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The government’s focus on skills, education reform, planning improvements, and support for manufacturing SMEs and green industries also offers potential benefits for our sector. While tangible impacts are yet to be seen, the BWF remains committed to advocating for our sector by fostering relationships with policymakers and collaborating with industry partners. Since the launch of the Timber in Construction Roadmap (TiC) by Defra, the BWF has been playing a leading role, particularly in driving skills development to support the effort aimed at increasing the safe use of timber and advancing the net- zero agenda.


In 2025, as we align our Build It Better


with Wood campaign with the TiC roadmap, we aim to promote timber as the material of choice while highlighting the expertise and innovation of our profession. Workforce shortages remain a critical issue, with the construction industry needing over 250,000 additional workers by 2028 to meet housing demand and retrofit existing building stock. Added to this, the Building Safety Act has heightened the focus on competence, emphasising the skills, knowledge, experience, and behaviours (SKEB) required for building work. Throughout the next 12 months the


BWF will continue addressing these demands through initiatives like the National Occupational Standards (NOS) reviews, competency frameworks, and increased apprenticeship opportunities. Events such as National Apprenticeship Week and our BWF Member Awards also showcase the exceptional talent within our sector, inspiring the next generation of professionals into woodworking and joinery. 2025 will be a key year for BWF for providing advice and guidance for BWF members and the broader construction industry to navigate regulatory change. From transitioning to European standards for timber fire doors to ongoing government consultations, we continue to make inroads to relevant stakeholders to voice the views of BWF members. Meanwhile, BWF member services such as our technical helpline, monthly webinars, and in-person meetings ensure that members are informed and supported through any changes. As we look ahead to 2025, our industry faces both challenges and exciting opportunities. We are a resilient, strong and adaptable profession, and together, we are ready to tackle what the year holds to help us build an even stronger future for the woodworking and joinery industry. ■


building was expected, but tight resources suggest a focus on staffing existing infrastructure, such as the NHS, over new construction. One encouraging policy is the government’s plan to build 1.5 million new homes over five years.


Supply challenges persist, especially in the US, where sawn hardwood production has plummeted from a peak of 15 billion board feet annually to below 5 billion in 2024. This is partly due to reduced demand from China, a key export market, leaving no surplus timber available for immediate purchase.


The way forward lies in innovation and product differentiation. Engineered hardwood products, such as finger-jointed scantlings, are gaining traction in the UK, aligning with broader European acceptance. These products deliver consistent quality and higher yields, tailored to customer specifications. Instead of selling based on species, the focus is shifting toward yield, end-use applications and technical specifications.


James Angel


Danzer UK managing director


The hardwood sector anticipates a tough trading environment in Q1 and Q2 of 2025. This is largely driven by geopolitical factors dampening consumer confidence. Additionally, the construction industry remains sluggish. Last year, the industry experienced several significant setbacks, including the collapse of ISG, with some builders now resorting to selling properties to fund future house builds.


Rising long-term borrowing costs are also impacting the market. Historically, such increases strengthened the currency, but the pound has declined from US$1.26 to US$1.22 [at time of writing], reflecting uncertainty about the UK economy. Compounding this, households are coming off fixed mortgage rates, leading to higher monthly payments and reduced spending on home improvement and DIY projects. The negative economic outlook from government and organisations such as the CBI has further eroded confidence. While managing expectations is necessary, overly pessimistic messaging can harm sentiment. The high-end market, such as luxury marine and building developments, remains resilient, with businesses reporting strong order books for 2025. Similarly, kitchen manufacturers are seeing strong demand at both the premium and budget ends. However, the middle of the market is under significant pressure.


The sector is also re-evaluating assumptions about a Labour government. Traditionally, increased public sector


Engineered and technical veneers are also driving growth. Products like the Danzer Vinterio range, which is made from hardwood lumber components and exhibits a solid, plank-effect appearance, and the rift-type Danzer Linea veneer, which maintains the integrity of specific species without bleaching or colouring, are appealing to customers. These products offer advantages such as cost predictability, consistent availability, and enhanced yield. Additionally, the success of 3D veneers, capable of forming around compound curves, aligns with architectural and design trends favouring complex shapes. Exploring lesser-known hardwood species also presents opportunities. Although adoption has been slow in the conservative UK market, these species gain traction when traditional options, such as iroko, become harder to source. Adapting to technological changes is critical, with some customers now conducting up to 60% of their business via digital means. Danzer UK has also brought in fresh talent to introduce new ideas and drive innovation.


The push for return to office-based work is another potential growth area, as it could drive investment in office refurbishments and fit-outs. Finally, despite the expected challenges in the first half of the year, there is growing optimism for broader market improvements in the latter half of 2025. ■


While managing expectations is


necessary, overly pessimistic messaging can harm sentiment


www.ttjonline.com | January/February 2025 | TTJ


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