais, face à une réponse apathique, elle a dû cesser en 1986. De 1987 à 1995, l’entreprise a conclu un arrangement de crédits bancaires soutenu par NABARD, en vue de promouvoir la sylviculture dans les fermes. Au total, 7.441 ha ont été plantés sur les terres de 6.185 fermiers dans 1.138 villages des districts de Khammam, Krishna, Godavari Sustainable Management of Tropical Forests – Private Sector Experiences 233 occidental, Guntur, Prakasam, Nellore, Nalgonda et Warangal. Les fermiers ont reçu du matériel de reproduction de bonne qualité (issu de graines) et ont bénéficié de services de vulgarisation technique et de garanties de rachat au prix minimum de soutien ou au prix du marché, si celui-ci était plus élevé. Cependant, la superficie ainsi cultivée était loin d’atteindre les cibles prévues et la productivité de 6 à 10 cm3/ha/an était trop basse pour que cette option d’utilisation des terres intéresse les fermiers. L’expérience globale de ce programme n’a pas été très satisfaisante parce que i) les fermiers procédaient à la récolte dans leurs plantations plus tôt que stipulé par la période de rotation ii) l’entreprise ne payait les fermiers qu’après avoir réglé la question des crédits bancaires. Les recettes s’étant avérées insuffisantes, même après avoir renoncé au remboursement des frais administratifs de l’entreprise, à savoir Rs.70 par tm, ce programme a également été abandonné après 1995. Ayant compris qu’il fallait entreprendre des recherches pour améliorer la qualité et la productivité des plantations de ligniculture axées sur l’industrie papetière, l’entreprise a lancé un programme d’amélioration des arbres. Actuellement, l’entreprise se concentre sur la recherche en vue de développer de meilleurs clones et de vendre aux fermiers des gaules clonées. Le programme de recherche-développement de l’entreprise a débuté en 1989. Sur la base de la performance individuelle des clones, lors d’essais sur le terrain, il a été possible d’identifier des clones d’Eucalyptus tereticornis et d’E.camaldulensis, prometteurs, à croissance rapide et résistants aux maladies, y compris 23 clones adaptés à des sites particuliers tels que les sols problématiques salins et alcalins. Trente-sept de ces clones entrent dans la catégorie des clones les plus importants du fait de leur productivité et de leur résistance aux maladies. L’entreprise vend actuellement aux fermiers 11 différents clones d’Eucalyptus (dénommés clones Bhadrachalam) et leur offre une garantie de rachat à un prix convenu. Jusqu’en 1999/2000, l’entreprise avait vendu plus de 7,2 millions de gaules clonées. En outre, elle a entrepris l’exécution d’un programme de base de développement sectoriel dans un rayon de 150 km de l’usine, en vue de promouvoir intensivement la culture des arbres en offrant aux fermiers des incitations supplémentaires. Ceux-ci devraient contribuer à réduire le coût du transport des matières premières. Vers la fin de 2002, 6372 fermiers avaient participé au programme de plantations clonales et, de nos jours, environ 30% du bois de trituration dont l’entreprise a besoin provient des fermes d’arbres clonés. L’entreprise s’attend à ce qu’en 2007 les fermes de ligniculture établies sur 35.000 ha de ce secteur de base lui fourniront 100% du bois de trituration dont elle besoin. Les arbres clonés sont résistants aux maladies, leur élagage est naturel et ils présentent un grand fût lisse. Le taux de survie atteint jusqu’à 95%. L’accroissement annuel moyen des espèces d’Eucalyptus se situe entre 20 et 58 cm3/ha/an, permettant aux fermiers de faire un bénéfice net de Rs. 50.000 à Rs. 150.000 par ha [3260 $] lors de la première coupe après 3 ans. Les récoltes en taillis sont caractérisées par une augmentation des bénéfices lors des coupes suivantes, à cause de coûts moins importants. De plus, si l’agroforesterie est pratiquée en parallèle, les récoltes agricoles permettent d’obtenir des revenus supplémentaires. L’unité de l’entreprise chargée de recherches sur les plantations effectue des tests d’amélioration génétique du matériel de plantation et des recherches sur les pratiques en matière de sylviculture/agroforesterie à adopter (par ex. espacement des lignes, types de culture intercalaire). ITC-PSPD compte de plus en plus sur les agriculteurs privés qui cultivent les arbres, conclut avec eux des accords bipartites (contrats d’achat) et leur vend les quantités requises de gaules clonées, tout en fournissant gratuitement un service de vulgarisation technique. En contrepartie, les fermiers vendent leur bois de trituration en exclusivité à l’entreprise au prix du marché en vigueur. Certains des aspects importants de ce cas, qui permettent de le considérer comme une réussite, sont les suivants: mobilisation volontaire d’investissement pour le développement de fermes de ligniculture; recherche, développement technologique et appui de vulgarisation par l’entreprise de transformation du bois; plus grande productivité des plantations clonales; emplois et revenus accrus pour la communauté locale; réduction des pressions qui pèsent sur la forêt naturelle pour en extraire les matières premières; et collaboration mutuellement avantageuse entre l’entreprise et les fermiers.
RESUMEN La empresa ITC Ltd. Paperboards and Specialty Papers Division (ITC-PSPD) administra una planta industrial de pulpa y papel situada en Sarapaka, en el distrito de Khammam del estado de Andhra Pradesh. Esta planta, creada en 1979, actualmente tiene una capacidad instalada de 1.000.000 tm (toneladas métricas) de pulpa y 182.500 tm de cartón y papel al año. La demanda actual de materia prima celulósica de ITC-PSPD es de alrededor de 400.000 TPA (toneladas por año), que se calcula que aumentarán a 800.000 TPA con el incremento previsto en su capacidad de producción y su gama de productos. La demanda de materia prima de la planta actualmente se abastece a través de diversas fuentes. 234 Sustainable Management of Tropical Forests – Private Sector Experiences
Una característica interesante de ITC-PSPD es el patrocinio y la iniciativa de la empresa para fomentar la participación de los pequeños agricultores en la producción de madera para pulpa a partir de variedades de especies genéticamente mejoradas y de alto rendimiento. La planta industrial se estableció en base al compromiso del Gobierno de Andhra Pradesh para abastecer la mayor parte de la materia prima necesaria a partir de los bosques estatales. Sin embargo, el Departamento Forestal de Andhra Pradesh (Andhra Pradesh Forest Department – APFD) no pudo cumplir con este compromiso después de 1986 y en 1988 se prohibió la “tala rasa” de bosques con el fin de conservar los bosques naturales conforme a la Política Forestal Nacional. En 1989, se promulgó la Ley de Productos Forestales de Andhra Pradesh (de fijación de precios de venta). Esta legislación dispone la fijación del precio de venta de las materias primas extraídas de fuentes gubernamentales para las industrias madereras, siguiendo un procedimiento definido que determina que el precio de venta del bambú y las maderas mixtas debe fijarse en base al costo de producción, pero no puede ser inferior al valor de mercado del producto en el momento del suministro. Con la aplicación efectiva de esta legislación, se derogaron todos los acuerdos existentes para el suministro de materia prima desde octubre de 1991. En los años noventa, las industrias de pulpa y papel del Estado obtenían del 70 al 82% de sus materias primas de fuentes no gubernamentales. De 1997-98 a 2001-02, no se suscribió ningún acuerdo entre el APFD y la empresa ITC-PSPD. Actualmente, el APFD ha acordado abastecer un total de 25.917 tm de bambú entre el 29 de noviembre de 2002 y el 31 de marzo de 2004. En estas circunstancias, teniendo en cuenta que los suministros de los bosques estatales disminuirían en el futuro y que la adquisición de plantaciones sería difícil debido a las leyes y restricciones que limitan el arrendamiento de tierras forestales, la empresa decidió fomentar el cultivo de árboles de madera para pulpa en fincas privadas. A partir de 1982, ITC-PSPD distribuyó gratuitamente un total de 4,67 millones de plántulas de eucalipto, pero interrumpió la distribución en 1986 debido a la deficiente respuesta recibida de los agricultores. Entre 1987 y 1995, la empresa comenzó un sistema de créditos bancarios respaldado por NABARD para promover el desarrollo de fincas forestales. En total, se establecieron 7.441 ha en fincas de 6.185 agricultores pertenecientes a 1.138 comunidades en los distritos de Khammam, Krishna, Godavari Occidental, Guntur, Prakasam, Nellore, Nalgonda y Warangal. Los agricultores recibieron material de plantación de calidad (procedente de semillas), servicios de asesoramiento técnico y garantías de recompra a un precio mínimo de apoyo o al precio del mercado en caso de que fuese más elevado. Sin embargo, la superficie establecida estuvo muy por debajo de las metas fijadas y la productividad de 6 a 10 m3/ha/año era demasiado baja para atraer el interés de los agricultores como una opción de uso de la tierra. La experiencia general con este sistema no fue muy satisfactoria por dos razones: (i) los agricultores realizaron la cosecha de sus plantaciones antes del turno de rotación estipulado; y (ii) la empresa pagó a los agricultores sólo después de haber acordado los créditos bancarios. Dado que las ganancias obtenidas no fueron suficientes, incluso después de haber renunciado la empresa al cobro de su tarifa administrativa de Rs.70 por tm, el sistema se descontinuó a partir de 1995. Consciente de la necesidad de realizar trabajos de investigación para mejorar la calidad de las plantaciones de madera para pulpa y su productividad, la empresa lanzó un programa de mejoramiento de árboles. Actualmente, se concentra en la investigación orientada a desarrollar mejores clones y en la venta comercial de plántulas clonales a los agricultores. El programa de investigación y desarrollo de la empresa se inició en 1989. Sobre la base del rendimiento de los distintos clones en los ensayos realizados en el terreno, se identificaron aquéllos con mayor potencial, de rápido crecimiento y resistentes a enfermedades procedentes de las especies Eucalyptus tereticornis y E. camaldulensis, inclusive 23 clones adaptados a sitios específicos con suelos salinos y alcalinos problemáticos. Treinta y siete de estos clones se clasificaron como de mayor potencial comercial por su capacidad productiva y su resistencia a las enfermedades. Actualmente, la empresa le vende a los agricultores 11 tipos diferentes de clones de eucalipto (denominados clones “Bhadrachalam”) y les ofrece una garantía de recompra a un precio acordado. Hasta 1999/2000, la empresa había vendido más de 7,2 millones de plántulas clonales. Y en la actualidad está aplicando un programa de desarrollo de un área núcleo en un radio de 150 km alrededor de su planta industrial para promover intensamente el cultivo de árboles clonales ofreciendo incentivos adicionales para los agricultores. De este modo, se ayudará a reducir el costo de transporte de la materia prima. A fines del año 2002, un total de 6372 agricultores habían participado en el programa de plantaciones clonales y actualmente alrededor del 30% de la demanda de madera para pulpa de la empresa se abastece con la producción de las fincas de árboles clonales. Para el año 2007, la empresa espera cubrir el 100% de su demanda a través de las 35.000 ha de fincas de este tipo establecidas en el área núcleo productora de madera para pulpa. Los árboles clonales son resistentes a las enfermedades, se autopodan naturalmente y tienen un fuste limpio y de gran tamaño. La tasa de supervivencia asciende al 95%. El incremento medio anual (IMA) de las especies de eucalipto oscila entre 20 y 58 m3 por hectárea por año y los agricultores obtienen una ganancia neta de Rs.50.000 – Rs.150.000 por hectárea [$3260] con la primera tala después de tres años. Tal como suele suceder típicamente con Sustainable Management of Tropical Forests – Private Sector Experiences 235 los cultivos de monte bajo, las ganancias aumentan en las talas posteriores debido a la depreciación de costos. Además, cuando se aplican simultáneamente prácticas agroforestales, se pueden obtener ingresos adicionales con la cosecha de los cultivos agrícolas. La unidad de investigación sobre plantaciones de la empresa lleva a cabo ensayos sobre el mejoramiento genético del material de plantación y prácticas silvícolas/agroforestales adecuadas (p.ej. espaciamiento de líneas de plantación, tipo de cultivos intercalados, etc.). ITC-PSPD depende cada vez más del suministro de los agricultores privados mediante acuerdos bipartitos (contratos de compra) y vende la cantidad requerida de plántulas clonales a los agricultores ofreciéndoles a la vez un servicio gratuito de asesoramiento técnico. Los agricultores, a cambio, venden la madera para pulpa que producen exclusivamente a la empresa al precio de mercado vigente. Algunos de los aspectos importantes de este caso que hacen que la empresa se califique como una experiencia exitosa de OFS son: la movilización voluntaria de inversiones para el desarrollo de fincas forestales; las actividades de investigación, desarrollo tecnológico y extensión llevadas a cabo por la empresa de transformación maderera; la mayor productividad de las plantaciones clonales; la generación de empleo y mayores ingresos para la población local; la reducción de la presión ejercida sobre el bosque natural para la obtención de materia prima; y la colaboración mutuamente beneficiosa entre la empresa y los agricultores. 236 Sustainable Management of Tropical Forests – Private Sector Experiences
1.0 INTRODUCTION The case being discussed here as a private sector success story in SFM is about the efforts of ITC Bhadrachalam Paperboards Ltd. (recently re-named as ITC Limited, Paperboards and Specialty Papers Division), to promote farm forestry (woodlot) development for pulpwood production, using high yielding clonal saplings, thereby supporting employment and income generation as well as ecological restoration in the rural areas of Andhra Pradesh State in India.
2.0 BACKGROUND
2.1 Profile of ITC Limited ITC (Indian Tobacco Company) is one of India’s largest private sector companies. It is a multi business corporation with business segments covering:
• Fast moving consumer goods (leaf tobacco and cigarettes, Lifestyle Retailing, greeting cards and gifts, branded packaged foods) • Hotels (ITC Welcome Group chain), tourism and travel. • Paper boards, specialty papers and packaging • Agri-business (exports of agricultural products, agro-technology development)
2.2 Information technology Turnover of ITC Group in 2002-2003 amounted to Rs.110,249 million (about US$2.2 billion), providing direct employment to about 13,000 people. ITC has its registered office in Kolkata, West Bengal. The ITC vision is to sustain it’s position as one of India’s most valuable corporations through world class performance, creating growing value for the Indian Economy and the Company’s stakeholders. It is ITC’s endeavour to continuously explore opportunities for growth by synergising and blending its multiple core competencies to create new opportunities of growth. Accordingly the ITC mission is to enhance the wealth generating capability of the enterprise in a globalising environment, delivering superior and sustainable stakeholder value. The Company remains committed to enlarging foreign exchange earnings. Earnings from exports create growing value for the Indian economy and also serve to benchmark the competitiveness of the Company’s operations with global standards. The ITC Group’s contribution to foreign exchange earnings over the last decade amounted to more than US$2 billion, of which over US$1.5 billion was accounted for by agri-exports, a measure of the Company’s growing contribution to the rural economy. It is significant that during 2001-2002 the Company’s earnings from agri-exports registered a growth of 28% in dollar terms.
2.3 Paperboards and Specialty Papers Division The ITC Limited Paperboards and Specialty Papers Division (ITC-PSPD) was originally established as an ITC Bhadrachalam Paperboards Ltd, a subsidiary Company of ITC Limited, in 1975, with its corporate office at Secunderabad, and the mill located in Sarapaka Village near Bhadrachalam in Khammam District of Andhra Pradesh State Effective 13 March 2002 and operational from 01 April 2002, the ITC Bhadrachalam Paperboards Ltd was legally amalgamated with the parent company as “Bhadrachalam Paperboards Division”. Early in 2003 its nomenclature was changed to ITC Limited, Paperboards and Specialty Papers Division. ITC-PSPD is designed and managed as a core-sector, environment and ecology conscious enterprise, one of the important Divisions of ITC having a turnover of around Rs.642 crores (about US $ 128 million), becoming instrumental in the development of a backward scheduled tribal area around Bhadrachalam (a temple town), Khammam District of Andhra Pradesh State. In 2001-2002, ITC-PSPD employed 2,031 people (680 professionals, 824 skilled technicians and 527 unskilled workers), excluding about 500 people employed on daily wage basis. Currently, the Executive Vice-President (Manufacturing) is in charge of tree plantation (farm forestry) activities supported by Deputy General Manager (Plantations) and Deputy General Manager (Plantation R Sustainable Management of Tropical Forests – Private Sector Experiences 237
& D) (both based at village Sarapaka - mill site), assisted by one Deputy Manager, two Assistant Managers, five Officers, two Deputy Officers, seven Assistant Officers and Junior Managers at the field level. The process of procurement and transport of wood raw materials is handled by the Chief Manager (Raw Materials) of the Raw Material Department of ITC-PSPD. Production during 2001-02 was 210,440 tonnes, at a capacity utilization of 115%, compared to 205,817 tonnes in the previous year at a capacity utilization of 113%. While overall sales, including inter-divisional sales, increased to 209,030 tonnes from 204,649 tonnes, the sale of value added products grew by nearly 18% to 35,600 tonnes from 30,233 tonnes in 2000-01, thereby resulting in an enriched product mix (ITC Ltd, 2002). Currently the company has 4 paper machines under operation. Machines 5 and 6 are going to be installed, and this will considerably enhance the production and the product range. Present requirement of cellulose raw material is about 400,000 tpa and it will soon grow to 600,000 tpa and ultimately to 800,000 tpa.
3.0 SITUATION OF FORESTRY IN ANDHRA PRADESH
3.1 Forest Resources The recorded forest area is 6.38 million ha, which constitutes 23.30% of the geographic area of the State. Reserved forest constitutes 79.2%, protected forest 19.4% and unclassed forest 1.4%. The actual forest cover of the state, based on satellite data of November 1998 to January, 1999, is 44,229 sq. km. constituting 16.08% of the geographic area. Dense forest accounts for 24,190 sq. km, open forest 19,642 sq. km and mangroves 397 sq. km.
Table 1. Forest types and important tree species in Andhra Pradesh
Forest types Important species
Tropical dry deciduous forests Tectona grandis, Pierocarpus santalinus, Anogeissus latifolia, Hardwickia binata, Terminalia chebula, T. tementosa, Chloroxylon swietenia etc. Tropical thorn forests Acacia catechu, A. leucophloea. Ailanthus excelsa, Azadirachta indica, Albizzia amara etc. Tropical moist deciduous forests Tectona grandis, Terminalia tomentosa, Plerocarpus marsupium, Adina cordifolia, Salmalia malabaricum etc. Tropical dry ever-green forests Manilkara hexandra, Canthium dicoccum, Albizzia amara; Syzgium cumini etc. Littoral and Swamp forests Avicennia officinalis, Rhizophora mucronata, Ceriops roxburghiana etc.
The public forests of AP are administered by the Forest Department, except for a small extent, which is under the Andhra Pradesh Forest Development Corporation. The main silvicultural systems adopted are: the clear felling system (for raising plantations of light demanding species); simple coppice system (for production of fuel wood); coppice with reserve system (in under stocked, erodable areas); and the selective felling system (in areas needing protection).
3.2 Villages with Forests There are 26,586 villages in the State of which 5,080 have forest as a land use. The area of forest in these villages is 2.57 million ha. The total population of these villages is 10.67 million, which comprises 21.95% of the total rural population. The villages having less than 100 ha, between 100-500 ha and more than 500 ha of forest area in each village constitute 35%, 39% and 26% of the total villages, respectively.
3.3 Joint Forest Management JFM was initiated in the State in 1992. A total of 6,575 Vana Samrakshana Samithies (Forest Protection Committees), comprising of nearly 1.3 million members, are managing an area of 1.63 million ha. Only degraded forest areas have been taken under this programme. Individual members of the Committee shall be entitled to get 50% of the net benefits from the forest produce and the rest 50% will be ploughed back for the development of the area. 238 Sustainable Management of Tropical Forests – Private Sector Experiences
4.0 FOREST-BASED INDUSTRIES The most important and sophisticated sub-sector of forest-based industry in terms of both capital investment and technology is pulp and paper industry.
4.1 Pulp and Paper Mills Prior to 1975, there were two paper mills, i.e., Sirpur Paper Mills (SPM) established in 1938 and Andhra Pradesh Paper mills (APPM) established in 1954. Bamboo was supplied by the Forest Department to these mills under long term agreement. These paper mills, though old, have expanded their production from time to time. During 1977 and 1978 two more paper mills were set up primarily depending on the Forest Department for raw material supplies. These are Sree Rayalseema Paper Mills (SRPM) situated in Kurnool District and ITC Bhadrachalam Paperboards Ltd. (ITC-BPL) situated in Khammam District. All paper mills had entered into long term agreements with the government for raw material supply. Till 1975, they were using only bamboo. The production of bamboo in the State was not enough to meet their requirements. Meanwhile paper technology made progress leading to the use of mixed hardwoods with bamboo, which the mills have adopted. After considering various aspects, the government had decided to give concession in royalty rate on bamboo and hardwoods by 50% to the two new paper mills for a period of five years from the date of initial production. The government had entered into long term agreement with the four paper mills for supply of bamboo. There was no agreement, as such, except ad hoc agreement on annual basis for supply of hardwoods. The agreements remained valid till the end of September 1995. The ongoing agreements with the paper industries for supply of bamboo are for a period of six years. The selling prices for bamboo increased from Rs.596 per tonne in 1990-91 to Rs.735 per tonne in 1992-93.
4.2 Rise of the Crisis After 1988, with a view to conserve natural forests and in keeping with the National Forest Policy, clear felling was ended. Consequently, supply of mixed hardwood to wood based industries was totally suspended. Furthermore, one-third of the bamboo bearing areas of State has gregariously flowered and consequently supply of bamboos came down. On the other hand, the wood based industries have substantially increased their production capacities. Therefore, there is an acute shortage of raw material to meet the needs of the wood industries. The dire situation promoted private initiatives and sponsorships of various natures, encouraging rural land use changes in favour of tree farms and private investment in forestry. Tree planting has also been facilitated through appropriate changes in legislation controlling removal / transport of wood from private lands. Eucalyptus, subabul (Lecaena leucocephala) and Casuarina are some important species exempted from the purview of these rules (as per GoAP order GO-MS 188 dated 10-6-1999 whereby wood of these species is considered as agricultural produce), so as to protect the tree growers from possible harassment. Mango, Sissoo, babul, jamun etc., are exempted in the districts where these occur abundantly.
5.0 PROMOTION OF OUTGROWER TREE FARMS Since the availability of wood and bamboo from government forests has steadily fallen to negligible levels, and since no land was available at its disposal of the company to raise pulpwood plantations, the avenue open to the company was to outsource pulpwood production under suitable arrangements, by providing adequate incentives. In the early 1980s, ITC-BPL produced seedlings of Eucalypts and Leucaena leucocephala (Subabul) and distributed to farmers free of cost, as an incentive to plant. Between 1982 and 1986, under social forestry, 4.67 million seedlings were distributed to farmers for planting on their marginal lands, to cover an area of about 2,800 ha. The cutting cycle envisaged for the plantation was 7 years. However, the quality and yield of the plantations were poor, and overall performance was disappointing. With a view of providing the farmers a comprehensive package of high quality planting stock supplied free of cost, technical extension services, buy back guarantee at minimum support price or prevalent market price whichever is higher, and financial assistance through commercial banks with refinance support of Sustainable Management of Tropical Forests – Private Sector Experiences 239
NABARD for raising and maintenance of plantations, a regular Farm Forestry Programme was launched by the company in 1987 to convert 1,500 ha/yr of marginal lands into productive farm forestry plantations. The project was formally approved by NABARD. Between 1987 and 1995, ITC Bhadrachalam promoted farm forestry plantations in 1,138 villages of Khammam, West Godavari, Krishna, Guntur, Prakasam, Nalgonda and Warangal districts. The company assisted 6,185 farmers to raise farm forestry plantations over 7,441 ha by planting 17.4 million seedlings on their marginal lands, thus helping them diversify their agriculture and ensuring optimum returns from unproductive marginal lands. Productivity of these plantations, however, was very low (6 to 10 tonnes/ha/annum). This low productivity was not economical for farmers as an alternative farming option. The programme, in fact, had met with two main drawbacks. First was that the plantations raised through the seed-route exhibited wide variation in quality and yield. Secondly, non-adoption of proper package of practices by the farmers led to poor field establishment and growth of the plants. Thus a need for research was felt and a research unit was established in July 1989. The vision of the company as relating to raw material situation is to make it self-reliant in raw material. The mission was accordingly set to increase pulpwood production with two specific objectives, viz. development of fast growing disease resistant Eucalyptus, and improvement of the package of practices for establishment and maintenance of plantations. In accomplishing its new mission relating to wood raw material, ITC-BPL, in 1989 launched a tree improvement programme. With an aim to achieve improvements in productivity and profitability of plantations, the company focused on genetic improvement of planting stock and improvement of “package of practices”. Major gains in productivity of Eucalyptus plantations have been achieved in a short span of 12-14 years through application of clonal technology for gainful exploitation of existing useful variation.
5.1 Clonal Plantations These clones, developed in India for the first time, are known as ‘Bhadrachalam’ clones. Productivity of clones released for commercial plantations, ranges between 20 to 58 cubic meter per hectare per year under un-irrigated conditions and more under irrigated conditions compared to 6 to 10 cubic meter per hectare per year productivity of Eucalyptus plantations raised from available seed sources. Felling cycle of clonal plantations could be reduced by half, from 7 years to 3 or 4 years. Several intra-specific and inter-specific hybrids of Eucalyptus have been developed through controlled pollination. Development and deployment of locality specific, high yielding, fast growing and disease- resistant clones have been followed by rapid adoption and raising of large-scale commercial clonal eucalyptus plantations. These high yielding, disease resistant clones ensure uniform plantations, with self- prunning, cylindrical trees having large clear role of premium quality wood. Survival percentage of majority of clonal plantations have been reported to be more than 95%.
5.2 Clonal Technology Clonal technology primarily envisages taking advantage of the natural variation in tree species for immediate gains in productivity and quality of produce of new plantations. Important steps for tree improvement through vegetative propagation and clonal technology involve: selection of Candidate Plus Trees (CPTs) from existing seed-route plantations with the desirable phenotypic features; cloning of CPTs through rooting of the juvenile cuttings under controlled environment and field testing of the clones for selection of genetically superior, fast growing and disease resistant clones. By importing seeds from CSIRO, Australia in the years 1986, 1990, 1994 and 1995 provenance trials were raised by the Research Team of ITC-BPL. CPTs of Eucalyptus tereticornis Smith. and E. camaldulensis Dehnh. were mainly selected from the Government and private farm-forestry plantations. Selected plus trees were propagated vegetatively from coppice cuttings in mist chamber. Root trainer technology was adopted for production of plants. The successful ramets were planted in Gene Banks known as Clonal Multiplication Areas (CMA) at an espacement of 1 x 1 m. The clonal testing trail areas (CTA) were planted at 3 x 2 m spacing in RBD with 3 replications. Promising clones were shortlisted from CTA’s for 240 Sustainable Management of Tropical Forests – Private Sector Experiences
growth, disease resistance and pulp and paper qualities. Clonal seed Orchards (CSO) adopting the permutated neighborhood design were established. Clonal demonstration plots were raised under extension scheme. Inter and Intra-specific hybridization was carried out between selected best clones and other species of Eucalyptus. Half and full-sib progeny trials were laid out. Promising hybrids were cloned and planted in multilocational trials. Genotype x Site interaction studies for various clones were carried out on normal and refractory sites. A gene repository is also established for conserving various types of clones.
5.3 Selection of Promising Clones At the beginning of the programme, the main handicap faced was non-availability of wide genetic base for improvement of Eucalyptus. Therefore, “breed the best with the available best” strategy was followed. The selection of the most desirable tree with characters such as straightness of stem, annual growth rate, disease resistance, crown structure, wood density, fiber morphology, cellulose/lignin balance, bark to solid wood under bark relationships etc were considered. Trees were selected from APFDC plantations and farmers plantations. Starting with cloning of 65 numbers of CPTs during 1989, more than 650 CPTs and 300 full sib CPTs have been selected from a base population of eight different Eucalyptus species and 11 different provenances and cloned, by now. Nearly, 150 trial plots were established in area of 30 ha since 1989 in various soil types for multilocational trials. Clones were evaluated from CTAs for comparative genetic superiority and G x E interactions. Based on the performance of individual clones in field trials, 97 promising fast growing and disease resistant clones of Eucalyptus tereticornis and E. Camaldulensis (45 commercial clones and 52 reserve clones) were identified, including 29 site specific clones adapted to problematic saline and alkaline soils; 37 of them are categorized as most important commercial clones based on their productivity and disease resistance capability. Out of 86 promising clones qualified so far, 54 (63%) have come from provenance seeds source obtained from CSIRO, Australia and 32 (37%) from local Mysore gum. In the beginning of the programme, clones were planted without due regard to site. After a gap of 3 to 4 years, it was discovered that some clones are doing well (and some are not) in a given site. This was the biggest challenge faced by the research team i.e. matching of clones to specific sites.
Table 2. Suitability of commercial clones of different types of soil
Sl. No. Type of Soil Adaptable Clones 1 Alluvial 1,3,6,7,10,27,105,115,122,130,266,274,284,286,288,292,316 2 Black Alkaline 1,10,27,71,83,99,105,130,271,285,316,405,411,412,413,470,526 3 Black 1,3,7,10,27,71,72,83,99,105,122,266,271,272,285,290,316,405,411,412,413,417,439,526 4 Red 1,3,6,7,10,27,71,72,99,105,122,130,158,159,223,266,272,274,284,285,286,288,290,292,315,316,319, 405,411,412,413,417,469,470,499,526 5 Red Sandy 3,6,7,71,105,122,266,288,316 6 Sandy 3,6,7,10,288
For large-scale commercial production of plants, the gene bank of promising clones has been established in 26 ha with nearly 0.2 million ramets. The clones were planted in blocks at closer spacing of 1 x 1 m. Gene banks are coppiced at 2 years age for obtaining the propagule for multiplication. Clonal seed orchards (CSO) with best “Bhadrachalam” clones covering an area of 0.71 ha have been planted in two plots for production of genetically improved seed. Yearly, 5 to 10 kgs of improved seed is being collected and distributed to growers. Fresh CPTs are now being selected from the CSO seed-source plantations.
5.4 Hyrbidization For developing Eucalyptus for future, hybridization programme was initiated by ITC-BPL in 1994. A breeding orchard was set-up with cleft grafted plants of E.tereticornis, E.camaldulensis, E.alba, E.urophylla and E.grandis. Intra and inter-specific hybrids have been developed through controlled pollination between selected best ‘Bhadrachalam’ clones and have been cloned for field trials. Sustainable Management of Tropical Forests – Private Sector Experiences 241
Inter-specific hybridization was attempted to combine desirable complementary attributes of promising clones and eliminate defects, keeping in view the customers view point viz. high yields (volumetric productivity), felling cycle of 3 to 5 years (economic rotation), adaptability to sites, superior wood quality and uniformity of raw material. The clones with well-defined traits i.e. clear bole, high productivity, adaptability to refractory sites, disease resistance, pulp/paper quality are included in the breeding programme.
5.5 Improvement for Pulp and Paper Quality As soon as the CPT is selected, it was first tested for proximate chemical analysis and strength properties. A few clones have given 49% screened yield compared to 45% from seed-route plantations. From the last two years, much emphasis is laid on improving the fiber quality by hybridizing clones with best fiber properties. The best fiber for papermaking is derived from species like Eucalyptus globulus, E.grandis, E.deglupta, E.urophylla etc., apart from their high growth potential. Therefore, a few high yielding “Bhadrachalam” clones are now being hybridized with the above species to achieve twin objectives of improving fiber properties and induce drought resistance so that new hybrids developed are adaptable to sub-tropical agro-climatic conditions.
5.6 Other Related Research Activities
• Cost effective mist propagation chambers, growing frames and root trainers, and transport rigs for long distance bulk transportation have been indigenously developed. • Basic research to induce early flowering and pollen handling, and poison food techniques to control diseases and pests in nurseries is going on. • Research is in progress for the development of genetically superior clones of Casuarina. Of the 175 CPTs successfully cloned, 10 clones with a productivity range of 8.6 to 13.9 cum/hectare/year have been selected for supply of clonal planting stock to farmers. • Experimental field trials are also underway in five locations around Bhadrachalam to create and demonstrate sustainable agro-forestry models. This is being done in collaboration with Central Research Institute for Dryland Agriculture.
6.0 OUTREACH TO THE FARMERS Clonal planting stock of the most promising ‘Bhadrachalam’ clones was released to farmers from 1992 onwards. The current production level of clonal planting stock is 4 million saplings. Company raised clonal demonstration plots on 24 hectares.
6.1 Area under Eucalyptus Clonal Plantations The Company distributed more than 14 million clonal saplings to growers from 1992 to 2002. More than 8,000 ha of clonal plantations have emerged over a period of 8 years under farm forestry programme of the Company alone. Along with 2,000 ha in second rotation coppice plantation it totals to 10,000 ha. In addition, 8,000 ha of plantations have been raised by AP Forest Development Corporation. The ‘Bhadrachalam’ clones have been planted all over India by Forest Departments / Corporations and other paper mills and farmers, over 7,000 ha. Therefore, the All India figure of Eucalyptus clonal plantations today is around 25,000 ha. By company-promoted farm forestry plantations alone, an asset worth Rs.1,000 million has been created by now (Table 3). By clonal farm forestry activity nearly 40,000 jobs are also created, in production of planting material, planting and maintenance, logging and transport. The company arranges distribution of planting stock at central locations, and at farm sites on recovering transporatation cost. A uniform selling price is collected, upfront, from all clients, including the farmers, Forest Department and Forest Development Coporations of various states for the supply of clonal planting stock. 242 Sustainable Management of Tropical Forests – Private Sector Experiences
Table 3. Asset creation through farm forestry plantations
Equivalent Coppice crop Total area Asset/ creation Year Plants sold area (ha) (ha) (ha) (Rs. Million) 1992-93 27,028 16.6 16.6 1.7 1993-94 61,670 39.5 39.5 4.0 1994-95 233,076 161.4 161.44 16.1 1995-96 415,435 239.4 239.43 23.9 1996-97 1,020,000 790.5 16.6 807.1 80.7 1997-98 1,293,069 759.2 39.5 798.66 79.9 1998-99 2,073,000 1,204.0 161.44 1,365.44 136.5 1999-00 2,281,011 1,354.7 239.43 1,594.14 159.4 2000-01 2,626,582 1,578.7 790.5 2,369.18 236.9 2001-02 3,348,000 2,009.6 759.16 2,768.76 276.9 Total 13,378,871 8,153.62 2,006.63 10,160.25 1,016.0
6.2 Farmer Participation At the end of 2002, the number of farmers participating in the clonal plantation programme of ITC-PSPD was 6,372, with the number likely to steadily increase. In 2002, the number of new participants (who newly joined the programme) was 3,120 compared to the cumulative number of 3,252 upto the end of 2001. While the average size of clonal tree farms is 1.6 ha, 42% of the farmers have only less than one ha under clonal pulpwood plantations. Largest percentage of clonal tree farms (49.9%) is under the size class of 1 to 5 ha; 5.2% falls under the size class of 5 to 10 ha; 2.5% under the class of 10 to 50 ha and only 0.2% has farm size of over 50 ha. This is likely to change in either direction, depending on dynamic changes in land use.
Kind of participation of farmers for the land use Small farmers participating in the clonal tree farm programme are utilizing 25 to 50% on the their total farmland for raising pulpwood crop. In respect of middle and upper middle class farmers, the percentage is a 50 to 75; whereas the few large farmers in the programme has set apart bulk of their land (90% and up) for clonal tree farm because it involves only limited maintenance (labour input), compared to agricultural crops. The tree farmers have formed an association to address common problems and concerns. It is still in a nascent stage. There is, however, scope for strengthening the association to be capable of addressing technical, legal, economic and marketing issues, affecting its members.
6.3 Area Available for Harvest The area of clonal plantations annually available for pulpwood harvest till recently was small, little over 100 ha., because only smaller areas and fewer farmers were involved in raising clonal tree farms in the initial stages. Currently the annual cutting area is over 500 ha. It is expected that the area available for harvest on a sustainable basis will dramatically increase in the next two or three years. By the year 2001-2002 only around 10% of the company’s pulpwood needs were being met by supplies from clonal tree farms. The balance was met by wood from other private sources and bamboo obtained from Government forests. From the year 2003 onwards, it is expected that 30% of the pulpwood requirement of the company can be met by clonal tree farms,with more of them getting mature for harvest. Since larger areas are now being converted into clonal tree farms, every year, particularly in the core area, the company is expected to obtain increased supplies of pulpwood by the year 2006-2007, adequate enough to meet its entire demand (i.e., to achieve demand / supply balance). This will require 35,000 ha of clonal plantations, involving some 20,000 farmers. The distance to the tree farms serving currently as raw material sources, from the mill in Sarapaka ranges from a minimum of 4 km to a maximum of 650 km. Sustainable Management of Tropical Forests – Private Sector Experiences 243
6.4 The Core Area Concept The tree farms or farm forestry plantations have helped to bridge the gap between demand and availability of pulpwood. However, these plantations do not represent a captive resource for providing assured supplies, as farmers are free to sell their produce to anyone, inspite of the bipartite agreement. It is, therefore, necessary to create a competitive advantage in favour of the company. The strategy of choice in this regard is to maximize the area of plantations closest to the mill, surrounding Sarapaka. This area is defined as those falling within 150 km (aerial distance) of radius around the mill site. Such area includes several Mandals in the districts of Khammam, Krishna and West Godawari. Non-core areas (outside core areas) which is still considered within economic reach from the mill includes tree farms in 8 districts – i.e, Khammam, Guntur, Nalgonda, Krishna, West Godavari, Prakasam, Nellore and the area around Hyderabad. The extent of clonal tree farm area falling under core and non-core areas is as follows:
core area: 8,500 ha outside core area: 8,200 ha Total: 16,700 ha
6.5 Eco-Restoration and Tribal Self-Reliance The social forestry programme supported by the company (Eco-Restoration and Tribal Self-reliance for Sustainable Livelihoods through Social Forestry) meant for the benefit of tribal people in a total of 300 villages, falling in 9 Mandals of Khamman District is operational since 2001, and will be completed in the year 2005. The project is being implemented by an NGO. The prime objective of the project is to promote multi-species social forestry (forest plantations along with intercrops) on private wastelands, by providing long-term loans to resource poor households. Three different types (species) of trees will be planted in the field, one on the field-bunds and five in homestead lands. From 2001-02 planted 4.5 million seedlings and saplings covering 1730 hectares and helping more than 2500 poor tribal households.
6.6 Capital Asset Created The valuve of asset created in the form of clonal tree farms upto 2002 has been estimated to be over Rs. 1,016 million. The asset is expected to increase by 3 to 4 times in the next few years. In order to achieve that target, the company is currently spending about Rs. 12 million, per year, which is miniscule compared to the annual expenditure budget of the company.
6.7 The package of Practices a. Outlook of the Participants The participants in the programme mainly are farmers, absentee landlords, businessmen and other rural “entrepreneurs” who seek opportunities for diversification of land use to achieve sustainable land management through agricultural activity. They are generally resourceful and enterprising, capable of effectively managing land use activities. b. Production of Clonal Saplings For successful clonal forestry programme a good nursery is a pre-requisite. A modern clonal nursery with an annual production capacity of 4 million Eucalyptus ramets was established at the company premises in Sarapaka with indigenous technological know-how. Vegetative propagation protocols were standardized to ensure perfect root system, east transporatation and high survival rate; and root trainer technology was adopted for mass multiplication. Presently, the infrastructure for clonal propagation includes 29 mist chambers covering an area of 2900 m2, hardening area of 900 m2 and 25,000 m2 for open nursery. 244 Sustainable Management of Tropical Forests – Private Sector Experiences
c. Handling of Clonal Planting Stock The age of the planting stock has to be around 6 months (including hardening for 3 months) from the date of setting of cuttings in the mist chamber. Proper irrigation of saplings while in transit and after arrival at the planting site is to be ensured. One hour before transplanting of saplings proper irrigation is essential. A gentle tapping of the tubet with wet vermiculite will facilitate easy removal of the sapling from the tubet without breaking the compact mass of vermiculite with roots. In case of delayed transplanting operation the planting stock have to be kept in open field on stands at a spacing of 20 to 30 cms apart for getting proper sunlight and aeration. If the planting stock is in tubets, these tubets can be placed in clean sand beds at a spacing of 10 x 10 cms. Twice in a day irrigation is to be carried out with the help of rose cans. Transplanting has to be carried out as soon as possible to avoid roots striking into the ground and disease occurrence.
7.0 IMPROVED SILVICULTURAL PRACTICES
7.1 Site Selection Mandatory study of soil profiles, recommended best soils - pH less than 8.5 and electrical conductivity less than 2 millimhos/cm, 2m deep neutral soils. Avoid water logged and highly eroded sites.
7.2 Site preparation Recommended deep ploughing and criss-cross harrowing by mechanical means.
7.3 Pitting Size of the pit - 30cm x 30 cm x 45cm. The dug out soil has to be treated with chloropyriphos @ 3 ml per litre of water.
7.4 Espacement Eucalyptus: 3m x 1.5 m; 3m x 2m and rarely 3m x 3m. To capture more sunlight the 3m wide spacing should be in the east-west direction and 2 m spacing in the north-south direction in case of plane areas. On slopes and undulating terrain, 3m rows should be along the contours.
Subabul: 1.25m x 1.25m, 2m x 1m, 3m x 0.75m or 2.5 x 0.75m
7.5 Transplanting Beginning of the monsoon rains of South-west / North-east monsoons – around July & September / October. On need basis pot watering is to be carried out for 7 to 10 days. In normal circumstances Phorate at the rate of 2 gms per pit should be applied at the time of planting to protect the saplings / seedlings from root grub. 15 days after planting, the saplings should be treated with anti-termite chemical (Chloropyriphos) a concentration of 2 to 3 ml per litre of water.
7.6 Weed management Perfect & timely weed management is recommended. At least 3 weedings, in 50 cm radius around the plants is required every year, during the first three years. Water conservation measures will help to enhance the growth.
7.7 Fertilizer Application Well decomposed FYM (Farm Yard Manure) applied as basal dose and spread properly throughout the field and incorporated thoroughly into the soil well before planting. One month after planting, NPK in the form of complex at 20-25 gms per plant applied by pocketing method (minimum 6” away from the plant and at 4” depth). Proper moisture should be ensured through irrigation and ploughing whenever fertilizer is applied. Subsequently every year NPK should be applied in two split doses during the rainy season with a gap of 1 to 11/2 months. The combination of fertilizers and the schedule of application will change depending on site conditions. Sustainable Management of Tropical Forests – Private Sector Experiences 245
7.8 Irrigation Timely and on-need-basis provision of irrigation to the growing plants will boost up the growth by 1.5 to 2 times to the normal.
7.9 Ploughing Soil working by means of ploughing in between the planted rows is very essential which facilitates proper aeration and conservation of moisture. These conditions are essential for the luxuriant growth of the saplings. Deep ploughing in either direction leaving 20-30 cms space on either side of the plants followed by harrowing twice a year is essential.
7.10 Protection of Measures Protection from fire, grazing and biotic interference, natural calamities, mechanical damages, pests & diseases and improper application of phyto-toxic chemicals to ensure success of the plantations.
7.11 Non-Pruning ‘Bhadrachalam’ clones are self-pruning in nature, therefore, it is not necessary. If any plant is severely damaged because of physical injuries or due to wind damage, it should be coppiced back 5 cms above ground level.
7.12 Monitoring of Plantations A sample of 25 to 100 trees are to be measured in the standing population to assess the survival and growth rates. This practice ensures proper accountability of the participating individual or agency.
7.13 Maintenance Plantation maintenance activities including ploughing, weeding, fertilizer application and protection measures (also irrigation wherever applicable) need to continue during the entire span of life of the clonal tree farm.
8.0 GROWTH AND YIELDS
Table 4. Performance of Eucalyptus clonal plantations on different soils
MAI (Cum) Type of soil Remarks Maximum Minimum Alluvial 35.41 12.08 Yield depends on the farmer following the package of practices suggested by the Company Black cotton 41.93 15.61 -do- Black 47.8 15.04 -do- Red 57.37 16.70 -do- Red Sandy 40.54 10.23 -do- Sandy 50.72 18.64 -d0-
Table 5. Size of tree farm holdings and MAI achieved
MAI (Cum) Size of Plantation Maximum Minimum Less than 1 haBlack cotton 16.70 57.37 1 ha to 5 ha 18.64 49.38 5 ha. to 10 ha. 10.23 39.65 10 ha. to 50 ha 12.08 .33.71 Above 50 ha. - - 246 Sustainable Management of Tropical Forests – Private Sector Experiences
Table 6. Performance of clonal plantations reflecting levels of management practices
Area of Plantations (Percentage) Type of Soil Poor Normal Excellent Alluvial 11% 22% 67% Black cotton 11% 18% 71% Black 9% 18% 73% Red 10% 15% 75% Red Sandy 11% 23% 67% Sandy 9% 23% 69%
Table 7. Standard performance indicators of Eucalyptus clonal plantations
MAI (Cum/ha/yr) Age of plantation (years) Poor Normal Excellent 1 <8 8 to 10 >10 2 <10 10 to 12 >12 3 <12 12 to 15 >15 4 <15 15 to 18 >18 5 <18 18 to 20 >20 6 <20 20 to 22 >22 7 <22 22 to 24 >24
9.0 CUTTING CYCLE AND YIELD The Eucalyptus clonal tree farms are being managed under simple coppice system. The number of coppice cutting cycles between plantation rotations is still not been finalized. While 4 to 5 coppice cutting cycles are considered as realistic, the ITC-PSPD researchers are confident that the yield will remain undiminished for 3 cycles (Table 8).
Table 8. Yield expected in coppice cuttings
Cutting cycles (within a planting rotation) Yield / ha in Tonnes
First ( 5 years) 150 under rain fed condition, 250 under irrigation Second (10 years) - do - Third (15 years) - do -
Slight increase in production is expected during second and third cutting cycles, because of the outstanding hybrid vigour of Eucalyptus clones.
10.0 HARVESTING AND COPPICING In respect of the clonal tree farms, harvesting and coppicing is a single (joint) silvicultural operation. Trees are felled about 15 cm above the ground level using hand saws, with a slanting cut to avoid water collecting on the stump. (As larger areas are getting ready for harvest, the need for introducing power chain saws is being felt; and efforts are now underway). The felled trees are dragged out of the farm area, after removing the lops and tops, debarked and billeted (into billets of standard one meter length and not less than 5 cm girth at the thinner end); and stacked ready for transport to the mill. Almost 90% of the standing volume can be taken out as pulpwood. The stump puts forth coppice shoots, profusely – varying from 5 to 18, with an average of 12 shoots. In order to obtain good yield of pulpwood in the second cut, farmers are advised to reduce the number of shoots to one healthy shoot. However, most farmers trend to keep 2 (or even 3) shoots, allowing for any natural death. The coppice crop is to be carefully nurtured and maintained as a new crop. Sustainable Management of Tropical Forests – Private Sector Experiences 247
11.0 PULPWOOD PROCUREMENT ARRANGEMENTS There are three different documents/agreements forming the legal basis for pulpwood procurement by the Company. The first is the “Bipartite Agreement” (more in the nature of a memorandum of understanding) between the company and the individual farmers who are engaged in raising clonal plantations. Under this, the Company agrees to sell (and the farmers agree to purchase) clonal planting stock of Eucalyptus, Casuarina and seedlings of Subabul in adequate number and provide requisite expertise to the farmer for raising industrial plantations, with a view to getting assured supplies of pulpwood on a sustained basis. The conditions of sale/purchase of the clonal planting stock are set forth in the Agreement. The farmer(s) on their part agrees to sell pulpwood exclusively to the company (to deliver pulpwood at the mill). The bipartite agreement also stipulates among others the principles of arriving at the price to be paid for the pulpwood. The second is the General Purchase Agreement between the company and raw material suppliers who procures/supply wood raw materials to the company from sources other than the clonal tree farmers (i.e. from those outside the bipartite agreement). This Agreement specifies the quantity (of wood) involved, location, species, whether barked or debarked, price to be paid per unit, schedule for supply etc. The third is the Transport Contract for transporting materials from collection point to the mill, which specifies the quantity involved, details about the material, period covered and transport charges to be paid, along with terms and conditions.
Table 9. Share of clonal tree farms in the supply of pulpwood to ITC-PS (Unit: Bone dry tonne)
Total Pulpwood Eucalyptus wood Estimate share of wood from Year Procured from within AP Clonal Tree Farms 1997-1998 81,034 48,745 10,000 1999-2000 114,265 55,326 25,000 2001-2002 139,054 67,160 55,000 2004-2005 202,300 95,000 90,000 (Projected)
Source: ITC.PSPD
12.0 PRICE PAID FOR PULPWOOD The price paid for pulpwood supply at mill site varies-depending on species, distance from the mill and whether supplied with bark, or debarked (Table 10).
Table 10. Average procurement rate per BDT for pulpwood at the ITC-PSPD mill yard in Sarapaka (Rupees)
Species 1997-1998 2001-2002 2002-2003 (projected)
Eucalyptus 2,436 2,565 2,597 Leucaena (subabul) with bark 1,875 2,280 2,350 Leucaena (Subabul) debarked 2,143 2,416 2,625 Casuarina debarked 2,362 2,699 3,000 Mixed species Debarked 1,453 1,554 1,560
On an AST basis the current (2002) average rate for supply of pulpwood at the mill site was indicated to be as follows:
Eucalyptus : Rs.1,400/-per AST (debarked) Subabul : Rs. 1,370/-per AST (with bark) Subabul : Rs.1,735/-per AST (debarked) 248 Sustainable Management of Tropical Forests – Private Sector Experiences
Payment of price shall be made by the company to the farmer with in 15 days of weighment of the pulp wood at the Company’s weigh bridge at Sarapaka”. The new company policy is to pay a “fair farm gate-price” to the farmer, and to make him free of the responsibility for transportation. Coppicing as a silvicultural operation is undertaken jointly with harvesting by the farmer, cost of which will range between Rs 120 and Rs 170.
13.0 COST-BENEFIT COMPARISONS A quick analysis of cost/return details of a number of individual tree farms indicated that net annual gains ranged Rs.18,000 to Rs.49,000 per hectare giving an IRR of 14 to 35%. The clonal plantations so far established (about 10,000 ha) has the potential to sequester 0.5 million tones of carbon, thus helping in the reduction of Green House Gases (GHG). This 0.5 million tones of carbon is approximately worth US$ 1.5 million, at the rate of US$ 3 per metric tonne, in terms of carbon credit. The clonal tree farm programme is being proposed for support under Clean Development Mechanism (CDM), which will help the farming community to grow more plantations and help in further carbon sequestration.
14.0 BENEFITS OF CLONAL EUCALYPTUS TREE FARMS
• Contrary to popular belief, plantations of Eucalyptus do not lead to soil erosion or depletion of underground water. • As a matter of fact, all tree plantations including Eucalyptus provide major social and ecological benefits. • They provide effective green cover, help conservation of precious soil and water resource. • They help restore marginal / waste lands to sustainable productivity, improve soil fertility through increased microbial activity, addition of humus and recycling of plant nutrients. • The tree farms contribute to minimising biotic pressures on natural forests. Each hectare of highly productive clonal plantation will save 20-40 ha. of natural forests and thus conserve their rich bio- diversity. • They, further contribute to environmental amelioration, prevent soil erosion, minimize surface run-off of rain water and regulate stream flow. • Eucalyptus consumes less water per unit of wood produced compared to most other tree species.
14.1 Typical Case Studies
Table 11. Cases of selected farmers who have carried out the first harvest
Details Farmer 1 Farmer 2 Farmer 3 Farmer 4 Farmer 5 Farmer G.Rama Raju T.V.Chandrasekhar Rao M.Gopalakrishna D.Satyanarayana K.Janakirmaiah Village Pochavaram Venkatareddipeta Dippakayalapadu TN.Palem Dippakayalapadu Mandal Kunavaram Bhadrachalam Koyyalagudem Tanguturu Koyyalagudem District Khammam Khammam West Godavari Prakasam West Godavari Soil type Black Black Red Clay Black Red Clay Average rainfall (mm) 1,000 1,000 1,465 700 1,465 Area planted (ha) 2,20 2.87 0.80 0.60 0.60 Clones planted 3,7,128 & 158 3,6,7,116,128 &130 6 7,3 3,7 Year of plantation October 1996 October 1996 February 1996 September 1995 January 1995 Age 3 years 4 mo 3 Years 4 mo 4 years 5 mo 4 years 11 months 4 years 11 months Spacing (m) 3x2 2.5 X 2.5 3x1.5 3x2 3x1.5 Survival % 87 99 99 99 98 MAI (t/ha) 26.39 31.00 33.71 37.26 24.42 Total yield obtained (AST) 193.40 294.00 119.20 112.00 119.00 Yield per acre (T) 35 41 60 74.66 80 Total income obtained (Rs) 280,430 426,300 172,840 95,760 172,550 Expenditure Incurred (Rs) 111,690 173,000 30,000 26,250 55,050 Net returns (Rs) 168,740 253,300 142,840 69,510 117,450 Net returns/ha (Rs) 76,700 88,258 178,550 115,850 95,750 Source: ITC PSPD Sustainable Management of Tropical Forests – Private Sector Experiences 249
Table 12. Pre harvest details of performance of reported cases
Details Farmer 6 Farmer 7 Farmer 8 Farmer 9 Farmer 10 Farmer S. Seshaiah G. R. Reddy V. Ranga Rao Ch Srilakshmi D. Satyanarayana Village Lingamguntla Lingampalli Yenamadala Yenamadala Moddulagudem Mandal Maddipadu Podalakuru Prathipadu Prathipadu Dammapeta District Prakasam Nellore Guntur Guntur Khammam Soil type Alluvial Red Red Red Red Sandy Average rainfall (mm) 700 1,168 1,076 1,076 1,200 Area planted (ha) 4.2 1.80 0.21 3.41 2.50 Clones planted 3,10,27 10,3 3 105,130 3,27 Year of plantation October 1994 October 1997 1996 1998 1998 Age 4 years 1 mo 3 years 6 mo 4 years 6 mo 2 years 2 years Spacing (m) 3X1.5 3X1.5 3X2 3X2 3X1.5 Survival % 94 99 67 94 96 MAI (Cum/ha) 41.48 28.81 42.59 26.02 28.62 Source: ITC PSPD
Table 13. Comparison of two cases which have completed first cycle
Name, Age, Address Name, Age, Address Shri.MNV.Prasad, 46 years, Dr.P.V.Ramana, 45 years, Nimmalagudem Village, Buttaigudem Mandal, Sundernagar Village West Godavari Dist. Khammam Dist. Cost Details Cost Details 1st year operations: Rs. 23,995 1st year operations: Rs. 970, 000 [Ploughing; planting stock @ Rs.8.50 including [Mechanical/manual uprootal & disposal of cashew stumps (100/ha); transportation; pitting and planting; fertilizer application; ploughing, staking-2.5mx2.5m; mechanical pitting; planting; basal neem powder,BHC-50 Kgs, FYM eight tractor loads; weed dressing; anti-termite treatment; fertilizer application; planting stock management (application of Glycil 4 ltrs); irrigation] @ Rs.4.50 including transport; harrowing – 3 times; weeding –twice; soil working; shoot cutting -3 times and watch & ward} 2nd year operations: Rs. 4,120 2nd year operation: Rs. 170, 000 [Ploughing (4times ); application of fertilizer and irrigation] [Harrowing criss cross 3 times; fertilizer; shoot cutting; watch & ward] 3rd year operations: Rs. 3,720 3rd year operations: Rs. 204,000 [Ploughing 4 times and application of fertilizer] [Harrowing criss cross three times; fertilizer application; shoot cutting; watch & ward] 4th year operations: Rs. 3,720 [Ploughing 4 times and application of fertilizer] - Logging and transportation: Rs. 49,400 Logging and transportation: Rs. 1,200,000 [Cutting, debarking, loading, transportation @ Rs380/mt] [Cutting, debarking, transportation @ Rs 400/ mt] Total of all expenses(for 0.85 ha) : Rs. 84,955 Total of all expenses (for 40 ha): Rs. 2,712,000 Income: Rs. 188,500 Income: Rs. 4,200,000 [Sale value of 130 t of pulpwood @ Rs. 1,450 per mt] [Sale value of 3,000 t of pulpwood @ Rs 1,400 per mt] Net return Net return Total income minus total cost: Rs. 103,545 Total income minus total cost: Rs. 1,488,000 Net return per ha (Rs. 103,545/0.85): Rs 121,818 Net income per ha (Rs 1,488,000/40): 37,200
15.0 RESEARCH AND TECHNOLOGY DEVELOPMENT ITC-PSPD gives great importance to forestry related R&D. The plantation research wing has a land area of 2 ha, consisting mainly of buildings (330sq.m), green house (940 sq.m), and shade house (200 sq.m). The open nursery area occupies 3000 sq.m including roads. In addition, an area of 18 ha is utilized as Clonal Multiplication Area (CMA) and 8 ha as Clonal Testing Area (CTA). These research facilities are well equipped. Most of the research programmes are need and result oriented. The main thrust is on selection of superior clones of Eucalyptus. To achieve this, several experiments were carried out to standardize rooting hormones, rooting media, coppicing of trees, fungal pathology and rejuvenation. Although the stress was on Eucalyptus, trials are also being carried out on rooting of Casuarina cladodes. Applied research with respect to silviculture – i.e. genotype and site interaction, spacing, fertilisation and irrigation trials etc. are conducted regularly in order to continually update extension package. This package is taken to the farmers through demonstration plots covering 25 ha, massive contact programmes, motivation of opinion leaders and NGOs, screening of video films and regular inspection visits by the field staff. 250 Sustainable Management of Tropical Forests – Private Sector Experiences
16.0 EXTENSION ACTIVITIES Extension activities are carried forward by ITC-PSPD through the package of sound practices to be adopted by the tree farmers. For the poor tribal cultivators, special training programmes on plantation practices are conducted, involving at least two farmers from each village. Field trials are also carried out in the farmers field, to take into account the ground realities, and to obtain their whole-hearted co-operation as partners in development. Farmers participating in research activities are provided incentives in the form of free supply of planting stock.
Table 14. Expected impacts of longer cutting cycle and irrigation Irrigated case Non-irrigated case Name, age, address Name, age, address Shri.G.Veerabhadra Rao, 33 years, Shri Guglothu Eerya Naik, 35 years, Tekulabanzar Village, Kapavaram Village, Khammam District Chandrugonda Mandal, Khammam District Back ground Background Small agricultural family; now employed in ITC-PSPD Agriculture; big joint family (his brother and family lives with him) Total Area Planted Total Area Planted 5.8 ha with Bhadrachalam clonal saplings 2.4 ha with Bhadrachalam clonal saplings Motivation Motivation Being an employee of ITC-PSPD, motivated by Benefits observed on the other farmers field; less expenditure Plantation Managers and first hand information about compared to other commercial crops; less involvement, less potential benefits. problems from biotic interference and natural calamities; assured market at remunerative prices. Details of the block studied Details of the block studied Month and year of planting: Jan/July 2002 Month and the year of planting: August 2001 Clones planted: 3 & 7 Clones planted 3,7 & 27 Area: 5.80 ha Area: 2.40 ha No. of saplings planted: 13,050 No. of saplings planted: 6,000 Espacement: 3m x 1.5 m No. of saplings survived: 5,400 Cost details Cost details 1st year operations: Rs. 260,145 1st year operations: Rs. 39, 360 [Mechanical uprootal and disposal; fencing with barbed [Ploughing; planting stock @ Rs.4/-per wire; ploughing; alignment; pitting & planting; anti-termite plant; saplings transportation to field; pitting & planting; anti-termite treatment; fertilizer application; planting stock cost including (Chloropyriphos) treatment; transport; irrigation; water pipes; electricity charges; soil fertilizer application] working; watch & ward @ Rs.1,200/-p.m] 2nd year operations: Rs. 68,700 2nd year operations: Rs. 7,000 [Ploughing (3 times); fertilizer; irrigation; Watch&ward] [Ploughing (3 times), fertilizer application] 3rd year operations: Rs. 68,700 3rd year operations: Rs. 7,000 [Ploughing (3 times); fertilizer; irrigation; watch & ward] [Ploughing (3 times); fertilizer application] 4th year operations: Rs. 68,700 4th year operations: Rs. 7,500 [Ploughing (3 times); fertilizer; irrigation; Watch & ward] [Ploughing (3 times); fertilizer application] 5th year operations: Rs. 68,700 5th year operations: Rs. 8,000 [Ploughing (3 times); fertilizer; irrigation; watch & ward] [Ploughing (3 times); fertilizer application] Logging and transportation: Rs. 362,500 Logging and transportation: Rs. 111,000 [Cutting,debarking, loading and transportation [Cutting,debarking,loading, and transportation @ Rs 250/-per mt. for 1450 mt] @ Rs.370/-per mt for 300 mt (i.e yield 125ml/ha)] Total of all expenses: Rs. 897,445 Total of all expenses : Rs. 179,860 Income: Rs. 2,030,000 Income: Rs. 420,000.00 [Sale value of 1450 mt of pulpwood @ Rs 1,400 / mt] [Sale value of 300 mt of pulpwood @ Rs 1,400 / mt] Net return Net return Total income minus total cost: Rs. 1,132,555 Total income minus total cost: Rs. 240,140 Net return per ha: (Rs 1,132,555/5.8): Rs. 195,268 Net income per ha: (Rs 240, 140/2.4): Rs. 100,058 Sustainable Management of Tropical Forests – Private Sector Experiences 251
17.0 PLANS FOR THE FUTURE
• Expand the area under clonal tree farms to 35,000 ha (from the present extent of about 10,000 ha), involving some 20,000 farmers. • Bestow concentrated efforts to promote clonal tree farms in the core area, falling with in a radius of 150 kms, around the pulp and paper mill in Sarapaka, to reduce the transportation cost. Incentives in that regard will include subsidy to the extent of 50% of the cost of clonal planting stock, credit facilities, delivery of extension services etc. • Continue work on tree improvement (including expansion of the species base) and plantation technology, to improve growth and yield. • Enhance the capacity of the company to pay competitive prices for pulpwood, by improving the technology /efficiency of pulpwood utilisation (i.e. improving the conversion ratio). • Establish standardized C&I for sustainable clonal tree farm management.
18.0 SUCCESS CRITERIA AND CONSTRAINTS
18.1 Accomplishments The case of clonal pulpwood farms sponsored and promoted by ITC-PSPD qualifies to be considered a successful private sector initiative for the following reasons and accomplishments:
•. Acceptance of the clonal tree farm concept by farmers of various social strata, as an environmentally sound and economically profitable landuse option. Area under pulpwood tree farms is steadily getting expanded. The growing demand for planting stock of ‘Bhadrachalam’ clones is testimony to their popularity and genetic superiority. • Existence of a strong plantation research unit to continuously upgrade the package of practices and technology. • Existence of an effective extension system, supported by competent personnel and steady flow of feed back from the farmers. •Asilvicultural system which facilitates periodical (and short term) harvest, while ensuring quick and automatic re-growth (coppice growth). • Fast growing and high yielding tree farms relieves pressure on natural forests, helps greening of country side and sequester carbon. • Support to the sustainable operation of a value-adding and employment providing industry, having a high multiplier impact. • The efforts and contributions of ITC-PSPD for promoting forestry research and clonal farm forestry plantations have been recognized with prestigious awards:
1. Indira Priyadarshini Vrikshamitra Award-1997 by Ministry of Environment and Forests, Government of India. 2. Rajiv Gandhi Parti Bhoomi Mitra Award-1994-96, by Ministry of Rural Areas and Employment, Government of India. 3. The Vantech Industry Rolling Trophy for Research and Development 1995, award by Confederation of Indian Industry, Southern Region. 4. FAPCCI Award for ‘the Best Technological Development in Research and Development for 1991-92’ by Federation of Andra Pradesh Chambers of Commerce and Industry. 252 Sustainable Management of Tropical Forests – Private Sector Experiences
18.2 Constraints
• Poor and tribal farmers find it difficult to participate in the programme, because of lack of investment funds, and non-availability of credit under easy terms. Their capacity to manage the technological inputs to ensure success of the tree farms is also limited. There is need for a deeper understanding of the socio-economic status of the poor farmers. • Government support for the clonal tree farm programme, particularly in the form of incentives such as tax remission and institutions for extension, is inadequate. • The practice of “piracy” on the part of other pulp and paper manufacturing units is said to be a problem in some districts like west Godavari and Prakasam, where clonal tree farmers are offered farm gate price of 50 to 100 rupees more than what ITC-PSPD offers in these districts, causing a “price war”. • There are also weaknesses of policy and legal mechanism. No authority exists in India to register and certify the clones for forest species. This may lead to dilution of improved tree cultivars due to unscrupulous trade. Mix-up of clones can jeopardize the entire tree improvement efforts. Similarly, developing legal mechanism for registration of nurseries, certification of gene banks and clonal planting stock are to be evolved and handled by an independent and competent agency.
19.0 CONCLUSION
This development of short rotation high yielding woody species for commercial purpose has given three main advantages to the pulp and paper industry viz., reasonable cost of raw material, reliability and sustainability of pulpwood supply along with uniformity of the biological raw material. From the socio- economic points of view, it has resulted in improved and sustained income for the farmers and environmental amelioration, thus helping to shape the well being of the farming community. The initiative of ITC-PSPD to forge productive linkages with the farming community is expected to result in vital multiplier impact on the larger economy of the region.
20.0 ACKNOWLEDGEMENTS
Author is ever grateful to Mr Pradeep Dhobale, Chief Executive and Mr Sanjay K Singh, Executive Vice President (Manufacturing) for their invaluable guidance and support for preparing the case study. I am indeed indebted to Mr Ch Chandrasekharan, country representative, ITTO, who had not only guided me to prepare this success story and helped me in giving a proper & presentable shape. My sincere thanks to Mr Piare Lal, Ex-Vice President (Plantations) and Dr H D Kulkarni, Dy General Manager (Plantation R&D), who played a key role in developing the clonal technology in India. My grateful thanks to Mr K Srinivasa Rao for extending his secretarial service for completing this success story. 253 Sustainable Management of Tropical Forests – Private Sector Experiences 253
SUMMARY BY SESSION CHAIRMAN, R. B. McCARTHY During this session six case studies and a synthesis report on the Asia-Pacific region were presented and discussed. The six cases from five countries represented the range of situations found in the region, in terms of the nature and size of operations, technology, institutional arrangements, constraints faced and involvement of stakeholders - small private tree farms to large logging concessions; simple and labour intensive to complex and sophisticated technology; production and trade of NWFPs to processing and marketing of timber products; large private corporations to local co-operatives. The countries and cases were selected randomly. The meeting noted that the situation in the countries tends to indicate a pattern in the general forestry trend in the region (uncontrolled timber extraction either through logging concessions or directly by government agencies; consequent environmental degradation leading to a scaling down or phasing out of logging activities; illegal loggers taking advantage of the situation, leading to resource exhaustion; and private farmers taking up high yielding tree plantations or agro-forestry activities to meet the demand, thus taking forestry to the level of agriculture). The cases, at the same time indicate how best to accommodate sustainable forestry in the existing situation - e.g. intensive silviculture as in the case of selective cutting and strip planting by PT. Sari Bumi Kusuma in Indonesia or clonal tree farms as are being promoted by the ITC-PSPD in India. The participants expressed the view that the changing social and political context in the countries are often responsible for the developments leading to the present situation in forestry and for the emergence of factors prompting unsustainable forestry practices. While these highlight the need for policy reforms favouring SFM, there are also other factors pressing for changes in forestry related policies such as globalization of economy and trade; internationalization of environment and environmental protection; increasing need for investment and private sector participation; increasing participation of stakeholders and civil society; and more diversified demands of society for forest goods and services. Discussion on constraints and issues tended to be country and/or situation specific. Some of the important common issues, which came-up repeatedly included, inter alia, the following:
• Institutional weaknesses including the inadequacies of forest services • Frequently changing policies, rules, regulations and forest charges causing uncertainty and investment risks • Policy not being followed by meaningful action • Customary and community ownership of forest and related tenurial problems • Illegal logging and its multiple impacts • Need for continuous refinement of technology to keep up competitiveness
Added cost of timber certification and lack of a system to ensure “honest environmental pricing”. (A better image for industry alone cannot result in compliance to certification requirement; the need is to set and enforce minimum requirements and performance standards by stages, allowing adequate time to establish SFM).
During the discussions, the participants made several interesting points and observations:
•Anumber of countries in the region have changed status from a net exporter of wood and wood products to a net importer, and from a net revenue earner to a net spender. This is mainly due to the practice of ‘timber-centered’ forestry. There is need to introduce/implement multi- functional forestry. • For developing an effective forestry sector, there is need to build bridges between forestry research and forest policy, and to build trust between public and private sector. •Wood and forest products need to be made available according to quality standards and consistency required by the market and at affordable prices, comparable to that of its substitutes. 254 Sustainable Management of Tropical Forests – Private Sector Experiences
• Economic sustainability is crucial to attract private investment into SFM activities. While appropriate rent-capture is extremely relevant where forests are publicly owned, forestry should not be considered as a “cash-cow” by the governments, and taxes and charges should be adopted rationally.
While some participants expressed the fear that forestry may turn out to be a transitory sector, and a sunset industry, others found hope in the excellence exhibited in the cases presented. It is absolutely essential, however, to ensure good governance - pro-active, transparent, accountable and capable of curtailing illegal activities.
SOMMAIRE DU PRÉSIDENT DE LA SÉANCE PAR R. B. McCARTHY Au cours de cette séance, ont été présentés et analysés six études de cas et un rapport de synthèse sur la région Asie-Pacifique. Les six cas sélectionnés dans cinq pays représentaient l’éventail des situations que l’on trouve dans la région, en termes de nature et taille des opérations, de technologie, d’arrangements institutionnels, de contraintes à surmonter et de participation des acteurs – allant de petites fermes forestières privées à de grandes concessions d’exploitation; de techniques simples et à forte main-d’oeuvre à des technologies complexes et sophistiquées; de la production et du commerce des PFNL à la transformation et la vente des produits ligneux; de grandes entreprises privées à des coopératives locales. Les pays et les cas ont été choisis au hasard. La réunion a noté que la situation dans les pays tend à indiquer les tendances générales de foresterie dans la région (prélèvements anarchiques de bois soit par des concessionmaires d’exploitation soit directement par des organismes gouvernementaux; dégradation de l’environnement entraînant une réduction ou une élimination progressive des activités d’exploitation; bûcherons non autorisés tirant profit de la situation, ce qui conduit à l’épuisement des ressources; et cultivateurs privés créant des plantations d’arbres à haut rendement ou entreprenant des activités d’agroforesterie pour satisfaire la demande, ramenant ainsi la foresterie dans le domaine de l’agriculture). Ces cas indiquent à la fois comment au mieux adapter la foresterie durable à la situation existante - par exemple, sylviculture intensive comme dans le cas de coupes sélectives et de plantation en bandes par Sari Bumi Kusuma en Indonésie ou les plantations clonales telles qu’elles sont effectuées par ITC-PSPD en Inde. Les participants ont exprimé l’avis que l’évolution du contexte social et politique dans les pays entraîne souvent des développements menant à la situation actuelle en foresterie et à l’émergence de facteurs incitant à des pratiques forestières non durables. Ces facteurs mettent l’accent sur le besoin de réforme des politiques en faveur de l’AFD, mais il y a également d’autres facteurs qui appellent des changements dans les politiques relatives à la foresterie, par exemple, la mondialisation de l’économie et du commerce; l’internationalisation de l’environnement et de la protection de l’environnement; le besoin croissant d’investissement et de participation du secteur privé; la participation croissante des parties prenantes et de la société civile; et les demandes plus diversifiées de la société en matière de biens et services forestiers. La discussion sur les contraintes et les problèmes a eu tendance à porter sur des sujets spécifiques des pays et/ou des situations. Certaines points communs importants, qui ont été soulevés à plusieurs reprises comprennent, entre autres:
• les faiblesses institutionnelles, y compris la médiocrité des services forestiers; • les fréquents changements de politiques, règles, règlements et redevances forestières causant des incertitudes et des risques d’investissement; • le non-suivi des politiques par des mesures décisives; • les problèmes de propriété coutumière et communautaire des forêts et les problèmes connexes; • l’exploitation forestière illégale et ses multiples incidences; • le besoin d’amélioration continue des techniques pour maintenir la compétitivité; Sustainable Management of Tropical Forests – Private Sector Experiences 255
le coût additionnel de la certification des bois et l’absence de système pour garantir une “évaluation environnementale honnête”. (Une meilleure image de l’industrie ne peut à elle seule aboutir au respect des prescriptions de certification; il est nécessaire de définir et d’imposer par étapes des conditions et des normes de performance minimales, en ménageant suffisamment de temps pour établir l’AFD).
Au cours des discussions, les participants ont formulé plusieurs observations et idées intéressantes:
• Un certain nombre de pays de la région, d’exportateurs nets de produits ligneux sont devenus des importateurs nets, et dépensent désormais plus qu’ils ne gagnent des échanges. C’est dû en grande partie à la pratique de la foresterie “axée sur le bois”. Il est nécessaire d’introduire/mettre en oeuvre une foresterie multifonctionnelle. • Pour développer un secteur forestier efficace, il y est nécessaire de jeter des ponts entre la recherche forestière et les politiques forestières, et d’établir la confiance entre les secteurs public et privé. • Les produits ligneux et forestiers doivent être mis à disposition conformément aux normes de qualité et d’uniformité exigées par le marché et à des prix accessibles, comparables à ceux de leurs produits de substitution. • La durabilité économique est cruciale pour attirer des investissements privés dans des activités d’AFD. Si le recouvrement de la plus-value est extrêmement pertinent lorsqu’il s’agit de forêts de propriété publique, la foresterie ne devrait cependant pas être considérée par les gouvernements comme une “vache à lait” et les taxes et redevances devraient être fixées rationnellement.
Tandis que certains participants ont exprimé la crainte de voir la foresterie devenir un secteur précaire et une industrie en déclin, d’autres ont trouvé de l’espoir dans l’excellence révélée par les cas présentés. Il est absolument essentiel, cependant, d’assurer une bonne gouvernance - anticipative, transparente, responsable et capable de mettre un frein aux activités illégales.
RESUMEN DEL PRESIDENTE DE LA SESIÓN POR R. B. McCARTHY Durante esta sesión, se presentaron y debatieron seis estudios de casos y un informe de síntesis sobre la región de Asia y el Pacífico. Los seis casos seleccionados de cinco países representaban toda la gama de situaciones existentes en la región en cuanto al tipo y la envergadura de las operaciones, la tecnología, el marco institucional, las limitaciones experimentadas y la participación de los interesados: desde pequeñas fincas forestales privadas hasta grandes concesiones madereras; de operaciones sencillas con gran intensidad de mano de obra a tecnologías complejas y sofisticadas; de la producción y el comercio de PFNMs a la transformación y comercialización de productos de madera; de grandes empresas privadas a cooperativas locales. Los países y casos se seleccionaron al azar. Los participantes señalaron que la situación reinante en los países tiende a indicar un patrón general en las tendencias forestales de la región (extracción descontrolada de madera, ya sea a través de concesiones forestales o directamente por los organismos gubernamentales; la consiguiente degradación ambiental conducente a una reducción o eliminación gradual de actividades de aprovechamiento forestal; extractores ilegales que aprovechan la situación, lo cual lleva al agotamiento de recursos; y agricultores privados que establecen plantaciones arbóreas de alto rendimiento o actividades agroforestales para satisfacer la demanda, llevando de ese modo la actividad forestal al nivel de la agricultura). Al mismo tiempo, los casos indican también cuál es la mejor forma de adaptar la actividad forestal sostenible a la situación existente, por ejemplo, con prácticas silvícolas intensivas como en el caso de las operaciones de tala selectiva y plantaciones en fajas llevadas a cabo por PT. Sari Bumi Kusuma en Indonesia, o las fincas de árboles clonales que promueve ITC-PSPD en la India. En la opinión de los participantes, la evolución del contexto social y político que ha tenido lugar en los países, en muchos casos, ha conducido a los acontecimientos que llevaron a la situación actual en el 256 Sustainable Management of Tropical Forests – Private Sector Experiences
ámbito forestal y al surgimiento de factores que favorecen las prácticas forestales insostenibles. Si bien estos factores destacan la necesidad de llevar a cabo reformas de carácter normativo que favorezcan la OFS, existen también otros factores que apuntan a la necesidad de modificar las políticas relacionadas con los bosques, tales como la globalización de la economía y el comercio, la internacionalización del medio ambiente y la protección ambiental, la creciente necesidad de inversiones y la participación del sector privado, la creciente participación de todas las partes interesadas y la sociedad civil, y una demanda más diversificada de la sociedad en materia de bienes y servicios forestales. Las deliberaciones sobre las limitaciones y problemas tendieron a concentrarse en los aspectos específicos de cada país y/o situación. Algunos de los problemas comunes importantes, planteados reiteradamente durante el debate, incluyeron, entre otros, los siguientes:
• las deficiencias institucionales, inclusive aquéllas relacionadas con los servicios forestales; • los frecuentes cambios de políticas, normas, reglamentos y derechos o cánones forestales, que causan incertidumbre y riesgos para las inversiones; • la falta de medidas decisivas para dar seguimiento a las políticas; • la propiedad tradicional y comunal del bosque y los problemas de tenencia asociados con la misma; • la extracción ilegal de madera y sus múltiples consecuencias; • la necesidad de asegurar un perfeccionamiento constante de la tecnología para mantener la competitividad; • los costos adicionales de la certificación de maderas y la falta de un sistema que asegure una “valuación ambiental honesta”. (Una mejor imagen de la industria no podrá por sí sola garantizar el cumplimiento de los requisitos de la certificación; es necesario establecer y aplicar condiciones y niveles de desempeño mínimos en un proceso gradual por etapas, permitiendo suficiente tiempo para establecer la OFS.)
Durante los debates, los participantes plantearon diversos puntos y observaciones interesantes:
•Varios países de la región que anteriormente eran exportadores netos de madera y productos de madera se han convertido en importadores netos, gastando las divisas que antes generaban. Esto se debe principalmente a la actividad forestal “concentrada en la madera”. Es necesario introducir o implementar una actividad forestal multifuncional. •Afin de desarrollar un sector forestal eficaz, es necesario crear puentes que unan la investigación forestal con las políticas forestales y establecer la confianza entre los sectores público y privado. • Los productos forestales y madereros se deben producir conforme a los niveles de calidad y uniformidad requeridos por el mercado y a precios asequibles, comparables con los de los productos sustitutos. • La sustentabilidad económica es crucial para atraer las inversiones privadas en las actividades de OFS. Si bien la captación de rentas es sumamente importante en los bosques de dominio público, los gobiernos no deberían tratar la actividad forestal como una lucrativa “vaca lechera” y deberían fijar impuestos y cánones racionales.
Si bien algunos participantes expresaron cierto temor porque la actividad forestal podría convertirse en un sector precario y una industria en decadencia, otros consideraron que el nivel de excelencia demostrado en los casos presentados era muy promisorio. Sin embargo, es absolutamente esencial garantizar un buen sistema de gobierno, proactivo, transparente, responsable y capaz de combatir las actividades ilegales. SESSION 3 LATIN AMERICA-CARIBBEAN CASE PAPERS CHAIRMAN: FLORIANO PASTORE
Sustainable Management of Tropical Forests – Private Sector Experiences 259
IMPACTS OF SFM ADOPTION AT THE FOREST AND THE MILL: THE CASE OF LA CHONTA
IMPACTS DE L’ADOPTION DE L’AFD DANS LES FORETS ET LES USINES LE CAS DE LA CHONTA IMPACTOS DE LA ADOPCIÓN DE LA OFS EN EL BOSQUE Y LA FÁBRICA EL CASO DE LA CHONTA
P. Antelo and M. Tuoto La Chonta Ltda
SUMMARY La Chonta is a Bolivian private-owned company. The company manages 220,000 ha of tropical forests, distributed in two concessions (government forest land) located in the Guarayos and Bajo Paragua regions, central eastern part of Bolivia. The company employs 350 persons and its total annual revenue is around USD 4 million. After 1997, taking into consideration the new Bolivian Forest Law, the company decided to embark in a new approach and the forest concession began to be managed in a sustainable way. Nowadays, both La Chonta forest concessions are certified by FSC. To improve forest practices and adopt SFM, La Chonta had to increase the number of tree-species harvested, and thus was unable to harvest higher volumes per unit area. In the past the company was based on a few valuable species and removals were normally less than 1 m3/ha. This was only possible due to the high market price of the so-called valuable species (mahogany, for example). With the adoption of improved forest practices, the increase on harvesting volumes became quite important, not only to mitigate the pressure over the precious wood species, but also to make it possible to internalise the new and additional costs resulting from the adoption of improved forest practices. At moment, the company is harvesting between 3 and 8 m3/ha. This is still a relatively small volume when compared with operations held in other countries of the region, as for instance in Brazil. No doubt that the increase in the volume removed reduced the harvesting costs, but it created another problem: many of the new harvested wood species are not known in the international market, and when accepted have a low market value. La Chonta faced difficult times, since in many cases the costs of production, mainly due to logistics that leads to high transportation costs to the main consuming markets, is a strong limitation for timbers with no tradition in the market (LKS). The domestic market could be, in principle an alternative, but as expected it is too small to absorb the volumes. La Chonta has two sawmills, both located close to forest concessions (La Chonta and Lago Rey). Part of the production is traded in bulk, while better grades are reprocessed into value-added products. The production capacity of the re-manufacturing facility is around 2,000 m3/year of finished products (door, moulding and flooring). Annually, about 20,000 doors are produced. The chain of custody is also certified by FSC. Wood processing activities were strongly affected when SFM was adopted. The knowledge gained in processing traditional wood species, as for example mara (mahogany), roble and cedro, was no longer valid when LKS entered into production. The high commercial value of these species, traditionally traded, and widely accepted by the market, contributed to the low efficiency in the value chain. With the adoption of SFM and the introduction of LKS, several actions were needed to improve efficiency of the mill, and this included several investments to develop new processes and products, and also investments in the processing facilities. The lesson learnt by La Chonta points out that introducing LKS is fundamental when adopting SFM. Processing LKS requires an increase in the scale of production (starting at the forest) and the adoption of improved processing technologies in order to reduce production costs and increase product values. It was also learnt that LKS have a lower market value, well below traditional wood species, and are very unlikely to have price increases along the years. Thus, without cost reduction and addition of value it is not possible to have a profitable operation, which is necessary to improve forest practices. Moreover, the lessons learnt by La Chonta operating in Bolivia indicate that an adequate policy and legal framework, and particularly law enforcement, plays an important role in the promotion of SFM. However, the private sector in Bolivia ended up paying for the full costs of SFM adoption, since the Government has no economic instrument or other mechanism that would effectively encourage the adoption of SFM. There was hope to recover the additional costs from the market, but no premium price is paid for sustainable produced timber, even when certified. The changes require more than good will. New investments in whole value chain are needed. This has been a strong limitation for La Chonta, since in Bolivia financial sources for direct investments in the timber industry are quite limited and, when available, costs are too high. 260 Sustainable Management of Tropical Forests – Private Sector Experiences
RESUME La Chonta est une entreprise privée bolivienne. Elle gère 220.000 ha de forêts tropicales, répartis en deux concessions (terres forestières appartenant au gouvernement) situées dans les districts de Guarayos et Bajo Paragua, dans la région centre occidentale de Bolivie. L’entreprise emploie 350 personnes et son revenu annuel se monte au total à environ 4 millions de dollars EU. Après 1997, prenant en considération la nouvelle loi bolivienne sur les forêts, l’entreprise a décidé d’adopter une nouvelle approche et a commencé à gérer la concession de manière durable. De nos jours, les deux concessions forestières de La Chonta sont certifiées par le FSC. Pour améliorer les pratiques forestières et adopter l’AFD, La Chonta a dû augmenter le nombre d’espèces d’arbres prélevées et, par conséquent, n’a pas été en mesure de récolter des volumes plus élevés par unité de superficie. Dans le passé, les opérations de l’entreprise étaient fondées sur un petit nombre d’espèces de valeur et les prélèvements se situaient normalement à moins de 1 m3/ha, ce qui n’était possible que grâce au niveau élevé du prix marchand desdites espèces de valeur (l’acajou, par exemple). Vu l’adoption de meilleurs pratiques forestière, il était impératif d’accroître les volumes prélevés, non seulement pour atténuer la pression sur les espèces précieuses de bois, mais aussi pour permettre d’internaliser les coûts nouveaux et additionnels entraînés par l’adoption de meilleures pratiques forestières. A l’heure actuelle, l’entreprise récolte entre 3 et 8 m3/ha. C’est encore un volume relativement faible comparé à celui des opérations dans d’autres pays de la région, comme par exemple au Brésil. Sans aucun doute, l’augmentation du volume prélevé a réduit les coûts de la récolte, mais elle a donné lieu à un autre problème: bon nombre des nouvelles espèces de bois récoltées ne sont pas connues sur le marché international et, lorsqu’elles sont acceptées, elles sont de faible valeur marchande. La Chonta a fait face à des périodes difficiles, étant donné que dans beaucoup de cas les coûts de production, surtout de caractère logistique entraînant des coûts élevés de transport vers les principaux marchés de consommation, représentent un facteur très limitatif pour des bois sans tradition sur le marché (EMC). Le marché intérieur pourrait en principe offrir une solution mais, comme on peut s’en douter, ce marché est trop petit pour absorber les volumes. La Chonta possède deux scieries, toutes deux situées à proximité de ses concessions (La Chonta et Lago Rey). Une partie de la production est commercialisée en vrac, tandis que les meilleures catégories sont transformées en produits à valeur ajoutée. La capacité de production de l’installation d’usinage est de quelque 2.000 m?/an de produits finis (portes, moulurés et plancher). Annuellement, 20.000 portes environ sont produites. La filière de responsabilité est également certifiée par le FSC. Les activités de transformation du bois ont été fortement touchées lorsque l’AFD a été adopté. Les connaissances acquises dans la transformation des espèces de bois traditionnelles, comme mara (acajou), roble et cedro, n’étaient plus valables lorsque les EMC sont entrées dans la production. La valeur marchande élevée des espèces traditionnellement commercialisées et largement admises sur le marché a contribué au bas rendement dans la chaîne des valeurs. L’adoption de l’AFD et l’introduction des EMC ont entraîné la nécessité de plusieurs actions en vue d’améliorer le rendement à l’usine, parmi lesquelles plusieurs investissements pour développer de nouveaux procédés et produits ainsi que des investissements en matériel de transformation. La leçon qu’en a tirée La Chonta c’est qu’il est fondamental d’introduire les EMC lorsque l’on adopte l’AFD. La transformation des EMC exige un élargissement de l’échelle de la production (à commencer dès la forêt) et l’adoption de meilleures techniques de transformation afin de réduire les coûts de production et relever la valeur des produits. Elle a également appris que les EMC ont une valeur marchande inférieure, bien au-dessous de celle des espèces de bois traditionnelles, et que leurs prix sont très peu susceptibles d’augmenter au cours des ans. Ainsi, sans réduction des coûts et valeur ajoutée, il n’est pas possible de rentabiliser les opérations, ce qui est nécessaire pour améliorer les pratiques forestières. Par ailleurs, les leçons apprises par La Chonta opérant en Bolivie indiquent qu’une orientation et un cadre juridique adéquats, en ce qui concerne notamment le respect des lois, jouent un rôle important dans la promotion de l’AFD. Toutefois, le secteur privé bolivien a fini par payer la totalité des coûts de l’adoption de l’AFD, puisque le gouvernement n’a aucun instrument économique ou autre mécanisme qui encouragerait effectivement l’adoption de l’AFD. On pouvait espérer que le marché permettrait de compenser les coûts additionnels, mais le bois issu d’une production durable, même si elle est certifiée, ne peut se vendre au prix fort. Les changements exigent plus que de la bonne volonté. De nouveaux investissements dans l’ensemble de la chaîne des valeurs sont nécessaires. C’est ce qui a énormément freiné les opérations de La Chonta car, en Bolivie, les sources financières pour des investissements directs dans l’industrie du bois sont extrêmement limitées et, si elles sont disponibles, leurs coûts sont prohibitifs. Sustainable Management of Tropical Forests – Private Sector Experiences 261
RESUMEN La Chonta es una empresa privada boliviana que administra 220.000 ha de bosques tropicales distribuidos en dos concesiones (tierras forestales gubernamentales) situadas en las regiones de Guarayos y Bajo Paraguá, en el centro- oeste de Bolivia. La empresa emplea a 350 personas y sus ingresos anuales ascienden a alrededor de cuatro millones de dólares estadounidenses. A partir de 1997, de conformidad con la nueva Ley Forestal de Bolivia, la empresa decidió adoptar un nuevo enfoque y comenzó a manejar sus concesiones forestales de forma sostenible. Hoy ambas concesiones de La Chonta están certificadas por el FSC. A fin de mejorar las prácticas forestales y adoptar la OFS, La Chonta tuvo que aumentar el número de especies arbóreas aprovechadas y, por consiguiente, ha podido extraer volúmenes más abundantes por unidad de superficie. En el pasado, la empresa se había basado en unas pocas especies valiosas con extracciones que normalmente eran inferiores al metro cúbico por hectárea, lo cual sólo era posible por el alto precio de las denominadas especies nobles en el mercado (por ejemplo, la caoba). Con la adopción de mejores prácticas forestales, el aumento de los volúmenes extraídos pasó a ser un factor esencial, no sólo para mitigar la presión ejercida sobre las especies maderables nobles, sino también para poder internalizar los costos nuevos y adicionales relacionados con la aplicación de mejores prácticas. Actualmente la empresa extrae entre 3 y 8 m3/ha, lo cual sigue siendo un volumen relativamente pequeño en comparación con las extracciones que tienen lugar en otros países de la región, por ejemplo, en Brasil. Sin duda, el aumento de los volúmenes extraídos redujo los costos de extracción, pero trajo aparejado otro problema: muchas de las nuevas especies maderables extraídas son desconocidas en el mercado internacional y, si se las acepta, tienen un valor de mercado limitado. La Chonta pasó por períodos difíciles, ya que en muchos casos los costos de producción, debido principalmente a problemas logísticos vinculados a los altos costos de transporte a los principales mercados consumidores, constituyen una limitación importante para las maderas que no tienen una tradición en el mercado (EMC). En principio, el mercado nacional podría haber sido una alternativa, pero tal como se esperaba, es demasiado limitado para absorber los volúmenes producidos. La Chonta cuenta con dos aserraderos, ambos situados cerca de las concesiones forestales (La Chonta y Lago Rey). Una parte de la producción se comercia en bruto, mientras que la madera de calidades superiores es transformada en productos de valor agregado. La capacidad de producción de la planta industrial es de alrededor de 2.000 m3/año de productos acabados (puertas, molduras y tableros para pisos). Anualmente se producen aproximadamente 20.000 puertas. El FSC ha certificado también la cadena de custodia de la empresa. Las actividades de transformación maderera se vieron severamente afectadas cuando se adoptaron las prácticas de OFS. Los conocimientos adquiridos en la transformación de las maderas tradicionales, por ejemplo la mara (caoba), el roble y el cedro, ya no eran válidos cuando se comenzaron a producir las EMC. El alto valor comercial de estas especies tradicionales ampliamente aceptadas en el mercado permitía un bajo nivel de rendimiento en la cadena de valor forestal. Con la adopción de las prácticas de OFS y la introducción de las especies menos conocidas, fue preciso adoptar varias medidas para mejorar la eficiencia de la industria, inclusive diversas inversiones para el desarrollo de nuevos procesos y productos, así como inversiones en las instalaciones industriales. La experiencia adquirida por La Chonta indica que la incorporación de EMCs es fundamental para la aplicación de prácticas de OFS. La transformación de estas maderas exige una expansión de la escala de producción (comenzando por el bosque) y la adopción de mejores tecnologías de transformación a fin de reducir los costos de producción e incrementar el valor de los productos. Asimismo, la experiencia demostró que las EMC tienen un valor más bajo en el mercado, muy inferior al de las maderas tradicionales, y es poco probable que sus precios aumenten con el transcurso de los años. Por lo tanto, sin una reducción de costos y el agregado de valor al producto, es imposible tener una operación rentable, lo cual es necesario para mejorar las prácticas forestales. Además, las lecciones aprendidas por La Chonta en Bolivia nos demuestran que para fomentar la OFS es importante contar con un marco normativo y jurídico adecuado, especialmente en relación con la aplicación y el cumplimiento de leyes. Sin embargo, el sector privado de Bolivia terminó pagando la totalidad de los costos para la adopción de prácticas de OFS, ya que el gobierno no dispone de ningún instrumento económico u otro mecanismo para alentar eficazmente la adopción de la ordenación forestal sostenible. Si bien inicialmente se esperaba recuperar los costos adicionales en el mercado, hoy no se paga ningún sobreprecio por la madera producida de forma sostenible, incluso cuando se trata de madera certificada. Para lograr el cambio se necesita algo más que simplemente buena voluntad. Es preciso contar con nuevas inversiones en toda la cadena de valor forestal. Ésta ha sido una limitación importante para La Chonta, ya que las fuentes financieras de Bolivia para las inversiones directas en la industria maderera son muy limitadas y en aquellos casos en que se encuentran disponibles, los costos son demasiado elevados. 262 Sustainable Management of Tropical Forests – Private Sector Experiences
1.0 GENERAL INFORMATION La Chonta is a Bolivian private-owned company founded in 1974. The company manages two forest concessions in the Guarayos and Bajo Paragua regions, central-eastern part of Bolivia. Forests of this region are rich in high commercial value wood species, including mahogany (mara – Swietenia macrophylia), Bolivian oak (roble – Amburana cearensis), Spanish cedar (cedro – Cedrela odorata) and others. La Chonta operates three separate enterprises: Agroindustrial La Chonta Ltda, Aserradero Lago Rey Ltda and Bolivian Forest Saver. Agroindustrial La Chonta Ltda as well as Aserradero Lago Rey Ltda are responsible for managing forest concessions and for wood processing facilities and operations. Bolivian Forest Saver is the trade branch. The three companies jointly employ approximately 350 persons and their total annual revenue is around USD 4 million.
2.0 SFM ADOPTION In the past, La Chonta forest operation was based on selective logging, of a few valuable species (mara, roble and cedro). Selective logging demanded extensive forest concessions and the harvested volume was very low (<1 m3/ha). Despite this fact, operations could be economically justified on the high market price of the harvested species covered the expensive field operations. In 1994, before the new Forest Law, La Chonta decided to establish a trial forest management plan in 20,000 ha of forest land. A forest inventory of the total trial area and a census were made, but unfortunately one year after the work was carried out this forest was affected by fire. At the end of 1996, taking into consideration the new Bolivian Forest Law, the company decided to embark in a new approach and the forest concessions began to be managed in a sustainable way. In spite of the significant changes made in forest management, industrial operations and commercial practices, La Chonta considers that the transition to SFM was facilitated by the experience gained along the year the company operated the trial management plan. Paradoxically, the move towards SFM made La Chonta reduce the size of the concessions. In the past, by operating only on 2–3 valuable species, a large area was needed, as removals were very low (around 1 m3/ha). In addition, the previous Forest Law provision considered the payment of royalties based on removals, so the size of the concession was not a limitation. With the new law, the payment is made based on the area of the concession, and companies need to match the size of the concession with their payment capacity. The company currently manages 220,000 ha of tropical forests, distributed in two concessions, La Chonta and Lago Rey, both located on the northeast of the Department of Santa Cruz. Out of this total area, around 164,000 ha are considered as production forest. As a result of the adoption of SFM, in order to avoid pressure over a few valuable species, La Chonta had to increase the number of the tree-species harvested and this resulted in higher removals (3-8 m3/ha against less than 1 m3/ha in the past). To a certain extent, the increase in the number of tree-species and therefore in the volume removed per unit area was also an economic requirement, as the payment is made by area, and not by volume removed as in the past. Studies carried out in Bolivia show that when wood volume removed is increased from 3 to 12 m3/ha, the costs of primary products at the mill gate (ready for shipment) can be reduced by 25% or more. However, the increase in the volume removed is a hard task, whereas there is no a remunerative market price for LKS produced in Bolivia. In fact, market limitations for LKS have been experimented by La Chonta since SFM was adopted. Value-added products and forest certification were the alternatives found by La Chonta to deal with this situation. Forest certification attainment was a relatively simple process, considering that both of the company’s forest concessions were under SFM, but the impact on final price was less than expected. Nowadays, both concessions are certified by the FSC.
3.0 WOOD PROCESSING La Chonta has two sawmills, both located close to forest concessions (La Chonta and Lago Rey). The sawmills are small, employ old technology, and use intensive labour. However, during 2003 La Chonta invested on automation of one sawmill as well as on a power plant to produce energy using wood waste. Also in this sawmill were improved kiln capacity and KD sawnwood production is growing every year. Part of the production is traded in bulk, while better grades are reprocessed into value-added products. The production capacity of the re-manufacturing facility is more than 2,000 m3/year of finished products Sustainable Management of Tropical Forests – Private Sector Experiences 263
(door, moulding, flooring, among others). Annually, about 20,000 doors are produced. The chain of custody is certified by the FSC. Wood processing activities were affected when SFM was adopted. In the past, La Chonta only processed a few species (mara, roble, cedro, etc). The high commercial value of these species, traditionally traded, and widely accepted by the market, contributed for the low efficiency in the value chain. With SFM adoption and the introduction of LKS, several actions were implemented to improve efficiency, including the development of new procedures for LKS processing and value addition became crucial. At an early stage, La Chonta investments were made to adjust the technology for LKS processing. This included procurement of equipment for the drying sector firstly close to the secondary processing facilities. Since 1999, all new kilns have been built at the sawmill site, which is close to the forest. The lesson learnt by La Chonta is that introducing LKS require an increase in the scale of production and the adoption of improved processing technologies in order to reduce production costs and increase product values. LKS have a lower market value, well below traditional wood species, but its consideration is of outstanding importance to achieve SFM.
4.0 MARKET ISSUES LKS introduction increased the wood removals and reduced costs, but the diversity of wood species and the lack of market for LKS continues to be a problem for La Chonta and, to some extent, this has inhibited further improvement in SFM practices. To improve the situation, La Chonta is investing significant efforts and resources to wards opening markets for LKS. The main activities developed by La Chonta to improve the market for LKS are certification and a new distribution system. Certification, no doubt, has helped to keep old customers and open new markets for LKS, but the market for certified wood products is still concentrated in few wood species as well as few countries. No premium price has been paid for certified wood products and, currently, certified wood products are only a comparative advantage for La Chonta in relation to market access. To improve product distribution and market promotion, a new trading company (Bolivian Forest Saver) was created. The new company concentrated the group’s commercial transactions, and is also responsible for the promotion, identification and opening new markets for LKS. Some gains have been identified, but the problem with LKS is far from a solution.
5.0 FINANCIAL IMPACTS SFM adoption affected the company’s entire production structure and caused strong financial impacts. Since 1997, when La Chonta decided to adopt SFM practices, the company has been accumulating successive losses. The increase in production financial costs, and lower market price for LKS are the main reasons for the poor economic performance of the company. In fact, the adoption of SFM and the new forest law affected, not only La Chonta, but also the entire Bolivian timber industry lost market shares and is now struggling to regain market and improve productivity to enable the industry to survive. This requires capital and it is a strong limitation in the case of Bolivian timber industry. La Chonta seems to be in a better position than most of the local industry. The company is slowly reverting the situation through strategic planning, which is focusing on debt renegotiation, investments to increase production of value-added products and on the introduction of LKS in the market.
6.0 GENERAL ASSESSMENT ON STRENGTHS AND WEAKNESSES An assessment of La Chonta SFM strengths and weaknesses was made, taking into consideration ITTO’s Manual on Criteria and Indicators for Sustainable Management of Natural Tropical Forests at Management Unit Level. The assessment also takes into consideration other aspects, such as implications of the adoption of SFM in the industrial activities as well as on the performance of the company in the market over the last years. Overall, Bolivia was able, through the new Forest Law and other instruments, to put in place policies and the required legal framework to promote SFM. The action taken by the Government also improved the situation related to law enforcement. Nevertheless, La Chonta, as most forest companies in Bolivia, have suffered from the lack of financial sources to support investments required for the adoption of SFM. There are practically no economic instruments and/or other incentives to effectively support the implementation of SFM in Bolivia. There is also limitation on number and adequacy of trained professionals, 264 Sustainable Management of Tropical Forests – Private Sector Experiences
and several technical questions remain to be solved, and the Government of Bolivia has demonstrated to have low capacity to support forest companies in transition towards SFM. In the case of La Chonta part of the problem was solved by international cooperation, but the company still has to find its own way towards solving most of the problems, particularly in terms of financing the new and additional arising costs, especially when considering that the transition period was relatively short. La Chonta concession is clearly defined and protected. The concession is 100% as permanent forest state, and procedures are applied to control encroachment, fire, grazing and other illegal activities. There is practically no damage in the concession related to natural causes. The forest resources have been fully assessed, the total area has been inventoried to quantify the main forest products, and a forest management plan was prepared. Only timber is harvested, as La Chonta has not found any NWFP that could be economically harvested up to this moment. Besides the forest inventory and the management plan, La Chonta has most of the required planning procedures to properly operate the concession, including forest harvesting operational plan, long-term projection, historical records and other elements. In spite of the fact that La Chonta considers that removals are well below the sustainable level, there are some doubts related to the level estimate of sustainable harvest for each main wood species. This is a result from the lack of scientific information on forest regeneration and growth, common to the main parts of the tropical world when dealing with natural forests. In any case, to overcome this problem, La Chonta management guidelines includes the assessment of natural regeneration and the adoption of measures to supplement natural regeneration when necessary, including guidelines to reduce the logging impact, and post harvest surveys to assess the effectiveness of regeneration. All these procedures are monitored and the lessons learnt have been incorporated to the operational activities. In any case, much more time is required to arrive at a conclusion on this aspect. Biological diversity assessment has been considered in the management procedures. Within the concession there are protected areas, and procedures to identify endangered, rare and threatened species are available. These procedures cover species and genetic diversity. The changes in the biological diversity in the production forests are monitored, comparing with areas in the same forest type kept free from human intervention. Under these aspects, lack of knowledge and specially the lack of clear measurement parameters have been a constraint. Social aspects are also properly considered by La Chonta. The company generates employment in the region, and cooperates with local community. It has put in place mechanisms for equitable sharing of benefits among the parties involved, implements procedures to ensure health and safety of forest workers. The adoption of SFM also had impact upon the mill. The increase in the number of species made it necessary to develop new process and procedures, and increased the need for training. This was a strong limitation, especially in the early stage when new investments were required while, at the same time, the revenues declined. Investments were also required in development of new products, upgrading the industrial facilities and market research. Practically all costs and investments were covered by the company funds. La Chonta forest certification was supported by international cooperation, but the company took the responsibility for most of the costs. Certification is considered an important element to facilitate market access, but the lessons learnt point out that aspects such as product quality and price remain the main factors to ensure the economic sustainability of the business. The lessons learnt by La Chonta operating in Bolivia indicate that an adequate policy and legal framework, and particularly law enforcement, plays an important role in the promotion of SFM. However, the private sector in Bolivia ended up paying for the full costs of SFM adoption, since the Government has no economic instrument or other mechanism that would effectively encourage the adoption of SFM. There was hope to recover the additional costs from the market, but no premium price is paid for sustainable produced timber, even when certified. To some extent, La Chonta was able to find alternatives to survive under the new scenario. The increase in harvesting volumes, introducing new species (LKS) in the market, adding value and increase the productivity were the alternatives used. In spite of the efforts, the margins are small, and changes in factors that are out of the company’s control (market, macro economic and other factors) continue to be an eminent risk to the future of the company’s business. In fact, La Chonta can be considered as an exception in Bolivia, a country where the timber production and exports declined along the last few years. Sustainable Management of Tropical Forests – Private Sector Experiences 265
SFM AND INDUSTRIAL DEVELOPMENTS: THE CASE OF GUAVIRÁ
AFD ET DEVELOPPEMENT INDUSTRIEL LE CAS DE GUAVIRA LA OFS Y EL DESARROLLO INDUSTRIAL EL CASO DE GUAVIRÁ
J. Baldasso and M. Tuoto Guavirá Industrial e Agroflorestal Ltda.
SUMMARY Guavirá Industrial e Agroflorestal Ltda. is a Brazilian private-owned company. The company is totally integrated, and cover forest operations and harvesting, manufacturing (primary and secondary processing facilities), and trading. The operations involve around 250 persons, and its annual turn over is approximately USD 7 million. Guavirá owns around 80 thousand ha of lands located in Mato Grosso State (private lands). Out of this total 58 thousand ha is covered by natural tropical forests managed for production. It is one the largest SFM plan of the State of Mato Grosso. The SFM plan prepared by Guavirá has been considered by the State authorities and also by the national forestry agency (IBAMA) as a model to be followed. Although the company could purchase logs in the local market, currently all timber supply originates from their own forestland kept under SFM. The forest land owned by Guavirá is quite unique, with much lower variability than in other parts of the Amazon region. There are basically 24 that in principle are considered as commercial tree-species in Guavira’s forests, but in view of the large concentration of species the decision was only to harvest half of the species available. Cedrinho (Erisma uncinatum) is the dominant tree-species and it is responsible for around 50% of the total timber removals. Depending on the location, cedrinho volume varies between 10 and 15 m3/ha (in reduced areas the volume can be higher). The remaining 50% of the volume harvested is represented by 10 other tree-species. It is an important competitive advantage for Guavirá to have a high volume concentration on a single tree-species (cedrinho) with broad market. Harvesting operations are quite efficient. The company harvesting and transportation operations are carried out all the year round, while in most operations in the Amazon region they last for no more than 6-8 months per year as a result of the rainy season. This is only possible in view of the local conditions (particularly soils) and especially the harvesting approach adopted by Guavirá that includes the construction of roads to access specific harvesting compartments during the rainy period. As a result of having operations during twelve months of the year, and the use of improved harvesting and transportation technology and equipment, the costs of these operation is much lower than those faced by competitors. The equipments used are basically one skidder, one front loader and five 70-tons-lorries, and this is sufficient to supply the 85,000 m3/year consumed by the mill. In order to strengthen its competitive advantage, Guavirá decided to invest in a modern sawmill. The main reasons for investing in a new sawmill were: increase in productivity, reduce wood waste and improve the product quality aiming to gain the international market. The project for modernising Guavirá’s operations and facilities was carried out with the support of a consulting company. The modernisation of the industrial facilities involved: i) the building of a modern sawmill with a production capacity of 60,000 m3/year of sawnwood to replace the existing three small-sized ones, including dry kiln facilities; ii) the building of a modern secondary processing plant in order to add value to sawnwood, as well as to improve wood recovery; and iii) the establishment of a power plant based on wood waste. The power plant was initially planned to be built during the construction of the sawmill, but due to the involvement of an independent power producer-IPP, this investment was postponed. The total investment was around USD 12 million. About 50% of the total investment was financed by the National Bank for the Economic and Social Development-BNDES. This was the first financing granted by the BNDES to a timber industry operating in the Amazon region and based on tropical timber. Besides investing in the modernization of the mill the funds made available by BNDES were also applied in expanding forest plantations and for social program. The investments made were important to enable the company to gain the international market (prior to the new mill 100% of the production was sold in the domestic market mainly as a construction material). During the construction of the new mill several missions were held to main markets to identify best options in terms of products, market channels and clients. 266 Sustainable Management of Tropical Forests – Private Sector Experiences
Currently, Guavirá produces 45,000 m3/year of tropical sawnwood. Higher grades are transformed into value added products (around 10,000 m3/year of value-added products are sold mainly in the international market in form of mouldings, decking, furniture components, etc.). As a result of the strategy adopted (adding value to a significant part of the production and trading in the international market) the average selling prices increased by more than 100% over the last 3 years. The increase on the average price made it possible to increase revenues and profitability, while at the same the volumes harvested declined. From Guavirá case it is clear that to increase the productivity in the production chain is fundamental to compete in the market and to ensure the economic sustainability of the business, the most important factor to ensure that the environmental and social criteria set for management are achieved. In any case, Guavirá has questions regarding the long-term economic sustainability of the business. Increasing complexity of the legal framework dealing with forests, the growing overlapping of regulations resulting from the on-going decentralisation process is continuously increasing the operational costs. This stimulates informality and corruption, especially when coupled with weaknesses in law enforcement. There are serious doubts particularly regarding how effective government will be in enforcing law related to property rights in the future. This might limit the investments in the future.
RESUME Guavirá Industrial e Agroflorestal Ltda. est une entreprise brésilienne privée. Elle est totalement intégrée et couvre les opérations forestières, les récoltes, la fabrication (installations de transformation primaire et secondaire) et la commercialisation. Aux opérations participent environ 250 personnes et son chiffre d’affaires annuel se monte à environ 7 millions de dollars des Etats-Unis ($EU). Guavirá possède à peu près 80 mille ha de terres situées dans l’état de Mato Grosso (terres privées). Sur ce total, 58 mille ha sont couverts de forêts tropicales naturelles gérées à des fins de production. C’est l’un des plus grands plans d’AFD de l’Etat de Mato Grosso. Le plan d’AFD établi par Guavirá a été considéré par les autorités de l’Etat ainsi que par l’agence forestière nationale (IBAMA) comme un modèle à suivre. Bien que l’entreprise puisse acquérir les grumes sur le marché local, toutes les fournitures de bois proviennent de ses propres terres forestières sous AFD. Les terres forestières que possède Guavirá sont tout à fait spéciales, présentant beaucoup moins de variété que dans d’autres parties de la région amazonienne. Essentiellement, les forêts de Guavirá renferment 24 espèces d’arbres qui sont considérées en principe d’intérêt commercial mais, en raison de la forte concentration des espèces, il a été décidé de ne récolter que la moitié des espèces disponibles. Cedrinho (Erisma uncinatum) est l’essence prédominante qui représente environ 50% de tous les prélèvements de bois. Selon l’emplacement, le volume de cedrinho se situe entre 10 et 15 m3/ha (dans certains secteurs restreints, le volume peut être plus élevé). Les autres 50% du volume récolté est représenté par 10 autres essences. Le fait d’avoir un volume élevé concentré sur une seule essence (cedrinho) bénéficiant d’un marché considérable est un avantage concurrentiel important pour GUAVIRÁ. La récolte est exécutée avec beaucoup d’efficacité. Les opérations de récolte et de transport se déroulent toute l’année, tandis que pour la plupart des entreprises de la région amazonienne ces opérations ne durent pas plus de 6-8 mois dans l’année à cause de la saison des pluies. Ce type d’exploitation n’est possible que grâce aux conditions locales (en particulier les sols) et surtout à l’approche adoptée par Guavirá pour la récolte, laquelle inclut la construction de routes pour accéder aux séries de coupe spécifiques pendant la période des pluies. Les opérations pouvant se poursuivre pendant douze mois de l’année, et des techniques et du matériel de transport améliorés étant utilisés pour la récolte, les coûts de ces opérations sont bien inférieurs à ceux auxquels doivent faire face les concurrents. Le matériel utilisé comprend essentiellement un débusqueur, un chargeur avant et cinq camions de 70 tonnes, ce qui est suffisant pour prélever les 85.000 m3/an usinés par la scierie. Afin de renforcer son avantage concurrentiel, GUAVIRÁ a décidé d’investir dans une scierie moderne. Les principaux objectifs de l’investissement dans une nouvelle scierie étaient: d’accroître la productivité, de réduire les déchets de bois et d’améliorer la qualité des produits en vue d’accéder au marché international. Le projet pour la modernisation des opérations et de l’équipement de GUAVIRÁ a été mis à exécution avec l’appui d’un cabinet d’experts-conseils. La modernisation des installations industrielles comprenait: i) la construction d’une scierie moderne d’une capacité de production de 60.000 m3/an de sciages pour remplacer les trois petites installations existantes, y compris les séchoirs; ii) la construction d’une installation moderne de transformation secondaire afin de valoriser les sciages, ainsi que pour améliorer le rendement matière; et iii) la mise en place d’une centrale électrique utilisant les déchets de bois. La construction de la centrale électrique aurait dû commencer pendant la construction de la scierie, mais en raison de la participation d’un producteur d’électricité indépendant (IPP), cet investissement a été remis à plus tard. Sustainable Management of Tropical Forests – Private Sector Experiences 267
Le total de ces investissements s’est chiffré à quelque 12 millions de $EU. Environ 50% de ce montant a été financé par la Banque nationale pour le développement économique et social (BNDES). C’était le premier financement accordé par la BNDES à une industrie du bois opérant dans la région amazonienne et basée sur les bois tropicaux. Sans compter l’investissement pour la modernisation des installations, les fonds mis à disposition par la BNDES ont également servi à l’expansion des plantations forestières et à renforcer le programme social. Les investissements ont largement facilité à l’entreprise l’accès au marché international (avant la nouvelle scierie, 100% de la production a été vendue sur le marché intérieur, principalement comme matériau de construction). Pendant la construction de la nouvelle scierie, plusieurs missions ont été effectuées dans les principaux marchés en vue de cerner les meilleures options en termes de produits, filières du marché et clients. Actuellement, Guavirá produit 45.000 m3/an de sciages tropicaux. Les qualités supérieures sont transformées en produits à valeur ajoutée (environ 10.000 m3/an de produits à valeur ajoutée sont vendus principalement sur le marché international sous forme de moulurés, revêtement de sol d’extérieur, pièces de meubles, etc.). Grâce à la stratégie adoptée (valorisation d’une partie significative de la production et commerce sur le marché international), les prix de vente moyens ont augmenté de plus de 100% au cours des 3 dernières années. La hausse du prix moyen a permis d’accroître les revenus et la rentabilité, tout en réduisant les volumes récoltés. Le cas de Guavirá met en évidence qu’augmenter la productivité dans la chaîne de production est fondamental pour faire concurrence sur le marché et pour garantir la durabilité économique des affaires, ce qui est de la plus haute importance pour satisfaire aux critères environnementaux et sociaux fixés pour la gestion. Néanmoins, Guavirá a des problèmes quant à la durabilité économique à long terme des affaires. La complexité croissante du cadre juridique relatif aux forêts et le chevauchement de plus en plus fréquent des règlements résultant du processus de décentralisation en cours font continuellement monter les coûts des opérations. Cet état de choses pousse à des infractions aux procédures formelles et à la corruption, notamment s’il y a également des faiblesses dans l’application des lois. Il y a de sérieux doutes en particulier quant à savoir jusqu’à quel point le gouvernement pourra efficacement à l’avenir faire respecter la loi relative aux droits de propriété, ce qui pourrait limiter les futurs investissements.
RESUMEN Guavirá Industrial e Agroflorestal Ltda. es una empresa privada brasileña totalmente integrada, que realiza operaciones de extracción y aprovechamiento forestal, manufactura (plantas de transformación primaria y secundaria) y comercio. En estas operaciones, emplea a alrededor de 250 personas y su facturación anual es de aproximadamente siete millones de dólares estadounidenses. Guavirá posee aproximadamente 80,000 ha de tierras situadas en el estado de Mato Grosso (tierras de propiedad privada). De este total, 58.000 ha se encuentran cubiertas de bosques tropicales naturales manejados con fines de producción. Representa una de las mayores operaciones de OFS del estado de Mato Grosso. El plan de manejo forestal preparado por Guavirá fue calificado por las autoridades de ese estado y también por el organismo nacional forestal IBAMA como un proyecto modelo. Si bien la empresa podría comprar madera en troza en el mercado local, actualmente toda su materia prima proviene de sus propios bosques manejados de forma sostenible. Las tierras forestales de Guavirá revisten un carácter único y muestran una variedad mucho menor que otras partes de la región amazónica. Básicamente, en los bosques de Guavirá, hay 24 especies arbóreas consideradas de valor comercial, pero dada la gran concentración de especies, se decidió aprovechar únicamente la mitad. La especie dominante es cedrinho (Erisma uncinatum), que representa alrededor del 50% del volumen total de madera extraída. Según la ubicación, los volúmenes de cedrinho oscilan entre 10 y 15 m3/ha (en áreas reducidas, el volumen puede ser mayor). El restante 50% del volumen extraído es de otras 10 especies. Este alto volumen disponible de una sola especie (cedrinho) con un amplio mercado representa una ventaja competitiva importante para Guavirá. La explotación maderera se lleva a cabo con suma eficiencia. Las operaciones de extracción y transporte de la empresa tienen lugar durante todo el año, mientras que la mayoría de las operaciones de la región amazónica se extienden durante no más de 6-8 meses al año debido a la estación lluviosa. Esto sólo es posible por las condiciones locales (en particular, los suelos) y especialmente el método de extracción adoptado por Guavirá, que incluye la construcción de caminos de acceso a compartimientos específicos de aprovechamiento durante el período lluvioso. Dado que las operaciones se llevan a cabo durante los doce meses del año y se utilizan mejores tecnologías y equipos para la extracción y el transporte de la madera, los costos operativos son mucho menores que los de la competencia. La maquinaria utilizada consiste básicamente en un tractor remolcador, un cargador frontal y cinco camiones de carga de 70 toneladas, lo cual es suficiente para producir el volumen de 85.000 m3 anuales que consume el aserradero. 268 Sustainable Management of Tropical Forests – Private Sector Experiences
A fin de aumentar su ventaja competitiva, Guavirá decidió invertir en un aserradero moderno. Los principales motivos de esta inversión fueron incrementar la productividad, reducir el nivel de desechos madereros y mejorar la calidad de los productos para conquistar el mercado internacional. El proyecto para modernizar las operaciones e instalaciones de Guavirá se llevó a cabo con el apoyo de una firma consultora. La modernización de las instalaciones industriales comprendió: i) la construcción de un aserradero moderno con una capacidad de producción de 60.000 m3/año de madera aserrada para reemplazar los tres pequeños aserraderos existentes, inclusive los hornos de secado; ii) la construcción de una moderna planta de transformación secundaria a fin de añadir valor a la madera aserrada y mejorar a la vez las tasas de recuperación de madera; y iii) el establecimiento de una central eléctrica basada en el uso de desechos madereros. Inicialmente se había programado construir esta planta eléctrica durante la construcción del aserradero, pero debido a la participación de un productor independiente de electricidad (IPP), la inversión se postergó. La inversión total ascendió a alrededor de 12 millones de dólares estadounidenses. Aproximadamente el 50% de este total fue financiado por el Banco Nacional de Desarrollo Económico y Social – BNDES. Ésta fue la primera financiación otorgada por el BNDES a una industria maderera de la región amazónica basada en la producción de madera tropical. Además de la modernización de la planta, los fondos facilitados por el BNDES se utilizaron también para extender las plantaciones forestales y para un programa social. Las inversiones realizadas fueron importantes para permitir a la empresa penetrar en el mercado internacional (antes de la construcción del nuevo aserradero, el 100% de la producción se vendía en el mercado nacional, principalmente como material de construcción). Durante la construcción del nuevo aserradero, se enviaron varias misiones a los principales mercados para determinar las mejores opciones en relación con los productos, canales de comercialización y clientes. Actualmente, Guavirá produce 45.000 m3/año de madera tropical aserrada. La madera de calidades superiores se transforma en productos de valor agregado (se venden aproximadamente 10.000 m3/año de productos de valor agregado, principalmente en el mercado internacional, inclusive molduras, tableros para terrazas, componentes de muebles, etc.). Como resultado de la estrategia adoptada (añadir valor a una porción significativa de la producción y comerciar en el mercado internacional), los precios de venta medios aumentaron más del 100% en los últimos tres años. Al subir el precio promedio, aumentaron los ingresos y las ganancias, disminuyendo al mismo tiempo los volúmenes extraídos. La experiencia de Guavirá nos demuestra claramente que el aumento de la productividad en la cadena de producción es fundamental para competir en el mercado y asegurar la sustentabilidad económica de la empresa, el factor más importante para garantizar que se cumplan los criterios ecológicos y sociales fijados para el manejo forestal. No obstante, Guavirá se cuestiona la sustentabilidad económica de la empresa a largo plazo. Sus costos operativos aumentan constantemente debido a la creciente complejidad del marco jurídico relacionado con los bosques y la superposición cada vez mayor de reglamentos como resultado del proceso actual de descentralización. Estos factores incentivan la informalidad y la corrupción, especialmente si se suman a un nivel deficiente de aplicación y cumplimiento de la legislación. Existen serias dudas, en particular con respecto a si el gobierno aplicará eficazmente la legislación relacionada con los derechos de propiedad en el futuro, lo cual podría limitar las inversiones futuras. Sustainable Management of Tropical Forests – Private Sector Experiences 269
1.0 GENERAL INFORMATION Guavirá Industrial e Agroflorestal Ltda. is a Brazilian company, privately owned, established in 1986. The company industrial facilities are located in São José do Rio Claro city, 300 km North of Cuiabá, capital of the State of Mato Grosso, Brazil. The forest lands are located around 120 km further north. Guavirá is at moment one of the most important producers of tropical timber products in Brazil. Guavirá is a fully-integrated company. Their operations cover logging and harvesting, manufacturing (primary and secondary processing), and trading. The operations directly involve approximately 250 persons. Along the last 10 years Guavirá has constantly invested in its business to increase productivity and efficiency along the production chain. This is one of the main features of the company, that is one of the most competitive companies operating with tropical timber in Brazil. While most timber companies in the Amazon region only operate during the dry season, Guavirá’s harvesting and transportation is carried out all year round. This was possible due to special attention given to road construction and planning. As a result resources needed for harvesting and transportation are efficiently used, and costs are lower. Using only one skidder, one front loader and five 70 tons trucks the company harvests and transports to the mill around 85 thousands m3 every year. The current production of Guavirá is around 45 thousand m3 of tropical sawnwood. Part of the sawnwood goes to the secondary processing mill, and around 10,000 m3 of value-added products, including mouldings, decking, furniture components and other products are produced annually. The company’s total annual revenue is currently around USD 7 million. This is expected to increase along the next years as a result new products and increase in the secondary processing capacity. Guavirá is a case on how important investments are in the industry.
2.0 SFM ACTIVITIES Guavirá’s forestland is privately owned. The company owns 78,353 ha of land located in the municipality of Nova Maringá, State of Mato Grosso, about 120 km north of the mill location. Most of Guavirá’s land area is covered by native forest of the intermediate zone between the cerrado forest (savannah land) and the Amazon rainforest. Productive forest area covers around 58,000 ha. This forest is the only source of raw material currently used by Guavirá’s to supply its industrial facility located in São José do Rio Claro. Guavirá forests are quite unique. It has a relatively low variability in terms of species when compared with other forest in the Amazon region. In company forests there are basically 24 species considered in principle as commercial tree-species, but for economical reasons only half of these species are actually logged. Cedrinho (Erisma uncinatum) is the dominant tree-species and represents almost 60% of timber removed during harvesting operations. On average, 10 to 15 m3 of cedrinho is harvested per ha (in some areas the volume to be harvested can be even higher). The remaining 40% harvested is distributed among 10 other timber species, including species well known is the international market such as: angelim pedra (Hymenolobium spp), cupiúba (Goupia glabra), itaúba (Mezilaurus spp), mandioqueira (Quaelea paraensis), cumaru (Dipterix odorata), and garapeira (Apuleia leiocarpa). To have a high volume concentration on a few tree-species with abroad market is in fact an important comparative advantage for Guavirá, and has been one of the main factors for its competitiveness in the national and international market. High volumes per unit area, mostly concentrated in a reduced number of species, makes it possible to cut production costs drastically in harvesting as well as in the industrial operations. Guavirá’s production costs are, on average, 20-30% lower than most Brazilian competitors’ and more than 40% lower than producers operating in other Latin American countries. Guavirá has a large experience in SFM. The first management plan was prepared in 1994 and covered an area of 13,200 ha. The area was considered sufficient to attend sustainably the demand of a small-sized sawmill that was operated by the company at that time. 270 Sustainable Management of Tropical Forests – Private Sector Experiences
The increase in production made Guavirá review its strategy. The company started with the support of a consulting company to re-structure its operation and this included an expansion of the forest management plan. In 1998, the Brazilian Institute for Environmental and Renewable Natural Resources-IBAMA approved a new forest management plan for Guavirá’s forestland, covering the total forest area of around 58 thousand ha. It still is the largest forest management plan in the State of Mato Grosso. The forest management plan prepared by Guavirá has been considered by the State authorities and also by IBAMA as a model to be followed. The SFM plan of Guavirá has a planning horizon of 27 years, and is consistent with the ITTO Guidelines for the Sustainable Management of Natural Tropical Forests and the ITTO Guidelines for the Conservation of Biological Diversity in Tropical Production Forests. Logging and harvesting operations of Guavirá are based on RIL techniques. The logging area is initially mapped and a forest census is carried out (all trees with DBH above 45 cm are measured). The field data is treated in GIS, and the company has an on-line Forest Information System-FIS, specially developed for its needs. The information system makes it possible to have a detailed analysis of the forest resources based on digitalised maps, with the topographic characteristics of the area, as well as with data on fauna and rare plants identified during the forest inventory. In this analysis, potential felling trees are identified, as well as mother trees, permanent preservation trees and trees of ecological interest. Criteria of heterogeneous distribution of harvesting operations and the sufficient quality of individuals by species which must remain in the area as remaining trees, regardless their economical value, are also considered. The process includes planning of skidder trails, definition of trees to be felled and their respective direction in order to minimise the impacts of logging operations for the remaining vegetation. Only after planning is completed logging operations are started. During the pre harvesting forest inventory each tree is identified, numbered and registered, allowing its monitoring and tracking of logs going into the mill. In 2002, the volume of industrial roundwood produced under the SFM plan was around 85,000 m3, which was 65% below the AAC (Annual Allowable Cut). Currently, Guavirá’s mill supply comes from only its forestland under SFM. In order to support the forecasted growth in industrial roundwood consumption, Guavirá is also focusing on fast-growing plantations, using degraded land areas. The tree species planted are teak (Tectona grandis) and eucalyptus clones selected for solid timber production. It is expected that the forest plantation will be commercially available within 10 years. Plantations productivity is very high, but the area is still limited to 500 ha. In any case the company is planning to expand the plantation along the next few years based on the experience gained and land available. In 2003 Guavirá has successfully completed all the process for certification under the FSC.
3.0 INDUSTRIAL EVOLUTION Guavirá initiated its activities with a small-sized sawmill in 1986. Along the first operational years, sawnwood production was mostly based on trade in the domestic market as construction material, although part was reprocessed into doorways (also for the domestic market). The company managed to grow fast during the late 80’s and early 90’s and two other small–sized sawmills were built. All mills were based on relatively poor technology. Low degree of mechanisation and automation and inadequate equipment had negative impacts on the product quality and productivity of the operation. Based on an assessment made in 1997 with the support of a consulting company Guavirá decided to restructure its operation, from the mill to the market. Based on the results of the assessment it was decided to invest in secondary processing and to focus also on alternative market (international market). This made it necessary to adopt a new approach in primary processing operations, as the existing sawmills were not adequate. Sustainable Management of Tropical Forests – Private Sector Experiences 271
The main reasons to invest in a new sawmill were: i) reduce waste; ii) increase production efficiency and productivity; iii) improve the product quality; and iv) improve general environment conditions including workers safety and health. All these aspects made it possible to gain competitiveness add value and compete in the international market. The project expansion and modernisation of Guavirá’s mill was divided basically into three phases:
3.1 First Phase – Sawmill and Dry Kiln Facilities The first phase included the construction of a modern sawmill to replace the existing three small-sized sawmills. The new sawmill has a single line and it was designed specifically for the project, employing local suppliers and latest generation equipment. The sawmill can process over 100,000 m3/year of tropical logs operating in two shifts of eight hours each, with an output of 60,000 m3/year of sawnwood. It is the largest single line sawmill for tropical timber operating in Brazil, and one of the largest in the Latin American/Caribbean region. Since the start-up of the new sawmill (2001), the product quality and productivity level increased drastically. In the past, the three small-sized sawmills produced around 40,000 m3/year of sawnwood and employed around 200 persons. With the implementation of the new sawmill, the production increased by around 30%, and the labour was reduced to less than 30 employees. Other gains were also obtained. Based on the use of improved technology, wood waste was reduced. Measurements made by the company pointed out that raw material consumption was reduced by around 10% since the start-up of the new sawmill (based on the same output). Wood residues are converted into wood chips. Wood chips and other particulate residues (sawdust) are used for steam generation for the kilns and the rest is sold in the local market to generate thermal energy (steam) to dry soybeans. In the past, wood waste was burnt in open fires at the mill site, provoking serious environmental problems. Currently, the higher grade boards are kiln dried, while lower grades are air dried to reduce weight and thus transportations costs. Kilns were specially developed to attend the specific needs of the company.
3.2 Second Phase – Secondary Processing Plant The second phase of Guavirá’s project considered the construction of a modern secondary processing plant in order to add value to sawnwood, as well as to improve recovery. The plant was designed to be compatible with sawmill production. Sophisticated equipment, such as high-speed moulding and precise finger joint machines (FJ) were purchased and installed. The secondary processing plant has a capacity for reprocessing around 40,000 m3/year of sawnwood. The re manufactured products are decking, finger joint mouldings and panels, flooring and furniture components. The value added products are predominantly export-oriented. Particulate wood residues are burnt at boilers to generate thermal energy (steam), while large pieces (shorts, trimmings, defective pieces, etc.), when possible, are reprocessed into FJ products. Those solid residues that cannot be converted into FJ products are transformed into wood chips and sold at the local market.
3.3 Third Phase – Power Plant The third phase, currently under development, covers the establishment of a power plant based on wood residues. The power plant was initially planned to be established during the construction of the sawmill, but due to the involvement of an Independent Power Producer-IPP this investment was postponed. The construction of the power plant will solve a problem faced by timber industries that operate in the Amazon region: the lack of electricity and high cost of producing it based on diesel generators. At moment all electricity is produced by diesel generator owned and operated by the Guavirá at a very high cost. The power plant using wood residues will be based on a co-generation concept. High-pressure steam used to produce electricity will be extracted from the turbines and used for the dry kilns. The project will reduce drastically the cost of energy and, contribute to reduce environmental problem caused inappropriate wood waste disposal and fossil fuel utilisation. 272 Sustainable Management of Tropical Forests – Private Sector Experiences
It is expected that the power plant will be operating in the end of 2004. Considering the 3 phases, the total investment in Guavirá’s industrial complex was around USD 12 million. About 50% of the total investment has been financed by National Bank for Economic and Social Development-BNDES. This was the first financing granted by the BNDES to a tropical timber industry operating in the Amazon region. BNDES has been using this project as a model to encourage the development of timber industries in the Brazilian Amazon region. Besides having financed the industrial facilities BNDES also financed the expansion of the plantations as well as the expansion of the company’s social programme.
4.0 MARKET ISSUES During the design of the strategy to restructure Guavirá’s operations, the company paid special attention on market issues. The strategy was focused on the international market and on value-added products. Before 2000, practically all Guavirá’s production was traded exclusively in the domestic market. Based on the results of a market study carried out by a consulting company, it decided to invest in the international market. The strategy included missions to main consuming markets in USA and Europe to identify products, distribution channels and clients. This work was carried out during the period of the new sawmill project development and construction. With the start up of the new sawmill the exports started, and, already in 2002, over 60% of Guavirá’s production was traded abroad. At the moment, only low grades and special products are traded in the domestic market. The market change was not an easy task. The company had to invest quite substantial amount to identify markets, adjust products, and select distribution channels. This process took around 2 years, and there still are some improvements to be made. In spite of the difficulties the change in product (quality and type) and market made a significant difference to Guavirá. The main effect was on average price that increased by more than 100% over the last 2-3 years. This made it possible to increase revenues even considering that production volume was slightly reduced in the period. In any case, Guavirá still operates, and intends to continue operating, in the domestic market, despite the lower prices. In fact, the domestic market plays an important role as market for low-grade products. Even with technological upgrade at the sawmill, as well as the establishment of secondary processing plant, a certain part of the production is of low-grade products. In this case, the domestic market is the best option for this type of product so far (general wood for construction). Guavirá has an efficient sales planning integrated with forest and industrial operations. The integration allows the productive process to be optimized, losses from the processing to be minimised and, consequently, lower production costs to be reached. In deed, this aspect is another important component of competitiveness for Guavirá.
5.0 SOCIO-ECONOMIC ISSUES The reduction of jobs at the sawmill was compensated at the remanufacturing facilities and other activities created as part of the company-restructuring programme. An assessment made pointed out that the direct and indirect jobs were increased, salaries are now higher and employees have now other benefits as parts of the incentive and quality programme implemented by the company. The general improvement in the social-economic of the region affected is basically a result of the increase of revenue of Guavirá, made possible by changing the market and adding value.
6.0 GENERAL ASSESSMENT ON STRENGTHS AND WEAKNESSES In order to assess Guavirá’s strengths and weaknesses on SFM it was taking into consideration ITTO’s Manual on Criteria and Indicators for Sustainable Management of Natural Tropical Forests at Management Unit Level. The assessment also considered other aspects involved, such as the investments in the industrial developments and the performance of the company in the market over the last few years. Sustainable Management of Tropical Forests – Private Sector Experiences 273
Brazil has an extensive and complex framework of laws, policies and regulations that support SFM. This includes a clear definition of national objectives related to forests (production, conservation and protection), tenure of property rights, control of forest management and harvesting and other elements. In fact, Brazil is perhaps one of the countries in the world with the most complete regulatory framework dealing with forests. The complex legal framework, coupled with overlapping of regulations partly due to the on-going decentralisation process creates, based on the experience of Guavirá, additional costs to companies operating in the formal economy, and stimulates corruption and informality in the sector. At the same time, law enforcement continues to be a problem, and the regulatory framework is not sufficiently stable, which are important aspects in dealing with long term return investments. In dealing with law enforcement property rights seem to be the most fragile component, and in some regions control of encroachments is a problem. In Guavirá’s forest land the problem does not exist, and the property rights so far have been fully respected, but the company has questions regarding the future. In Brazil, as most developing countries, investments in forest management, administration, research and human resources development by the national and sub national government is still not sufficient. This could work as an incentive to SFM, and reduce individual companies’ investments. Guavirá solved these problems by involving a consulting company. As previously mentioned, Guavirá forests are quite unique. The high timber volume concentrated in a reduced number of commercial species facilitates the implementation of forest management, but the company has made a tremendous effort to adopt improved forest practices and ensure the sustainability of the forests. Investments were made to purchase sufficient forestland to ensure the supply of the mill. Besides, the company is investing in plantations using degraded lands to diversify future supply. The property boundary is clearly defined, and there are no encroachments, agriculture, hunting or other illegal activities within the managed forest area. The area also not been affected by wild fire, pests, diseases or other natural causes. All Guavirá forests have been inventoried and mapped. Information on areas, forest types, timber quantity (volumes) by species, protected areas and other aspects are fully available in a Forest Information System-FIS, specially developed for the company. The FIS uses georeferenced maps (GIS), and a set of standard and tailor made softwares as a basis. The forest management plan for the full property was approved by the national and state authorities, and all the permits have been obtained. This was a long process due to the complex legal framework and also overlapping in regulations between the national and state authorities. Also, every year Guavirá prepares an operational harvesting plan and submits to the authorities for approval. The FIS is constantly updated and this facilitates the company management, as well as monitoring by the local authorities. Management guidelines and other relevant documents (such as forest, land and environment laws) are available on line at the FIS. It has been found that this facilitates the work of forest operators and improves the fieldwork quality. The information available includes for example guidelines on assessment of natural regeneration, procedures to monitor timber harvesting and transportation operations (making possible to have an operational control on timber flow in the chain), post harvest surveys and assessment of regeneration and others aspects. Aspects related to ecosystem diversity, species and genetic diversity have been incorporated to the forest management guidelines. This includes among other things information, clear demarcation and maintenance of protected areas within the managed area (so-called permanent protect areas-PPA under the national legislation), strategy of in situ conservation of the genetic variation within commercial and other species, maintenance of seed trees and other aspects. Investments were made on training to adopt RIL techniques. The number of opening for roads and timber years was reduced. Although reduction of the impact was identified, the impact of adoption of RIL was not found to be very significant. This is partly due to the fact that to some extent Guavirá already had good harvesting practices, but also due to local conditions, such as stable soils that are less prone to erosion. The adoption of RIL reduced the number of roads and tracks within the forest compartments, and this has increased the harvesting costs. 274 Sustainable Management of Tropical Forests – Private Sector Experiences
In any case, it is expected that RIL will have a positive impact on the second rotation as a result of faster forest regeneration and recovery of volumes. This is under investigation at moment, but the time has been too short to show any concrete evidence on possible gains. To take into consideration social aspects has been always part of the company’s policy. For instance there are clear procedures to ensure health and safety of forest and of the industry workers that are effectively implemented. The agreement reached with BNDES included funds for investments in social aspects and this has corroborated to improve social conditions at the forest as well at the mill. In 2003 the company incorporated an incentive programme, and all workers began share the company’s profit. Guavirá forests are quite rich in terms of commercial timber species. In spite of investigations carried out the company was not able to identify a single NFWP that could be economically harvested and market, and it very unlikely it will happen in the next few years. This might be related to the special conditions of the company forests, which are located in a transitional region (savana land to tropical rain forest). The experience of Guavirá in the project funding is quite interesting. Around 50% or the project received the financial support from BNDES (long-term loan), but the funding process took a long time (almost two years in spite of the attractiveness of the project). This was mainly due to limitations and restrictions imposed in financing tropical timber industry as part of the BNDES’s policy. In fact, Guavirá is, so far, the only case of a full project financed by BNDES in the Amazon region. Finance from private banking system is possible, but is also restricted and costs are much higher. This is not the case for other industrial projects or even for agricultural projects (even in the Amazon region), were funds are normally available within weeks. From Guavirá’s case it is clear that in order to increase the productivity in the production chain, it is fundamental to compete in the market and to ensure the economic sustainability of the business, the most important factor to ensure that the environmental and social criteria set for management are achieved. In any case, Guavirá has questions regarding the long-term economic sustainability of the business. Increasing complexity of the legal framework dealing with forests, the growing overlapping of regulations resulting from the on-going decentralisation process is continuously increasing the operational costs. This stimulates informality and corruption, especially when coupled with weaknesses in law enforcement. There are serious doubts particularly regarding how effective government will be in enforcing law related to property rights in the future. This might limit the investments in the future. Sustainable Management of Tropical Forests – Private Sector Experiences 275
SFM IN ORSA FLORESTAL: THE CASE OF ORSA FLORESTAL
AFD ET ORSA FLORESTAL LE CAS D’ORSA FLORESTAL LA OFS EN ORSA FLORESTAL EL CASO DE ORSA FLORESTAL
R. S. Waack, R. F. Tocci, A. L. Pironel and E. L. Reckziegel Orsa Florestal S.A. (JARI)
SUMMARY The Jari Valley region, located in the north region of the Para State, Brazil, 600 km far from the capital Belém, has its history intimately linked to the Jari Celulose forestry activity (known all around the world as Jari Project) installed in the region in 1967. The project started with the establishment of plantations and later (in 1978) a pulp mill was started. In 2000 Orsa Group took over the project, and it was decided to implement in the region a Sustainable Development Pole, focused on the multiple use of the forest resources, besides continuing the growth on the pulp business (so far the main economic activity). In 2003, Orsa Florestal started up the activities of its sustainable forest management plan in an area of 545,000 ha. A rotation of 30-year was considered in the management plan. In the same year, the company initiated the FSC certification process, together with the Scientific Certification System (SCS). Besides the timber, NWFP are also expected to be certified. The idea is that NWFP will be harvested by the local community, with the support of the company and Orsa Foundation. The company also started up a sawmill. The current production is 1,500 m3/month, and production is air dried prior sent to final consumer. Along 2004 the sawmill capacity will expand to a production of 3,000 m3/month. The company is also putting in place secondary processing facilities aiming to produce S2S, S4S, decking, flooring products and other value added products. Along the last decade, Brazil has developed an extensive and complex framework of laws, policies and regulations that support SFM. This includes a clear definition of national objectives related to forests (production, conservation and protection), tenure of property rights, control of forest management and harvesting and other elements. In fact, Brazil is perhaps one of the countries in the world with the most complete regulatory framework dealing with forests. The Jari Project, due to its magnitude, foreign investment involvement and location has been under discussion level for a long time. Problems related to the internationalisation of the Amazon region, social and environmental impacts have been raised at national and international level. Furthermore, the economic viability of the project has been questioned, and for more than two decades the investments were reduced and there were doubts regarding its continuity. The transfer of the company control to a national group of investor mitigated the problems related to the internationalisation of the Amazon region, but concerns on the negative social and environmental impact, as well as the doubts regarding its economic sustainability continued under discussion. Orsa Group decided to focus on the weakness of the project. New management concepts introduced, including a clear corporate policy involving environment responsibility, research and development and better uses of the local resources, have changed the image of the company. There is no doubt that lessons learnt over almost half century have been of outstanding importance for introducing the new management approach, but it needs to be recognised that Orsa was able to critically analyse the problem, and use the experience gained to restructure the operations and turn it in to a sustainable business, fully integrated to the local reality. The knowledge gained in relation to the establishment of fast growing plantations in the tropical rainforest regions is of outstanding importance. It took several years of intensive research, extensive field testing and very large investments to reach the current stage of high productive plantations, able to produce high quality pulp wood. The increase in yield of the plantations made it possible to reduce land area requirements and, what is most to turn the company profitable. Original total land owned by Jari Project has also been reduced. Orsa recognized land rights of some local communities and also created protected areas in certain special environments. This reduced the conflicts in the region and improved the image of the company, and still there is sufficient land to explore, in cooperation with the local community and several organisations, options for the sustainable development of the natural forest. The natural forest potential is now an important component of the company business. No doubt, that Orsa is still in an early process of learning how to manage tropical natural forests, but by having a well-established management structure, financial resources available, and a well-defined strategy and business plan, the learning process has been facilitated. 276 Sustainable Management of Tropical Forests – Private Sector Experiences
One of the strengths of the company in the social, as well in the environment area, is Orsa Foundation. The Foundation has available 1% of the gross annual revenues of the Group to implement the programmes and projects. The Foundation structure and funds is of outstanding importance to facilitate the cooperation with the community and also with national and international organizations. Under the social programme the implementation of SFM will allow to carry out several activities to generate revenues for local communities. One of the activities is related to non-wood forest products. The idea goes beyond the creation of jobs, it passes through human resources training in aspects of production and organisation, enabling the creation of new businesses ruled by the local communities, aiming at improving local economy. Orsa is an example of a company that has made a tremendous effort to adopt SFM, incorporating an integrated approach, having in mind that the economic sustainability is the basis to satisfy social and environment criteria. The assessment clearly indicates that having available financial and human resources is fundamental to achieve the target. In the case of Orsa these factors are not, in principle, a strong limitation. It seems that the company is on the right track, but how successful the company will be in SFM will remain to be assessed in another few years.
RESUME L’ histoire de la région de la vallée de Jari, située dans le nord de l’Etat de Pará (Brésil), à 600 km de la capitale Belém, est intimement liée aux activités forestières de Jari Celulose (connue dans le monde entier en tant que Projet Jari), une entreprise installée dans la région en 1967. Le projet a débuté par la création de plantations et, plus tard (en 1978), une usine de pâte a été construite. En 2000, le Groupe ORSA a repris le projet et il a été décidé de mettre en oeuvre dans la région un Pôle de développement durable, axé sur l’utilisation multiple des ressources forestières, tout en continuant de développer le secteur de la pâte de bois (jusqu’ici l’activité économique principale). En 2003, ORSA Florestal a commencé les activités de son plan d’aménagement forestier durable sur une aire de 545.000 ha. Une rotation de 30 ans a été envisagée dans le plan de gestion. Cette même année, l’entreprise a lancé le processus de certification FSC, ainsi que celui du système de certification scientifique (SCS). Outre le bois, il est prévu également de faire certifier les PFNL. L’intention est de faire récolter les PFNL par la communauté locale, avec le soutien de l’entreprise et de la Fondation ORSA. L’entreprise a également mis en service une scierie. La production actuelle se chiffre à 1.500 m3/mois et la production est séchée à l’air avant d’être expédiée au consommateur final. Au cours de 2004, la capacité de la scierie passera à 3.000 m3/mois. En outre, l’entreprise met en place l’équipement de transformation secondaire visant à produire des S2S, S4S, revêtements de sol extérieur, parquets et autres produits à valeur ajoutée. Au cours de la décennie passée, le Brésil a élaboré un cadre de grande envergure et complexe de lois, politiques et règlements à l’appui de l’AFD. Ce cadre inclut une définition précise des objectifs nationaux liés aux forêts (production, conservation et protection), à la tenure des droits de propriété, au contrôle de la gestion forestière et des prélèvements et à d’autres éléments. En fait, le Brésil est peut-être un des pays du monde ayant le cadre de réglementation forestière le plus complet. Vu son ampleur, la part d’investissement étranger et son emplacement, le Projet Jari fait l’objet de discussions depuis longtemps. Les problèmes liés à l’internationalisation de la région amazonienne, aux incidences sociales et environnementales ont été soulevés au niveau national et international. De plus, la viabilité économique du projet a été remise en cause, et pendant plus de deux décennies les investissements se sont ralentis et des doutes ont surgi concernant sa poursuite. Le transfert du contrôle de l’entreprise à un groupe national d’investissement a atténué les problèmes liés à l’internationalisation de la région amazonienne, mais des préoccupations subsistent quant aux incidences négatives de caractère social et environnemental, ainsi que des doutes concernant son durabilité économique. Le Groupe ORSA a décidé de se focaliser sur les faiblesses du projet. Les nouveaux concepts de gestion introduits, y compris une politique d’administration claire établissant la responsabilité pour l’environnement, la recherche et le développement ainsi qu’une meilleure utilisation des ressources locales, ont changé l’image de l’entreprise. Il est certain que les leçons apprises pendant presque un demi siècle ont été d’une importance capitale pour l’introduction de la nouvelle approche de gestion, mais il faut reconnaître qu’ORSA a été capable de faire une analyse critique du problème et d’utiliser l’expérience acquise pour restructurer les opérations et les transformer en affaires durables, entièrement intégrées à la réalité locale. Les connaissances acquises dans le domaine de la création de plantations à croissance rapide dans les régions tropicales de forêt ombrophile est d’importance exceptionnelle. Il a fallu plusieurs années de recherche intensive, de nombreux essais sur le terrain et d’importants investissements pour atteindre le stade actuel de plantations Sustainable Management of Tropical Forests – Private Sector Experiences 277 extrêmement productives, capables de produire du bois de pâte de haute qualité. L’accroissement du rendement des plantations a permis de réduire les superficies nécessaires et, ce qui est le plus important, d’asseoir la rentabilité de l’entreprise. Le total des superficies que possédait à l’origine le Projet Jari a également diminué. ORSA a reconnu les droits fonciers de certaines communautés locales et a également créé des espaces protégés dans certains milieux particuliers. Les conflits qui sévissaient dans la région ont ainsi été atténués, l’image de l’entreprise en a été améliorée, et il reste encore suffisamment de terres pour explorer, en coopération avec la communauté locale et plusieurs organisations, des options pour le développement durable de la forêt naturelle. Le potentiel de la forêt naturelle entre dès lors en tant qu’élément important des affaires de l’entreprise. Certes, ORSA est encore au tout début d’un processus d’apprentissage en matière de gestion des forêts tropicales naturelles, mais cet apprentissage a été facilité grâce à une structure de gestion bien établie, des ressources financières disponibles, et une stratégie et un plan d’affaires bien définis. Une des forces de l’entreprise dans le domaine social aussi bien qu’environnemental tient à son lien avec la Fondation ORSA. La Fondation dispose de 1% des revenus annuels bruts du Groupe pour mettre en oeuvre des programmes et des projets. Sa structure et ses fonds sont d’une importance exceptionnelle pour faciliter la coopération avec la communauté ainsi qu’avec les organisations nationales et internationales. Dans le cadre du programme social, la mise en oeuvre de l’AFD permettra de procéder à plusieurs activités qui apporteront des revenus aux communautés locales. Une de ces activités concerne les produits forestiers non ligneux. L’intention va plus loin que la création d’emplois et passe par la formation des ressources humaines aux aspects de la production et de l’organisation, permettant la création de nouvelles entreprises administrées par les communautés locales, en vue d’améliorer l’économie locale. ORSA est un exemple d’entreprise qui a fait un énorme effort pour adopter l’AFD, grâce à une approche intégrée, en tenant présent à l’esprit que la durabilité économique est à la base de la satisfaction des critères sociaux et environnementaux. L’évaluation indique clairement qu’il est fondamental de disposer de ressources financières et humaines pour atteindre la cible. Dans le cas d’ORSA, ces facteurs ne sont pas, en principe, très limitatifs. Il semble que l’entreprise soit sur la bonne voie, mais le degré de réussite de l’entreprise en matière d’AFD devra être évalué d’ici quelques années.
RESUMEN La historia de la región del Valle Jari, situado en el norte del estado de Pará (Brasil), a 600 km de la capital Belém, está estrechamente vinculada a la actividad forestal de Jari Celulose (conocida en todo el mundo como “Proyecto Jari”), una empresa instalada en la región desde 1967. El proyecto comenzó con el establecimiento de plantaciones y más tarde (en 1978) se instaló una planta para pulpa de madera. En el año 2000, el Grupo Orsa se hizo cargo del proyecto y decidió poner en práctica un “polo de desarrollo sostenible”, concentrado en el uso múltiple de los recursos forestales, además de continuar el crecimiento del negocio de la pulpa de madera (que hasta ahora ha sido la principal actividad económica). En 2003, Orsa Florestal comenzó las actividades de su plan de manejo forestal sostenible en un área de 545.000 ha. El plan de manejo se basa en un turno de rotación de 30 años. Ese mismo año, la empresa inició el proceso de certificación del FSC junto con el Sistema de Certificación Científica (SCS). Además de la madera se prevé también la certificación de los PFNM. La idea es que los PFNM sean extraídos por la comunidad local con el apoyo de la empresa y la Fundación Orsa. Asimismo, la empresa instaló un aserradero, cuya producción actual es de 1.500 m3/mes y la madera producida es secada al aire antes de enviarla al consumidor final. En 2004, la capacidad del aserradero se aumentará a una producción mensual de 3.000 m3. La empresa está instalando también una planta de transformación secundaria para producir S2S, S4S, tableros para terrazas, productos para pisos y otros productos de valor agregado. En los últimos diez años, Brasil ha establecido un extenso y complejo marco de leyes, políticas y reglamentos en respaldo de la OFS. Este marco incluye una definición clara de los objetivos nacionales relacionados con los bosques (producción, conservación y protección), derechos de tenencia, control del manejo y aprovechamiento forestal, y otros componentes. De hecho, Brasil quizás sea uno de los países del mundo con el marco regulador más completo en el ámbito forestal. El Proyecto Jari, debido a su magnitud, inversiones extranjeras y ubicación, ha sido objeto de debate durante un largo tiempo. Tanto en el plano nacional como internacional, se han planteado problemas relacionados con la internacionalización de la región amazónica y los impactos sociales y ecológicos. Además, se ha cuestionado la viabilidad económica del proyecto y durante más de dos décadas, se redujeron las inversiones y se plantearon dudas con respecto a su continuidad. La transferencia del control de la empresa a un grupo 278 Sustainable Management of Tropical Forests – Private Sector Experiences
inversionista nacional mitigó los problemas relacionados con la internacionalización de la región amazónica, pero se siguieron debatiendo las diversas inquietudes existentes sobre los impactos sociales y ecológicos adversos, así como las dudas relativas a su sustentabilidad económica. El Grupo Orsa decidió concentrarse en las deficiencias del proyecto. Los nuevos conceptos de manejo incorporados, inclusive una política empresarial clara relacionada con la responsabilidad ecológica, la investigación y el desarrollo, así como una mejor utilización de los recursos locales, cambiaron la imagen de la empresa. Sin duda, las experiencias adquiridas durante casi medio siglo han sido de suma importancia para la adopción del nuevo enfoque de manejo, pero se debe reconocer que Orsa fue capaz de analizar el problema críticamente y aprovechar su experiencia para reestructurar las operaciones y convertirlas en un negocio sostenible, integrado totalmente con la realidad local. Los conocimientos adquiridos en relación con las plantaciones de rápido crecimiento en las regiones de la selva tropical son también de fundamental importancia. Después de varios años de intensa investigación, numerosos ensayos en el terreno y grandes inversiones, se alcanzó el nivel actual de plantaciones sumamente productivas, capaces de producir madera para pulpa de alta calidad. Gracias al aumento del rendimiento de las plantaciones, fue posible reducir la extensión de tierra requerida y, más importante aun, convertir la empresa en un negocio rentable. La superficie total original del Proyecto Jari también se redujo. Orsa reconoció los derechos territoriales de algunas comunidades locales y creó también áreas protegidas en ciertos entornos especiales. De este modo, se redujeron los conflictos en la región y se mejoró la imagen de la empresa, y a la vez sigue habiendo suficientes tierras para investigar, en cooperación con la comunidad local y varias organizaciones, las diversas opciones para el desarrollo sostenible del bosque natural. El potencial del bosque natural ahora constituye un componente importante de la empresa. Indudablemente, Orsa aún se encuentra en una etapa preliminar de aprendizaje en materia de ordenación y manejo de bosques tropicales naturales, pero este proceso se ha visto facilitado por el hecho de contar con una estructura administrativa bien establecida y disponer de recursos financieros y una estrategia y plan comercial correctamente definidos. Uno de los puntales de la empresa en el plano social y ecológico es la Fundación Orsa. La Fundación recibe el 1% de los ingresos anuales brutos del Grupo para poner en práctica sus programas y proyectos. La estructura y los fondos de la Fundación son sumamente importantes para facilitar la cooperación con la comunidad y con organizaciones nacionales e internacionales. Con el programa social, la ejecución del proceso de OFS permitirá llevar a cabo varias actividades que generarán ingresos para las comunidades locales. Una de estas actividades es la recolección de productos forestales no maderables. La idea va más allá de la creación de empleos, ya que abarca la capacitación de recursos humanos en aspectos relacionados con la producción y organización, permitiendo la creación de nuevas actividades comerciales dirigidas por las comunidades locales con el fin de mejorar la economía local. Orsa es un ejemplo de una empresa que ha realizado un tremendo esfuerzo para adoptar prácticas de OFS, incorporando un enfoque integrado y teniendo en cuenta que la sustentabilidad económica es la base para satisfacer los criterios sociales y ecológicos. Los resultados de la evaluación indican claramente que la disponibilidad de recursos humanos y financieros es fundamental para lograr esta meta. En el caso de Orsa, estos factores, en principio, no constituyen una limitación importante. Al parecer, la empresa se encuentra correctamente encaminada, pero habrá que esperar unos años para evaluar su eficacia en la aplicación de la OFS. Sustainable Management of Tropical Forests – Private Sector Experiences 279
1.0 THE JARI VALLEY REGION The Jari Valley region includes three cities and two states, located in the extreme north of Brazil: Laranjal do Jari and Victoria do Jari, in the State of Amapa, and Almeirim in the State of Para. The region has been commercially exploited since the 19th century, with Brazilian nuts and latex being the main products harvested from the forests until 1967. Between 1949 and 1967 the region exported some timber, in a very limited volume, mainly to other regions of the State of Para. At the moment around 100,000 people live in the region. The population is distributed in the four cities and around 140 small communities living on fruit collecting activities and and/or on the practice of itinerant agriculture, of very low efficiency. In the four cities, most live based on informal economic activities. The main economic activity in the region is linked to activities under the control of two large groups: the Orsa (Orsa Florestal and Jari Celulose) and Vale do Rio Doce (Caulim da Amazonia). In the region there are around 1.1 million ha of conservation areas, maintained by the IBAMA (Brazilian Institute for Environmental and Renewable Natural Resources), by SEMA (Environmental Agency of the State of Amapa) and by the Orsa Florestal (Genetic Reserves).
2.0 JARI PROJECT The Jari Project was born in 1967 when the American businessman Daniel Ludwig acquired around 1.7 million ha of forest land in the Jari Valley. The idea was to establish forest plantation to supply a pulp and paper mill. For the purpose to develop the project Jari Florestal e Agropecuária Ltda. was created and, a couple of years later, the construction of the pulp mill in the shipyards of the Japanese city of Kure began. In 1978, after a journey of 25,000 km, the pulp mill, composed of two platforms of 30,000 tons, arrived to the site selected for the pulp mill in the margins of Jari River. One of the platforms was an already fully assembled pulp mill and the second platform was a power plant (for steam and electricity production) and the chemical recovery facility. For the operation of the project Ludwig built a city and three small towns with all infrastructure (health, education, sanitation, etc.) in strategic points in the forest. The infrastructure built included 10,000 km for roads, 70 km railway connecting the wood production site to the pulp mill, and, finally, a port. To supply the pulp mill, with 220,000 tons/year capacity at that time, around 117 thousand ha with Gmelina arborea were planted. Gmelina plantations were not successful due several reasons, including those related to local soil conditions and pests. The decision was to replace Gmelina by tropical pines (Pinus caribaea). The results with tropical pines were better, but further research pointed out that the best option would be Eucalyptus, both in terms of silvicultural response as well as in terms of final product (market pulp). Initially, Eucalyptus deglupta was planted this was followed by the hybrid crossing between the species Eucalyptus grandis and Eucalyptus urophyla. In 1982 the project was sold to a Brazilian group of investors. During the period of around 18 years the plantations of Eucalyptus were consolidated improving in terms of quality and productivity, increasing from 16 m3/ha.year, in 1986 to 30 m3/ha.year in 1999. Later, in 2000, Orsa Group takes over the control of then Jari Celulose S. A. In the three years of administration, the Group has made new investments, both in the forests as well as in the pulp mill. The investments made enable to increase the pulp production capacity to 330,000 ton/year, and the plans are to achieve 400,000 ton/year by the year 2006. At present, Orsa has a total planted area of around 50,000 ha. This area is much smaller than the original planned for the forest plantations, and this was possible due to substantial gains in productivity. The volume currently harvested from the existing plantations is approximately 1.4 million tons/year, and a cutting cycle of 6 years old is considered. The sustainable production of the plantations will reach 1.6 million tons by the year 2006.
3.0 ORSA FLORESTAL In 2002, when Orsa Group acquired the control of Jari Celulose, a new management team was brought to the region to study all new business possibilities. This management group, later became part of Orsa 280 Sustainable Management of Tropical Forests – Private Sector Experiences
Florestal management team. Orsa Florestal company was created with one objective: to implement the new business studied and approved by the board of the group. The economic/financial evaluation model for new business, under the responsibility of Orsa Florestal, is considered under a different perspective. All opportunities are evaluated beyond the economic/financial point of view. Possibilities of connection between the company and the local community were also analysed, not merely in terms of jobs and taxes generation, but also in terms of the creation of small businesses, that could be managed by the community itself. This is fully supported by the company and also by Orsa Foundation. Table 1 shows the several business alternatives that have been identified and its social and environmental implications in terms of what the community and the environment can earn with the identification and implementation of a new business.
4.0 THE SFM PLAN Orsa’s SFM plan covers a quite large area of 545,000 ha. Within this area around 84,000 ha are considered as fully protected area treated by Orsa as a Genetic Reserve and as a security area in the border of the Jari Ecological Station (managed by IBAMA). The maps of the SFM area indicate that approximately 60% of the area can be managed for timber production (operational area). The other 40% is represented by Permanent Preservation Areas-PPAs, and includes areas to be protected in slopes, margins of rivers and for other special reason. The area under management was divided into six management units, and each one will be properly divided in Annual Production Units-APU, where operational annual plans shall be prepared.
The annual harvesting plan for the management unit 01 is presented below:
• APU - 01 = 2,270 ha (harvested - 2002/2003); • APU - 02 = 7,530 ha (in harvesting - 2004); • APU - 03 = 15,415 ha (in forest inventory); • APU - 04 = 14,909 ha; • APU - 05 = 16,664 ha; • APU - 06 - 16,963 ha.
Table 1. New business alternatives identified and its social and environmental implications business possibility environmental implication social implication
Environmental education, long term forest conservation, sustainable management culture implemented. SFM Handicraft with wood and vines, nursery of native species Education on the best practices for wood utilization. Pedagogical woodworks, furniture and toys production, Sawmill small wood goods To add value to the forests and native trees plantation stimulation. Community carbon credits certificates from Carbon credits community plantations Native açaí field conservation, environmental education, management practices diffusion heart of the palm production, açaí pulp, local economy formalization, increase the region productivity. Other fruits, nuts, oils, medicines, and organic Açaí food Increase the value of forest resources, increasing the financial returns from forest related activities, reduction of the pressure over the forest and over high social/economic value species Sustainable extracting more efficient Ecological tourism Forest and natural region beauty valorisation. Community wealth generation Advanced knowledge generation about the forest, forest management techniques development Academic growth Environment opportunities, interfaces between the college and the community solving local troubles, implementation of better college management practices (forestry and agricultural) Agriculture Use of degraded areas for regional cultures – manioc for example Community wealth generation
4.1 Forestry Inventory A diagnosis forest inventory was initially carried out. In this inventory, 55 potentially commercial and commercial tree-species were found. Among the most important commercial species in terms of volume are: red angelim (Dinizia excelsa), maçaranduba (Manilkara huberi), cumaru (Dipteryx odorata), acapu (Voucapoua american), and cupiuba (Golpia glaba). Sustainable Management of Tropical Forests – Private Sector Experiences 281
The forest census is carried out for the preparation of the annual harvesting plan. In the forest census every tree-species, commercial and non-commercial, with DBH above 35 cm is measured. The management area was divided into square blocks (1,600 ha). Each block was divided into Working Units- WU of 10 ha (400 x 250 m) and these into streaks of 50 m wide, the smaller work unit for elaboration of the trees inventory and its geographical location (using the Cartesian Plan - “x” and “y” coordinates). During the forest census, the following information is collected:
•Tree-species name; • Height; • DBH; • Quality of the trunk.
Also during the forest census, vine-cutting activities are also carried out. This was found to be the best option since the use of the teams involved in the forest census are optimised and it facilitates the harvesting operations that will be taken over in the following year. In the first Annual Production Unit-APU-01, located 65 km from the sawmill, an area of 1,652 ha was inventoried. Considered the volume total authorised for harvesting of 55,000 ha the average volume harvested per area was 33.6 m3/ha. In the second area (APU–02), around 3,500 ha were inventoried and the total volume authorised is 90,000 m3.
4.2 Planning and Control The company counts with a modern Geographical Information System-GIS to support planning activities related to forestry management, from the diagnosis inventory to the silvicultural works, after the harvesting. For an effective harvesting control, the company created, connected to the GIS, a software to control all activities alerting any risk of deviation on the planned. Orsa also counts with a system to continuously update information related to Brazilian environmental legislation, and international treaties. This allows to put into practice eventual changes as required by the National Policy for Forestry Management. The company also keeps the Permanent Sampling Plots, representing 0.5% of the total forest area under management. This represents 1 ha sampling plot for each 200 ha of operational area. These sampling plots are measured during the pre-harvesting phase, considering from small seedlings to commercial diameter trees. After harvesting, the permanents sampling plots are measured again. Measurements are made one year after harvesting, three years after harvesting and then every five years until the second cycle of harvesting takes place. These measurements are expected to provide information on forest regeneration capacity and will allow a better planning for the future. In order to ensure species identification is properly done during the forest census work, the company keeps a wood samples and botanical material collection. The collection is one of the largest in the country with more then 700 wood samples and more then 3,000 botanical material samples, covering most of the species found in the region.
4.3 Roads and Yards Orsa keeps around 10,000 km of good traffic condition roads in its own and surrounding lands of the region. However, in order to operate the project and maintain the ideal skidding distance, another approximate 30 km of secondary roads (paved with gravel) and about 25 km of tertiary roads (without pavement) were constructed. The road planning starts with the forest census. During this operation, it is possible to collect more detailed information on the terrain topography and other local conditions. The main determinant parameters for the road density are the maximum skidding distance (established as 300 m) and the hydrographic conditions. The primary and secondary forest yards are also planned taking into consideration the maximum skidding distance. It also considered important to ensure that transportation of logs takes place even during the rainy season. 282 Sustainable Management of Tropical Forests – Private Sector Experiences
4.4 Logging and Harvesting During 2003 the first area was harvested: Annual Production Unit- APU-01. Around 35,000 m3 of logs from 25 different tree-species were harvested. The following species were harvested and processed in the company sawmill: red angelim (Dinizia excelsa), angelim pedra (Hymenolobium petraeum), angelim da mata (Hymenolobium excelsum), acapu (Voucapoua american), cupiuba (Golpia glaba), cumaru (Dipteryx odorata), maçaranduba (Manilkara huberi), maparajuba (Manilkara bidentata), itauba (Mezilaurus lindaviana and Mezilaurus itauba), jatoba (Hymenaea intermedia), piquia (Caryocar villosum), piquiarana (Caryocar glabum) and sucupira (Diplotropis purpurea and Bowdichia sharp). Other species harvested were and tauari (Couratari rhoifolia), fava bolota (Parkia pendula), louro, mata-mata, quaruba, mandioqueira (Qualea paraensis and Qualea albiflora) and tachi. These other species were sent to a sawmill and veneer mill for tests. As planned harvesting of the APU-02 was started in January 2004. Based on the forest inventory estimates it is expected that around 90,000 m3 of logs of the same tree-species found in the APU-01 will be harvested along this year. In the harvesting process, logs receive the first identification for the chain of custody, composed by the number of the tree (as marked during the forest census) and the log sequence number. Logs are skidded straight to secondary log yards from where they go to the sawmill. At present, log transportation is only based on lorries, but during the harvesting of APU-03 the company will probably be using also a ferryboat to reduce transportation costs.
5.0 THE SAWMILL In 2003, the company acquired equipments and stated a sawmilling operation. Around 1,500 m3 of sawn wood was produced per month. The product was air dried prior to be sent to the market. By the end of current year (2004) the production is expected to reach around 3,000 m3/month as second line will enter into operation. Also in the end of 2004 Orsa is expecting to have in operation a line for secondary processing. The products envisaged are S2S, S4S, deckings, floorings, and others. The company counts with a private port able to receive 40,000-ton capacity ships. The port is a comparative advantage for Orsa operations and several ports in the main markets can be reached, including ports of La Palice (France), Antwerp (Belgium), Masan (Korea), Huangpu (China), Motril (Spain), Civita Vechia (Italy), Tree Rivers and New Westminster (Canada) and Mobil (USA).
6.0 RESEARCH AND DEVELOPMENT Orsa Florestal understands that the fulfilment of its mission of implementing a Sustainable Development Pole in the Amazon is intimately linked to the generation of knowledge on the rational use of the biodiversity in the region. In view of this fact, the company is investing to structuring a research team, whose strategy and actions will focus on four priority areas:
a. The generation of additional knowledge on the development of improved forest management practices; b. Increase information on wood technology; c. Development related to non-wood forest products; d. Clean development mechanisms, particularly carbon credits.
The two last points are intrinsically connected to the generation of wealth for the local communities. The idea backed by Orsa is that the research team can actively cooperate with the national and international research community, especially with institutions recognised as to have notorious knowledge on the Amazon, having as the main target to make appropriate technologies available to the local communities. In line with this strategy, the company established in 2003 a partnership with EMBRAPA (one of the must important Brazilian research organisation for agriculture and forests). As a result of the agreement Sustainable Management of Tropical Forests – Private Sector Experiences 283 made Orsa now participates in the Technical Council of the DENDROGENE Project, a project implemented by EMBRAPA, DFID (Department for International Development of the UK) and SECTAM (Science, Technology and Environment Agency of the State of Pará). DENDROGENE has the goal of assessing the forest management project impacts over the preservation and/or loses of genetic material of the forests, and already has used information of Orsa’s permanent sampling plots to structure a software that will simulate the ecological dynamics of production forests under sustainable management. United Kingdom. The East Anglia University, associated with the Emílio Goeldi Museum (Brazil), will carry out a work that will serve as basis for the assessment of the impact of the forest management over the fauna. They will identify bio-indicators that will be monitored in the pre and after-harvesting phases. Other agreements will be signed with institutions like IPT (Institute of Technological Research), UFPA (Federal University of the State of Pará), UNICAMP (State University of Campinas), etc. in the near future. The objective of these new agreements is to increase the cooperation in R&D of LKS, including wood and non-wood forest products, such as medicinal plants, and others.
7.0 ENVIRONMENT AND SOCIAL RESPONSIBILITY The Group’s definition of its Corporate Social Responsibility philosophy is based on the “3 Ps” (Profit, People, Planet) concept widely utilised by European companies and sustainable development entities. It was developed by the World Commission for Environment and Development to promote development that meets today’s needs without endangering the capacity of future generations to meet their needs as well. Orsa Group believes that relationships, activities, goods and services should be developed within the concept of what is economically feasible, environmentally correct and socially equitable. It thus seeks to add value through its production of goods and services and its generation of employment and income. The company is an instrument for transforming the society and building a model of sustainable development. In this line personal and professional development of the companies’ employees, in their search for a better quality of life, should be encouraged. The company strongly support the involvement with local community and considers important initiatives such as, for example, corporate voluntary work. Environmental preservation should be totally integrated into business practices. In addition, legal requirements and the concerns of society should be fully respected. The intention is an environmentally preventive attitude, capable of making both an economic and an environmental contribution to society. Besides putting into practice and making effort to further develop these concepts on a daily basis, corporate social responsibility requires development of vehicles of social transformation such as the Orsa Foundation, and the necessary instruments, such as the Seed Resources. The company makes available through Orsa Foundation 1% of the gross annual revenues of the group to the programmes and projects. This will lead to the formation of a network of companies, authorities, non-profit sector entities and academic institutions, uniting theory and practice to offer proven solutions to appropriate institutions/entities and renewed hope for society.
7.1 Orsa Florestal Employees Orsa Florestal currently has around 370 employees distributed among the forest and sawmill activities, being 290 internal and 80 sub-contracted. In the harvesting area, the company maintains a camp capable to accommodate around 200 people with all infrastructure necessary (clinic, lodgings, sanitary, toilets, kitchen, restaurant and an area for leisure – football field, games room and TV). All employees and their families have access to a private health security. The company offers all employees that still did not complete the secondary and primary school, the opportunity to study in the Telecurso 2000 – an agreement between the company and the Roberto Marinho Foundation. Two school units are already in operation, one in the city of Monte Dourado and other in the operational camp. The sons of resident employees in the region of the Jari Valley have available a school subsidised by the company, installed in Monte Dourado. All the employees participate in the Programme for Profit Share. This programme pays a 14th salary, based on criteria that takes into consideration the proportionally to the results of the production, quality, costs, number of accidents and environmental goals established. 284 Sustainable Management of Tropical Forests – Private Sector Experiences
7.2 Safety Management System The company’s Safety Management System (SMS) works with tools that aim ensuring the lowest rates of work accident. All employees working with Orsa Florestal (internal or sub-contracted) are trained with these tools. The application of the tools in the operational areas is assessed monthly and it constitutes, by itself, one of the tools for the system monitoring. The system has guaranteed high levels of awareness among the employees, and thanks to that, low rates of work accidents.
7.3 Orsa Foundation and Orsa Florestal Volunteer Work and Integration - The Orsa Foundation spent, in the Jari Valley during 2002, around R$ 4 million (USD 1.3 million) to implement several activities and projects. Besides the projects coordinated by the Orsa Foundation professionals, there are some others, coordinated and performed by voluntary company employees. These projects are called Integration Projects. Besides, the activities of Orsa Florestal will generate several satellite projects, as the sustainable subsistence extraction and the pedagogical woodworks that will be able to promote the generation of wealth for the communities settled in the region. All projects will be implemented jointly with the Orsa Foundation. The idea is to encourage the creation of jobs together along with professional qualification, and the establishment of opportunities for the business news sprouting.
8.0 GENERAL ASSESSMENT ON STRENGTHS AND WEAKNESSES To assess the strengths and weaknesses of Orsa´s SFM it was taking into consideration ITTO’s Manual on Criteria and Indicators for Sustainable Management of Natural Tropical Forests at Management Unit Level. The assessment also considered other aspects involved, such as the investments in the industrial developments and the performance of the company in the market over the last few years. Along the last decade, Brazil has developed an extensive and complex framework of laws, policies and regulations that supports SFM. This includes a clear definition of national objectives related to forests (production, conservation and protection), tenure of property rights, control of forest management and harvesting and other elements. In fact, Brazil is perhaps one of the countries in the world with the most complete regulatory framework dealing with forests. The Jari Project, due to its magnitude, foreign investment involvement and location has been under discussion level for a long time. Problems related to the internationalisation of the Amazon region, social and environmental impacts have been raised at national and international level. Furthermore, the economic viability of the project has been questioned, and for more than two decades the investments were reduced and there were doubts regarding its continuity. The transfer of the company control to a national group of investor mitigated the problems related to the internationalisation of the region, but concerns on the negative social and environmental impact, as well as the doubts regarding its economic sustainability continued under discussion. Orsa Group decided to focus on the weakness of the project. New management concepts introduced, including a clear corporate policy involving environment responsibility, research and development, and better uses of the local resources, has changed the image of the company. There is no doubt that lessons learnt over almost half century have been of outstanding importance for introducing the new management approach, but it needs to be recognised that Orsa was able to critically analyse the problem, and use the experience gained to restructure the operations and turn it in a sustainable business, fully integrated to the local reality. The knowledge gained in relation to the establishment of fast growing plantations in the tropical rain forest regions is of outstanding importance. It took several years of intensive research, extensive field- testing and very large investments to reach the current stage of high productive plantations, able to produce high quality pulp wood. The increase in yield of the plantations made it possible to reduce land area requirements and, what is most important, is turning the company profitable. Original total land owned by Jari Project has also been reduced. Orsa recognised land rights of some local communities and also created protected areas in certain special environments. This reduced the conflicts in the region and improved the image of the company, and still there is sufficient land to explore, in Sustainable Management of Tropical Forests – Private Sector Experiences 285 cooperation with the local community and several organisations, options for the sustainable development of the natural forest. The natural forest potential is now an important component of the company business. No doubt that Orsa is still in an early process of learning on how to manage tropical natural forests, but by having a well-established management structure, financial resources available, and a well-defined strategy and business plan, the learning process has been facilitated. The Orsa natural forest under management, having 545,000 ha is perhaps one of the largest in Brazil and probably one of the largest in the world when considering private owned lands and tropical rain forests. The company, based on the decades of experience in dealing particularly with plantations, has been able to put in place in a relatively short time a good monitoring system, using advanced GIS technology. Information on areas, forest types, timber quantity (volumes) by species, protected areas and other aspects are already fully available. The forest management plan for the full property was approved by the national authorities-IBAMA, and the company has already started the process for forest and chain of custody certification under the FSC scheme. In spite of all experience, the process has not been simple. The complexity of national regulations made, as expected, the process expensive. The company’s general data bank has available information on the regulatory measures, and follows changes that occurred over a long period of time. In fact, besides the complexity, changes in the regulatory framework are another problem faced by Orsa. This requires a continued up-date of information to ensure that all legal aspects are properly covered, and, what is most important creates an unstable environment on how rules will be in the future, and thus represents an obstacle to long-term investments. Management guidelines have been developed and are applied. Other information needed to sustainably manage the natural forest available includes, for example, guidelines on assessment of natural regeneration, procedures to monitor timber harvesting and transportation operations (making it possible to have an operational control on timber flow in the chain), post harvest surveys and assessment of regeneration and others aspects. Aspects related to ecosystem diversity, species and genetic diversity have been incorporated to the forest management guidelines. In the case of Orsa, besides the concepts of species and genetic diversity conservation within the production forest areas, there are other relevant actions focused on these aspects and that are worth mentioning, which include:
• The fully protected area of 84,000 ha, considered as the Genetic Reserve; • The agreements established with national and international research organisations, involving EMBRAPA, East Anglia University, Emilio Goeldi Museum, IPT, University of Pará, UNICAMP, and others; • The creation of the company research group to support SFM.
As already mentioned, social aspects are relevant to Orsa, and are treated together with environment aspects, and are part of the Corporate Responsibility philosophy. The Corporate Social Responsibility philosophy is based on the “3 Ps” (Profit, People, Planet), considering that it is necessary to promote the development having in mind that is fundamental to make available today’s needs without endangering the capacity of future generations to meet their needs as well. One of the strengths of the company in the social, as well in the environment area, is Orsa Foundation. The Foundation has available 1% of the gross annual revenues of the Group to implement the programmes and projects. The Foundation structure and funds are of outstanding importance to facilitate the cooperation with the community and also with national and international organisations. Under the social programme the implementation of SFM will make it possible carry out several activities to generate revenues for local communities. One of the activities is related to non wood forest products. The idea goes beyond the creation of jobs, it passes through human resources training in aspects of production and organisation, enabling the creation of new businesses ruled by the local communities, aiming at improving local economy. 286 Sustainable Management of Tropical Forests – Private Sector Experiences
Under the industrial component, besides the expansion of pulp production, that will be possible due to gains in the plantations productivity, the company has started the production of tropical timber for the international market. The tropical timber production is still relatively small, but the potential resulting for the large area under SFM will make the volumes grow. Orsa is an example of a company that has made a tremendous effort to adopt SFM, incorporating an integrated approach, having in mind that the economic sustainability is the basis to satisfy social and environment criteria. The assessment clearly indicates that having available financial and human resources is fundamental to achieve the target. In the case of Orsa these factors are not, in principle, a strong limitation. It seems that the company is on the right track, but how successful the company will be in SFM will remain to be assessed in another few years. Anyway, this case study is not representative of the universe of companies operating in the tropical timber world business. The tropical forests/timber world in the Latin American and the Caribbean region, as in other parts of the world, is formed by a large number of small companies, with limited financial and human resources. This basically means that SFM can be achieved, but in many cases external support will be required from governments and international organisations. Quite seldom, a proactive approach and positive agenda is present, and the lack of cooperation between governments and other organisations with the private sector limits SFM adoption. Sustainable Management of Tropical Forests – Private Sector Experiences 287
THE ESTABLISHMENT OF PARTNERSHIPS IN ORDER TO FACILITATE SFM IMPLEMENTATION: THE CASE OF CIKEL
CREATION DE PARTENARIATS VISANT A FACILITER LA MISE EN OEUVRE DE L’AFD LE CAS DE CIKEL ESTABLECIMIENTO DE ALIANZAS DE COOPERACIÓN PARA FACILITAR LA APLICACIÓN DE LA OFS EL CASO DE CIKEL
M. Tuoto Cikel Brasil Verde S. A.
SUMMARY Cikel is a Brazilian private-owned group established in 1974. It is a fully integrated timber company. Their operations cover logging and harvesting, manufacturing (primary and secondary processing), and trading. Cikel is one of the largest timber companies operating with tropical timber in Latin America. The company employs around 1,800 persons and their total annual income is approximately USD 27 million. In 2000, Cikel decided to incorporate five small forest management plans in just one large project, covering an area of 206,412 ha. The new forest management plan was intended to involve all the technological and scientific knowledge available. Initially, Cikel invested in human resources in-company. It developed its own forestry department. Moreover, all the supporting office and field infrastructure was created as well. At the same time, the company has established several partnerships and agreements with research centres, universities, NGO’s, among others, aiming at subsidizing information and knowledge needed for the elaboration of Cikel’s SFM plan. Experts of different fields and several institutes and organizations were divided into working groups and, together with Cikel technicians, they developed the company’s SFM plan. Until recently, such SFM plan was the largest one developed, implemented and submitted to responsible government authorities in Brazil. The SFM plan implementation required a strong commitment by Cikel to the local community. In fact, the company managed to find ways of making the local and traditional population aware of the importance of SFM and of its conservational contribution to the region. Initially, the idea was to put in practice an environment education programme focused on the community located in the forest management unit, but in the long run, it was expanded to all surrounding community. The conception of the company’s forest management project considered innovative, multidisciplinary and inter institutional, lead the company to adopt the principles, criteria and indicators of the International Forest Certification, according to the Forest Stewardship Council (FSC). Logically, among the several benefits reached by Cikel after SFM plan implementation, there were great challenges, which were necessary to be overcome, despite some of them still remaining. The main difficulties are listed as follows: i) lack of incentive mechanisms by the local, state and federal governments; ii) the press prefers to market hard news on projects in the Amazon; iii) not loyal competition in terms of market, including the domestic one, which does not take into account social and environment principles in their buying preferences, only being based on price; and iv) constant demands of innovative investments in environment technology and specific trainings. In relation to the synthesis of generated benefits, they are: i) better relationship with the community, including the possibility of offering qualified jobs; ii) higher commitment of the employees in solving routine problems; iii) breakthrough in relation to profiting with environment conservation; iv) incitement of the tree-species traded in international markets; v) better environment image of the entrepreneurship located in the Amazon; vi) increase of the international competition in “green markets”. It has been observed that many results can be considered intangible as many investments in environment area show because of the difficulty in economically measuring this cultural transformation promoted in this study case. This issue becomes even more relevant since it is located in a region of significant logistic difficulties in comparison to other industrialized sectors where the environment component is only one of the factors that interferes in the economic performance of the entrepreneurship. Even being considered as model for SFM in the tropics, by having accumulated large experience along the last years there are some problems to be overcome. The main problems can be summarized as: i) lack of adequate government financing mechanisms to effectively promote the adoption of SFM; ii) complex legal framework results in increase in costs and competitiveness in the international market (there are other sources of timber much less 288 Sustainable Management of Tropical Forests – Private Sector Experiences
regulated); iii) unstable regulatory framework and particularly uncertainties in relation to land and forest property rights creates makes decisions on long term investments in forest and industrial operations difficult to be taken; iv) image of the timber industry continues to be a limitation to access credit and other benefits; v) fails in national law enforcement, that leads to unfair competition in the market. As it can be noticed most of the problems listed cannot be solved by the company. It requires in principle the direct involvement of the Government at federal and state levels.
RESUME CIKEL est un groupe brésilien privé établi en 1974. C’est une entreprise de bois pleinement intégrée. Ses opérations couvrent l’exploitation et les récoltes forestières, la fabrication (transformation primaire et secondaire) et la commercialisation. CIKEL est une des plus grandes entreprises de bois exploitant les bois tropicaux en Amérique latine. Elle emploie près de 1.800 personnes et le total de ses revenus annuels se monte à environ 27 millions de $EU. En 2000, CIKEL a décidé de regrouper cinq petits plans de gestion forestière en un seul grand projet portant sur une superficie de 206.412 ha. L’intention était de rassembler dans le nouveau plan d’aménagement toutes les connaissances techniques et scientifiques disponibles. Au début, CIKEL a fait appel à ses propres ressources humaines. Il a mis sur pied son propre département de foresterie. De plus, tous les bureaux et infrastructures de terrain nécessaires ont également été mis en place. En même temps, l’entreprise a conclu plusieurs partenariats et accords avec des centres de recherche, des universités, des ONG, entre autres, en vue de subventionner l’information et les connaissances requises pour l’élaboration du plan d’AFD de CIKEL. Des experts dans différents domaines et de plusieurs instituts et organismes ont été divisés en groupes de travail qui, avec la collaboration des techniciens de CIKEL, ont élaboré le plan d’AFD de l’entreprise. Jusqu’à récemment, ce plan d’AFD était le plus vaste qui ait été élaboré, mis en oeuvre et soumis aux autorités compétentes du Gouvernement brésilien. L’exécution du plan d’AFD exigeait le ferme engagement de CIKEL à l’égard de la communauté locale. En fait, l’entreprise est parvenue à trouver des moyens pour sensibiliser la population locale et traditionnelle à l’importance de l’AFD et à ce qu’il contribue à la conservation dans la région. Au début, l’idée était de lancer un programme d’éducation environnementale axé sur la communauté située dans l’unité de gestion forestière, mais ultérieurement, cette action s’est élargie à toute la communauté avoisinante. La conception du projet de gestion forestière de l’entreprise, considérée novatrice, multidisciplinaire et inter- institutionnelle, a mené l’entreprise à adopter les principes, critères et indicateurs de certification internationale des forêts définis par le Forest Stewardship Council (FSC). Logiquement, parmi les multiples avantages tirés par CIKEL de l’exécution du plan d’AFD, il fallait relever d’importants défis, et certains subsistent encore. Les principales difficultés sont les suivantes: i) les pouvoirs locaux, étatiques et fédéraux n’ont pas de mécanismes d’incitation; ii) la presse préfère rapporter des faits concrets sur les projets en Amazonie; iii) la concurrence déloyale sur les marchés, y compris le marché intérieur, qui ne tiennent pas compte des principes sociaux et environnementaux dans leurs préférences d’achat et qui ne sont fondés que sur des considérations de prix; et iv) les demandes constantes d’investissements novateurs en matière d’écotechnologie et de formations spécifiques. Si on fait la synthèse des avantages produits, on constate: i) meilleurs rapports avec la communauté, y compris la possibilité d’offrir du travail spécialisé; ii) davantage d’engagement de la part des employés à résoudre des problèmes courants; iii) progrès à l’avantage de la conservation de l’environnement; iv) promotion des espèces faisant l’objet d’un commerce international; v) meilleure image écologique des entreprises situées dans l’Amazonie; vi) plus grande concurrence internationale sur les “marchés verts”. On a observé que de nombreux résultats peuvent être considérés intangibles, comme le montrent beaucoup d’investissements dans le secteur de l’environnement, à cause de la difficulté de mesurer du point de vue économique la transformation culturelle favorisée dans ce cas précis. Cette question devient d’autant plus pertinente qu’elle concerne une région présentant des difficultés logistiques considérables par rapport à d’autres secteurs industrialisés où la composante environnementale n’est qu’un des facteurs qui conditionnent la performance économique de l’entreprise. Même si ce cas peut être considéré comme un modèle pour l’AFD dans les tropiques, ayant accumulé une grande expérience au cours de ces dernières années, il existe des problèmes à surmonter. Les principaux peuvent se résumer comme suit: i) manque de mécanismes de financement adéquats au niveau du gouvernement pour efficacement promouvoir l’adoption de l’AFD; ii) la complexité du cadre juridique se traduit par des coûts plus élevés et une plus grande compétitivité sur le marché international (il existe d’autres sources de bois beaucoup moins réglementées); iii) Sustainable Management of Tropical Forests – Private Sector Experiences 289 vu l’instabilité du cadre réglementaire et, en particulier, les incertitudes concernant les droits de propriété des terres et des forêts, il est difficile de prendre des décisions sur des investissements à long terme dans des opérations forestières et industrielles; iv) l’image de l’industrie du bois continue de limiter l’accès au crédit et à d’autres avantages; v) échec de l’imposition de la loi nationale, ce qui conduit à la concurrence déloyale sur le marché. Comme on peut s’en douter, la plupart des problèmes énumérés ne peuvent pas être résolus par l’entreprise. Leur solution nécessite en principe la participation directe du gouvernement aux niveaux fédéral et de l’Etat.
RESUMEN CIKEL, un grupo privado brasileño establecido en 1974, es una empresa maderera totalmente integrada. Sus operaciones incluyen la tala y extracción de madera, manufactura (transformación primaria y secundaria) y comercio. CIKEL es una de las principales empresas madereras productoras de madera tropical en América Latina. La empresa emplea a alrededor de 1.800 personas y su ingreso total anual asciende a aproximadamente 27 millones de dólares estadounidenses. En el año 2000, CIKEL decidió incorporar cinco pequeños planes de manejo forestal en un proyecto de mayor envergadura con una extensión de 206.412 ha. El propósito del nuevo plan de manejo forestal era atraer la participación de todo el talento tecnológico y científico disponible. Inicialmente, CIKEL invirtió en los recursos humanos de la empresa, estableciendo su propio departamento forestal y creando además una oficina de apoyo e infraestructura en el terreno. Al mismo tiempo, la empresa estableció varias alianzas y acuerdos de cooperación con centros de investigación, universidades y ONGs, además de otras partes interesadas, con el fin de costear la información y los conocimientos requeridos para la elaboración del plan de OFS de CIKEL. Varios expertos de diferentes campos y diversos institutos y organizaciones se dividieron en grupos de trabajo y, junto con los técnicos de CIKEL, elaboraron el plan de OFS de la empresa. Hasta hace poco, este plan era el más extenso jamás formulado, ejecutado y presentado a las autoridades gubernamentales competentes del Brasil. La ejecución del plan de OFS exige un firme compromiso de CIKEL con la comunidad local. De hecho, la empresa logró encontrar la forma de concientizar a la población tradicional y local sobre la importancia de la OFS y su contribución para la conservación en la región. Inicialmente, la idea era poner en práctica un programa de educación ambiental concentrado en la comunidad situada en la unidad de ordenación forestal, pero posteriormente este programa se amplió para abarcar a todas las comunidades aledañas. La concepción del proyecto de manejo forestal, basado en un enfoque innovador, multidisciplinario e interinstitucional, llevó a la empresa a adoptar los principios, criterios e indicadores de certificación forestal internacional definidos por el Consejo de Gestión Forestal (FSC). Lógicamente, entre los diversos beneficios alcanzados por CIKEL después de la ejecución del plan de OFS, se plantearon importantes desafíos que fue preciso superar, a pesar de que algunos de ellos aún siguen existiendo. Las principales dificultades son las siguientes: i) falta de incentivos por parte del gobierno local, estatal y federal; ii) la prensa prefiere trabajar con hechos documentados sobre los proyectos de la Amazonia; iii) competencia desleal en los mercados, inclusive el nacional, que no tienen en cuenta los principios sociales y ecológicos en las preferencias de consumo y se basan únicamente en el precio; y iv) constantes exigencias de inversiones innovadoras en materia de tecnología ambiental y capacitación específica. Los logros alcanzados se pueden sintetizar de la siguiente manera: i) mejor relación con la comunidad, inclusive la posibilidad de ofrecer trabajos especializados; ii) mayor compromiso de los empleados para resolver problemas de rutina; iii) avance con respecto a las ganancias derivadas de la conservación ambiental; iv) promoción de las especies comercializadas en los mercados internacionales; v) mejor imagen ecológica del empresariado de la Amazonia; y vi) aumento de la competencia internacional en los “mercados verdes”. Se ha observado que muchos de los resultados se pueden considerar intangibles, como lo demuestran un gran número de inversiones realizadas en el ámbito del medio ambiente, debido a la dificultad para medir en términos económicos la transformación cultural estimulada en este caso específico. Este tema reviste especial interés en el caso de esta empresa, ya que se encuentra situada en una región con dificultades logísticas significativas en comparación con otros sectores industrializados, donde el componente ecológico es sólo uno de los factores que interfieren en el rendimiento económico de la compañía. Incluso después de considerarse un modelo de OFS en los trópicos y haber acumulado vasta experiencia con el correr de los años, hay algunos problemas que es necesario superar. Los principales se pueden resumir de la siguiente manera: i) falta de mecanismos gubernamentales de financiación adecuados para fomentar eficazmente la adopción de prácticas de OFS; ii) marco jurídico complejo que produce un aumento en los costos y mayor competitividad en el mercado internacional (hay otras fuentes de madera mucho menos reguladas); iii) marco regulador inestable y, en 290 Sustainable Management of Tropical Forests – Private Sector Experiences
particular, incertidumbres con respecto a los derechos de propiedad sobre las tierras y bosques, lo cual dificulta las decisiones sobre inversiones a largo plazo en operaciones forestales e industriales; iv) la imagen de la industria maderera sigue siendo una limitación para acceder a créditos y otros beneficios; y v) deficiencias en la aplicación de leyes, lo cual conduce a una competencia desleal en el mercado. Como puede verse, la mayoría de los problemas enumerados no pueden ser resueltos por la empresa. En principio, se necesita la intervención directa del gobierno a nivel federal y estatal.
1.0 GENERAL INFORMATION CIKEL is a 100% Brazilian private-owned Group established in 1974. Their activities include livestock, forestry and wood processing, and services for the steel industry. The forestry and wood processing business is controlled by CIKEL Brazil Verde S.A., a branch of the Group. CIKEL started its operation with a small-sized sawmill in Açailândia, a small city located in the State of Maranhão (north region of Brazil). Currently, CIKEL has 450 thousand ha of forest land distributed in the Amazon region. The company has established four industrial facilities all located in the northern region, and the main products made available to the domestic and international markets are lumber, veneer, plywood and value added products (flooring, decking, among others). A total of around 1,800 persons are employed by CIKEL and their total turnover last year was approximately USD 27 million. CIKEL is a fully-integrated timber company. Their operations cover forest management, harvesting, transportation, manufacturing (primary and secondary processing), and trading. Nowadays, CIKEL is one of the largest tropical timber companies operating in Latin America.
2.0 SFM DEVELOPMENT IN CIKEL CIKEL involvement in SFM started in late 80’s. In 2000, CIKEL decided to incorporate five small forest management plans in just one large project, covering an area of 206,412 ha. The integrated forest management plan is located in properties owned by the company located in the city of Paragominas (State of Pará). The company decision in integrating the forest management plans also took into consideration the best available technology and know-how for the implementation of forest practices in large scale. As a first step in order to achieve this target, CIKEL invested in human resources development. A forestry department was created, and foresters with background and expertise in forest management were hired. The hired staff also included forest technicians, data analysts and other professionals needed to support the implementation of forest-related activities. Moreover, all the supporting office and field infrastructure was also created. At the same time the forestry department was structured, the company established several partnerships and agreements with research centres, universities, NGO’s and other organizations. The objective of establishing such cooperation agreements were to improve the database and also to have the best knowledge available to prepare and put in practice CIKEL’s SFM plan, which is one of the largest in Brazil. The first successful partnership was set with Fundação Floresta Tropical (FFT) a local NGO linked to the Tropical Forest Foundation established in Virginia, USA. The partnership between FFT and CIKEL was established in 1995, through which FFT was granted a piece of forest land by CIKEL to test and disseminate RIL techniques. Based on the cooperation set FFT developed a vast programme, including trainings to forest companies, foresters, technicians, students and forest workers. Such programme has been widely disseminated around the world. The FFT project on RIL had the financial support of ITTO and is considered one of the most successful projects of the organization. As a result of the project several forest operators from Brazil and from abroad have been trained on RIL, including CIKEL own employees. The project demonstrated the economic and environmental benefits of the RIL techniques. This made CIKEL to adopt RIL techniques in their own operations. In fact, the established partnership allowed FFT to carry out research work in several areas, and this has helped to improve SFM practices in CIKEL forests, as well as other forests all over the Amazon region. Sustainable Management of Tropical Forests – Private Sector Experiences 291
With the forestry department infrastructure in operation and having consolidated the cooperation with FFT and trained its own workers in improved forest practices, CIKEL established a second agreement with the Brazilian Agricultural Research Corporation (EMBRAPA). The agreement signed with EMBRAPA had the goal of developing forest research involving other institutions, under the concept of mutual interest on technology development and transfer. The agreement focused on activities related to the International Tropical Timber Organization PD 57/99 Rev. 2 (F) – Sustainable Management in Production Forest on Commercial Scale in the Brazilian Amazon. This initiative also counts with the technical and financial support of the Center for International Forest Research (CIFOR). The partnership with EMBRAPA brought to CIKEL not only the experience and expertise of EMBRAPA staff, but it made possible to cooperate and learn from several other organizations such as the Amazon Development Agency (former SUDAM), the Dresden University of Technology/Institute of International Forestry and Forest Products (Germany), the Department for International Development of the United Kingdom (DFID), besides the recent participation of the Center of International Cooperation for Research and Development of France (CIRAD-Forêt). The experts of different fields and from several institutes and organizations were divided into working groups and, together with CIKEL forest professionals, they developed the company’s SFM plan, covering an area of 206,412 ha of tropical forests. Until recently, such SFM plan was the largest one developed, implemented and submitted to authorities in Brazil. In order to cover all the aspects related to SFM other partnerships were recently established, and this lead to the involvement of the Institute of Environment Research of the Amazon (IPAM), aiming the evaluation of biological indicators of environment sanity for the monitoring of fauna during harvesting activities. Additionally in 2002, CIKEL set a partnership with the Federal Rural University of the Amazon in order to research the utilization of forest residues resulted from logging and harvesting (stumps, buttress logs, stem off-cuts, branches, etc), and last year, an official partnership was signed with the Brazilian Institute for Environmental and Renewable Natural Resources (IBAMA) to establish an experimental cooperative programme inside of Promanejo project. The objective of the agreement signed with IBAMA is to develop a log tracking system via satellite to improve log tracking from the forest management unity to the mill.
3.0 IMPLEMENTATION OF THE SFM PLAN CIKEL’s SFM planning is based on a detailed mapping of all forestland. The forest area under management is divided in compartments. The selected compartment is submitted to a forest census, where all trees with DBH above 45 cm are measured and catalogued, regardless if they are to be felled or not. The field data is transferred and treated in specific software. From then on, a detailed analysis is done, in a digitalized map, with all the topographic characteristics of the compartment, including information on existence of animals and rare plants found during the forest census. During this analysis, the potential trees for felling are identified, as well as those considered as mother- trees (seed trees), the ones that are located in permanent preservation areas, those with some ecological purposes, besides the homogeneous distribution of the logging (in order to avoid felling of individuals of the same species heavily-concentrated). It is also to ensure that enough individuals by species that must remain in the area as remaining trees for the second rotation, regardless their economic value. After that, a planning of the harvesting tracks to be used by the skidders is done. The goal is to define the best track location to reduce the impacts caused in the forest during logging and harvesting operations, taking into consideration the need to avoid remaining trees and the local topography. The result of all this planning and logistics is that only a reduced number of individuals, compared to the already existent in the forest, are harvested, remaining in the forest those trees with smaller diameter. This is done in order to ensure that in the next rotation (above 25 years) these remaining smaller trees will be in condition of being felled. Mother-trees also remain in the forest since they will have the important role in recovering the original cover. The plan also considers that those trees located in permanent preservation areas and other rare species are protected. 292 Sustainable Management of Tropical Forests – Private Sector Experiences
Harvesting is strategically planned based on RIL techniques. Clearings are not left in the forest, choosing the tree-felling direction and avoiding the felling of the trees to be preserved. Skidders only move inside the forest, following narrow trails (skidding trails), previously established by the technical team. Some of the main tree-species harvested by CIKEL are angelim (Hymenobium excelsum), cupiúba (Goupia glabra), paricá (Schyzolobium amazonicum), louro (Ocotea sp), jatobá (Hymenaea courbaril), maçaranduba (Manilkara huberi), piquiá (Caryocar villosum), ipê (Tabebuia serratifolia) and roxinho (Peltogyne sp). Each tree is identified, numbered and registered during the forest inventory. This allows monitoring of forest management and tracking logs up to the mill. Despite the legislation authorizing the harvesting of trees with DBH above 45 cm, the company only harvests individuals with diameters above 55 cm, guaranteeing a better quality raw material to the industry, and making possible that a larger number of individuals remain in the forest for a second rotation.
4.0 SOCIAL AND ECONOMIC ASPECTS OF THE REGION The forest management plan is located in the city of Paragominas (State of Pará), surrounded by the cities of Goianésia, Dom Eliseu, Ulianópolis and Ipixuna do Pará. The closest cities are Goianésia and Ulianópolis. However, besides the mentioned cities, there are several communities and villages, specifically along Capim River and along the roads of the region. There is neither demographic nor evident data regarding the existence of indigenous populations inside CIKEL’s area or in the surroundings. The main access way to the region is road BR-010, pioneer road corridor of the Amazon, linking the city of Paragominas to the city of Belém, capital of the State of Pará, and to the central and southern regions of the country. Other access ways are roads PA-256, which links Paragominas to the city of Tomé-Açu, PA- 125, linking to the villages of São João and Piriá, and PA-150, linking to Belém and to the south of the State. The region has been economically explored since the 70’s. At first, agriculture and livestock of subsistence were the main activities. Currently, despite the local economy being based on livestock on land opened by felling of the natural forests and burning, other activities have been gaining importance in the region such as export cultures like pepper, soybeans and corn. Forest plantations and specially the timber industry are important economic activities in the region. As in practically all north rural region, the production is concentrated basically on the primary sector, lacking of job opportunities in the secondary and tertiary sectors. However, despite the timber industry being the main income of the region, the existing jobs are influenced by the rainy season. During the dry season, between July and December, when the activities of forest harvesting and log transport take place the employment increases. For many years agriculture and livestock activities were not properly managed in the region. Besides the lack of skill in utilizing forest products, that resulted in a significant loss in the development potential as large volumes of timber were burned, these activities modified the local environment and culminated with a reduction in the quality of life of the region. Especially the small producers have suffered and this leaded to a rural exodus with migration to cities in the region and to other regions. Since the early start of the occupation process, the timber industry has played an important role in the region development. Despite the concentration of timber industries in the cities of Paragominas and Tailândia, forest activities have always been consolidated in the surrounding areas of forest management unities. In spite of the fact that the forestry sector plays an important role in the region, there are problems. Among the problems, there is an expressive lack of qualified professionals in all levels. The difficulties on qualified, and even unqualified, labour have lead industries to operate in levels below the installed production capacity. The situation is so critical that most of the times it is necessary to hire people from other regions, who, some times, have demonstrated to be more adapted to the local working conditions. Sustainable Management of Tropical Forests – Private Sector Experiences 293
5.0 CIKEL COMMITMENT TO THE COMMUNITY In view of the challenges faced to implement SFM and the outstanding importance of having local community involved, specially considering that the managed area is large and there are in the regions several cities and small villages, CIKEL adopted different measures to take the due care of this matter. Many actions were taken, including education of communities focusing on the importance of the forest management for timber production and on its contribution for the conservation of forests of the region. The initially idea was to put in practice an environment education programme focused on the community located in the forest management unit. This was later expanded and it now also covers communities in the surrounding areas. Since Goianésia is the closest city to the community inside the forest management area and of the industrial sites of the company, the initial focus was addressed to this city. A set of educational courses were prepared and presented to that community. This involved experts in forest and environmental issues that worked in close collaboration with teachers from the city educational system. Representatives from the Secretaries of Agriculture, Health and Environment, community leaders, members of associations and syndicates, besides Goianésia city councillors were also involved in the process. The goal of the educational programme was to present the relevant concepts of environmental education, the importance and the need of preserving and/or conserving the environment and the role of each one within the community to meet these expectations. The educational programme is very dynamic and courses are done in three days. It involves working group activities, tracking in the region, observation and discussion of the main problems detected in the city and other aspects. In the last day, working groups are asked to develop a plan for future actions with the goal of modifying the scenario found in the region, taking into consideration the involvement of the community. As a final activity, participants are invited to visit the area under forest management of the company. At the site the participants learn how environment projects are implemented in the company property and how the activities are contributing to solve the region’s problems. They are also informed and can observe other activities that are carried out in sustainably managing a production forest. This initiative was so successful that it increased the search for jobs at the forest management unit and also in the industry. The positive results have made the State Government to propose a Technical Cooperation agreement between the Executive Secretary of Science, Technology and Environment of the State of Pará (SECTAM), CIKEL and the City of Goianésia for the promotion of a training programme on environmental issues and SFM, involving the local community of Goianésia. The agreement will make possible to continue and expand CIKEL’s programme related to the involvement of local communities, and mostly important by having now the government official support, the expansion to other surrounding cities and communities, as well in other parts of the State of Pará will be facilitated. In addition, last year (2003), together with the city of Goianésia, CIKEL actively participated in the programme “Fire: Chronic Emergency”, signing protocols on fire coordinated by the NGO Earth Friends. The company became the only private company to join during the signing of this protocol. The protocol activities are oriented towards the fields of health, training, education, communication and marketing, and community monitoring by radio transmission. The activities have the support of Italy’s Ministry of Foreign Relations. In order to solve the problem related to the lack of qualified labour in the region, and increase employment for those living in the region while at the same time reduce the need of hiring labour from distant cities or even from other states, some strategies were adopted with the support of Goianésia Workers Syndicate. The syndicate is supporting CIKEL to recruit and register persons to work in the forest or the industries of the company. The company’s human resource department informs the vacant jobs so that the syndicate prepares a list of candidates. All the social and working benefits are also informed by the company. 294 Sustainable Management of Tropical Forests – Private Sector Experiences
6.0 CONSIDERING THE INTERNATIONAL PRINCIPLES OF SFM The concepts adopted by CIKEL in proposing and implementing the forest management project an innovative, multidisciplinary and inter institutional approach. It lead the company to adopt the principles, criteria and indicators of the International Forest Certification, according to the Forest Stewardship Council (FSC). The decision was taken in view of the fact that FSC is the result of an initiative for the environment conservation and the sustainable development of the most relevant forests worldwide created in the 90’s involving environmentalists, researchers, foresters, forest businessmen, workers, indigenous communities and other forest dwellers, and certifying institutions of 34 countries. At present, the FSC logo is the most recognized “green label” in the world, present in 49 countries and in all continents. There are more than 22 million ha of certified forests in the world and around 20 thousand forest products with the FSC label. The label recognizes the origin of the forest products and certifies the carrying out of the project as Good Forest Management through a vast evaluation of social, economic and environment aspects of forest operations internationally adopted and adapted to the national conditions. As a result of the development reached in strategic, tactical and operational levels in the forest harvesting and management, together with the adoption of several impact reducing measurements to the fauna and flora, waste collecting and destination, water treatment, water resources conservation, expansion of different social benefits and the implementation of relevant aspects in terms of safety at work, CIKEL decided to submit the process of Auditing for Evaluating Forest Management Certification in an area of 140,658 ha, the largest tropical forest area certified in the country. The company also signed a commitment for having the rest of its forest areas certified in the next few years. The auditing process was carried out according to the established by the Forest Conservation Programme of Scientific Certification Systems (SCS), an independent organization certified by FSC. Two public audiences were carried out, one in the capital of the State of Pará (Belém) and another in the city of Goianésia. The field audits involved experts in social, environmental and forest fields, associated with a detailed investigation of files, registers and documents supplied by the company, and of others obtained at local, state and federal institutions. After meeting several pre-conditioning items, the company received in January 2001, the first version of the Auditing Report for Evaluating the Forest Management Certification. By the end of that month, the company made the necessary adjustments so that the SCS report could express with higher trust the present situation in the forest management unit evaluated. The company waited for the final adjustments of the report with the auditing team so that the new version could be handled to peer reviewers, and finally the evaluation report on the forest certification process was finalized with favourable recommendation to receive the international certificate. In May 2001, the company received the Well Managed Forest Certificate, under the registration SCS- FM/COC-00031N. At the end of 2001, the company also received the Ecology National Prize/2001 given by the Industry National Confederation with the project “Social and Environment Management of the Largest Forest Managed Area of the Amazon” under the category of cooperative projects involving environment NGOs and the private initiative. It was the first time that a forest management plan received such prize. Since then, many other prizes have been given to CIKEL.
7.0 GENERAL ASSESSMENT ON STRENGTHS AND WEAKNESSES ITTO Manual on Criteria and Indicators for Sustainable Management of Natural Tropical Forests at Management Unit Level was used as a basis to assess strengths and weaknesses of CIKEL forest management practices. CIKEL takes into consideration all the national regulations. As other companies operating in Brazil, CIKEL considers legal framework as quite complete as well as complex. In any case, by having complied with the national regulations, it facilitated the process of certification, and this demonstrates that national guidelines and criteria are closely related to the international ones. Sustainable Management of Tropical Forests – Private Sector Experiences 295
Trained professionals and forest operators at all levels have been a serious constraint to implement SFM and also in industrial operations. In order to overcome this problem, CIKEL has established agreements with national and international organizations, such as TTF, EMBRAPA, CIFOR, State Government and others. Although some external support has been obtained, most of the costs involved have been paid by the company. In spite of this fact there are some perspectives of change. The positive results achieved by programmes implemented by CIKEL related to training, particularly on environment and forest operations, have attracted the attention of some organizations (as it happened with the State of Pará Government) and new financing possibilities are expected to be open in the future. The company has gained a significant experience in managing tropical forests along the last years. It is also the largest tropical rain forest in private lands in full operation at the moment in Brazil. Resource assessment is a current practice, and there are clear planning procedures and management guidelines defined and under implementation. Forest activities include forest management plan, forest harvesting plans, assessment of natural regeneration, etc. Aspects related to ecosystem diversity, species and genetic diversity protection have also been incorporated to the forest management guidelines. All activities are closely monitored and registered. Besides, activities used as current practices in forest management, through cooperation with several organizations CIKEL is supporting a large number of scientific studies and other activities, not only to further improve forest practices at company level, but also to share information and knowledge with other companies within and outside the country. In fact, CIKEL is currently the company with the closest cooperation with the academia in Brazil. One of the most outstanding contributions of CIKEL to other companies has been the support to develop and disseminate the RIL techniques. This work is done in cooperation with TTF, and besides training several workers of the company CIKEL made available its facilities to be used as a model and also to train other companies workers. CIKEL forests are located in a region with relatively high social pressure, and land tenure, forest fire and other aspects become crucial for the implementation of SFM. This made the company to pay special attention to social issues and find ways to involve local community. The strategy of the company in dealing with the local communities has been on education. The company is implementing an environment education programme that is now considered by the Government as a model for replication in other parts of the Pará State. CIKEL industrial operations are quite diversified. The company produces veneer, wood panels, timber and value added products. The product diversification is considered to be a strength in dealing with diversified forest resources in terms of species, such as the Amazon region. The product diversification allows the use of a larger number of tree-species, and thus reduces the costs of operation, important aspect to cover the additional costs related to the adoption of improved forest practices, development of new technology, building human capacity and increasing the benefits to the local communities. Not only product diversification has helped CIKEL to implement SFM. By having a sizeable operation, the company has capacity to trade their products in more favourable conditions than other companies operating in the region. The company recognizes that certification has been important to open new market opportunities, but there is no doubt that other aspects such as price, quality and capacity to deliver quantities when demand exists continues to be very important factors. In fact, CIKEL’s expectation with forest certification was very high. A premium price for certified wood products and, mainly, an easy penetration in the market for LKS were expected, but this has not happened. This case study shows the effort of a private company to implement SFM in an adverse condition. Regardless the enormous challenges still to be faced, CIKEL proved that the private sector can have an outstanding contribution by implementing SFM. The main gains of CIKEL’s efforts are: 296 Sustainable Management of Tropical Forests – Private Sector Experiences
• Improved relations with local community based on an educational programme and better employment conditions; • Higher commitment of the employees in solving routine problems; • Better understanding of relations between economic aspects and environment conservation practices; • Improve the image of tropical timber industry; • Increase of the company’s share in the international “green markets”.
It has been observed that many results can be considered intangible as many investments in environment area show because of the difficulty in economically measuring this cultural transformation promoted in this study case. This issue becomes even more relevant since it is located in a region of significant logistic difficulties in comparison to other industrialized sectors where the environment component is only one of the factors that interferes in the economic performance of the entrepreneurship. Even being considered as model for SFM in the tropics, by having accumulated large experience along the last years there are some problems to be overcome. The main problems can be summarized as:
• Lack of adequate government financing mechanisms to effectively promote the adoption of SFM; • Complex legal framework results in increase in costs and competitiveness in the international market (there are other sources of timber much less regulated); • Unstable regulatory framework and particularly uncertainties in relation to land and forest property rights creates makes decisions on long term investments in forest and industrial operations difficult to be taken; • Image of the timber industry continues to be a limitation to access credit and other benefits; • Fails in national law enforcement that leads to unfair competition in the market.
As it can be noticed most of the problems listed cannot be solved by the company. It requires in principle the direct involvement of the Government at federal and state levels. Sustainable Management of Tropical Forests – Private Sector Experiences 297
SUMMARY BY SESSION CHAIRMAN, F. PASTORE The concept of sustainable forest management is definitely not unanimous, but yet it is one of the most important of all tropical forestry issues. On this matter may I take the opportunity to congratulate Dr. Freezailah and ITTO for the approach taken for this Project. I would also like to extend my compliments to the private sector who are the more important players in the implementation of SFM. Although the discovery of new knowledge is important, its pragmatic application on the ground is the real test of its true value. It is therefore important for us to observe what the private sector is doing and thinking, their opinions and the difficulties facing them. Only through this practical approach it is possible for us to “play the game”. And this is probably one of the outstanding pints of the Conference which offers a different approach that have been addressed to by the ITTO. While the public sector, researchers and others can concede that it is better to be conscious and adopt SFM, it is the responsibility of the private sector to ensure the economic sustainability of the project, while simultaneously meeting its environmental and social requirements. Indeed, the limits for failure in the private sector are quite narrow. This afternoon we are going to appreciate the consultant report for Latin America and the Caribbean region to be delivered by Dr. I. Tomaselli and also four case studies, one from Bolivia and three from Brazil.
The main findings of the regional study reported were:
• Private sector from Latin America and the Caribbean region considers that regulations on SFM are complex and inefficient. This creates additional costs, reduces forest value, makes it difficult to internalize additional costs and does not promote SFM. • The regulatory framework of forestry sector put in place in the Latin America and the Caribbean region has been strongly influenced by international organizations, and in several cases does not take into consideration local conditions to explore knowledge of the private sector and help to develop an efficient and effective regulatory framework, focusing on the economic sustainability, the only way to ensure that environment and social criteria are fulfilled. • Problems related to property rights, land tenure, and clear definition of permanent estate forest discourages investments in SFM. • Illegal logging exists, but the discussion on the international arena needs to consider this issue on a broader concept, including important aspects, such as transfer pricing. • Lack of qualified human resources is a serious constraint to implement SFM at the field level. HR is also limited in the industry. This puts in risk the economic sustainability of the tropical timber business. • R&D is highly influenced by the international cooperation and in many cases it does not focus on local priorities. Also, in most countries of Latin America and the Caribbean region there is lack of information on market and other issues. These problems create obstacles for the development of tropical timber industry and reduce investments in the forest sector. • In spite of all these limitations, it was concluded that the private sector of Latin America and the Caribbean region has made a significant progress towards ITTO Year 2000 Objective.
Based on the study findings, the regional consultant recommended:
• That efforts be made to create a stable and clear investment environment, and reduce bureaucracy of the regulatory framework. • The design of a strategy, including incentive mechanisms to facilitate SFM adoption, taking into consideration the involvement of the private sector. 298 Sustainable Management of Tropical Forests – Private Sector Experiences
SOMMAIRE DU PRÉSIDENT DE LA SÉANCE PAR F. PASTORE Le concept d’aménagement forestier durable n’est certes pas unanime, bien qu’il soit l’une des plus importantes de toutes les questions de foresterie tropicale. A cet égard, je saisis l’occasion pour féliciter Dr Freezailah et l’OIBT de l’approche adoptée pour ce projet. Je voudrais également adresser mes compliments aux agents économiques, qui sont les acteurs les plus importants dans la majorité des domaines de l’OIBT. L’importance de ceux qui, comme nous, sont des universitaires, des chercheurs et autres scientifiques, vient de ce que leurs activités permettent d’élargir les connaissances. Mais lorsque ces connaissances doivent atteindre la société, la bonne approche est d’affronter la réalité. Il est essentiel d’observer ce que fait le secteur privé et ce qu’il pense, de connaître ses difficultés et ses opinions. Ce n’est que par cette façon totalement pratique d’aborder la question, qu’il est possible “de jouer le jeu”. Et c’est probablement l’une des facettes exceptionnelles de cette conférence, qui représente une ligne de conduite différente de celle qui doit être adoptée dans d’autres domaines de l’OIBT. Si le secteur public, les chercheurs et autres affirment qu’il y a tout intérêt à mettre en place l’AFD, c’est le secteur privé qui, lui, doit savoir comment réaliser la durabilité économique du projet, et satisfaire les exigences environnementales et sociales. Pour notre part, nos projets de recherche peuvent certes se solder par des échecs, mais les limites dans lesquelles un projet privé peut échouer sont extrêmement serrées. Cet après-midi, nous allons entendre l’exposé concernant la région d’Amérique latine et des Caraïbes présenté par un consultant, Dr Ivan Tomaselli, ainsi que 4 études de cas, une de la Bolivie et trois du Brésil.
Les principaux résultats de l’étude régionale ont signalé ce qui suit:
• Le secteur privé de la région d’Amérique latine et des Caraïbes considère que les règlements sur l’AFD sont complexes et ne sont pas efficaces. Ces règlements entraînent des coûts additionnels, dévalorisent la forêt, rendent difficile d’internaliser les coûts additionnels et ne favorisent pas l’AFD. • Le cadre réglementaire du secteur forestier mis en place dans la région d’Amérique latine et des Caraïbes a été fortement influencé par les organisations internationales et, dans plusieurs cas, ne tient pas compte des conditions locales pour explorer les connaissances du secteur privé et aider à mettre au point un cadre réglementaire pratique et efficace, axé sur la durabilité économique, seule manière de garantir que les critères environnementaux et sociaux sont satisfaits. • Les problèmes liés aux droits de propriété, de tenure des terres, et à une définition claire du domaine forestier permanent découragent les investissements dans l’AFD. •L’exploitation forestière illégale existe, mais les débats qui se déroulent sur la scène internationale doivent étudier ce problème dans un contexte plus large, comprenant des aspects importants tels que les prix de transfert. •L’insuffisance de ressources humaines compétentes est une sérieuse contrainte pour la mise en oeuvre de l’AFD au niveau du terrain. Les ressources humaines sont également limitées dans l’industrie. La durabilité économique des affaires relatives aux bois tropicaux est ainsi exposée à des risques. • La R&D est fortement influencée par la coopération internationale et, dans beaucoup de cas, elle n’est pas axée sur les priorités locales. En outre, dans la plupart des pays de la région d’Amérique latine et des Caraïbes les informations sur le marché et d’autres domaines sont déficitaires. Ces difficultés créent des obstacles pour le développement de l’industrie des bois tropicaux et réduisent les investissements dans le secteur forestier. • Malgré toutes ces contraintes, on peut conclure que le secteur privé dans la région d’Amérique latine et des Caraïbes a réalisé d’importants progrès vers l’Objectif An 2000 de l’OIBT. Sustainable Management of Tropical Forests – Private Sector Experiences 299
Sur la base des résultats de l’étude, le consultant régional a recommandé ce qui suit:
• Il faudra s’efforcer de créer un climat d’investissement stable et clair et de réduire la bureaucratie qu’entraîne le cadre réglementaire. • Il faudra concevoir une stratégie, y compris des mécanismes promoteurs, pour faciliter l’adoption de l’AFD, en prenant en considération la participation du secteur privé.
RESUMEN DEL PRESIDENTE DE LA SESIÓN POR F. PASTORE Si bien es cierto que el concepto de la ordenación forestal sostenible no es en absoluto un concepto unánime, es sin embargo uno de los más importantes dentro de todas las temáticas de la silvicultura tropical. Sobre este punto, desearía aprovechar esta oportunidad para felicitar al Dr. Freezailah y a la OIMT por el enfoque adoptado para este proyecto. Asimismo, desearía felicitar a los agentes económicos, que son los actores más importantes en la mayoría de los campos de acción de la OIMT. La importancia de aquellos que como nosotros participan en el mundo académico, instituciones de investigación y otras esferas de las ciencias, radica en que logramos ampliar los conocimientos. Pero cuando se trata de difundir estos conocimientos para llegar a la sociedad en general, el enfoque correcto es enfrentarse con la realidad. Es importante tomar nota de lo que hace y piensa el sector privado, y saber cuáles son sus dificultades y opiniones. Sólo mediante este enfoque totalmente práctico será posible “jugar el juego”. Y probablemente éste sea uno de los aspectos excepcionales de esta conferencia, ya que representa un enfoque diferente que debería adoptarse en otras esferas de acción de la OIMT. El sector público, los investigadores científicos y otros expertos bien pueden afirmar que hace falta ser conscientes y poner en práctica la OFS, pero es el sector privado el que tiene que saber cómo asegurar la sustentabilidad económica del proyecto y a la vez satisfacer los requisitos ambientales y sociales. Nosotros podemos permitirnos el lujo de no tener éxito en algunos de nuestros proyectos de investigación, pero en el sector privado los límites permisibles para el fracaso de un proyecto dado son ciertamente estrechos. Esta tarde el Dr. Iván Tomaselli nos presentará el informe de la región de América Latina y el Caribe y también tendremos la oportunidad de escuchar presentaciones sobre cuatro estudios de casos específicos, uno de Bolivia y tres de Brasil.
Los principales resultados del estudio regional fueron los siguientes:
• El sector privado de América Latina y el Caribe considera que los reglamentos sobre la OFS son complejos e ineficaces. Esto crea costos adicionales, reduce los valores forestales, dificulta la internalización de costos adicionales y no fomenta la OFS. • El marco regulador que el sector forestal ha ejecutado en América Latina y el Caribe se ha visto influenciado en gran medida por las organizaciones internacionales y en varios casos no toma en consideración las condiciones locales para explorar los conocimientos existentes en el sector privado y ayudar así a desarrollar un marco regulador eficiente y eficaz que se concentre en la sustentabilidad económica, ya que es la única forma de asegurar que se cumplan los criterios ambientales y socials. • Los problemas relacionados con los derechos de propiedad, la tenencia de tierras y una definición clara de las zonas forestales permanentes desalientan las inversiones en la OFS. • Si bien la tala ilegal de bosques es una realidad, el debate en el ámbito internacional debe analizar este problema de una forma más amplia, incluyendo aspectos importantes tales como la fijación de precios de transferencia. • La falta de recursos humanos calificados es una limitación seria para la aplicación de la OFS en el terreno. Los recursos humanos son limitados también en la industria. Esto pone en riesgo la sustentabilidad económica de la industria de las maderas tropicales. 300 Sustainable Management of Tropical Forests – Private Sector Experiences
• La investigación y el desarrollo se ven altamente influenciados por la cooperación internacional y en muchos casos no se concentran en las prioridades locales. Asimismo, en la mayoría de los países de la región de América Latina y el Caribe existe una falta de información sobre el mercado y otros temas pertinentes. Estos problemas crean obstáculos para el desarrollo de la industria de las maderas tropicales y reducen las inversiones en el sector forestall. • Pese a todas estas limitaciones, se puede observar que el sector privado de la región de América Latina y el Caribe ha realizado un progreso importante hacia el logro del Objetivo 2000 de la OIMT. • Sobre la base de los resultados del estudio, el consultor regional recomendó lo siguiente: • Que se realicen esfuerzos para crear un clima de inversiones estable y claro y reducir la burocracia del marco regulador. • Que se diseñe una estrategia que incluya mecanismos de incentivos para facilitar de la aplicación de la OFS teniendo en cuenta la participación del sector privado. SESSION IV PANEL DISCUSSION CHAIRMAN: DATO’ DR. B. C. Y. FREEZAILAH
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INTERNATIONAL CONFERENCE ON SUSTAINABLE MANAGEMENT OF TROPICAL FORESTS – PRIVATE SECTOR EXPERIENCES
CONFÉRENCE INTERNATIONALE SUR LA GESTION DURABLE DES FORÊTS TROPICALES – EXPÉRIENCES DU SECTEUR PRIVÉ CONFERENCIA INTERNACIONAL SOBRE LA ORDENACIÓN SOSTENIBLE DE LOS BOSQUES TROPICALES – LAS EXPERIENCIAS DEL SECTOR PRIVADO
CONCLUDING REMARKS BY SESSION CHAIRMAN Dato’ Dr. B. C. Y. Freezailah A wealth of information on the efforts by and experiences of the private sector in the implementation of sustainable forest management (SFM), comprising a keynote address, three regional reports for the African, Asia/Pacific and Latin America/Carribean regions, 14 case studies from the three regions, one information paper on the sustainable management of the Matang Mangroves in Malaysia and a statement from FAO, were presented at this Conference. These presentations, have generated a rich and full discussion on the factors that promote and those that constrain implementation of SFM by the private sector – the theme of the Conference. In view of these wide-ranging discussions during the first three sessions and the structured discussions and outcome of session IV, which took the form of a Panel Discussion during which five eminent persons, Mr. N. Bayol, Dr. I. Tomaselli, Mr. Yati Bun, H. E. N. Nakahira and Mr. Njoto took part, time and circumstances do not permit me to attempt to present you with a Conference report. That will have to come later. What I now wish to do is only to give you a brief account highlighting what transpired in the last two and a half days of deliberations. The Conference appreciated the ITTO/Malaysia initiative in holding this International Conference exclusively to analyse private sector experiences and to address issues affecting private sector involvement in SFM. The Conference and its success clearly demonstrated the commitment of the private sector to SFM. Various constraints were highlighted. It was suggested that such a Conference should be convened regularly in rotation between the three tropical regions, in view of the important and crucial role of the private sector in the implementation of SFM and hence, the attainment of the ITTO Year 2000 Objective. The private sector experiences in the sustainable management of the tropical forests cover a wide range of situations with regard to sizes and types of forest operations, varying from very small to very large and simple to complex. However, the case studies presented were large operations, the purpose being to focus on the complex issues affecting their operations. While economic viability, environmental compatibility and social acceptability are essential attributes of SFM, what attracts private investment to a forestry enterprise is the economic viability, expressed in terms of “rate of return” on investment. This truism cannot be forgotten while promoting private sector participation in SFM. The high level of externalities and long gestation period or investment horizon are disincentives. Often, production activity is confined only to wood harvest and multipurpose/multiproducts management is not yet a common practice due to various constraints. The nature of private sector involvement in different forestry activities such as forest management, harvesting, utilization and trade is influenced by ownership and tenure, and laws, rules and regulations relating to land holding, land utilization and investment. Because of the variations seen in each of these aspects and different situations, or combination of situations, are found in different countries. The pressure for following some or other form of criteria and indicators for SFM and more particularly by tropical timber exporting countries which depend on certain “green markets”. In this context the complexity of tropical forests and other various constraints when compared to temperate and boreal forests, must be taken into consideration. Implementation of SFM fully, in accordance with all the criteria and indicators, will only overwhelm implementation and achieve only meagre results, if any. Implementation by stages must be accepted not unlike the proposals under the Kyoto Protocol for the emission of green-house gases. So too, certification by stages, which must follow SFM. Indeed, the ITTO has adopted such a phased approach in forest certification. The specific nature of constraints to SFM, often vary. They are generally country-specific; often situation-specific. Some of the common problems and constraints met with, include : lack of inventory 304 Sustainable Management of Tropical Forests – Private Sector Experiences
information; deforestation and forest degradation caused by factors such as fire and shifting cultivation; inadequate policies and policy instruments; ineffective institutions and public forest administration; unfavourable taxes and charges; lack of enforcement; corruption at different levels and scales; market imperfections; illegal activities; lack of harmony between sectors and instruments; stakeholder suspicions; decentralisation without adequate transitional measures and arrangements and above all, lack of proper governance. Some of the serious issues which came up prominently during the Conference were: illegal logging and its multiple impacts; increasing cost of timber certification and lack of commensurate benefits which maybe labeled as the “tyranny of timber certification”; customary/community ownership and related problems to adopt SFM in certain situations; lack of adequate partnership arrangements between private and public sectors and between private sector and local community; institutional weaknesses impacting on all aspects of SFM; need for long-term vision instead of short-term solutions, need for rationalising economic considerations in SFM (covering rent capture, transfer pricing etc); and need for translating “commitments” into “action”. The Conference appreciated the support of the ITTO to promote SFM in all its interrelated aspects and urged that it be further strengthened. As this Conference is held on the eve of negotiations for a successor agreement to the International Tropical Timber Agreement (ITTA) of 1994, the need for mobilizing higher levels of financial resources to assist ITTO producer countries to implement SFM must be accorded priority attention. Whilst the ITTO Year 2000 Objective is laudable, the resources in the Bali Partnership Fund to assist producer member countries achieve this goal, is meagre considering the amount needed for priority actions to achieve SFM as estimated by the ITTO. It must be emphasised that with or without SFM, certification or no certification, logging of tropical forests will continue. But to be dogmatic and demand certification in full, based on standards which are unrealistically stringent and without any flexibility, as demanded under certain schemes, may only result in an indirect boycott of tropical timber. This will kill the international trade in tropical timber. Implicit in this, is the loss in leverage to influence policies and practices to promote implementation of sustainable management of tropical forests. A relatively worse situation will result with no winners. And the biggest loser will be tropical forest with stakeholders as their own worst enemies. With tropical deforestation showing no signs of declining, the acreage of tropical forests certified relatively small and illegal logging becoming problematic, it is therefore not suprising that some people believe that trade in tropical timber, is a sunset industry. The Conference vowed that this must be prevented. The commitment and efforts by the private sector show-cased at this Conference gave grounds for optimism. All stakeholders must work together cooperatively as partners to implement sustainable management of tropical forests of which the ITTO is exemplary with producer and consumer countries, with members of Civil Society Advisory Group and the Trade Advisory Group. There is a chance, albeit a small chance, to save tropical forests as the world looks to the new ITTO under a new ITTA to prevent the tropical timber trade from becoming a sunset industry. After all, the Headquarters of the ITTO is located in the City of Yokohama, in Japan, the land of the Rising Sun! The ITTO producer member countries, is more than hopeful that Japan, as the host country, will sustain its exemplary leadership and support for the further growth and development of the ITTO so that its Year 2000 Objective will be an attainable destination. The Conference noted with appreciation the commitment of the private sector to play its part. With vision, commitment, dedication, resources and cooperation amongst all stakeholders, the ITTO Year 2000 objective will not be mission impossible. It can be mission possible! The Chairman of Session IV of the Conference, during which a Panel Discussion was conducted, concluded by thanking the Executive Director of ITTO and his Assistant-Director for Economic Information and Market Intelligence, the members of the organizing committee headed by the Director-General of Forestry, Peninsular Malaysia (Advisor) and his Deputy (Chairman), the Chairman of Sessions I, II, and III, the resource persons, the regional consultants and all participants whose collective hard work, have contributed to the success of the Conference. Sustainable Management of Tropical Forests – Private Sector Experiences 305
ALLOCUTION DE CLÔTURE DU PRÉSIDENT DE LA SÉANCE, Dato’ Dr. B. C. Y. Freezailah Les communications de cette conférence ont présenté une richesse d'informations sur les efforts et les expériences du secteur privé dans la mise en oeuvre de l'aménagement forestier durable (AFD). Elles comportaient une allocution thématique, trois rapports régionaux respectivement sur les régions d'Afrique, d’Asie/Pacifique et d’Amérique latine/Caraïbes, 14 études de cas sélectionnés dans ces trois régions, un document d’information sur la gestion durable des mangroves de Matang en Malaisie et un rapport de la FAO. Comme le laissait entrevoir le thème de la conférence, ces présentations ont donné lieu à des débats exhaustifs et fructueux sur les facteurs qui stimulent la mise en oeuvre de l'AFD par le secteur privé et ceux qui la contraignent,. En raison des discussions extrêmement variées des trois premières séances ainsi que du débat structuré (auquel a participé un panel de cinq éminentes personnalités, M. N. Bayol, Dr. I. Tomaselli, M. Yati Bun, SE N. Nakahira et M. Njoto) et des résultats de la quatrième séance, le temps et les circonstances ne me permettent pas d'essayer de vous présenter un rapport sur la conférence. Cela viendra plus tard. Je souhaite maintenant vous faire un bref compte rendu mettant en exergue ce qui s’est dégagé des deux jours et demi de délibérations. La Conférence s’est félicitée de l'initiative OIBT/Malaisie de tenir cette conférence internationale exclusivement pour analyser les expériences du secteur privé et pour aborder les questions qui touchent la participation du secteur privé à l'AFD. La conférence et son succès ont clairement démontré l'engagement du secteur privé envers l’AFD. L’accent a été mis sur diverses contraintes. Il a été suggéré qu'une telle conférence devrait se tenir régulièrement à tour de rôle dans les trois régions tropicales, compte tenu de la place importante et cruciale qu’occupe le secteur privé dans la mise en oeuvre de l'AFD et par conséquent, la réalisation de l'Objectif An 2000 de l'OIBT. Les expériences du secteur privé en matière de gestion durable des forêts tropicales couvrent un éventail de situations en ce qui concerne l’échelle et le type d'opérations forestières, allant de très petites à très grandes et de simples à complexes. Toutefois, les études de cas présentées portaient sur des opérations de grande envergure, le but ayant été de se concentrer sur la complexité des problèmes qu’elles rencontrent. Si la viabilité économique, la compatibilité environnementale et l'acceptabilité sociale sont des attributs essentiels de l'AFD, ce qui attire l'investissement privé à une entreprise forestière c’est la viabilité économique, exprimée en “taux de rémunération” des capitaux investis. C’est une vérité qu’il ne faut pas oublier quand on cherche à promouvoir la participation du secteur privée à l'AFD Le niveau élevé des externalités et la longue période de gestation, ou horizon d'investissement, sont de nature à décourager. Il arrive souvent, à cause de diverses contraintes, que l'activité de production se borne à la récolte du bois, et la gestion de multiples produits à des fins multiples n'est pas encore pratique courante. La nature de la participation du secteur privé à différentes activités forestières telles que la gestion, la récolte, l'utilisation et le commerce est influencée par les conditions de propriété et de tenure, par les lois, règles et règlements concernant la jouissance des terres, par l’occupation des sols et par l’investissement. Chaque pays a ses propres variantes de chacun de ces aspects et, par conséquent, de ces situations, ou combinaison des situations. Des pressions s’exercent lorsqu’il s’agit de se conformer à certains critères et indicateurs de l'AFD, sous une forme ou une autre, en particulier dans les pays exportateurs de bois tropicaux qui dépendent de certains "marchés verts". Dans ce contexte, il faut prendre en considération la complexité des forêts tropicales et diverses autres contraintes en les comparant aux forêts tempérées et boréales. La mise en oeuvre intégrale de l'AFD, selon tous les critères et indicateurs, ne fera qu’en alourdir l'exécution, au prix, éventuellement, de maigres résultats. La mise en oeuvre par étapes doit être acceptée, plus ou moins de la même manière que les propositions relatives au Protocole de Kyoto sur les émissions de gaz à effet de serre. Il en est de même pour la certification par étapes, qui doit faire suite à l'AFD. En effet, l'OIBT a adopté une approche progressive de ce type pour la certification forestière. Les caractéristiques particulières des contraintes à l'AFD changent souvent. Elles sont en général spécifiques du pays; souvent spécifiques de la situation. Certains des problèmes et des contraintes que les pays ont en commun comprennent: un manque d'information d’inventaire; le déboisement et la dégradation 306 Sustainable Management of Tropical Forests – Private Sector Experiences
des forêts du fait, par exemple, d’incendies et de l'agriculture itinérante; des politiques et des moyens d’action inadéquats; le manque d’efficacité des institutions et de l’administration publique des forêts; des taxes et redevances défavorables; le manque d'application des lois; la corruption à différents niveaux et à différents degrés; les imperfections du marché; les activités illégales; le manque d'harmonie entre les secteurs et les instruments; la méfiance des parties prenantes; la décentralisation sans prévoir de mesures et de dispositions transitoires adéquates et surtout, l'insuffisance de gouvernance adaptée. Certaines sérieuses difficultés ont souvent été mises en évidence durant la conférence, par exemple: l’exploitation forestière illégale et ses multiples incidences; le coût croissant de la certification des bois sans qu’elle apporte des avantages commensurables; on a même parlé de "tyrannie de la certification des bois"; la propriété coutumière/communautaire et les problèmes connexes à prendre en compte pour adopter l'AFD dans certaines situations; l’absence d'arrangements de partenariat adéquats entre les secteurs privés et publics et entre le secteur privé et la communauté locale; les faiblesses institutionnelles qui se répercutent sur tous les aspects de l'AFD; le besoin de vision à long terme au lieu de solutions à court terme; la nécessité de rationaliser les considérations économiques dans l'AFD (recouvrement de la plus-value, prix de transfert etc.); et le besoin de passer des "engagements" à l’ “action”. La Conférence a rendu hommage à l'OIBT pour son soutien à la promotion de l'AFD sous tous les aspects interconnectés qu’il présente et a demandé instamment que ce soutien soit même renforcé. Cette conférence s’étant tenue à la veille des négociations visant à conclure un accord qui succédera à l'Accord international de 1994 sur les bois tropicaux (AIBT), il faut accorder la priorité à la nécessité de mobiliser davantage de ressources financières pour aider les pays producteurs de l'OIBT à mettre en oeuvre l'AFD. Si louable que soit l'Objectif An 2000 de l'OIBT, les ressources du Fonds pour le partenariat de Bali, destinées qu'elles sont à aider les pays membres producteurs à rejoindre ce but, sont médiocres comparées aux sommes nécessaires pour que les actions prioritaires réalisent l'AFD comme l’envisage l'OIBT. Il convient d’insister sur le fait qu'avec ou sans AFD, avec ou sans certification, l'exploitation des forêts tropicales se poursuivra. Mais être dogmatique et exiger la certification complète, basée sur des normes qui sont irréalistes par leur rigueur et dépourvues de toute souplesse, comme l’exigent certains régimes, ne peut avoir comme conséquence qu’un boycott indirect des bois tropicaux. Cela ruinera le commerce international des bois tropicaux et, implicitement, fera perdre les moyens d’influer sur les politiques et les pratiques encourageant la mise en oeuvre de l’aménagement durable des forêts tropicales. Il en résultera une situation relativement plus défavorable sans que personne n’y gagne. Et le plus grand perdant sera la forêt tropicale, les parties prenantes devenant leurs propres pires ennemis. Le déboisement tropical ne donnant aucun signe de ralentissement, les superficies de forêts tropicales certifiées étant relativement petites et l’exploitation forestière illégale se faisant problématique, il n’est pas surprenant que d’aucuns pensent que le commerce des bois tropicaux est une industrie en déclin. La Conférence a promis d’empêcher que cela se produise. L'engagement et les efforts du secteur privé exposés à cette conférence ont incité à l'optimisme. Tous les acteurs doivent travailler ensemble et coopérer, en partenaires, pour mettre en oeuvre l’aménagement durable des forêts tropicales, comme l'OIBT en a donné l’exemple avec les pays producteurs et consommateurs, avec les membres du Groupe consultatif de la société civile et du Groupe consultatif de la profession. Il y a une chance, bien que faible, de sauver les forêts tropicales alors que le monde compte sur une nouvelle OIBT, régie par un nouvel AIBT, pour empêcher le commerce de bois tropicaux de devenir une industrie en déclin. Après tout, le siège de l'OIBT est implanté dans la ville de Yokohama, au Japon, le pays du soleil levant! Les pays membres producteurs de l'OIBT nourrissent le plus grand espoir que le Japon, en tant que pays hôte, restera le leader exemplaire de l'Organisation et soutiendra sa croissance et son développement ultérieurs, afin que son Objectif An 2000 puisse être atteint. La Conférence a pris acte avec la satisfaction de l'engagement du secteur privé de jouer son rôle. Avec la vision, l'engagement, l'attachement, les ressources et la coopération de toutes les parties prenantes, l'Objectif An 2000 de l'OIBT ne sera pas une mission impossible, mais une mission possible! Le Président de la quatrième séance de la conférence, durant laquelle s’est réuni un panel de discussion, a conclu en remerciant le Directeur exécutif de l'OIBT et son Assistant directeur chargé de Sustainable Management of Tropical Forests – Private Sector Experiences 307 l'information économique et de l’information sur le marché, les membres du Comité d'organisation dirigé par le Directeur général de la foresterie de Malaisie péninsulaire (Conseiller) et son adjoint (Président), le Président des séances I, II, et III, les spécialistes, les consultants régionaux et tous les participants dont le dur labeur a collectivement contribué au succès de la conférence.
COMENTARIOS FINALES DEL PRESIDENTE DE LA SESIÓN, Dato’ Dr. B. C. Y. Freezailah Durante el transcurso de esta conferencia, se presentó una amplia gama de información sobre los esfuerzos realizados y las experiencias adquiridas por el sector privado en la aplicación de prácticas de ordenación forestal sostenible (OFS), inclusive una ponencia magistral, tres informes regionales de las regiones de África, Asia Pacífico y América Latina/ Caribe, 14 estudios de casos de las tres regiones, un documento informativo sobre la ordenación sostenible de los manglares de Matang en Malasia y una declaración de la FAO. Estas presentaciones dieron lugar a un amplio e intensivo debate sobre los factores que promueven y limitan la participación del sector privado en la aplicación de la OFS, que constituyó el tema central de esta conferencia. Dado el amplio alcance de las deliberaciones que tuvieron lugar durante las primeras tres sesiones y el posterior debate estructurado y los resultados de la cuarta sesión, que se celebró con la participación de cinco eminentes expertos: el Sr. N. Bayol, el Dr. Tomaselli, el Sr. Yati Buen, S. E. el Sr. N. Nakahira y el Sr. Njoto, las limitaciones de tiempo y otras circunstancias no me permiten ni tan siquiera intentar presentarles un informe de la Conferencia. El informe se presentará más adelante. Lo que desearía hacer ahora es darles un breve resumen, subrayando los aspectos más importantes de estos dos días y medio de deliberaciones. Los participantes agradecieron la iniciativa de la OIMT y Malasia de celebrar esta conferencia internacional exclusivamente para analizar las experiencias del sector privado y para tratar los temas directamente relacionados con la participación del sector privado en la aplicación de prácticas de OFS. El éxito de esta conferencia claramente demuestra el compromiso del sector privado con la consecución de la ordenación forestal sostenible. Se señalaron varios factores limitantes. Se sugirió asimismo que, dada la importancia y el papel vital del sector privado en el proceso de la OFS y, por tanto, en el logro del Objetivo 2000 de la OIMT, se deberían celebrar conferencias de este tipo en forma regular y rotativa en las tres regiones tropicales aquí representadas. Las experiencias del sector privado en la ordenación sostenible de los bosques tropicales cubren una amplia gama de situaciones en lo que respecta a la envergadura y el tipo de operaciones forestales, que van desde muy pequeñas a muy grandes y de simples a complejas. A pesar de ello, todos los estudios presentados se concentraron en operaciones de gran escala, dado que el objetivo era subrayar los complejos problemas que afectan estas operaciones. Si bien la viabilidad económica, la compatibilidad ambiental y la aceptación social son atributos esenciales de la OFS, el factor que más atrae la inversión privada a la empresa forestal es la viabilidad económica expresada en términos de “tasa de rendimiento” del capital invertido. Éste es un hecho que no se debe olvidar cuando se trate de fomentar la participación del sector privado en la ordenación forestal sostenible. El alto nivel de factores externos y el largo período de gestación u horizonte de la inversión representan serios desincentivos. Con frecuencia, la actividad productiva se limita a la extracción de madera, y la explotación multipropósito o de productos múltiples todavía no es una práctica común debido a diferentes factores limitantes. La naturaleza de la participación del sector privado en las diferentes actividades forestales, tales como el manejo, aprovechamiento, utilización y comercio forestal, se ve afectada por la titularidad y tenencia de tierras y por las leyes, normas y reglamentos relacionados con la propiedad y el uso de tierras y con las inversiones. Debido a las variaciones que se pueden dar en cada uno de estos aspectos, encontramos que existen diferentes situaciones o combinaciones de situaciones, en los diferentes países. En la actualidad, se está ejerciendo una verdadera presión para que los países adopten una u otra forma de criterios e indicadores para la OFS, sobre todo en los países exportadores de maderas tropicales que dependen de ciertos “mercados verdes”. En este sentido, se debe tomar en consideración la 308 Sustainable Management of Tropical Forests – Private Sector Experiences
complejidad de los bosques tropicales y otras limitaciones en comparación con los bosques de zonas templadas y boreales. La práctica integral de la OFS, conforme a todos los criterios e indicadores estipulados, representará una carga abrumadora para los países que sólo producirá resultados poco satisfactorios o nulos. Se debe aceptar la implementación de la OFS por etapas, de forma similar a las propuestas del Protocolo de Kyoto para la emisión de gases de invernadero. Y esto también se aplica al proceso de certificación por etapas que debe seguir a la implementación de la OFS. De hecho, la OIMT ha adoptado este enfoque gradual para la certificación forestal. A menudo, las características específicas de las limitaciones de la OFS varían según el país y según la situación en particular. Algunos de los problemas y limitaciones comunes a todos los países comprenden: una falta de información de inventarios, la deforestación y la degradación forestal causada por factores tales como incendios forestales y prácticas de agricultura migratoria; políticas e instrumentos normativos inadecuados; instituciones y administraciones forestales públicas ineficaces; impuestos y tarifas desfavorables; deficiencias en la aplicación y el cumplimiento de leyes; corrupción en diferentes niveles y escalas; imperfecciones del mercado; actividades ilegales; falta de armonía entre los diferentes sectores e instrumentos; la desconfianza de las partes interesadas; la descentralización sin medidas ni procesos de transición adecuados y, sobre todo, la ausencia de buenas estructuras de gobernabilidad. Entre los serios problemas tratados durante el transcurso de la conferencia, se destacan los siguientes: la tala ilegal y sus múltiples impactos; el creciente costo de la certificación de maderas y la falta de beneficios derivados de la misma, que se podría denominar “la tiranía de la certificación maderera”; la tenencia tradicional/comunal de tierras y los problemas relacionados con la misma para la ejecución de la OFS en ciertas situaciones; la falta de acuerdos de cooperación adecuados entre el sector privado, el sector público y las comunidades locales; las deficiencias institucionales, que afectan todos los aspectos de la OFS; la necesidad de contar con una visión a largo plazo en lugar de soluciones a corto plazo; la necesidad de racionalizar las consideraciones económicas de la OFS (inclusive la captación de rentas, la fijación de precios de transferencia, etc.); y la necesidad de traducir los “compromisos” en “acciones concretas”. Los participantes de la Conferencia agradecieron el apoyo brindado por la OIMT para promover la OFS en todos sus aspectos interrelacionados y la instaron a consolidar aún más este apoyo. Dado que esta conferencia se celebra en vísperas de la negociación de un convenio que suceda al Convenio Internacional de las Maderas Tropicales (CIMT) de 1994, es necesario dar prioridad a la movilización de un mayor nivel de recursos para ayudar a los países productores en la aplicación de prácticas de OFS. Si bien el Objetivo 2000 de la OIMT es loable, los recursos del Fondo de Cooperación de Bali para ayudar a los países productores a lograr este objetivo son mínimos, considerando el monto requerido para las acciones prioritarias destinadas a lograr la implementación de la OFS según las estimaciones de la OIMT. Cabe destacar que la explotación de los bosques tropicales va a continuar con o sin la OFS y con o sin la certificación forestal. Pero ser dogmáticos y exigir la certificación total basada en normas desmedidamente rigurosas sin flexibilidad alguna, como se exige en algunos sistemas, sólo puede conducir a un boicot indirecto de la madera tropical. Esto destruiría el comercio de maderas tropicales e implícitamente provocaría la pérdida de poder para influenciar las políticas y prácticas orientadas a fomentar la aplicación de la ordenación sostenible de los bosques tropicales, dando lugar a una situación más desfavorable donde nadie saldría beneficiado. Y los más afectados serían los bosques tropicales y las partes interesadas pasarían a ser sus peores enemigos. Dado que la deforestación de los trópicos no da señales de aminoración, la superficie de bosques tropicales certificados es relativamente limitada y la explotación ilegal de madera es cada vez más problemática, no es de sorprender que algunos piensen que el comercio de madera tropical es una industria en decadencia. Los participantes de esta Conferencia se han comprometido a realizar esfuerzos para que esto no sea así. El compromiso y las iniciativas del sector privado que se han presentado en esta Conferencia son motivo de optimismo. Todas las partes interesadas deben trabajar conjuntamente en alianzas de cooperación para asegurar la consecución de la ordenación sostenible de los bosques tropicales y la OIMT nos da un excelente ejemplo de cómo se puede lograr este objetivo con la participación de países productores y consumidores, los miembros del Grupo Asesor de la Sociedad Civil y los Sustainable Management of Tropical Forests – Private Sector Experiences 309 integrantes del Grupo Asesor del Comercio. Existe una posibilidad, aunque pequeña, de salvar a los bosques tropicales, mientras el mundo aguarda expectante con esperanzas de que la nueva OIMT, guiada por el nuevo convenio, logre impedir el ocaso de esta industria, ya que, después de todo, la sede de la OIMT está situada en la ciudad de Yokohama, en Japón, el país del “sol naciente”. Los países productores miembros de la OIMT tienen grandes esperanzas de que, en su calidad de país anfitrión de la Organización, Japón mantendrá su liderazgo y apoyo ejemplares y respaldará el crecimiento y desarrollo futuro de la OIMT para permitir el cumplimiento de su Objetivo 2000. Los participantes de la Conferencia tomaron nota con satisfacción del compromiso del sector privado para desempeñar su parte en esta misión. Con la visión, el compromiso, la dedicación, los recursos y la cooperación de todas las partes interesadas, el Objetivo 2000 de la OIMT no será una “misión imposible”, sino más bien una “misión totalmente posible”. El Presidente de la sesión IV de la Conferencia, durante la cual se reunió un grupo de debate, finalizó su ponencia agradeciendo al Director Ejecutivo de la OIMT y a su Director Adjunto de Información Económica e Información sobre el Mercado, a los miembros del comité organizador dirigidos por el Director General de Bosques de Malasia Peninsular (Asesor) y su Director Adjunto (Presidente), a los Presidentes de la Sesiones I, II y III, a los especialistas, los consultores regionales y todos los participantes cuyo arduo trabajo colectivo contribuyó al éxito de esta Conferencia.
POST-CONFERENCE
Sustainable Management of Tropical Forests – Private Sector Experiences 313
MANAGEMENT OF THE MATANG MANGROVES IN THE 21ST CENTURY
Dato' M. Azahar and K.L. Lim Forestry Department Perak State, Malaysia
SUMMARY Matang Mangroves were one of the earliest forests in Malaysia to be gazetted as forest reserve and subsequently managed on a systematic and sustainable approach at the beginning of the 21st century. The sole objective then was for the continuous production of round billets for firewood and only later for the charcoal industry. As we come into the 21srt century, Matang Mangroves has already successfully undergone almost a century of uninterrupted management encompassing almost three rotations. In forging forward towards the 21st century, anew silvicultural and management approach is now attempted, emphasizing on multiple use, ecological productivity and socio-economic requirement for sustainable development. In this connection, the Matang Mangroves had been planned to support the operation of 84 poles operators and 348 charcoal kilns under its current Working Plan. The functional role of the forest in Matang Mangroves has been extended beyond the traditional role of producing timber to include ecotourism, bird sanctuary, research, education, preservation of unique sites and other conservational goals. The silvicultural approach is now based on ecological or forest type rather than one single system for all types. The socio- economic requirement goes beyond just employment for forestry related activities but also to fishery, aquaculture and other related industry and at the same time sustaining the fragile system. The paper gave the criteria for success in Matang Mangroves management. It also dwelled briefly on the constraints faced and future development priorities in continuing the goal of sustainable management and development in the Matang Mangroves.
1.0 BACKGROUND INFORMATION
1.1 Location Matang Mangroves is situated in the administrative district of Krian, Larut/Matang and Manjung of the State of Perak. It faces the Straits of Malacca forming a continuous belt of mangrove forest lying between latitude 4°N - 5°N and longitude 100° 2'E - 45'E. It actually comprises of 19 independently gazetted forest reserves, collectively known as the Matang Mangroves. The total area excluding major waterways is approximately 40,466 hectares.
1.2 Soils and Climate The soil is mixed with a high percentage of clay. It varies from compact blue clay, containing little or no organic matter, in the more recent deposits towards the sea, to the brown "mangrove loam" with a high proportion of partly decomposed organic material along the mainland boundary. Some of the island reserves which are formed from coastal deposition contain higher percentage of sand than clay. The major part of the soils in Matang being regularly subjected to coastal inundation are basically poorly aerated and is placed under the locally identifiable soil series called "kranji". Lying just north of the equator and thus within the tropics, Matang experiences warm humid climate. Rainfall ranges from 2,000 – 2,800 mm per year. The average air temperature ranges from a maximum of 33°C to a minimum of 22°C. Being located in the equator and within the tropics, relative humidity can be extremely high, averaging 99% in the early morning and 60% in the afternoon. Heavy rainfall is brought on by the monsoon, which usually occurs in the first and last quarter of the year, which coincide with the North- East and South-West monsoon. Occasional storms do occur in Matang Mangroves but seldom cause major damage to the forest.
1.3 Physiography More than 85% of Matang Mangroves are tidal swamp being flooded almost daily to being a wash only during the highest spring tide. The whole stretch of the Matang Mangroves is directly accessible by road, which runs parallel to the length of the Matang Mangroves. It is dissected by numerous rivers and waterways, which forms the main system of communication and transport. The Matang Mangroves 314 Sustainable Management of Tropical Forests – Private Sector Experiences
comprises a wide mangrove belt with a total distance of 52 km from the northern most tip to the southern most tip and 10 km at its centre. The reserves are intersected by large rivers that created seven large and a number of smaller islands.
2.0 RESERVATION, MARKET DEVELOPMENT AND INDUSTRY Matang came under reservation as early as 1902 and it was not until 1906 that the whole of Matang Mangroves was finally gazetted. The reservation at that time was mainly economic driven, for it was then the most valuable forest in the country supplying high quality fuelwood for the local market. During the early times, it was the main source of firewood for the Malayan Railway, which was then using steam engine to drive its locomotives. Then in the 1920's onward there was a sudden surge in demand for fuel by the tin mining industry especially around the Larut and Kinta District, which was within reach of the Matang Mangrove forest (Noakes 1952). It then went on to be largest supplier of firewood in Peninsular Malaysia and at one stage was even exported to Hongkong and Singapore (Noakes 1952). As the demand from the tin mining industry was dwindling due to competition from inland supply, some local entrepreneur took to making charcoal by constructing kilns in 1930. The kilns were of the Beehive or Siamese type, which has not change much to this present day. As reported by Noakes (1952) in 1950 there were already 418 kilns as compared to the present 348 kilns, which were allowed to operate in the 2000–2009 period. As the country progress and develop, the standard of living increases and the firewood consumer slowly shifted to gas. Consequently, in the 1980–1989 working plan as the demand for firewood declined further most of the firewood coupe was returned back to the forestry department. Therefore in the 1990–1999 working plan it was decided to terminate all the firewood contractors and cease all firewood allocation. The firewood allocation was then given in for charcoal allocation. This trend is continued into the current plan of 2000–2009. It is interesting to note that even with the ups and down of the fuelwood industry, Matang Mangroves still retains much of the original forest albeit that its now intensively managed.
3.0 MANAGEMENT HISTORY The need to manage the mangrove forest was realised immediately after the forest came under reservation. Therefore immediately after all the ’island reserves' was reserved in 1903, A. E. Wells came out with the first working plan which was more of a scheme to control and regulate felling. Then in 1908, after the 'mainland reserves' was reserved in 1906, a plan for the 'mainland reserves' was prepared, thus placing the whole reserve under management. The management of Matang Mangroves from then onward underwent continual change, where a particular harvesting system was adopted, amended and discarded, and at a certain stage reintroduced and again discarded (Noakes 1952). Those were trying times and it was during this period that many systems were tried to find one that would only require minimal planting or not at all to regenerate the felled areas. The first system applied in Matang Mangroves was the minimum girth system and then replaced by the standard system, which was abandoned, and the minimum girth system reintroduced. After 1930, the shelterwood system was proposed with detail description laid down for the carrying out of a regeneration felling, five years before final felling (Noakes 1952). Provision was also made for the retention of standards and it was also during this phase that the 'stick' thinning was fully worked out. Planting was also well established and generally successfully practiced. In the revision undertaken in 1940, the retention of standards was again abandoned and the 'two- staged final felling' was introduced on an experimental scale only to be interrupted by the Second World War. It was not until 1950 that the first comprehensive Working Plan was finally prepared for the management of the whole reserve by D.S.P. Noakes and subsequently duly revised every 10 years. The 50 years time frame before the plan was finally consolidated is proof of the determination and reliability of the results used in the formulation of the plan. The 10 yearly revision is further commitment to the process of continual change, and to take on board new findings relevant to the production and conservation of the mangroves in Matang. The revisions were by R.G. Dixon for 1960–1969, Mohd. Darus Mahmud for 1970–1979, Haron Abu Hassan for 1980 - 1989, Gan Boon Keong for 1990 – 1999 and Azahar Muda & Nik Mohd. Shah Nik Mustafa for 2000–2009. Sustainable Management of Tropical Forests – Private Sector Experiences 315
4.0 RESOURCE BASE There are 8 major forest types in Matang Mangroves. The forest types can be categorised in a successional manner as follows:
a. Accreting Avicennia Forest Occurs towards the seafront bordering the Straits of Malacca. Representing newly formed forest areas, these forests are characterised by young stands of Avicennia species invading the mud flats of the estuaries and foreshores. Common species include Avicennia alba and A. marina that are sometimes interspersed with Sonneratia, Rhizophora and Bruguiera species.
b. Transitional New Forest This forest type straddles between the accreting Avicennia forest and the Rhizophora or Bruguiera forest. It comprises the older accreting Avicennia forest, which carries in it intermitent stands of both Rhizophora and Bruguiera species in varying proportions. It needs to be clearly defined and accorded restrictive protection status to allow for its continuing natural or artificially aided transition preferably to Rhizophora forest.
c. Berus Forest Berus forest usually consists of pure stands of Bruguiera cylindrica with small populations of Rhizophora and other Bruguiera species. Its occurance is almostly totally along the seafront which renders it an environmentally sensitive site that warrants conservation and prudent management.
d. Lenggadai Forest The Lenggadai Forest is an occasional forest, which usually comprises a mixture of Bruguiera parviflora with Rhizophora species towards the mainland and Bruguiera cylindrica towards the seafront. Lenggadai Forest is more prevalent towards the mainland and is more abundant in the southern part of the Matang Mangroves.
e. Rhizophora Forest Rhizophora Forest is the major forest type in Matang Mangroves. It comprises about 85% of the total forested area. This forest type consists predominantly of Rhizophora apiculata and R. mucronata, the two main commercial species. This forest is characterised by trees with straight boles and even canopy heights.
f. Transitional Dryland Forest The Transitional Forest is found straddled in between the luxuriant stand of pure Rhizophora forest and the true dryland forest. The forest contains a mixture of sparse stands of Rhizophora species and a large population of relic Bruguiera species with a dense crop of Acrostichum ferns on the forest floor. It is most vulnerable of being transformed to true dryland forest once the forest cover is removed in one single cutting.
g. Dryland Forest Dryland Forest in Matang Mangroves is primarily pristine. It occurs as isolated patches in the more elevated interior of the island and mainland reserves. It denotes the final stage of mangrove succession and the transition into inland forest type. Sructurally, it consists of three canopy layers, namely emergent, main and understorey. The emergents can reach diameters and heights of more than 50 cm and 30 m respectively. In terms of species diversity, this forest is evidently the richest in Matang Mangroves. 316 Sustainable Management of Tropical Forests – Private Sector Experiences
h. Nypa Forest Nypa Forest is confined to the upper stretches of riverbanks of tidal rivers where there is greater freshwater influence. The palms grow gregariously, interspersed with Avicennia and Sonneratia species near estuaries, with Rhizophora and Bruguiera species further inland and Heritiera and Excoecaria species in the hinterland with little tidal influence. The undergrowth comprises mainly Acrostichum ferns growing on mud lobster mounds.
5.0 MANAGEMENT SYSTEMS
5.1 Management Objective The primary objective in the management of Matang Mangroves is in the production of fuelwood, initially for firewood and later as raw material for charcoal manufacturing. The secondary objective is for the production of poles. Both the objectives are socio-economic in nature, basically to provide for employment to the local communities and in the continuous production of raw material, which are basically timber related. The third objective is in the conservation and protection of its resource and environment to provide for the continuous existence of sufficient habitats for the proliferation of its wildlife, the production of fisheries, the purpose of recreation, education, research and other biodiversity conservation.
5.2 Management Zoning Forest zoning for timber production has been practised in Matang Mangroves since it came under systematic management system a century ago. Currently, based on management goals and functional roles of all the forest areas, the Matang Mangroves is divided into four management zones, namely (i) protective zone (protective forest), (ii) restrictive productive zone (restrictive productive forest), (iii) productive zone (productive forest) and (iv) the unproductive zone (unproductive area). The composition of the respective zones is as follow:
Zone Area (ha) Percentage Productive 29,794 74 Restrictive Productive 2,892 7 Unproductive 420 1 Protective 7,360 18 Total 40,466 100
The zoning of the forest and the mapping of the forest types provided the basis for the formulation of silvicultural systems based on ecological consideration. This ecological consideration approach in the management of Matang Mangroves has further provided the basis and option to tap the full potential of the forest resource available. This zoning represents a broad application of the concept of multiple use in the management of Matang Mangroves. A more specific application of the concept of multiple use in the management of Matang Mangroves involves the designation of forest areas for specific functional purposes. In this regard, the forest classes currently available are the timber production forest, virgin jungle reserves, old growth forest, research forest, research block, education forest, ecotourism forest, stork lake buffer reserve, archaeological buffer reserve and seed production forest.
5.3 Rotation This is undoubtedly the most serious issue in the management of the Matang Mangrove Forest. The length of the rotation is bound to affect the timber yield, productivity and biodiversity of the forest. For a forest managed for fuelwood, the theoretical appropriate rotation will be that of the greatest volume production at the shortest possible time. The subject of rotation in Matang Mangroves has been one of a continual change. Sustainable Management of Tropical Forests – Private Sector Experiences 317
The rotation age has changed many times, from 20 years to 30 years, then to 40 years and finally backs to 30 years in 1950. The 30 years rotation age was based on Noakes (1952), report that growth figures of trees within sample plots in Matang Mangroves indicated that the mean annual increment culminates when the stand is about 23 years. Thus the decision to keep the rotation age at 30 years since the first comprehensive plan by D.S.P. Noakes in 1950.
5.4 Yield Estimation and Regulation The estimation of yield in Matang Mangroves is carried out on a periodic basis and conducted only for final felling areas. In the estimation of yield, the circular plot method or ’spot’ method was used with a sampling intensity of about 4%. Based on the inventory carried out, the estimated yield of the Matang Mangroves at final felling amounted to 179 tonnes/ha. This represented an increase of 2 tonnes/ha and 4 tonnes/ha when compared to the previous two plan period, i.e. 1980–1989 and 1990–1999 respectively.
Plan Period Yield
1980–1989 177 tonnes/ha 1990–1999 175 tonnes/ha 2000–2009 179 tonnes/ha
The objective of yield regulation in Matang Mangroves is to ensure constant supply of greenwood as raw material for the local charcoal manufacturing industry. In this regard, the yield regulation is done through the application of area and volume method, which was put into practice since the last plan (1990–1999).
Under this method, the potential areas are classified into 3 productivity classes as follows:
a. Excellent forest – estimated yield at 190 tonnes/ha and above at the time of felling and with less than 10% of the total stands having diameter more than or equal to 7 cm at breast height consisting of Bruguiera cylindrica or B. parviflora.
b. Good forest – estimated yield between 141 and 189 tonnes/ha at the time of felling and with less than 30% of the total stands having diameter more than or equal to 7 cm at breast height consisting of Bruguiera cylindrica or B. parviflora.
c. Poor forest - estimated yield at 140 tonnes/ha and below at the time of felling and with more than 30% of the total stands having diameter more than or equal to 7 cm at breast height consisting of Bruguiera cylindrica or B. parviflora.
This method has been found to be most effective in allocating only economically productive areas to charcoal contractors thus minimising the need for replacement of areas. This method has also allowed for simplicity of control, and at the same time provided the element of security to the contractors. It has also provided an assurance to the contractors that the areas allocated to them shall yield a minimum volume of greenwood consisting of a high percentage of economic species.
6.0 SILVICULTURE The silvicultural prescription in Matang Mangroves is dynamic, though its objectives have remained the same since the first comprehensive working plan. However, the techniques have been undergoing refinement from time to time. The evolvement of operations and refinement of techniques in Matang Mangroves are an on-going process and its ultimate goal is to produce a fully stocked forest of the desired species for the next rotation. 318 Sustainable Management of Tropical Forests – Private Sector Experiences
In taking cognisance of the approach to silviculture based on ecological types in the current plan, the operations are modified to suit the individual forest types within the prescribed silviculture system of each management zone. Stand silviculture operations are prescribed for the main forest types, i.e. the Rhizophora and the seaward Bruguiera forest in the timber production and restrictive production zones respectively, and modification for lesser forest types are also provided. The prescribed operations for forest within the timber production and restrictive production zones are summarised as follows:
Timber Production Zone
Operations Year(s) (Adopted and modified from Gan, 1995) -1 Detail ground survey and recalculation of the sub-coupes minus the eroded and unproductive areas. Process of blocking and allotment to be determine by balloting. 0 That is when the age of the forest is presumably at 30 years old. The felling operation is similar to clear felling involving the felling of all exploitable trees with a chain-saw and bucking them into billets of 1.6 m length as required for charcoal manufacture. A 3 to 10 m buffer of all trees along both sides of the river bank are retained for erosion control and preventive function as well as for seed propagation and future procurement of propagules. Before leaving the sub-coupe, after all exploitable timber have been removed, the charcoal contractors are required to fell and slash all non-commercial species, which includes Bruguiera cylindrica and B. parviflora (irrespective of size). 1 Preliminary assessment of areas requiring planting and full assessment of areas requiring weeding. Eradicating invading ferns especially of the species Acrosfichum aureum, by a combination of manual and chemical means. Slashing and felling all remnants of Bruguiera cylindrica and B. parviflora. Bruguiera gymnorihza to be left wherever present either as advance growth or saplings. 2 A final field survey to determine and map out the extent and location of sub-coupes requiring planting and refilling. All sub-coupes with less than 90% of natural regeneration are subjected to enrichment planting or to certain extent total planting. The two preferred species are Rhizophora apiculata and Rhizophora mucronata which are planted at a spacing of 1.2 m x 1.2 m and 1.8 m x 1.8 m respectively. Present planting involves the prescription of bare root and potted seedling as planting materials depending on sites and the presence of pests. 3 First survival enumeration for areas planted in Year 2. Refilling is done if survival of planted seedlings is less than 75%. If mortality over any of the planted sub-coupes is more than 50% and it can be established that it is either caused by deep flooding, monkey or crab attack, refilling will be carried out using the potted seedling technique. 4 Second survival enumeration for areas planted in Year 3. Requirement and followed up treatment similar to year 3.
5 Third and last survival enumeration. Any sub-coupes which have less than 75% regeneration either through artificial or natural means irrespective of the causes of the failure will be planted with potted seedlings.
6-14 No activity recommended 15-19 First thinning using a 1.2 meter stick length. The process involves selecting a Rhizophora tree of good form and with it as the centre of a circle, a stick of 1.2 meter radius is used to sweep around it. Any trees within the circle are required to be removed but normally only trees of good form and marketable size are removed. The above procedure is then repeated over the whole sub-coupes. 20-24 For Bruguiera type, 1.2 m stick in length. The standard (largest size) to be retained is now removed and with it as the centre, the next largest pole size Bruguiera tree is removed, and so forth. Strictly, no removal of Rhizophora in Bruguiera forest irrespective of size or tree forms. The Rhizophora trees are expected to form the final crop and to act as seed trees. For Bruguiera type - 1.8m stick in length. The procedure is similar to the first thinning except that a 1.8 m stick is used instead of a 1.2m stick. 20-24 Second thinning using a 1.8 meter stick length. The procedure is similar to first thinning except that a 1.8 meter stick is used instead of a 1.2 meter stick.
25-29 No activity recommended.
30 Final felling. Sustainable Management of Tropical Forests – Private Sector Experiences 319
Restrictive Production Zone (Seaward Bruguiera Type
Operations Year(s) (Azahar Muda & Nik Mohd. Shah Nik Mustafa, 2003) -1 Inspection of suitable area for felling. After the sites have been selected, a detailed ground survey is conducted to map out the suitable forest, followed by dividing them into appropriate blocks for felling by individual contractors. 0 The contractors felling blocks are surveyed and demarcated. The foresters are requested to give their views as to the suitability of the recommended diameter girth limit of 8cm dbh. If it is not suitable, they should state otherwise. Once the license is obtained the contractors commence felling by selecting any trees above 8cm dbh girth limit as currently recommended. The contractors are not penalised for not felling 'poor' trees like crooked, badly formed, leaning, seriously injured and over matured trees. All fellings are to be done with a hand axe. Enforce a total ban on the felling or removal of Rhizophora irrespective of size and forms. Trees must be felled away from the Rhizophora stands. Fines should be imposed on contractors for any damage to Rhizophora stands because of indiscriminate felling. A minimum buffer of 200 m from the coastline is imposed for erosion control. Products can be in the form of poles or billets for charcoal or firewood. A minimum of one seed tree of either Rhizophora or Bruguiera cylindrica and other Bruguiera spp (in that order) for every 100 m2 should be maintained throughout. For Transitional new forest – girth limit reduced to 6cm diameter – to compensate for higher percentage of Rhizophora in transitional new forest and to prepare sites for transition to pure Rhizophora forest. For Transitional dryland forest – currently not recommended for felling – more investigations are required to establish the ecological limits of this forest type. Then only can one decide on the form of felling and treatments to be accorded. The current system is clearly inappropriate because it encourages the proliferation of piai (Acrostichum fern) immediately after the forest is clear felled. Currently the transitional dryland forest acts as a buffer to the further advancement of piai into the productive Rhizophora forest. 1-9 No activity recommended. If ever planting needs to be done only Rhizophora species will be used. 10 Repeat the activities as in Year 0 – applicable only for seaward Bruguiera cylindrica forest. Transitional new forest – unspecified – not applicable.
5.0 SOCIO-ECONOMIC CONTRIBUTION Mangroves are an important resource especially to the coastal communities, which in the past depends on it for their subsistent living. For more than a century, the local people have traditionally used mangroves in Matang for a variety uses. Timbers from the mangroves are utilised for firewood, poles for foundation, construction materials, fishing gear and even tannin extraction. Under the current circumstances, Matang is the largest producer of mangrove charcoal and blood clams (Anadara granosa) in Peninsular Malaysia. It also supports a large fishery industry and equally important for culture fisheries. There are a total of 34 villages established within the vicinity of the Matang Mangroves, comprised of about 5,300 households or 31,000 people, with an average household size of six members. These villages range from sizes of 12 to 400 households. The residents in these communities are engaged in various mangrove-related and non-mangrove economic activities (Lim & Mohd. Parid, 2001). The harvesting of the mangroves for poles and greenwood for the production of charcoal has been the most valuable timber produce from the Matang Mangroves. A total of 830 ha of allocated forest will be available for clear-felled annually to meet the demand of both fuel and greenwood of 348 charcoal kilns. In addition, a total of 1,630 ha are also available for commercial thinning and the consequent production of poles to support the operations of a total of 71 contractors. Timber and pole production from the Matang Mangroves is expected to generate a total of RM29.73 million annually, for the 2000-2009 period. In the Matang Mangroves, fishing is an important occupation for the local communities. Estuarine fishing within the mangrove waters involves catching of crabs, prawns and fishes using different gears depending on the condition of the sites and preference of the fishermen. Based on the Annual Fisheries Statistics for Perak for the estimated of fish and prawn landing (Kerian, Larut-Matang and Manjung North) for the year 2000, the fishery landing for the currently plan period attributed to Matang Mangroves are estimated at RM200.5 million annually for the duration of the plan period (2000 - 2009). Other than capture fisheries, cockle culture, cage culture and pond culture of marine fishes and prawns represented two most important aquaculture industries in Matang Mangroves. These three industries are expected to yield a total annual income of RM32.45 million, RM13.3 million and RM5.0 million respectively. 320 Sustainable Management of Tropical Forests – Private Sector Experiences
In terms of employment, the forest related industry in the Matang Mangroves employs a total of 1,360 individuals. The final felling and charcoal industry accounts for 76% and the thinning and poles industry accounts for the balance 24% of the total employment (Gan, 1995). The fishing industry has played an even more significant role in creating employment for the local population. It has been estimated that a total of 4,909 fishermen are operating within, near and off the waters of Matang Mangroves, accounting for 65% of the total fishermen registered to operate licensed fishing boats in water of Perak. Other indirect employment created by the fishing industry includes fish and prawn processing, boat building, boat repairs and transportation (Choy, 1993).
6.0 WILDLIFE CONSERVATION It is evident that the mangroves of Matang still supports a viable population of a variety of mammal species, such as the Smooth Otter (Lutra perspicillata), Leopard Cat (Felis bengalensis), Common Wild Pig (Sus scrofa), Long tailed Macaque (Macaca fascicularis) and Silvered Langur (Presbytis cristata). Estuarine crocodiles (Crocodilus porosus) are still present in Matang but sightings are rare. Many varieties of snakes and monitor lizards are also commonly seen. Perhaps the most abundant and important wildlife in the Matang Mangroves is the birds. The Lesser Adjutant can be sighted regularly in the Matang Mangroves and presumably breeding. The Milky Stork is still a resident bird in Pulau Kelumpang thought their numbers is not that large as in the past, but has been found to be nesting. Other common birds are the Waders like the Mongolian Plover, March Sandpiper, Lesser Golden Plover; Greenshank, Whimbred, Terek Sandpiper and Common Sandpiper. There are also many varieties of the Crakes, Coots, Gulls and Terns. There are an estimated 154 species of birds in Matang. The migratory birds still comes in the thousands during the annual migration season. The diversity of fauna and flora was never directly threatened by the intensive management of the mangrove resources for the sustainable production of fuelwood and poles in the Matang Mangroves. Other than the permanent stand of protective Dryland Forest and New Forest which were hardly exploited, and the functional forest, the balance of 29,794 hectares of productive forest were managed with consideration for the conservation and protection of the environment. Based on the 30 years rotation, at any one year approximately 993 hectares or 3.3 % of the total productive forest or only 2.5 % of the total area of Matang are clear felled. Clear felling of the annual coupes are not carried out in one single cut, but progressively over a period of 12 months, at approximately 100 hectares a month. Subsequently the clear felled areas are ensured total regeneration through either natural, artificial or a combination of both means. As an additional precautionary measure, the annual coupe is further divided into smaller sub-coupes, which are spread out over the whole Matang Mangroves. In so doing disturbance to any particular habitat is localised and the wildlife have ample opportunities to consolidate in the adjoining forested areas.
7.0 SUCCESS CRITERIA AND CONSTRAINTS
7.1 Success Criteria There is no short cut to success. As in the case of Matang Mangroves, since its early reservation beginning in 1902, it has taken 50 years before it finally decides on some of the major silvicultural elements like the rotation age and silvicultural system. Apart from best management approach and the regularly revised working plan, there are also other criteria to bring about a lasting success and not just a fleeting success. Therefore, there is not just one criterion leading to success but a combination of criteria. Some of these criteria are as follows:
a. Strong Policy and Legal Framework The first criteria, is an existence of a strong policy and legal framework. The National Forestry Policy (1978), revised in 1992, provides for a clear framework in aspect of dedication of Permanent Reserved Forest (PRF) for the purpose of Protection, Production and Amenity. Other objective includes managing the PRF for maximum social, economic and environmental benefits Sustainable Management of Tropical Forests – Private Sector Experiences 321
for the nation and its people, and to pursue a sound program of forest development. The National Forestry Act, 1984 and amended in 1993, makes it mandatory for every State Forestry Department to prepare and implement proper forest management plans in respect to mangroves and other forests of the PRF.
b. Strong and Continuing Political Commitment Matang has been fortunate to have a strong and continuing political commitment at local and state government level, and with support from federal government towards the sustainable management of its mangrove forest.
c. Regular 10-Year Revision Management of the Matang Mangroves is always based on the prescription of approved working plan, which is continuously revised every 10 years. The existing practices of revising the working plan every 10 years is an effective inbuilt mechanism for periodic revision of policy based on changing circumstances and the availability of new information.
d. Clear Objective of Management The working plan indicates clearly the objectives of management, which is for the sustainable management of the forest resource for fuelwood and poles on a sustainable basis, and the need for conservation of critical habitats and all field operations should include consideration for the environment.
e. Long Term Security of Tenure The long term concession (maximum of 10 years) approach in the allocation of forest and operator ownership of kilns is an effective mechanism to ensure orderly and responsible harvesting of forest resource. They are also jointly committed to ensure the successful implementation of the working plan.
f. Support Of Local Institution And Research Organisation A tradition of good support and working relationship with local institution of higher learning and the Forest Research Institute of Malaysia. Joint studies and research are always continuing in the field of silviculture and forest management.
g. Adequate Staffing Matang Mangroves is probably one of the most intensively monitored and managed forest considering that it has the highest ratio of forest area to a forester. Apart from casual labourers and boatmen, Matang has 36 foresters, which works out to a ratio of just 1,156 hectares to a forester, for a forest with a total area of 40,466 hectares.
7.2 Constraints It is difficult to identify constrains in respect to the silviculture and management of the Matang Mangroves especially when it has already achieve so much over the years. The only constrain then in the past, which deprived the Forestry Department from fully stocking the clear felled areas was the problem of crab, monkey and deep flooding. These problems were overcome by the introduction of the potted seedling technique, developed in Matang Mangroves and first introduced in 1986. The main constrain is obviously in the area of product development and utilization which are the basic responsibility of the licensed forestry contractors. Other constrains is the lack of skill and trained personnel to develop non-timber related products and benefits. Some of the major constrains are elaborated as follows: 322 Sustainable Management of Tropical Forests – Private Sector Experiences
a. Selective Utilisation Practices In view of the quality of management accorded to Matang Mangroves all these years, the licensed charcoal contractors are used to expecting only the best quality greenwood from their allocated coupes. As a result most contractor uses only the prime quality greenwood especially from Rhizophora spp. and rejecting most Bruguiera spp. This form of selective utilisation is already practiced and difficult to overcome. When the contractors are confronted with the issue, they will find all sorts of excuse to reject the utilisation of especially Bruguiera cylindrica and B. parviflora in the making of charcoal. The preference for Rhizophora over Bruguiera is not only confined to the charcoal industry but also encountered in the pole industry.
b. Investment in Product Improvement While the silviculture and management of the Matang Mangroves has kept on improving over the years the produces of charcoal and poles has remained the same for almost three-quarter of a century. The attitude of the charcoal contractors of not taking initiative when there are better and more efficient kiln design is hampering efforts to bring better value to the produce. With better efficiency and high quality products, the royalties can then be increased proportionately to bring better revenue to the state government. The higher price for the products will in turn provide better security for the forest industry and generate higher income for the worker and revenue to the contractors.
c. Research in Product Development Though there have been numerous research conducted in Matang Mangroves but most of it are related to the understanding, management and conservation of the forest resource in particular and the mangrove ecosystem in general. Research into product development especially new product has not been forth coming for the last three-quarters of a century. In this respect, there has been a lot of wastage. The barks are just burnt and discarded whereas the smaller diameter size poles and short length billets and stumps are left to rot in the forest.
d. Option in Bruguiera Management The general perception is that Bruguiera timbers are inferior to Rhizophora timber for charcoal making. This perception is true to certain extent by it can still be utilise if greater effort is made to overcome that traditional belief. The poor demand for Bruguiera especially when there are readily available Rhizophora has hindered an effort to provide a complete management for the Bruguieras. Under such circumstance, only partial management can be accorded with minimal input to its silviculture.
e. Lack of Professional and Field of Expertise In an effort to undertake comprehensive management approach of the forest resources to include timber production, recreational development, wildlife management, biodiversity conservation and even traditional medicine and product development, requires additional personnel who are trained in the respective field of specialisation. While the number of general forester to undertaken supervisory and enforcement duties are adequate but the availability of only two professional for the whole of Matang Mangroves is inadequate.
7.3 Future Development/Direction In determining the possible area for future development in the management of the Matang Mangrove is not an easy task considering that it has been systematically managed for almost a century. Nevertheless, there are existing and new areas which could be further developed to provide for a more complete and effective management of the Matang Mangroves. Some of the possible areas which could be considered are as follows: Sustainable Management of Tropical Forests – Private Sector Experiences 323
a. Integrated Planning and Management Apart from the Forestry Department, the Department of Wildlife and National Park and the Fishery Department have an interest in the Matang Mangrove Forest. The Department of Wildlife and National Park is responsible for the protection and monitoring of birds and mammals in the Matang Mangroves, while the Fishery Department licenses the fishing vessels and determine the fishing gears that can be used in the waters of Matang Mangroves. Therefore, there should be co- ordinated planning among the various agencies to ensure that the whole mangrove resource of both land and water is effectively managed to bring maximum benefit to the local population and the state. It is envisaged that future management plan will incorporate an integrated approach towards managing the mangrove resource.
b. Management of Non-productive Forest The non-productive forest, which includes forest under protection and conservation, is equally productive and should be managed for its non-timber values. It can still be managed for compatible uses, which will not drastically alter the natural ecosystem or species composition of the forest. The major bulk of these forests are the Avicennia and Dryland mangroves. The Avicennia forest can be turned into bee farms for the production of honey and bee wax. The honey made from Avicennia is of high quality and has a distinctive flavour. The Dryland mangroves contain many plant and herbs with medicinal properties used especially in traditional medicine. These plants can be cultivated in the Dryland forest and collected in large quantities. The Nypa forest can also be managed for the production of alcohol and sugar, mainly for traditional uses.
c. Product Development While the management of the forest has improve over the years, but the type and quality of the produce from Matang Mangrove has remained the same for almost half a century. There is potential to develop more products from the tons of bark removed from the greenwood which is simply burned. The bark can be collected to produce tannin and an ingredient for making glue. Another possible area for product development is the collection of raw distillate as a by product from the conversion of greenwood to charcoal. The raw distillate is essentially pyroligneous acid. In addition, the collection should be in an organised manner to improve on the quality and efficiency to provide a better financial return to the kiln operators. The quality of charcoal currently produced can still be further improved to meet a higher standard.
7.4 Conclusion Matang Mangroves which was first recognised by forester for its valuable fuel wood and subsequently gazetted, is still very much intact after almost a century of continuous and systematic management. Therefore, geographically and ecologically the Matang Mangroves has not loss any of its unique or otherwise original habitats. In fact, after a century it has only lost 250 hectares of the original areas, which were excised for settlement expansion and infrastructure facilities but never for agriculture or aquaculture activities as experienced by mangrove forest all over the world. Currently there is not even a single excavated pond in the whole of Matang Mangroves. The loss represents only 0.6 percentage of the current total area of 40,466 hectares. On the other hand, there was a net gain of 1,498 hectares over the years, with erosion and accretion going on at same time. The sustainable management of the Matang Mangroves has not only provided consistent yield of renewable forest wood products, but also fishery resources and a conducive environment for the practice of non-destructive aquaculture activities. The direct benefit derived therefore includes the economic values of charcoal and poles plus the landings of natural fishery as well a cultured caged fishery and cockles (excluding pond culture which is located outside the forest reserve), whose annual yield is estimated at RM29.73 million and RM237.95 million respectively. Therefore the direct values obtainable from the sustainable management of the Matang Mangroves with a total area of 40,466 hectares are RM267.68 324 Sustainable Management of Tropical Forests – Private Sector Experiences
million annually. This means that each hectare of Matang Mangroves is currently generating no less than RM6,613 annually. The above values does not include other non-tangible benefits and the continuing role Matang Mangroves play in providing sites for education, recreation, research and in maintaining vital habitats for fishes, crustaceans, birds, mammals and reptiles. Its presence is also crucial in checking coastal erosion and assisting in the accretion process. Mangroves are no doubt unique being the most successful forest habitat to establish within the interface of the land and sea. While the whole world and we appreciate it richness and complexity and worry about its disappearance, it is necessary to act to conserve and protect these forests for our future generation. What better ways to do it than to put these forests under sustainable management. Matang Mangroves with almost a century of systematic management is an exemplary case that these forests can be managed for sustainable production of timber resource and at the same time maintain the richness and diversity of its ecosystem. The underlying concept is that forests can be managed and at the same time preserved to meet both economic and environmental goals. The continuing sustainable management of Matang Mangroves is unique in the sense that mangroves is one of the most fragile ecosystems and has always been considered as wasteland. Finally, apart from the wise use of the forest and good management, more important is the commitment of the local, state and national level government and cooperation of the local communities to ensure that this success story lives on.
REFERENCES Azahar Muda & Nik Mohd. Shah Nik Mustafa, 2003. A Working Plan for the Matang Mangrove Forest. Reserve, Perak. Perak State Forestry Department. 321 pp. Noakes. D.S.P. 1952. A Working Plan for the Matang Mangrove Forest Reserves, Perak. Forestry Department, Federation of Malaya, 172 pp. Choy. S.K. 1993. The commercial and arisanal fisheries of the Larut Matang District of Perak. Pp. 27-40. In: Sasekumar, A (ed.) Proceedings of the Workshop on Mangrove Fisheries and Connections. ASEAN-Australia Marine Science Project: Living Coastal Resources, Ipoh, Perak. Gan, B.K. 1995. A working plan for the Matang Mangrove Forest Reserve, Perak. State Forestry Department of Perak Darul Ridzuan, Malaysia. Lim , H.F. and Mohd Parid Mamat 2001. Sustainable development of the Matang mangroves and its impacts on local socio-economic livelihood. Unpublished Intensification of Research in Priority Areas (IRPA) Project. Noakes. D.S.P. 1952. A Working Plan for the Matang Mangrove Forest Reserves, Perak. Forestry Department, Federation of Malaya, 172 pp. OPENING & CLOSING ADDRESS
Sustainable Management of Tropical Forests – Private Sector Experiences 327
OPENING ADDRESS
by Dr. Manoel Sobral Filho Executive Director International Tropical Timber Organization (ITTO) at the Opening of the International Conference on Sustainable Management of Tropical Forests - Private Sector Experiences, The Renaissance Hotel, Kuala Lumpur, Malaysia, 13 April 2004
His Excellency Dato’ Seri Haji Adenan Satem, The Honourable Minister of Natural Resources and Environment, Malaysia
Dato’ Dr. Isahak bin Yeop Mohamad Shar, Secretary-General, Ministry of Natural Resources and Environment, Malaysia
Dato’ Haji Abdul Rashid Mat Amin, Director-General of Forestry, Peninsular Malaysia
Dato’ B.C.Y. Freezailah, Chairman, Malaysian Timber Certification Council
Distinguished Guest and Participants
Ladies and Gentlemen.
First of all, I wish to thank the organisers for inviting me to address such a distinguished gathering on the occasion of the opening of the International Conference on Sustainable Management of Tropical Forests - Private Sector Experiences this morning. We are indeed, greatly honoured to be graced with the presence of His Excellency, Dato’ Seri Haji Adenan Satem, the Honourable Minister of National Resources and Environment, Malaysia who has kindly consented to address and officiate the opening of this important Conference. Allow me, therefore, at the outset, to express my heartfelt appreciation to Dato’ Seri Haji Adenan for his presence. This Conference is the culmination of activities implemented under the ITTO funded project, PD 48/99 Rev. l (M,F) with funds generously contributed by the Government of Japan. It is probably the only project which is devoted to the collection, analysis and dissemination of data and experiences on private sector success stories in the sustainable management of tropical forests spanning the three tropical forest regions in Africa, Asia-Pacific and Latin America. The project is unique in a number of ways, not least because it has benefited from the coordination of Dato’ Dr. Freezailah, my predecessor who had contributed immensely to the transformation of ITTO into a full-fledged international organisation on tropical forest and timber. Focusing on success stories is also a refreshing departure from the prevailing despondency regarding the state of tropical forest and timber and the prospects for the future. With the seemingly incessant reporting, often laced with exaggeration and sensationalism, on the wanton destruction and degradation of tropical forests world-wide, the show-casing of actual examples of good tropical forest management practices offers us all a glimmer of hope and optimism and acts as a timely morale booster to on-going efforts of bringing tropical forests under sustainable management. ITTO has been at the fore-front of these efforts. Having ascertained the extent of tropical forests being managed on a sustainable basis and securing the full commitment of all ITTO members towards achieving exports of tropical timber and timber products from sustainably managed source through the ITTO Objective 2000, we have mapped out and implemented appropriate strategies, action plans and work programmes to assist in bringing tropical forests under sustainable management through international consultative and 328 Sustainable Management of Tropical Forests – Private Sector Experiences
cooperation as well as policy work and project activities. To date, ITTO has been able to mobilize some US$250 million for the conservation and sustainable management and development of tropical forests through more than 500 projects and activities implemented particularly in producing member countries. As a matter of fact, in continuing this proud ITTO tradition, the Conference will today witness the signing of agreements for the implementation of two new ITTO projects in Malaysia, namely PD 224/03 Rev.1 (F) - Transboundary Biodiversity Conservation: The Pulong Tau National Park, Sarawak and PD 165/02 Rev.3 (F) - Conservation of Biological Diversity Through Sustainable Forest Management Practices. With these additions, a total of 32 ITTO projects and pre-projects worth US$20.6 million have been or are being implemented in Malaysia since the inception of ITTO in 1987, making Malaysia one of the biggest beneficiaries of ITTO projects.
Ladies and Gentlemen.
I believe that the on-going efforts by ITTO, its member countries and other like-minded countries and organizations have had some of the desired impact on tropical forests. However, in spite of the continuing progress made towards strengthening forest management in the tropics, the challenge of bringing tropical forest under sustainable management remains a very formidable one. As you all know, the requirements for the sustainable management of tropical forests are far more complex and demanding than those for non- tropical forests. More over, tropical forests are found virtually in tropical developing countries which face competing demands for limited resources in meeting national needs of the highest priority. Indeed, factors including low yield, heterogeneity, subsidisation and non-remuneration of biological diversity and ecological services have collectively worked against tropical forests, particularly natural tropical forests, as a producer of timber, a source of income and an option in land use. For these reasons, the magnitude of the challenge goes far beyond the capacity of the government; it requires the concerted participation and support of all relevant stakeholders including the private sector. In fact, the private sector has a strategic and proactive role to play in partnership with relevant stakeholders. Although tropical forests in most developing countries belong to the government, the private sector is directly involved in almost the entire production, processing and marketing of tropical timber and timber products, as well as in the management of forest concessions. By combining the efficiency of the private sector with the application of sound forest management practices, the sector can act as an effective agent of change, making the difference on the ground in as far as actually improving the standards in forest management and particularly in enhancing the financial viability of tropical forestry as a critical pre- requisite of its sustainability. It is hoped that the sharing of information and experiences during the course of this Conference will demonstrate that technical and financial viability in .the sustainable management and development of tropical forests can actually be achieved. Apart from the lessons to be learned from the success stories of the case studies, this Conference will benefit from a full exposition of the challenges confronting the private sector in its effort to strengthen forest management in the tropics. Indeed, determining what it takes for the private sector to overcome the constraints to sustainability and to fully and effectively perform its strategic and proactive role in the sustainable management and development of tropical forests will constitute one of the posers to the Conference. The range of enabling conditions to secure the full commitment of the private sector to implement sustainable forest management is rather broad and covers such critical aspects as conducive investment climate, security and political stability, good governance, reform and effective enforcement of forest and other relevant laws, and supportive and open international trading environment. This may appear to be a tall order but I believe that with perseverance and determination, progress in this regard can really be made. In cognizance of the crucial role the private sector can play in enhancing forest management in the tropics, ITTO on its part is promoting greater involvement and participation of the sector in 1110 policy work and project activities. Measures undertaken include the convening of a series of 1110 national-level workshop for the training of forest managers and concessionaires in the use of the 1110 Criteria and Indicators for Sustainable Management of Tropical Forests, regional training courses on the development of Sustainable Management of Tropical Forests – Private Sector Experiences 329 auditing systems for 1110 C&I for SFM and regional workshops on the development of phased approaches to certification to build up the necessary capacities in tropical developing countries which are lagging behind in the field of forest and timber’ certification. ITTO is also actively promoting the development of civil society /private sector partnerships for sustainable forest management and certification as a means to generate concrete collaboration and partnership between private forest concessionaires and civil society in the field. Many of 1110 on-going projects covering various aspects of tropical forestry including improved logging practices, reduced impact logging, combating illegal logging and trade and forest law enforcement provide for the active participation and involvement of the private sector. We in ITTO are in constant search for new opportunities and approaches to tap the talents, expertise and resources from the private sector for the benefit of tropical forests. The key to greater involvement of the sector in the sustainable management and development of tropical forests lies in enhancing the technical and financial viability of their management and for that we have to create the necessary enabling conditions, and promote cooperation and partnerships between the sector and civil society and relevant stakeholders. We look forward to benefiting from the recommendations and lessons learned from this important Conference in charting our plans and strategies for the future.
I thank you all for your kind attention. 330 Sustainable Management of Tropical Forests – Private Sector Experiences
WELCOMING ADDRESS
by Y. BHG. DATO' HAJI ABDUL RASHID BIN MAT AMIN Director-General of Forestry, Peninsular Malaysia at the Opening of the International Conference on Sustainable Management of Tropical Forests - Private Sector Experiences, The Renaissance Hotel, Kuala Lumpur, Malaysia, 13 April 2004
BISMILLAH HIRRAHMAN NIRRAHIM Assallamualaikum WBT and Good Morning Y. B. Datuk Seri Haji Adenan Satem Minister of Natural Resources and Environment, Malaysia Y.B. En. S. Sothinathan Deputy-Minister of Natural Resources and Environment, Malaysia Y.B. En. Sazmi bin Miah Parliamentary Secretary, Ministry of Natural Resources and Environment, Malaysia His Excellency Ambassador of Japan Dr. M. Sobral Filho Executive Director, International Tropical Timber Organization (ITTO) Y.Bhg. Dato' Dr. Isahak bin Yeop Mohamad Shar Secretary General, Minister of Natural Resources and Environment, Malaysia Y.Bhg. Dato' Suboh bin Mohd Yassin Deputy Secretary General I, Minister of Natural Resources and Environment, Malaysia Y.Bhg. Datuk Othman bin Baba Deputy Secretary General II, Minister of Natural Resources and Environment, Malaysia Y.Bhg. Dato' Freezailah bin Che Yeom Project Coordinator PD48/99 Rev. 1 (F,M) Y. Bhg. Dato' Shaharuddin bin Mohamad Ismail Chairman of the Organising Committee Distinguished Guests and Participants Ladies and Gentlemen.
Allow me at the onset to bid all of you a very warm welcome to the opening ceremony of the "International Conference on Sustainable Management of Tropical Forests - Private Sector Experiences" this morning. This Conference is jointly sponsored and organised by Ministry of Natural Resources and Environment, Malaysia, Forestry Department of Peninsular Malaysia (FDPM) and International Tropical Timber Organisation (ITTO). On behalf of the Organising Committee, I would like to take this opportunity to express our sincere thank and gratitude to Y. B. Datuk Seri Haji Adenan Satem, Minister of Natural Resources and Environment, Malaysia, for having so graciously agreed to officiate the opening of this Conference. I am confident that the presence of the Honourable Minister will serve as a strong encouragement and catalyst to the success of this Conference. To our distinguished guests and participants who have come from abroad, I would like to say welcome or "Selamat Datang" to Kuala Lumpur. I hope that all of you will take this opportunity to enjoy the many tourist sites in the city and experience our warm local hospitality. Sustainable Management of Tropical Forests – Private Sector Experiences 331
Distinguished Guests, Participants, Ladies and Gentlemen.
The achievement for fully compliance in the implementation of Sustainable Forest Management (SFM) practice is undoubtedly remains as one of the continuous challenges encountered by many foresters and private sectors involved in the management of tropical forests. Needless to say, the most crucial area needed continuous attention by these parties, however, is how to strike an acceptable balance between the management of forest for production, environmental protection and the conservation of biological diversity if forests are to continue to play their essential economic, social, cultural and aesthetic roles for the livelihoods of the community. This situation is most critical in many ITTO producer member countries, particularly very important for the production of timber from sustainable managed forest as enshrined in the ITTO Year 2000 Objective. Private concession holders are at large actively and directly involved and are considered as the main players in timber harvesting from these forests. There are many success stories in implementing SFM experienced by these private concession holders. It is in this context that the sharing of their experiences is very timely and considered very central for this present Conference. The present conference will be addressing findings from the implementation of ITTO Project PD 48/99 Rev. 1 (M, F), entitled "Sharing of Information and Experiences on Private Sector Success Stories in Sustainable Forest Management". This project has been formulated and jointly funded by ITTO and the Government of Malaysia (GOM) with the Forestry Department of Peninsular Malaysia as the Executing Agency. The project commenced in September 2001 for a period of 34 months with a total contribution from ITTO amounted to US$754,325.00. The main objectives of the project are to promote sustainable management of tropical forests; and to facilitate access to and promote use of information and experiences on cases of successful forest management to contribute to the attainment of the ITTO Year 2000 Objective. The project involves both information gathered through questionnaires and field visits to selected timber concession holders. In this study, about 1,766 questionnaires were distributed to the participating concession holders and a total of 206 concession holders have successfully responded. The findings from this project are drawn from survey undertaken in the three tropical regions, namely the Asia-Pacific, Africa and Latin America/Caribbean under the overall coordination and supervision of the FDPM. The surveys and studies involved an extensive communication and information gathering by the regional consultants for each of the ITTO producer member countries in their respective regions based on an agreed format.
Distinguished Guests, Participants, Ladies and Gentlemen.
The implementation of this Project is indeed very opportune as it fully complements the aspiration of the FDPM especially in promoting successful achievement toward SFM amongst participating parties (stakeholders) in tropical timber harvesting. With the project coming to an end, we are undoubtedly very honoured to be fully engaged in such an important project. In this Conference, there will be a total of seventeen (17) papers and a panel discussion to deliberate on all pertinent matters related to experiences drawn from the study. We have also invited several prominent individuals both from local and overseas institutions as resource persons to share their views on the global scenario pertaining to the current forest management practices. In term of papers, a wide range of topics reflecting spectrum of experiences in relation to the implementation of SFM in the tropical regions, particularly from the ITTO producer member countries will be presented. I am very pleased also with the overwhelming responses to participate in this Conference, both from the local participants and overseas participants such as from Indonesia, Thailand, Philippines, Myanmar, Cameroon, Cote d'ivore, Nigeria, Vanuatu, Ghana, Gabon, Congo, Togo, Egypt, Suriname, Liberia, Columbia, Brazil, Bolivia, Honduras, Papua New Guinea, Japan, India and China. The Organising Committee, however, is not able to please all the requests but to set the participation to about 160 participants only. There will be also a field visit to the Matang Mangrove Forest in the State of Perak after this Conference. You will have an opportunity to see closely the Matang Mangroves and how it has been managed sustainably for the last one hundred years for the production of wood for quality charcoal, firewood and wood-chips, as well as for other non-wood benefits. 332 Sustainable Management of Tropical Forests – Private Sector Experiences
Distinguished Guests, Participants, Ladies and Gentlemen.
Before I conclude, I would like to once again extend my sincere appreciation and thanks to Y.B. Datuk Seri Haji Adenan Satem, Minister of Natural Resources and Environment, Malaysia for accepting our invitation despite his busy daily schedule to officiate the opening of this Conference. I would like to take this opportunity also to thank ITTO and especially the Government of Japan for their contributions to the project, as well as in financing this Conference. I would like to record also my sincere thanks to all participating parties who had made this project a success. Finally, I wish you all a most successful conference and pleasant stay in Malaysia.
Thank you. Sustainable Management of Tropical Forests – Private Sector Experiences 333
OPENING ADDRESS
by Y.B. Dato Sri Hj. Adenan Hj. Satem Minister of Natural Resources & Environment, Malaysia at the Opening of the International Conference on Sustainable Management of Tropical Forests - Private Sector Experiences, The Renaissance Hotel, Kuala Lumpur, Malaysia, 13 April 2004
BISMILLAH HIRRAHMAN NIRRAHIM Yang Berhormat En. S. Sothinathan Deputy Minister of Natural Resources & Environment Yang Berhormat En. Sazmi Miah Parliamentary Secretary, Ministry of Natural Resources & Environment Yang Berbahagia Dato Dr. Isahak bin Yeop Mohamad Shar Secretary General, Ministry of Natural Resources & Environment Dr. Manoel Sobral Filho Executive Director of International Tropical Timber Organization (ITTO) Yang Berbahagia Dato' Suboh bin Mohd Yassin Deputy Secretary General (1), Ministry of Natural Resources & Environment Yang Berbahagia Datuk Othman bin Baba Deputy Secretary General (2), Ministry of Natural Resources & Environment Yang Berbahagia Dato' Abdul Rashid Mat Amin Director General of Forestry, Peninsular Malaysia Yang Berbahagia Dato' Dr. Freezailah Che Yeom Project Coordinator
Ladies and Gentlemen.
It is indeed an honour and pleasure for me to be here this morning to officiate the opening of the ITTO Conference on the theme "Sustainable Management of Tropical Forest - Private Sector Experiences". Let me first of all thank the organizers for inviting me to address and officiate this Conference. The topic of this Conference is indeed important, considering the fact that the role, commitment and efforts of the private sector, in pursuit of sustainable forest management, is often misunderstood and not fully appreciated. It is therefore most heartening to me that at this Conference we have participants from all over the world representing various interest groups. I wish to take this opportunity to bid a very warm welcome or 'Selamat Datang' to each and every one of you here and especially to those who have come from abroad. I hope you will find your stay here a pleasant and memorable one. I also hope that you will take some time off your busy schedule to enjoy our tourist attractions. Let me also not fail to acknowledge the presence of the Executive Director of the International Tropical Timber Organisation (ITTO), Dr. Manoel Sobral Filho, who has found time to be with us at this Conference. Malaysia is very appreciative of ITTO for its support in funding several forestry and timber related projects. Malaysia has benefited from many ITTO funded projects, which to date amounted to US$24.89 million. It is my pleasure also to acknowledge the generosity of the Government of Japan for their contribution to this project. 334 Sustainable Management of Tropical Forests – Private Sector Experiences
Ladies and Gentlemen.
We are proud that Malaysia has still maintained a substantial amount of forest cover. Currently, almost 60% of Malaysia's landmass of 32.8 million hectares is forested. If perennial agriculture tree crops such as rubber and oil palm are included, then the total area under tree cover in Malaysia increases to around 77%. Malaysia is therefore highly forested although this may not be so obvious if you confine yourself to Kuala Lumpur. I wish to emphasis that Malaysia is fully committed to the principle of sustainable forest management. It is our considered view that by pursuing such balance policy will enable us to available ourselves of the natural resources to meet our current developmental needs and at the same time taking cognisance of the need to conserve the environment for our well being. Let me now turn to the topic of this International Conference "Sustainable Management of Tropical Forest - Private Sector Experiences. I believe that this is the first major conference focusing on the experiences of the private sector in implementing sustainable forest management. Sustainable management of tropical forest is no easy task. It has been discussed and debated endlessly for years. There has been no shortage of initiatives by international organizations and processes. After the historic Earth Summit in Rio de Janeiro in 1992, United Nations Commission on Sustainable Development (UNCSD) was established and Intergovernmental Panel on Forests (IFF) was formed to follow-up on forestry issues. IFF was succeeded by Intergovernmental Forum on Forests (IFF). Now we have the United Nations Forum on Forests (UNFF). In short, in spite of the best efforts by everyone, there is still no wide-scale implementation of sustainable management of tropical forests. There has of course been some progress since ITTO's finding published in "No Timber without Trees" in 1987. Anyway results are generally meagre if we examine the rate of tropical deforestation and area of tropical forests certified. I must, of course, not fail to mention the valuable contributions by the ITTO, the ITTO Year 2000 Objective and the various Guidelines and Manuals for implementing and monitoring of sustainable forest management. Mention must also be made of ITTO's support through the Ball Partnership Fund to assist its member countries progress towards achieving the Year 2000 Objective. Now what is sustainable forest management? Based on ITTO's definition, sustainable forest management is the process of managing permanent forest land to achieve one or more clearly specified objectives of management with regard to the production of a continuous flow of desired forest product and services. This is to be achieved without undue reduction of its inherent values and future productivity and without undue undesirable effects on the physical and social environment. In addition, it is well accepted that sustainable forest management must be socially acceptable, environmentally and ecologically desirable as well as economically feasible. Tropical forests are complex in nature. Their sustainable management with social, environment and economic dimensions are equally if not more complex. No wonder progress has been slow and meagre. Often this has resulted in finger pointing with the private sector receiving the brunt of the blame. I am therefore glad that at this Conference, the private sector will be given the opportunity to share with all of you their experiences, what they have been able to achieve in sustainable management of their concessions, what factors facilitate sustainable management and what factors feature as impediments. They will also give their views and recommendations on how further progress may be achieved in accordance with the various ITTO Guidelines on implementing sustainable management of tropical forests. I am sure the three regional reports from the African, Asia/Pacific and Latin American regions together with the case studies in all the tropical regions will give a better understanding and appreciation of the problems and issues involved. I wish to urge all relevant parties to work together with the private sector to implement sustainable management of tropical forests. Complex and complicated though sustainable forest management is, let us always remember that sustainable forest management is a process. We need to make a start, no matter how small, in accordance with capacity, institutional arrangements, legislative framework, skills and financial resources. Sustainable Management of Tropical Forests – Private Sector Experiences 335
Malaysia started forest management about a century ago. We celebrated the 100th anniversary of forest management on 16 October 2001. Indeed we are proud of our sustainable forest management practices and have reached the level of confidence to be subjected to third party independent auditing for timber certification. To this end, the Malaysian Timber Certification Council (MTCC) is implementing timber certification using the ITTO criteria and indicators as a framework. Adequate budgetary resources, Research and Development (R&D) inputs from the Forest Research Institute of Malaysia, human resources development and training, appropriate legal framework, international collaboration and the positive response from the private sector have contributed to our success, i wish to stress that without a responsible and committed private sector, sustainable forest management is not possible Green consumerism is spreading around the world and buyers of tropical timber are demanding that the timber they buy is not a product of destructive logging. Timber certification gives them that assurance. Everyone must accept that sustainable forest management is a process. Hence it must be implemented in stages. Similarly, timber certification must follow in tandem and implemented in phases. The member countries of ITTO have also accepted this principle. I therefore view with much concern the conflict between various certification schemes. There must be cooperation and mutual recognition between various schemes. Let us also remember that sustainable forest management comes with a price, hence the cost of certified timber will be higher. But the so-called green premium is far from certain. International cooperation needs to be enhanced. Smart partnerships between NGOs and the private sector are equally important. In this context I must congratulate the ITTO for nurturing the growth and development of the ITTO Civil Society Advisory Group and the ITTO Trade Advisory Group. I understand that members of both these groups are present at this Conference. We certainly need the ITTO to generate higher levels of cooperation between consumers and producers in ITTO's membership. I hope the new International Tropical Timber Agreement (ITTA) that will be negotiated will provide a stronger framework and enhanced level of cooperation and assistance, for the achievement of the ITTO Year 2000 Objective. It is on this optimistic note that I wish to conclude and declare open the "International Conference on the Sustainable Management of Tropical Forest - Private Sector Experiences".
Thank you. 336 Sustainable Management of Tropical Forests – Private Sector Experiences
CLOSING REMARKS
by Y. BHG. DATO’ HAJI ABDUL RASHID BIN MAT AMIN Director-General of Forestry, Peninsular Malaysia at the Closing of the International Conference on Sustainable Management of Tropical Forests – Private Sector Experiences The Renaissance Hotel, Kuala Lumpur, Malaysia, 15 April 2004
BISMILLAH HIRRAHMAN NIRRAHIM
Assalamualaikum w.r.t. and Good Morning
Dr. Manoel Sobral Filho, Executive Director International Tropical Timber Organisation (ITTO)
Dato’ Dr. Freezailah Project Coordinator PD 48/99
Dato’ Shaharuddin Mohamad Ismail Chairman of the Organising Committee
Dato’-Dato’, Tuan-Tuan, Puan-Puan
Distinguished Guests and Participants
Ladies and Gentlemen.
Allow me to take this opportunity to express my gratitude to the Organising Committee for extending the invitation to me to speak and officially close this important International Conference on Sustainable Management of Tropical Forests – Private Sector Experiences. This Conference is indeed the culmination of the Malaysia-ITTO Project PD 48/99 Rev.1 (M,F) entitled “Sharing of Information and Experiences on Private Sector Success Stories in Sustainable Forest Management”. A total of three Regional Reports and fourteen Case Studies covering the three tropical regions of Africa, Asia-Pacific and Latin America/Caribbean had been deliberated at this Conference, including a keynote address by Mr. Jean-Jacques Landrot, President of ATIBT. Another Case Study, on the Matang Mangroves of Perak, Malaysia, will be presented during the coming Post-Conference Tour.
Ladies and Gentlemen.
I am very impressed with the various papers in this Conference. The experiences and lessons learnt from these case studies not only provide opportunity for others to emulate, but more importantly the challenges faced can be shared with others so as to make SFM both environmentally acceptable and economically feasible. In this regard, I believe that the Conference had deliberated adequately on the issues crucial to the better management of tropical forest. 1 For the past 2 /2 days, I believe that we have come up with some understandings and common stands on the following matters: Sustainable Management of Tropical Forests – Private Sector Experiences 337
(i) To encourage further assistance by the funding/donor community, to promote SFM in the private sector through capacity building, community programmes and market access, (ii) To reinforce constructive dialogue between the private sector and forestry administration to promote new initiatives, (iii) To create collaborative mechanism between the private sector and civil society to promote SFM practice, (iv) To conduct studies on ways to assist small- and medium-sized companies to achieve SFM, (v) To formulate a step-wise approach in the process of achieving SFM and certification by stages (vi) To encourage an ITTO-private sector initiative to create a mechanism for permanent inter- regional collaboration among the tropical producer countries of Africa, Asia-Pacific and Latin America-Caribbean and (vii)The conference also stressed the need for higher levels of assistance, for example, through the Bali Partnership Fund and of course the conference also called for better prices for certified timber.
Professor Jeff Burley, the past president of IUFRO and the former Chairman of Commonwealth Forestry Association commented with regard to current trend on forestry “…there is global recognition of the importance of forests for their social, cultural, environmental and economic benefits yet there is declining public, political and academic esteem for foresters. Much of this is our own fault. For decades we have been on the defensive about forest management operations instead of promoting the many benefits obtained from wise forest management. In turn this requires us to have a better understanding of, and input to, the international and national processes and initiatives that concern forest”.
Ladies and Gentlemen.
Many people have worked hard to contribute to the success of the Conference. Some of them are heard but not seen, like our dedicated interpreters. Some are seen but not heard like many conference assistants. Others are neither heard nor seen but their work and contributions are no less important, like the hotel management. But, most of all, the success of the conference is definitely contributed by you all distinguished participants, the session chairmen, the regional consultants, the panel members and our keynote speaker. I am more than indebted to them for their support and assistant. Also I must not fail to acknowledge the hard work by the project coordinator, Dato’ Dr. Freezailah Che Yeom and his assistant, Mr. Mohd. Basri Hamzah. I must also not fail to the leadership of Dato’ Shaharuddin Mohamad Ismail the Chairman of the Organising Committee and his dedicated team for their hard work. I am deeply appreciative and thank Dr. Manoel Sobral Filho, the Executive Director of ITTO for personally attending this Conference despite his busy schedule. To our guests from abroad, I hope that you have had an enjoyable and memorable stay in our beautiful city of Kuala Lumpur. I hope that this Conference has been a worthwhile and very informative and further enriched our understanding in the complexity and magnitude of managing the tropical forest sustainably. I wish all the participants joining the Post-Conference Tour would enjoy the trip. Last but not least, to the Organising Committee, I would like to offer my sincere appreciation and congratulations for a job well done. I would also like to take this opportunity to express my sincere thanks to Secretariat members for their tireless efforts in making all the preparations that have resulted in the smooth running of this Conference. Lastly, I bid you all a warm ‘bon voyage’ and Selamat Jalan especially for those who are returning to their homeland and to my fellow colleagues, have a safe journey home. With these remarks, it is now my pleasure to officially close the International Conference on Sustainable Management of Tropical Forests – Private Sector Experiences.
Thank you and Terima kasih.
CONFERENCE PROGRAMME
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CONFERENCE PROGRAMME
REGISTRATION AND OPENING CEREMONY 13 APRIL 2004
0800 Registration of Participants 0845 Arrival of Guests 0915 Arrival of Y.B. Datuk Seri Haji Adenan Satem Minister of Natural Resources and Environment Malaysia
Welcome Address by Y.Bhg. Dato’ Haji Abdul Rashid bin Mat Amin Director General of Forestry, Peninsular Malaysia Address by Dr. M. Sobral Filho Executive Director of ITTO Official Opening by Y.B. Datuk Seri Haji Adenan Satem, Minister of Natural Resources and Environment Malaysia
1000 Signing Ceremony of ITTO Project Agreement 1015 Refreshments 1100-1145 Keynote Address by Mr. Jean-Jacques Landrot President ATIBT
SESSION I: REPORT & CASE STUDIES FROM AFRICA 13 APRIL 2004 Chairman: M. Esano
1145 - 1230 Regional Report on Private Sector Experiences in Sustainable Forest Management in the African Region. E. Siisi-Wilson 1230 - 1300 Experiences of the Congolaise Industrielle du Bois (CIB) in Sustainable Forest Management. P. Y. Dubois 1300 - 1400 Lunch 1400 - 1430 The Management of Plantation Forests: The Case of Office de Developpment et D’Exploitation des Forets (ODEF). A. A. Ayih 1430 - 1500 A Forest Concession Managed on a Sustainable Basis by an Industrial Company: The Case of Rougier Gabon in Haut-Abanga. N. Bayol 1500 - 1530 Smartex Timber & Plywood Ltd. Ghana’s First Company Going for Certication. A. Brede 1530 - 1600 Tea Break 1600 - 1700 Discussion 2000 Welcome Dinner
SESSION II: REPORT & CASE STUDIES FROM ASIA-PACIFIC 14 APRIL 2004 Chairman: R. B. McCarthy
0800 - 0845 Sustainable Forest Management: Issues Arising From Private Sector Experiences. Regional Report for Asia-Pacific Region. C. Chandrasekharan 342 Sustainable Management of Tropical Forests – Private Sector Experiences
0845 - 0915 Case Study On Samling Plywood (Baramas) Sdn. Bhd., Malaysia. S. K. Chan 0915 - 0945 Technological Refinements and Local Community Support Are Crucial for Sustainable Forest Management: The Case of PT. Sari Bumi Kusuma. N. Suparna 0945 - 1015 Sustainable Forest Management - Against All Odds: The Case of Pacific Timber Export Corporation. F. A. Lu 1015 - 1045 Tea Break 1045 - 1115 Timber Production Promotes Regional and Community Development in Remote Regions of Papua New Guinea: The Case of Vanimo Forest Products Pty. Ltd. P. Tiong 1115 - 1145 Producers’ Co-operatives Ensure Better Management of, and Enhanced Income from, Non-wood Forest Products and Empower the Community: The Case of Madhya Pradesh State Minor Forest Produce (Trade and Development) Co-operative Federation Ltd. R. Prasad 1145 - 1215 Clonal Pulpwood Tree Farms Change the Rural Landscape in Andhra Pradesh: A Case Study On Outgrower Farms of Clonal Trees of ITC Ltd. S. N. Rao 1215 - 1315 Discussion 1315 - 1400 Lunch
SESSION III: REPORT & CASE STUDIES FROM LATIN AMERICA-CARIBBEAN 14 APRIL 2004 Chairman: F. Pastore
1400 - 1445 Regional Report on Private Sector Experiences in Sustainable Forest Management for Latin America-Carribbean Region. I. Tomaselli 1445 - 1515 Impacts of SFM Adoption at the Forest and the Mill: The Case of La Chonta. P. Antelo and M. Tuoto 1515 – 1545 SFM and Industrial Developments: The Case of Guavira. J. Baldasso and M. Tuoto 1545 - 1615 Tea Break 1615 - 1645 SFM in Orsa Florestal: The Case of Orsa Florestal. R. S. Waack, R. F. Tocci, A. L. Pironel and E. L. Reckziegel 1645 - 1715 The Establishment of Partnership in Order to Facilitate SFM Implementation: The Case of Cikel. M. Tuoto 1715 - 1815 Discussion
SESSION IV: PANEL DISCUSSION & CLOSING 15 APRIL 2004 Chairman: B. C. Y. Freezailah
0900 - 1100 Panel Discussion 1100 - 1130 Tea Break 1130 - 1200 Closing Ceremony by Director General of Forestry, Peninsular Malaysia 1200 - 1300 Lunch
POST–CONFERENCE TOUR 16 April 2004
0830 - 1230 Tour of Matang Mangrove Forest, Perak State CONFERENCE PARTICIPANTS
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PARTICIPANTS
AFRICA 1 Abena Jean Claude Ministre de l'environnement et des forêts CAMEROON 2 Adjumane Aime Kadio Ministère des affaires etrangères CÔTE D'IVOIRE 3 Ahali Umar Dalhatu, Alhaji Dept of Forestry & Wildlife, Nigeria NIGERIA 4 Andreas Brede Samartex Timber and Plywood Ltd. GHANA 5 Atayi-Agbobly Ayih ODEF TOGO 6 El Hakeem, Moustafa Sabry, Dr Ministry of State for Environmental Affairs EGYPT 7 Eugene Martinson CRTPD, Accra, Ghana GHANA 8 Idehen Patrick Okolie Dept of Forestry & Wildlife, Nigeria NIGERIA 9 Jangar S. Kamara Forestry Development Authority LIBERIA 10 Mimbimi Esono, Dr Forest Certification Working Group CAMEROON 11 Nicolas Bayol Groupe Rougier- Gabon GABON 12 Opara Nkechinyere, Dr Mrs Dept of Forestry & Wildlife, Nigeria NIGERIA 13 Russel E. Taylor ITTO GABON 14 Samuel Imaha Dept of Forestry & Wildlife, Nigeria NIGERIA 15 Siisi-Wilson ITTO Consultant GABON 16 Yves Dubois Congolaise Industrielle des Bois (CIB) CONGO
ASIA-PACIFIC 17 Bepin Behari, Dr Ministry of Envt and Forests INDIA 18 Chandrasekharan C., Dr ITTO Consultant INDIA 19 Dick Tomker Departmenr of Forests VANUATU 20 Fernando A. Lu Pacific Timber Export Corporation PHILLIPPINES 21 Fourry Meilano PT Mutuagung Lestari, Bogor INDONESIA 22 James Sandom FSC - Asia-Pacific FSC 23 Jeffry Hayward Rainforest Alliance Smartwood, Indonesia INDONESIA 24 Katsuhiro Kotari Green Earth Foundation JAPAN 25 Khorn Saret Forestry Administration CAMBODIA 26 Miyuki Ishikawa, Ms FAO THAILAND 27 Nana Suparna Alas Kusuma Group INDONESIA 28 Njoto BRIK INDONESIA 29 Noburu Nakahira ISME JAPAN 30 Peter Ling Vanimo Forest Prducts PNG 31 Pradeep Dhobale ITC Ltd INDIA 32 Ram Prasad, Dr Forestry Department, Madhya Pradesh State INDIA 33 Rao S.N. Bhadrachalam Paperboards Division INDIA 34 Richard B. Mc Carthy ITTO/TAG PNG 35 Romeo Perez Vanimo Forest Prducts PNG 36 Sefanaia Tawake Dept of Forestry FIJI 37 Simon Peter Tomiyavau Papua New Guinea Forest Authority PNG 38 Thomas Enters FAO THAILAND 39 Tiong Chiong Tee, Phillip Vanimo Forest Products Ltd. PNG 40 U Myint Swe Forest Department MYANMAR 41 Veerapol Suthipornpalangkul Royal Forest Department THAILAND 42 Wahyu Wardoyo Ministry of Forestry INDONESIA 43 Wong Kie Yik, Dato' Vanimo Forest Products Ltd. PHILLIPPINES 44 Xu Bin Chinese Academy of Forestry CHINA 45 Yati Bun ITTO/CSAG PNG 346 Sustainable Management of Tropical Forests – Private Sector Experiences
EUROPE 46 Jean-Jacques Landrot ATIBT FRANCE 47 Schroeder, Peter, Dr Fedr Ministry of Consumer-protection, Food and Agric GERMANY
LATIN AMERICA-CARIBBEAN 48 Floriano Pastore, Professor Universiti Brasillia BRAZIL 49 Godo Fredo Arteaga [TBC] Ministerio de Relaciones Exteriores VENEZUELA 50 Gustavo Adolfo Morales G, Ing COHDEFOR HONDURAS 51 Ivan Tomaselli, Dr ITTO Consultant BRAZIL 52 Iwan Krolis Ministry of Natural Resources SURINAME 53 João Carlos Baldasso GUAVIRÁ Industrial e Agroflorestal ltda. BRAZIL 54 Jose Rolando A. Zanotti De Leon National Forest Service GUATEMALA 55 Kenny Singh Forestry Division TRINIDAD & TOBAGO 56 Luz Stella Pulido Perez Ministerio de Ambiente COLOMBIA 57 Marco Tuoto Cikel Brasil Verde S.A. BRAZIL 58 Pablo Antelo La Chonta Ltda. BOLIVIA 59 Pablo Rodriguez Anez Ministerio de Desarrollo Sostenible BOLIVIA 60 Roberto S. Waack Orsa Florestal S.A.(JARI) BRAZIL
MALAYSIA 61 Abd. Rahman Jalil Forestry Department Terengganu MALAYSIA 62 Abd. Rahman Kassim, Dr Forest Research Institute Malaysia MALAYSIA 63 Abd. Rashid Mat Amin, Dato' Forestry Department Peninsular Malaysia MALAYSIA 64 Abdul Kadir bin Abu Hashim PERHILITAN MALAYSIA 65 Abdul Wahab b Deraman Forestry Department Kelantan MALAYSIA 66 Ag Ku Ridzuan Pg Abd Razak Forestry Department Sabah MALAYSIA 67 Albert Radin Forestry Department Sabah MALAYSIA 68 Amir Abdul Nasir B Shaari KPKKT, Terengganu MALAYSIA 69 Azahar bin Muda, Dato' Perak State Forestry Department MALAYSIA 70 Azhar bin Ahmad Forestry Department NS/Melaka MALAYSIA 71 Baharuddin Ghazali, Dato' Dr Gaya Tunas MALAYSIA 72 Barney Chan Sarawak Timber Association MALAYSIA 73 Chan Siew Khoon Samling Plywood (Baramas) Sdn Bhd MALAYSIA 74 Chen Hin Keong, Dr TRAFFIC International MALAYSIA 75 Chin Tuck Yuan, Dr Forestry Department Peninsular Malaysia MALAYSIA 76 De Chavez, Andrew Garcia INNOPRISE MALAYSIA 77 Edmund Gan Guan Su SFI SDN BHD MALAYSIA 78 Edward Chia Nyuk Fui Bugaya SB, Tawau MALAYSIA 79 Efransjah, Dr Forest Research Institute Malaysia MALAYSIA 80 Elbson Marajan Sarawak Forestry Commission, Sarawak MALAYSIA 81 Harnarinder Singh Malaysian Timber Certification Council MALAYSIA 82 Hong Lay Thong IPGRI MALAYSIA 83 Hugh Blackett Tropical Forest Trust MALAYSIA 84 Ismail Jusoh, Dr Universiti Malaysia Sarawak MALAYSIA 85 Ismail Parlan Forest Research Institute Malaysia MALAYSIA 86 James Chan Khay Syn Harwood Timber Sdn Bhd MALAYSIA 87 Jeflus Sinajin Forestry Department Sabah MALAYSIA 88 Jimmy Kho Bee Hua Sapulut Forest Development Sdn Bhd MALAYSIA 89 Johari Ho, Hj SFI SDN BHD MALAYSIA Sustainable Management of Tropical Forests – Private Sector Experiences 347
90 Kasim b Osman Forestry Department Perlis MALAYSIA 91 Leo Chai, Datuk Sarawak Timber Association MALAYSIA 92 Lew Wing Hing ITTO Consultant MALAYSIA 93 Mohd Nizum b Mohd Nor Forestry Department Kedah MALAYSIA 94 Mohd Zulkarnain Abd Kadir Ministry of Primary Industries MALAYSIA 95 Mosigil Gregory INNOPRISE MALAYSIA 96 Nging Ting Ooi Sarawak Timber Association MALAYSIA 97 Ngu Ngiong Hieng KTS Plantation, Sabah MALAYSIA 98 Nicholas Ting Kang Hwa Ta Ann Hldg., Sarawak MALAYSIA 99 Nik Mohd Shah b Nik Mustafa Forestry Department Selangor MALAYSIA 100 Nur Supardi Md. Noor, Dr Forest Research Institute Malaysia MALAYSIA 101 Penguang Mangil, Dr. Forestry Department Sarawak MALAYSIA 102 Roslan bin Rani Forestry Department NS/Melaka MALAYSIA 103 Roslee Jamaluddin Forestry Department Selangor MALAYSIA 104 Rosli Siki Forestry Department Sabah MALAYSIA 105 Rozehan bt Mohd Idrus, Dr U Sabah MALAYSIA 106 Rusli Muhd, Assoc. Prof. Dr. Universiti Putra Malaysia MALAYSIA 107 Sabariah bt Ahmad, Ms Forestry Department Kedah MALAYSIA 108 Saidi Wahie, Hj Number System Sdn Bhd, Sarawak MALAYSIA 109 Salleh Mohd Nor, Dato, Dr. TropBio Forest Sdn Bhd MALAYSIA 110 Shamsudin Ibrahim, Dr Forest Research Institute Malaysia MALAYSIA 111 Shamsudin Musa Forest Research Institute Malaysia MALAYSIA 112 Shashiah bt Abd Karim, Ms Forestry Department Johor MALAYSIA 113 Sheikh Ibrahim Sheikh Ali Gaya Tunas MALAYSIA 114 Siew Tuck Fatt Perak ITC Sdn Bhd MALAYSIA 115 Siti Syaliza Mustapha, Ms Malaysian Timber Council MALAYSIA 116 Subari Suparlan Forestry Department Sabah MALAYSIA 117Tan Chin Tong Perak ITC Sdn Bhd MALAYSIA 118Tan Seng Hock Samling Group MALAYSIA 119Tor Mooi See, Ms WWF MALAYSIA 120 Tuan Hadi Abd Kadir Harwood Timber Sdn Bhd MALAYSIA 121 Wong Khoon Meng, Prof Dr Universiti Malaya MALAYSIA 122 Wong Shew Yee Sapulut Forest Development Sdn Bhd MALAYSIA 123 Yew Foo Keong, Dr SQEM Consultants & Advisers MALAYSIA 124 Zainuddin bin Mohd Ariff Forestry Department Pahang MALAYSIA
SECRETARIAT 125 Alastair Sarre ITTO JAPAN 126 Allain, J-P CIAP THAILAND 127 Amha Buang, Hj ITTO JAPAN 128 Ashim Jamarun Forestry Department Peninsular Malaysia MALAYSIA 129 Azlin Mohd Forestry Department Peninsular Malaysia MALAYSIA 130 Azman A. Rahman Forestry Department Peninsular Malaysia MALAYSIA 131 Azmi Nordin Forestry Department Peninsular Malaysia MALAYSIA 132 Catherine Pouget CIAP THAILAND 133 Charas Mayura ITTO JAPAN 134 D. Zulkifli Tokiman Forestry Department Peninsular Malaysia MALAYSIA 135 Freezailah Che Yeom, Dato' Dr Forestry Department Peninsular Malaysia MALAYSIA 136 Griffin Akeng Forestry Department Peninsular Malaysia MALAYSIA 137 Haridyn Hanti, Ms Forestry Department Peninsular Malaysia MALAYSIA 348 Sustainable Management of Tropical Forests – Private Sector Experiences
138 Hasnan Zahedi Ahmad Zakaria Forestry Department Peninsular Malaysia MALAYSIA 139 Jalil Md. Som, Hj Forestry Department Peninsular Malaysia MALAYSIA 140 Jamallullail Abdul Wahab Forestry Department Peninsular Malaysia MALAYSIA 141 Kamal Sadin Forestry Department Peninsular Malaysia MALAYSIA 142 Kamaruzaman Ali Budin, Hj Forestry Department Peninsular Malaysia MALAYSIA 143 Laurence Bastit CIAP THAILAND 144 Lim Kee Leng Forestry Department Peninsular Malaysia MALAYSIA 145 Luigi Luccarelli CIAP THAILAND 146 Manoel Sobral Filho, Dr ITTO JAPAN 147 Manuel Pastor CIAP THAILAND 148 Mariatul Qiptiah Md. Sah Forestry Department Peninsular Malaysia MALAYSIA 149 Masuri Hj. Abd. Manan, Hj Forestry Department Peninsular Malaysia MALAYSIA 150 Mazlan Hashim Forestry Department Peninsular Malaysia MALAYSIA 151 Mohd Amir Mushiy Ismail Forestry Department Peninsular Malaysia MALAYSIA 152 Mohd Basri Hamzah Forestry Department Peninsular Malaysia MALAYSIA 153 Nazir Khan Nizam Khan, Hj Forestry Department Peninsular Malaysia MALAYSIA 154 Nor Laila Subari, Ms Forestry Department Peninsular Malaysia MALAYSIA 155 Othman Deris Forestry Department Peninsular Malaysia MALAYSIA 156 Ramlee Ahmad Forestry Department Peninsular Malaysia MALAYSIA 157 Razani Ujang Forestry Department Peninsular Malaysia MALAYSIA 158 Rulhafizam Zakaria Forestry Department Peninsular Malaysia MALAYSIA 159 Shaharuddin Mohamad Ismail, Dato' Forestry Department Peninsular Malaysia MALAYSIA 160 Siti Dessyma Isnani, Ms Forestry Department Peninsular Malaysia MALAYSIA 161 Suffian Anuar Forestry Department Peninsular Malaysia MALAYSIA 162 Thai See Kiam Forestry Department Peninsular Malaysia MALAYSIA 163 Tuan Marina Tuan Ibrahim, Ms Forestry Department Peninsular Malaysia MALAYSIA 164 Yap Yee Hwai Forestry Department Peninsular Malaysia MALAYSIA 165 Zulnaidah Manan, Ms Forestry Department Peninsular Malaysia MALAYSIA