coastal vision document
Post on 10-Apr-2018
225 Views
Preview:
TRANSCRIPT
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 1/20
Embracing a new visionREBUILDING BC’S COASTAL FOREST INDUSTRY
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 2/20
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 3/20
BC COASTAL FORESTS
BC’s Coastal forest region consists
of 20 million hectares of the most
productive forest land in Canada.
CONTENTS
A Time for Vision, A Time for Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Beyond the Myths: The Reality Facing the Coastal Forest Industry . . . . . . . . . . . . . . . . . . . . 4
What Could the Industry Look Like – The Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Final Thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Embracing a new vision – Rebuilding BC’s coastal forest industry 1
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 4/20
A Time for Vision, A Time for Action
ONE OF BC’
S PRIME ECONOMICGENERATORS IS IN A FIGHT FORITS VERY SURVIVAL
The BC Coastal forest industry contributes about $4 billion in wages and benefits to workers and families and more than $2 billion in tax revenue to various levels of government.But few people realize the industry is in a steady downward spiral that began more than 15 years ago.
The most recent wave
of layoffs in logging
and sawmills is a
symptom of a structural
problem that is not
easily solved. The
challenges are many
and complex. The
highest costs in the
world. Unreasonable
trade barriers. Restrictive operating
regulations. Rapidly changing market
characteristics. Continually evolving
customer and consumer expectations.
Outdated and excess equipment and mills.Increasingly aggressive foreign competition.
Any one of these would be an economic
blow for any industry.
To be sure, some progress has already been
made to reposition products, like hemlock
in Japan, and to reduce costs. But the
softwood lumber duties and the rising value
of the Canadian dollar have more than
offset our progress. And, our competition
has not stood still.
As leaders of three large Coastal forest
companies, we believe the industry needs
a vision that addresses the real issues not
only to survive, but
to thrive.
This document does not
presume to have all theanswers. Rather, it is
about formulating
a new beginning. It is
an attempt to paint a
picture of what the
industry could look like
in 10 years – if all
parties take collective
action now.
2 Embracing a new vision – Rebuilding BC’s coastal f orest industry
“Most importantly, stakeholders
in the forest industry must
recognize that its present
structure is not sustainable and
that fundamental changes, even
painful ones, must be made. They
must be ready and
willing to accept change, to share
the burden of change, and to
cooperate in bringing it about.”
DR. PETER PEARSE, 200 1
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 5/20
Active involvement from other Coastal
forest companies, our workers, the IWA,
contractors, First Nations and communities
is critical to strengthen and transform these
ideas into reality. The BC government – as
landlord and regulator – has a key role to
play in creating an environment that allows
this vision to be achieved.
Indeed, the BC public – as owner of 95%
of the resource – has the most to gain in
the revitalization of the
Coastal industry.
Above all, we believe it
is possible to rebuild theindustry. We also
believe the vision
presented in this
document is both
realistic and achievable.
We know from other
industries that dramatic
structural changes can
renew a sector. Our
workforce – highly
skilled and experienced
– is one of our
industry’s greatest
assets. With the support
and partnership of our
workers and their
unions – particularly the IWA – we believe
the Coastal forest industry can succeed
in making this kind of change.
By working together, we can create
■ Enhanced stability and more prosperity
in Coastal communities
■ New job opportunities for our children
and future generations
■ Greater and more stable financial returns
to the people of British Columbia
■ Renewed pride in a province built on an
industry that nurtures a sustainable and
renewable resource
The employees, families
and communities who
depend on the
industry’s viability
require all of us to
come together now to
take decisive action.
Alternatively, without
a concerted and
cooperative effort, the
industry and the way of
life it supports
will continue to decline.
Embracing a new vision – Rebuilding BC’s coastal forest industry 3
WHAT THE COASTAL FOREST
INDUSTRY MEANS TO
BRITISH COLUMBIANS
■ It provides almost 100,000 direct
and indirect BC jobs
■ It supports more communities
than all other business sectors
combined
■ It provides enough taxes to
account for one of every five
dollars spent on health care in BC
or enough to pay for the
education of almost 300,000
children from Kindergarten
through Grade 12, every year
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 6/20
Beyond the MythsTHE REALITY FACING THECOASTAL FOREST INDUSTRY
It’s easy to blame softwood lumber duties for the problems facing the Coastal forest industry. But the truth is,the current crisis has been more than 15 years in the making. There are at least 23,000 fewer people working in the industry today than in the 1980s.Harvest levels, profitability and capital investment continue to decline.
It doesn’t have to be this way. We can turn
the industry around. The first step is to dispel
the myths that hold back needed change. By
facing the facts, we can recast the future of
the industry and create new opportunities.
FACT #1: BC HAS TWO SEPARATEAND UNIQUE FOREST SECTORS,COAST AND INTERIOR
From the species and size of trees, to the
types of mills, products and markets, theCoast and Interior forest sectors are vastly
different. Average products from the Coast
typically sell for almost twice the price of
lumber produced by Interior sawmills. But
costs on the Coast are more than double
those of the Interior. The bottom line is the
Coast and Interior are two unique
industries, with equally unique challenges
and needs.
FACT #2: THE WORLD IS AWASHIN WOOD
The dramatic increase in competition from
other regions and non-wood substitutes
means that our customers have more choice
than ever before. Just 15 years ago, only six
regions of the world supplied Japan with
wood products. Today more than 100
regions compete for its business. NewEuropean competitors captured $800 million
in annual sales to Japan from Coastal
producers in the last five years alone. The
Coast is also losing ground in other key
markets – lumber shipments to the United
States and Europe declined by 40% and
75% , respectively, in the last 15 years.
4 Embracing a new vision – Rebuilding BC’s coastal f orest industry
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 7/20
FACT #3: THE PROBLEM ISSTRUCTURAL, NOT CYCLICAL
Prices go up and down and marketsfluctuate. But the problems facing the
industry have more to do with high costs,
uncertainty about land use – both land
claims and access – and changing market
dynamics. These are structural problems
that must be addressed if the Coastal
industry is to have a viable future.
FACT #4: OUR HIGH-QUALITYWOOD NO LONGER PROVIDESA COMPETITIVE ADVANTAGE
BC’s Coastal forests produce some of the
strongest and most beautiful wood in theworld. For years our customers paid a
premium for appearance-grade Coastal
wood products. But they are no longer
willing to pay the traditional premiums
because our competitors are now using
technology to turn inferior wood into
high-quality products that compete directly
with Coastal products. Our products are also
facing more competition from non-wood
alternatives, including plastic, cement and
composite wood products. In fact, our most
abundant species, hemlock, has lost 50% of
its primary market in recent years.
FACT #5: A RISING DOLLAR HURTSTHE FOREST INDUSTRY
Canadian exporters have benefited for years
from the low value of the Canadian dollar
relative to the US dollar. The majority ofproducts shipped offshore or into the
United States is sold in US dollars. So the
rise of the Canadian dollar, from 63 cents at
the end of last year to more than 73 cents,
means that we actually receive less money
for our export products today than we did
last year. This has cost Coastal forest
companies millions of dollars in revenue and
cash flow that would otherwise be used to
support operations.
Embracing a new vision – Rebuilding BC’s coastal forest industry 5
87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02
BC Coast Lumber Shipments On The Decline1987 – 2002 (Millions FBM)
5500
5000
4500
4000
3500
3000
2500
2000
1500
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 8/20
The Hemlock Challenge
Six out of 10 trees on the Coast are hemlock.So as the fortunes of hemlock go, so goes
the state of the Coastal forest industry.
Hemlock’s abundance, beauty, strength and
versatility helped fuel exports to Japan to
just over one billion board feet in 1995.
Unfortunately, that same year, the Kobe
earthquake destroyed thousands of homes
and Japan’s passion for unseasoned or
“
green”
hemlock products.
Prior to the earthquake, the trend towards
kiln-dried lumber was already evident.
Increased competit ion, particularly from
Scandinavia and Western Europe, provided
Japan with alternatives that took market
share away from Coastal producers.
6 Embracing a new vision – Rebuilding BC’s coastal f orest industry
HIGH COSTS ANDTHE SPIRAL OF DECLINE
The Coastal industry has the highest
costs of any region in the world because■ Labour costs are significantly higher
than in any other jurisdiction in
North America
■ Difficult terrain increases the
complexity and cost of logging
■ Past government policies have
traditionally hindered the natural
rationalization of operations and, in
the 1990s, new regulatory costs and
higher stumpage rates were imposed
■ The lack of capital reinvestment has
resulted in obsolete and inefficient
operations
The high cost structure has undermined
the region’s competit ive position as
prices continue to decline in the
global marketplace.
This has led to a downward spiral oflost market share, reduced operations
and low profitability. With inadequate
profitability, companies do not
generate the cash needed for
ongoing reinvestment, research and
development, and marketing. It also
makes it more difficult to access the
capital required for major projects such
as the construction of new mills.
The downward spiral also leads to
significant job losses, reduced work
hours, community instability and,
ultimately, less revenue to government.
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 9/20
The Coastal industry was slow to recognizeand adapt to these changes. As the industry
struggled to catch up by investing in kiln-drying
technology and new products, other
challenges mounted
■ The Japanese economy entered a major
recession in 1997, which reduced housing
starts by 40%
■ Supply from Europe, Russia and other
regions – supported by currency
advantages – siphoned away additional
market share from Coastal producers
The loss of market share in Japan
exacerbated the Coast ’s loss of market share
in the US and Europe that had occurred
because of trade restrictions and high costs
in the 1980s and early part of the 1990s.
As a result, the average value of hemlock
products shipped to world markets hasdeclined from $857 per thousand board
feet in 1995 to $630 per thousand board
feet in 2002 – a drop of 26%. This, in turn,
has put downward pressure on hemlock log
prices, which dropped from an average of
$114 per cubic meter in 1995 to $68 per
cubic meter in 2002.
Log prices have fallen even further in 2003
– to $56 per cubic meter – reflecting thecurrent weak state of the markets. With the
average cost of harvesting on public lands
on the Coast currently in the range of $100
per cubic meter, hemlock is being harvested
at a significant loss.
Embracing a new vision – Rebuilding BC’s coastal forest industry 7
95
95 96 97 98 99 00 01 02
96 97 98 99 00 01 02
Average Annual Value of Hemlock Lumber($/mfbm)
Average Annual Value of Hemlock Logs($/m3)
$900
$850
$800
$750
$700
$650
$600
$120
$110
$100
$90
$80
$70
$60
$50
Average Hemlock Value $/mfbm
Source: Statistics Canada
Average Hemlock Log Value $/m3
Source: Vancouver Log M arket
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 10/20
What the IndustryCould Look Like –Our VisionWe can and will reverse the Coast’s decline. But it will not be easy and it wi ll come wi th some short-term pain.
Between $750 mil li on and $1 bil l ion in new capital investment will be required over the next 10 years. No one should underestimate the challenge involved in raising this amount of money. We must also invest in and aggressively market new wood products.
Our vision for the future of BC’s Coastal
forest industry is founded on a safe,
environmentally sustainable and profitableindustry. Achieving the vision means
generating new investment, creating
new wealth and building secure, stable
communities, now and for future generations.
It means building an international
reputation for environmental leadership
and world-class safety performance. It
means state-of-the-art mills that pay the
market price for every log. It means open
access for new industry players, big and
small, and new partnerships with First
Nations. It means being the supplier of
choice worldwide with more specialty,
value-added products and fewer commodity
products. It means cutting the full
sustainable harvest. It means more revenue
for government and more full-time jobs. It
means forest policies that benefit British
Columbians first and foremost.
And, importantly, it means that children
growing up in BC will know there is a
strong future for those who work in the
Coastal forest industry.
To make this vision a reality, we are
prepared to make commitments based
on our individual circumstances – such as
where and how we operate – to accelerate
the transition and to assist affected workers.
But we cannot do it alone. Other
participants in the industry must deliver
if we are to succeed.
Together, we have to address the real issues
■ Conflicts over access to the resource
■ High costs
■ Low product values and poor market
positioning■ Perceptions about the long-term future
of the industry
Now more than ever, collective and
cooperative action is needed. Everyone can
win, but tough choices need to be made.
8 Embracing a new vision – Rebuilding BC’s coastal f orest industry
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 11/20
#1 VISION: WORLD-CLASS MILLS
The industry of the future will break the
cycle of “no profit , no investment, no
modernization, no future.” It will be globally
cost-competitive and create more valuefrom every log. Efficient mills will mean
logs harvested in BC, stay in BC. Improved
financial returns will provide the funds
to keep pace with changing market
circumstances and for ongoing reinvestment
in new technology. The industry of the
future will have fewer primary mills, but
they will be world-class mills and will run
24 hours a day, 7 days a week. They will
extract the highest value from each log. In
10 years, there will be four to six new small
log mills on the Coast. As well, a revitalized
Coastal industry will help to secure the needs
of the pulp and paper sector and leverage
additional investment in those facilities.
OUR COMMITMENT: WE WILLUPGRADE EXISTING MILLS AND BUILDNEW ONES
■ We will retool existing mills that have the
potential to be competitive in the new
Coastal industry.
■ We will build or encourage investment in
new, technologically advanced sawmills to
process the growing supply of smaller
second-growth logs.
#2 VISION: A VIBRANT, GROWING,VALUE-ADDED INDUSTRY
Renewed profitability will enable
reinvestment in new technology and the
growth of a vibrant remanufacturing sector.BC Coastal woods such as hemlock,
fir, cedar, spruce, alder and maple are
exceptionally beautiful and versatile. They
are prized worldwide for their appearance
and durability. We envision a Coastal
industry in which they are processed in BC
by local craftsmen and by a globally
competitive, value-focused manufacturing
industry. New investments in dry kilns and
secondary manufacturing will help to
reposition Coastal forest products in the
marketplace. It will also increase the
employment and economic opportunities
for the next generation of Coastal workers
and communities.
Embracing a new vision – Rebuilding BC’s coastal forest industry 9
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 12/20
OUR COMMITMENT: WE WILLENCOURAGE AND INVEST INSECONDARY MANUFACTURING
■ We will double the volume of lumber that
is remanufactured into specialty productswithin 10 years.
■ We will encourage further development
of the Coast’s value-added sector
through direct investments, joint ventures
or partnerships.
#3 VISION: BRAND-NAME PRODUCTSAND EXPANDED MARKETS
The industry of the future will be recognized
for brand-name products that feature the
unique attributes of Coastal wood. BC
hemlock, Douglas fir and western red cedar
will be names of choice. These products will
sell in every corner of the world. Along with
our traditional markets, emerging markets
such as China and India – with their growing
middle classes – will be the destination for
more Coastal wood products. Exports of
Coastal forest products will grow from $2.5billion today to $4 billion in 2013.
OUR COMMITMENT: WE WILL INVESTIN R&D, PRODUCT PROMOTION ANDMARKET DEVELOPMENT
■ We will double our investment in product
development and promotion, including
branding hemlock and other major
Coastal species as products of choice.
■ We will invest in recapturing market sharein North America, Europe and Japan.
■ We will invest in growing our market
share in the world’s emerging markets,
including China and India.
#4 VISION: RESPECTED WORLDWIDEFOR ENVIRONMENTAL LEADERSHIP
The industry of the future will continue
to meet the high environmental standards
demanded by our customers and BC citizens.
The Coastal industry will be a global leader
in environmental management through the
application of science-based principles,
collaborative approaches, sustainable forest
practices and independent, third-partycertification. Environmental integrity is a
hallmark that will ensure the environmental,
social and economic viability of our forests.
10 Embracing a new vision – Rebuilding BC’s coastal f orest industry
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 13/20
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 14/20
#6 VISION: WORLD-CLASS SAFETYPERFORMANCE
The industry of the future will be one where
no one gets hurt and no one gets killed.
All workers will go home safely, all the time.
We will have a culture that no longer
accepts that accidents are a part of the
business. Everyone will believe that all
accidents are preventable. Everyone will putworking safely first, all the time.
OUR COMMITMENT: WE WILL COMMITTO AND FUND PROGRAMS TOENHANCE SAFETY AWARENESS ANDPERFORMANCE
■ We will work towards the elimination of
fatalities and to achieving a Medical
Incident Rate (MIR) of less than one.
■ We will ensure that contractors andothers we work with have the same focus
and accountability on safety performance.
#7 VISION: MORE FULL-TIME,STABLE JOBS
The industry of the future will enhance
community stability by providing more
full-t ime, family-supporting jobs. There isthe potential to create more than 5,000
new full-time jobs in the solid wood
sector, including positions in silviculture,
logging, sawmilling, product development,
value-added remanufacturing, marketing
and transportation by 2013. The
relationship between the IWA and industry
will be redefined to recognize the mutual
importance of workers’ contributions and
companies’ need for profitability.
OUR COMMITMENT: WE WILL WORKWITH WORKERS AND THEIR UNIONTO MODERNIZE THE LABOURAGREEMENT, LOWER COSTS ANDREBUILD THE INDUSTRY
■ We will work to achieve a collective
agreement that is modern, flexible, free
from restrictive work practices and one
that ensures employees do well when
companies do well.
■ We will work with the IWA to reduce
labour costs to bring them in line with
costs in other North American regions.
There are significant savings to be made
through improved productivity, eliminating
“pay for time not worked” provisions, and
implementing more flexible work practices.
■ We will negotiate a separate collectiveagreement for value-added facilit ies that
improves the competitiveness of existing
operations and encourages investment in
new facilities.
12 Embracing a new vision – Rebuilding BC’s coastal f orest industry
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 15/20
#8 VISION: WORKERS LEAVING THEINDUSTRY ARE TREATED WITHDIGNITY AND RESPECT
In the short-term, transforming the industry
will mean fewer jobs. A successful transitionwill assist people leaving the industry as
they move into retirement or pursue other
opportunit ies. Significant funding will be
required to provide a sound social safety net
for affected workers.
OUR COMMITMENT: WE WILL HELPFUND TRANSITION AND MITIGATIONPROGRAMS FOR DISPLACED WORKERS
■ We will invest a portion of the
compensation we receive from the
government’s tenure take-back to ensure
people leaving the industry are treated
with dignity and respect as they move into
retirement or pursue other opportunities.
■ We will work with the provincial
government and the IWA to attract
additional funding to assist our workers in
the transition.■ We will create opportunities for younger
workers by assisting older workers to
bridge to retirement.
#9 VISION: MORE OPPORTUNITIES FORSMALL BUSINESSES
A healthy forest industry in the future will
reward entrepreneurial init iative in Coastal
communities. There will be moreopportunit ies for independent contractors
and small businesses. Partnerships between
large integrated forest companies and
smaller, community-based contractors will
be more important as we move to a more
market-based system.
Embracing a new vision – Rebuilding BC’s coastal f orest industry 13
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 16/20
OUR COMMITMENT: WE WILLENCOURAGE INNOVATIVEARRANGEMENTS WITH COMMUNITY-BASED FORESTRY AND LOGGINGCONTRACTORS
■ We will encourage the government and
the contractor community to further
pursue the modernization of contractor
legislation to ensure it is market-based.
■ We will encourage new and innovative
relationships with the most efficient
community-based contractors.
■ We will provide financial assistance to
support the rationalization of contractor
operations.
#10 VISION: FOREST POLICIES THATBENEFIT ALL BRITISH COLUMBIANS
The BC government has brought forward
the most substantive and innovative policy
reforms in half a century. The successful
implementation of the provincial
government’s forest policy reforms should
accelerate the recovery of the industry and,
in turn, the provincial economy. A healthy
industry will provide more revenue to
government and protect funding for health
care, education and other social programs.
The BC government will have completed
the 20% tenure take-back f rom licensees,
giving First Nations, communities and
small businesses a larger role in managing
the forests.
OUR COMMITMENT: WE WILL SUPPORTTHE IMPLEMENTATION OFGOVERNMENT POLICY REFORM
■ We will work with government to identify
and complete negotiations for one-quarter
of the tenure take-back under consideration
by the end of 2003, with the balance fully
complete by the end of 2004.
■ We will work with government to
implement a fair and equitablemarket-based stumpage system.
■ We will work with other forest licensees
to create more logical management units
and to lower harvesting costs.
14 Embracing a new vision – Rebuilding BC’s coastal f orest industry
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 17/20
USING BC’S STRENGTHS TOCOMPETE INTERNATIONALLY
The BC Coast has some of the world’s
most desirable softwood and hardwood
timber – a tremendous base for
competing internationally.
We need to bolster these natural
strengths through increased marketing
and product development. Better
marketing means anticipating the future
needs of our
customers. It means
working with each
customer to see
how Coastal wood
products can be
adapted to respond
better to the
changes taking
place in their
business.
For example, the
Coastal industry is aggressively
repositioning hemlock in the
marketplace, starting w ith making
significant investments in advanced
kiln-drying technology. On the
marketing side, the Zairai Lumber
Partnership, a consortium sponsored by
the federal and provincial governments
and five Coastal lumber producers, isusing research and promotion to ensure
Japanese builders are informed about
the superior performance and unique
attributes of Coastal species (see insert).
Recently, the Coastal industry launched
the E-120 Grade, which is lumber
manufactured to a new standarddesigned to meet the specific needs of
Japanese building codes.
Coastal companies are also marketing
Coastal species as alternatives to other
products for doors, windows, staircase
components, moulding, panelling,
siding, f looring,
ladders and similar
joinery andarchitectural
millwork items.
Embracing a new vision – Rebuilding BC’s coastal f orest industry 15
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 18/20
Final ThoughtsIn recent years the Coastal forest industr y has been str uggling to deal wi th changes in the global economy. And,while some progress has been made,people continue to hold onto the past – unwilling to face the reality that the industry cannot survive on its present
course.
There are numerous aspects of our external
environment beyond our control – such as
the Canadian dollar, new competitors and
the softwood lumber dispute. But there are
critical factors fully within the control of
industry, labour, government and
contractors that we can change.
The keys to revitalizing the Coastal industry
are repositioning our products, reducing
costs and achieving certainty over land use.
Achieving these goals requires the
modernization of our labour agreements,
the implementation of policy reform, capital
investment and the belief that the industry
can be revitalized.
The BC government ’s policy reforms can
provide the foundation for rebuilding our
competitiveness and attracting capital
investment.
However, what is clear is that no single
party can turn things around on its own.Now more than ever, collective and
cooperative action is needed to accelerate
positive change.
We are not prepared to sit idly by and
watch the continued decline of one of BC’s
key industries. For its part, industry has a
significant responsibility, which our three
companies are embracing.
This document has detailed the actions we
are committed to undertake in the months
and years ahead if others are willing to join
with us in charting a path towards creating
a new and vibrant Coastal forest industry
that benefits all British Columbians.
16 Embracing a new vision – Rebuilding BC’s coastal f orest industry
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 19/20
8/8/2019 Coastal Vision Document
http://slidepdf.com/reader/full/coastal-vision-document 20/20
top related