Strategic Directions for Strengthening Sustainability of Forestry Workforce

Today in many countries and regions, forestry sector deals with a considerable shortage of forestry workers and faces the serious challenge of ensuring a qualified and sustainable workforce. Current global processes and structural changes, such as emigration from rural areas, aging of the population, unfavorable age structure of existing employees, negative demographic trends (migrations, decline in birth rate, negative natural increase, etc.), lack of interest in the so-called 3D (dirty, dangerous and demeaning) jobs, low cost of labor and others, significantly contribute to such an adverse situation. Additionally, forestry work, especially wood harvesting, represents a very risky, professionally highly demanding and physically extremely intensive activity, which is regularly classified as one of the most dangerous occupations with a high proportion of serious injuries, fatalities and occupational diseases. For these reasons, the forestry profession is considered unattractive, and the job of a forestry worker undesirable. All of this makes finding the people interested in these jobs very difficult, and the task of ensuring the necessary workforce for all regular activities in sustainable forest management becomes very hard. In this paper, based on the surveys carried out in the Federation of Bosnia and Herzegovina (FB&H), i.e. evaluation of forestry workforce sustainability factors, and on the study of available strategic documents, policies and case studies, strategic directions aimed at strengthening the sustainability of forestry workforce were elaborated. The sustainability factors were observed in three categories related to: a) stronger recruiting in forestry, b) more successful retention of forestry workers, and c) higher work commitment of forestry workers. Established rankings, together with other findings, were used to define four separate strategic directions: (1) Direct financial strategy, which emphasizes direct monetary payments to workers and is oriented towards labor productivity, (2) Indirect financial strategy, which focuses more on providing indirect material gains to workers and the quality of performed work, (3) Educational strategy, aimed at the education and training of workers, and (4) Technical-technological strategy, aimed at increasing the mechanization in forest operations thus reducing the demand for labor. The paper elaborates the basic starting points and main characteristics (priorities, measures and activities, stakeholders, responsible authorities, etc.) of each strategic direction considering the possibility and conditions of their implementation in national forestry sector. The objective of the paper is to raise the required awareness of the forestry workforce issues, its position and status, and also to provide foundations for enhancing the attractiveness of forestry work and improving the overall sustainability of the forestry workforce. The results of the study point out the critical issues and provide valuable insights that can help in formulating effective policies and strategies for the future.