The issue of competitiveness factors is a vast one. Roughly 15 years ago, our dollar was worth 85¢ and the pork industry was doing well.
I took care to mention that, when our currency was at only 68¢, we neglected productivity issues. That additional advantage enabled us to exploit those major competitiveness factors, in both the processing and production sectors.
During that time, we witnessed major changes in the United States. They started producing high-quality meat. Before, they produced kilos, which was convenient for them. They converted vegetable protein into animal protein, and they took off. The Americans are increasingly producing pork year-round, a phenomenon that we see in Quebec and Canada. There's been a change in attitude in the United States. The quality of their pork has improved, which makes us a little less competitive, despite the fact that we've always had — and still have — a very good product. Whatever the case may be, the gap between us and our competitors has shrunk.
U.S. producers have used a more productive model, one with much larger units. By that, I don't mean that we're not productive. Western Canada can operate differently from eastern Canada, which has highly understandable environmental constraints. Eastern producers have developed much heavier hogs than ours, between 97 and 101 kg per carcass. Last year, in Quebec, the weight was 86 kg. We've made certain changes, which has brought that weight up to 92 kg. To give you an idea, one kilogram of difference in a carcass is equivalent to a 50¢ loss of productivity for the slaughterhouse. That's an extremely important factor.
Another competitivenes factor is the size of facilities. A 10,000-hog operation can't achieve the same economies of scale as a 90,000-hog operation.
In Canada, even though our labour costs are competitive, our collective agreements are generally tougher than those in the Untied States. I'm not talking about the illegal workers who run the U.S. plants, which is not the case here in Canada.
As a result of this set of factors, we don't operate within the same parameters. The difficulty isn't so much the level of competition that we can't reach; it's moving from a 68¢ to a 93¢ dollar. The value is currently between 87¢ and 88¢. What will the dollar be worth next year? Some predict it will be 92¢, while others predict it will fall to 84¢. At 85¢, we'd already be breathing more easily.
The industry was required to move faster than it could, which knocked it off balance. We can reach the level of competitiveness of the Americans. Even though we maintained the status quo for too long, we can get there. We have to give ourselves the time to review our operating methods together.
In some regions of Canada, production is mature and the size of production operations is smaller. We'll have to show some imagination for producers and processors to work in close cooperation and more efficiently than they are now. They could become partners and try to create value-added.
If a given farm has needs that generate additional costs, they won't be interested in responding if they aren't compensated accordingly. The issue of cost sharing isn't clear. We have to establish partnerships in which we should share risks. We believe that's possible. We suggested the idea to producers in Manitoba, which resulted in a new partnership.
Currently, producers in western Alberta are examining the matter with us, and we've begun talks. In Quebec, we'll see where that leads.
We think we can bring the production and processing functions closer together in order to create value in Canada.