Archive for Dairy Farmers of Canada

Jacques Lefebvre Exits Dairy Farmers of Canada After Transformative Seven-Year Tenure

DFC CEO exits after seven transformative years—industry veteran steps in as interim leader during critical period for Canadian dairy.

Dairy Farmers of Canada, Jacques Lefebvre departure, Canadian dairy leadership, Lucie Bérubé interim CEO, dairy industry news

In a surprising move that’s sending ripples through Canada’s dairy industry, Jacques Lefebvre has stepped down as CEO of Dairy Farmers of Canada after seven years. Lucie Bérubé, a 15-year industry veteran, immediately reins as Interim CEO.

The End of an Era: Lefebvre’s Sudden Departure Marks Major Transition

Dairy Farmers of Canada (DFC) announced today that Jacques Lefebvre has left his position as Chief Executive Officer, effective immediately. The April 24th announcement from Ottawa comes after Lefebvre spent seven years steering the organization through some of the most challenging periods in Canadian dairy history.

Lefebvre’s departure marks the end of a significant chapter for DFC. Having joined the organization in January 2018, he brought extensive leadership experience and deep industry knowledge from his previous role as President and CEO of the Dairy Processors Association of Canada (DPAC). This unique background positioned him as a bridge-builder between producers and processors – segments that don’t always see eye-to-eye but must work together for the industry’s survival.

“Jacques has played a significant role in dairy, having held leadership roles within both the processor and producer organizations,” the DFC board noted in their statement. “For over a decade, his knowledge and passion for this industry has been evident and highly regarded. His presence will be missed.”

Navigating Turbulent Waters: Lefebvre’s Legacy at DFC

During his tenure, Lefebvre guided DFC through several critical challenges, including implementing the Canada-United States-Mexico Agreement (CUSMA), significantly impacting Canadian dairy market access. The trade deal was particularly contentious, with dairy organizations claiming the government misled them regarding implementation timing.

Under Lefebvre’s leadership, DFC maintained strong advocacy efforts against these market access concessions. In 2020, he noted, “Our government was first out of the gate to notify the other parties that it was ready to implement CUSMA. The dairy sector was informed at the last minute.” This tough stance on protecting Canadian dairy interests became a hallmark of his time at DFC.

Beyond policy battles, Lefebvre also revolutionized DFC’s internal operations, particularly during the COVID-19 pandemic. He implemented a people-first approach that became foundational to the organization’s operational philosophy.

“During the pandemic, we had regular touchpoints with employees. I recorded video messages and sent them out every few weeks to update staff and see how they were doing,” Lefebvre said in a recent interview. “It was part of a deliberate strategy to put the well-being of our employees at the center of our priorities.”

Building a Culture of Development and Growth

What truly set Lefebvre apart was his understanding that DFC’s greatest assets were its people. Unlike organizations that produce physical products, DFC’s value comes through advocacy, policy work, and marketing services, all driven by human talent.

“We don’t produce products like cars at DFC. We offer advocacy, policy, and marketing services to our members. That value is not derived by machinery, but by people, so we need to support our team,” Lefebvre explained in a March 2025 interview.

This people-focused approach led to enhanced professional development initiatives, flexible work arrangements, and comprehensive wellness programs. These practices helped DFC maintain productivity and staff loyalty through challenging times, setting a benchmark for organizational management in the agricultural sector.

Bérubé Steps In: Experienced Hand Takes the Wheel

As DFC navigates this transition, the Board has appointed Lucie Bérubé as Interim Chief Executive Officer. With an MBA and 15 years of experience across the dairy sector’s production and processing sides, Bérubé brings substantial industry knowledge.

Her eight-year history with DFC includes positions ranging from Assistant Director for Nutrition Quebec and Interim Director of Marketing to her most recent role as Chief Operation Officer leading Business Development. This progression through the organization gives her unique insight into DFC’s operations, strategies, and challenges.

“The Board of Directors has full confidence in Ms. Bérubé to lead us through this period of change,” according to the official statement. Her appointment represents continuity during a critical transition period for the organization.

What This Means for Canadian Dairy Farmers

Leadership transitions often signal shifts in organizational direction and priorities. For Canada’s 9,000+ dairy farmers, this change comes at a time when the industry faces multiple challenges:

  1. Ongoing implementation of trade agreements that have opened the Canadian market to more foreign dairy products
  2. Growing pressure for environmental sustainability, with DFC working toward net-zero emissions from farm-level dairy production by 2050
  3. Evolving consumer preferences and increasing competition from plant-based alternatives
  4. The need to continue modernizing practices while maintaining Canada’s high production standards

Under Lefebvre’s leadership, DFC strengthened its Blue Cow logo program, which now serves as a recognized symbol of 100% Canadian milk, identified by nine out of ten Canadians. The organization also advanced its proAction sustainability initiative and maintained strong government relations – all critical foundations that Bérubé will now build upon.

The Bottom Line

Jacques Lefebvre’s departure marks a significant transition for Dairy Farmers in Canada and potentially signals a new chapter in Canadian dairy industry representation. His unique experience spanning the producer and processor worlds made him a valuable industry voice during challenging times.

As Lucie Bérubé steps into the role, she must maintain DFC’s strong advocacy position while navigating an increasingly complex market landscape. For Canadian dairy farmers, this leadership change comes at a pivotal moment when unified, strategic industry representation has never been more crucial.

Industry stakeholders across Canada will closely watch the search for a permanent CEO. Whoever ultimately takes the helm permanently will inherit both significant challenges and opportunities as they work to secure the future of Canada’s vital dairy sector.

Executive Summary

Dairy Farmers of Canada (DFC) faces a pivotal leadership transition as CEO Jacques Lefebvre departs abruptly after seven years of trade battles, pandemic resilience, and a people-first culture. Interim CEO Lucie Bérubé, a 15-year dairy sector veteran with deep DFC experience, takes charge amid ongoing challenges like trade agreement pressures, sustainability targets, and shifting consumer demands. Lefebvre’s legacy includes defending producers during contentious USMCA negotiations and modernizing DFC’s operations, while Bérubé’s appointment signals continuity with her proven track record in business development and marketing. The transition underscores the critical role of leadership in navigating an industry at a crossroads.

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Waste Not, Want Not: The Untold Story of Canada’s Dairy Surplus

Why do Canada’s dairy farms waste 7% of their milk? Is it time to revamp supply management? Dive into the impact and explore solutions now.

Summary:

Imagine pouring billions of liters of milk down the drain while families struggle to stock their pantry. That’s the stark reality facing Canada’s dairy supply management system. Over the past decade, up to 10 billion liters of milk have been wasted on Canadian farms. This waste, which costs billions of dollars, raises environmental concerns and questions the efficiency and legitimacy of our current agricultural systems. The system balances supply and demand by imposing quotas to ensure consistent farmer income. However, it sometimes causes unintended waste when excess milk is discarded. The Canadian Dairy Commission and Farmers of Canada have argued that alternative methods, like distributing milk to other provinces or donating it, mitigate waste. However, estimates highlight that more comprehensive reforms and transparency are required to address these inefficiencies. Redesigning the supply system, implementing thorough reporting and documentation methods, and potentially strategic exports could rectify this issue, ensuring Canada’s dairy practices align with changing dietary preferences and societal needs.

Key Takeaways:

  • Canada’s dairy farmers have reportedly wasted 6.8 to 10 billion liters of milk from 2012 to 2021, raising financial and environmental concerns.
  • The supply management system, meant to balance supply with demand, is criticized for inefficiencies that lead to overproduction and waste.
  • The study by multiple academics highlights significant resource misuse and environmental impact, including land and water usage and greenhouse gas emissions.
  • The Canadian Dairy Commission and Dairy Farmers of Canada dispute the study’s findings, suggesting disposal is rare and done only when necessary.
  • Amendments to the current system, such as increased transparency and updated quotas, are recommended to align with modern consumer preferences and reduce waste.
  • Proposed reforms include making milk waste illegal, exploring surplus export options, and enhancing transparency for more responsible dairy production.
  • Bill C-282, which aims to protect supply management from trade reforms, has been controversial. This has prompted calls for its reevaluation to benefit all Canadians.
Canada dairy industry, milk waste, supply management system, environmental concerns, Canadian Dairy Commission, Dairy Farmers of Canada, milk production quotas, sustainability in dairy, dairy industry inefficiencies, strategic milk exports

Did you realize Canada’s dairy farmers have wasted almost 6 billion liters of milk since 2012? It’s an incredible figure that may make you question the entire foundation of the nation’s dairy business. Sylvain Charlebois, a Dalhousie University professor, argues, “If you’re wasting 7% of the milk you produce, you can only conclude that milk is too expensive in Canada.” At the core of this eye-opening discovery is a system meant to balance supply and demand—but, ironically, it wastes essential resources. The amount of this waste raises serious environmental issues, with up to 10 billion liters possibly discarded over the previous decade, leaving an enormous environmental legacy. It’s not just about money; it’s about the unsustainable toll on our world. So, how does this affect you and the industry’s future?

Unpacking the Paradox of Canada’s Dairy Supply Management System 

Have you ever wondered how the Canadian dairy supply management system works? It’s a unique design that aims to balance milk supply and demand. Founded in the 1970s, the system’s goal is straightforward: to maintain prices and provide farmers with a consistent income. But how does it plan to strike this delicate balance?

The system centers on the distribution of production quotas. These restrictions limit the amount of milk producers produce, presumably balancing supply and customer demand. The goal is to avoid dramatic price volatility in other agricultural sectors and guarantee Canadian dairy producers a consistent salary.

This system’s assumption on paper should imply no excess and no waste. Waste should be a theoretical term when production is aligned with market needs. However, as subsequent discoveries have shown, the truth is considerably more convoluted and frightening.

Despite these well-laid strategies, waste is widespread. Farmers sometimes exceed their output limitations to protect against unpredictability, such as cow lactation rates, or to maximize profitability. This overproduction is not anecdotal; we now know that it has resulted in the dumping of massive volumes of milk over the years.

So, where is the disconnect? Unfortunately, ideals may not always translate precisely into reality. While quotas are intended to avoid waste, they might accidentally increase it. An inflexible system needs more transparency and dynamic adaptation to deliver on its promises. The old system’s incapacity to adapt to market circumstances or alter consumer preferences has led to this paradox, which an anti-waste system has contributed to. It’s crucial for all stakeholders, including you, to be fully informed and involved in reforming this system.

Billions of Liters Down the Drain: Uncovering the Financial and Environmental Toll of Canada’s Dairy Waste

The research, published in the prestigious Ecological Economics journal, reveals an astonishing fact: an estimated 6.8 billion to 10 billion liters of milk have been lost on Canadian dairy farms since 2012. This is more than a number statistic; it represents a substantial financial drain, with wasted milk worth between $6.7 billion and CAD 14.9 billion.

Dr. Thomas Elliot, an academic from Aalborg University, said, “The magnitude of this waste highlights a systemic issue in Canada’s dairy supply management.” It’s not only about squandered milk; resources—and potential income—are routinely wasted. His thoughts and facts highlight the need to tackle this pervasive inefficiency.

Defending the System: CDC and DFC’s Stance on Milk Waste Controversy

The Canadian Dairy Commission (CDC) and Dairy Farmers of Canada (DFC) have taken a defensive stance regarding research results. The CDC claims that the report is based on problematic data and assumptions. They argue that when milk cannot be processed due to unforeseen circumstances, alternatives such as exporting milk to neighboring provinces, giving it to food banks, or utilizing it as animal feed are often used, disputing the perception of widespread waste. Philippe Charlebois, the CDC’s executive director, highlighted that sustainability is a top emphasis, and large-scale milk disposal is uncommon.

Meanwhile, Jacques Lefebvre, CEO of DFC, criticized the research for relying on estimations rather than actual data and urged independent confirmation of the results. According to him, milk dumping occurs only as a last option. It is regulated by norms, with farmers bearing the consequences.

The debate derives from the study’s findings that the system’s inefficiencies cause considerable economic and environmental losses. This finding calls into question the legitimacy of the present supply management system, raising questions about whether these practices are consistent with stability and sustainability objectives. The problem of openness and the probable need to reevaluate output objectives add layers to the discussion with requests for more precise reporting standards and prospective changes.

Did You Know? Exploring the Overlooked Environmental and Social Impact of Canada’s Dairy Waste 

Did you realize that the milk waste problem in Canada’s dairy sector has severe environmental and social consequences? Let’s examine it.

On the environmental front, the amount of milk spilled annually results in an astounding 8.4 million tons of CO2 emissions, equivalent to putting 330,000 automobiles on the road. Greenhouse gases are just one part of the equation. Producing this discarded milk consumes between 930 million and 1.9 billion cubic meters of water per decade, a staggering quantity in an age of increasing water scarcity. We’re talking about a valuable resource being squandered: water that might have maintained ecosystems or met agricultural demands in drought-prone areas.

Furthermore, the lost milk represents the waste of 920 to 1,900 square kilometers of fertile land during ten years. Land and water, two of our most valuable resources, are being exploited, yielding nothing but liters upon liters of undrunk milk. This is a typical example of inefficiency in conflict with the urgent worldwide need for sustainable resource management.

But let’s not forget the societal consequences of this colossal waste. These leaked resources are increasing food insecurity. It is disturbing that discarded milk might feed 11% of Canada’s population. While dairy companies discard excess milk, many Canadians depend on food banks to satisfy their daily nutritional requirements. The stark contrast between tremendous waste and widespread need is a logistical failing and a moral one. This should evoke a sense of empathy and concern in all of us.

The disparity between plenty and shortage is stark in Canada’s dairy industry. It raises an important question: What efforts should the business take to guarantee that no gift from the soil, laboriously cultivated by our farmers, goes to waste?

Redesigning Canada’s Dairy Future: Addressing Waste and Embracing Change

The moment for reform of Canada’s dairy supply management system has come. It is becoming clear that the system needs a redesign to accommodate contemporary difficulties and conform with current environmental and nutritional realities. The need for change is evident, and here’s how it might be addressed:

Increasing openness: Openness is essential. The absence of trustworthy statistics on wasted milk impedes knowledge and action. Implementing thorough reporting and documentation methods comparable to those used in US markets may reveal the degree of waste and drive more sustainable practices. After all, you cannot manage what you do not measure.

Rethinking Quotas: It is time to reconsider output quotas. The premise that everyone needs a particular quantity of milk daily is no longer valid in an age when plant-based alternatives are gaining popularity. By upgrading quotas to reflect current consumption patterns, Canadian dairy better matches consumers’ wants and needs.

Strategic Exports: While the objective is always to reduce excess, we must recognize the possibility of ethically exporting surplus milk. A system that carefully regulates exports without jeopardizing local supply or ethical standards might offer a market for surplus produce while increasing Canada’s contribution to global food security.

The next step is to modify the supply management system to include sustainable agriculture methods. Aligning with current eating habits benefits the environment and reflects our society’s growing ideals. If Canadian dairy wants to stay relevant, it must embrace these developments. Your comments on these concepts may encourage additional discussion; please share them!

The Bottom Line

Canada’s dairy supply management system, intended to regulate supply and demand, has resulted in enormous milk waste—more than 6 billion liters over the last decade. This inefficiency severely impacts the environment and the economy, underscoring the critical need for change.

The repercussions go beyond lost milk. We must consider the massive waste of resources like water and arable land, even while many Canadians are food insecure. The call to action is clear: the sector must be more open and accountable.

Addressing these inefficiencies is a moral, environmental, and economic imperative. To keep up with changing dietary tastes and societal demands, we must have open debates about altering obsolete quotas and increasing transparency.

Please consider the more significant implications and join the discussion. What improvements do you want to see in Canada’s dairy industry? Share your ideas in the comments section below, and remember to share this article to increase awareness and encourage community engagement.

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CANADIAN BULL PROOFS – You’ve Got to Prove It to Use It!

No one likes paying upfront fees for anything.  After all, what’s the point of paying for something you haven’t received yet?  But there are some situations where paying upfront totally makes sense. Getting genetic information is one of those times.  You give up your money first and it translates into rewards later.

The Pieces are Put Together to Pull Together

Twenty years ago in Canada the dairy industry was faced with a challenge.  Government said it would fund research and development but not genetic evaluation services.  The goal was to shrink the cost and size of government.  The industry said these reports are valuable so we are going to have to get involved and that is what happened.

logo_cdn2_0[2]Canadian Dairy Network (CDN) was established in May 1995.  General Manager, Brian Van Doormaal, has been with CDN since its inception and summarizes the general details. “CDN is governed by a Board of Directors that primarily consists of breeders who are elected as representatives from four categories of member organizations, namely Breed Associations, DHI Agencies, A.I. organizations and Dairy Farmers of Canada.

The Canadian Dairy Network provides five major services:

  • Genetic Evaluation Services
  • Research and Development Projects
  • Industry Standards
  • Maintains the National Dairy Data Base
  • Operates the Data Exchange amongst the industry partners

It`s Fully Integrated and Always Moving

In the simplest terms, all the relevant information is shared by those who contribute.  Examples are:  Breed pedigrees go to CDN; CDN shares them with everyone who is a partner; DHI records go to CDN and are shared with partners.  These and more types of information are available to all users at all times via the Internet.  Everything can be found at the CDN website AT NO CHARGE for lookups.

The Dollar Division

Van Doormaal updates the funding process behind CDN. “All activities of CDN are financed by the industry organizations that are its members and for this reason the CDN Board of Directors has established an equitable service fee structure.” He further breaks out the pay structure. “80% is paid by AI and 20% by breed associations and milk recording provide their information at no charge to CDN.”

FEES: Fearsome Hurdle or Forward Thinking?

When there is a 79% cost increase (effective April 2013), there are going to be questions. Namely, “How did CDN determine the cost of $7500 to prove a bull in Canada?”  Previously the fee was $4200. The same fee has been set on a per bull basis for privately owned genotyped bulls, starting April 2013.  CDN does not have any other fees so this is an all-inclusive rate that gives the bull owners access to various services associated with genetic and genomic evaluations.”

Van Doormaal further clarifies. “With the arrival of genomic evaluations in 2009, operational costs have risen due to increased staffing needs and computer power while the number of young bulls with semen released in Canada each year has almost halved.”  Obviously, the plan is three-fold:  provide more research; more development and, at the same time, cover costs into the future.

Everybody Pays!

Van Doormaal stresses that, “In one way or another, all people and organizations will be paying fees to receive genetic and genomic evaluation services from CDN for bulls. While the mechanism for paying differs for breeders compared to A.I. organizations that are members of CDN, the level of payment is equivalent.  On the female side, no fees are applied on an animal basis since the breed associations contribute to funding CDN activities on behalf of their members.”

Brian Van Doormaal, CDN Speaking at the 2012 China-Canada Dairy Conference

Brian Van Doormaal, CDN
Speaking at the 2012 China-Canada Dairy Conference

What’s Up in Other Countries?

Van Doormaal knows the international scene and explains, “While there are other countries like Canada for which the genetic evaluation services are financed completely by industry stakeholders, as opposed to government, each country inevitably ends up with its own funding formula and mechanism.” He speaks of the American situation.  “In the US, the mechanism proposed for financing its genetic and genomic evaluation services includes some level of fee applied to every male and female for which a genomic evaluation is to be calculated.”

Proving Your Own Bull

When asked about advice for breeders looking to prove their own sires, Van Doormaal urges. “Genotyping young bull calves shortly after birth makes as much sense for breeders as the genotyping of their newborn heifers.  Once the genomic evaluations are available to the breeder, better decisions can be made about the bull’s future.  Owners (AI or breeders) of bulls with outstanding results can then pay the CDN fee to make results official and have the young bull ranked among others available in Canada.”

LPI Formula Changing

Van Doormaal reports “The LPI for Holsteins in Canada currently has a range in values of approximately -3000 to +3000, which is three times bigger than the TPI in the United States and over 50 times bigger than national indexes used in most other countries.

The CDN Board of Directors decided, after consulting all stakeholders, that the LPI scale should be halved.  To achieve this objective while maintaining the current level of LPI values for the highest progeny proven bulls, it was decided to add a “constant” value to the LPI formula in a manner similar to what the United States has done for years with its TPI formula. Conversion from current LPI values to the proposed new scale is simply done by dividing the current LPI in half and then adding the constant of 1700.”

LPI Formula Give and Take

Another adjustment Van Doormaal expects to happen to the LPI formula relates to the specific traits included and the relative emphasis placed on each.  Analysis of various options and discussion will proceed through 2013 with a likely implementation of an updated formula in April 2014. Based on feedback received from a cross-section of breeders, there seems to be a general interest to increase the overall emphasis on longevity, fertility and disease resistance in the formula. Of course, once the emphasis is increased on some traits, there also has to be other traits losing emphasis.

Future CDN Genetic Evaluation Evolution

In December 2012, CDN introduced Body Condition Score as a newly evaluated trait for all breeds, which can be used as an indicator for fertility, disease resistance and longevity.  The release in December 2013 will include the first official genetic evaluations for Mastitis Resistance in all breeds which should be followed by Resistance to Metabolic Disorders in 2014.  Other traits on the planning horizon within the next five years include desirable fatty acids and other components of milk, hoof health and feed efficiency.

Changing Gears for Genomics

Van Doormaal provides updates resulting from the introduction of Genomics. “Prior to 2009, CDN had six different genetic evaluation systems, which were run monthly to evaluate over 60 traits including production, type, longevity, female fertility, calving performance and milking speed/temperament. With the arrival of genomics, a new system was developed and implemented, which estimates Direct Genomic Values (DGVs) for all traits and combines them with traditional evaluations to produce the published genomic evaluations.  This new system is also run monthly and also required the establishment of a national database to process and store all genotypes, which now totals over 310,000 across all breeds. Operationally, these new services that are highly valued by the industry organizations and breeders, have required additional geneticists and new web site development as well as investments in advanced computer equipment and processing power.”

CDN: Providing Global Genetics and Genomics

Looking to the future, Van Doormaal gives an overview. “The era of genomics is still in its embryonic stages.  It is difficult to predict the extent to which it will continue to impact the dairy cattle industry over the next 10 or 20 years.  One thing for certain is that the world of genetics will continue to shrink at an increasing rate since it is so easy to collect DNA from any animal in the world and assess its genomic evaluation on numerous country scales.”

CDN:  Fine-Tuning

CDN will dedicate much time and effort in the coming years to fine-tuning existing traditional genetic evaluation systems and methods for estimating genomic evaluations. Van Doormaal is realistic about the possibilities. “The shift towards a higher market share held by genomic young sires compared to progeny proven sires will likely experience some pendulum swings, eventually reaching stabilized proportions as breeders and industry gain experience in the coming year.”

After 25 years working and educating in the Canadian proving system, Van Doormaal is proud of the achievements. “We are fortunate in Canada to have many geneticists and research scientists who realize that the ‘practice’ of genetic selection and mating is not the same as the ‘science’.  Both sides need to continue to respect and listen to the knowledge and experience of the other. The most progress is made by incorporating the ‘science’ of genetic improvement into a solid, practical breeding program.”

BULLVINE BOTTOM LINE:

Recognizing the potential of responding to changes in the industry, in technology and from science, CDN is focused on the future on behalf of breeders.

 

 

 

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