BC Shipping News - March 2014

INSIDE: SS MASTER HEADS FOR HER 100TH BIRTHDAY

BC SHIPPING Commercial Marine News for Canada’s West Coast.

Volume 4 Issue 2

NEWS

www.bcshippingnews.com

March 2014

Industry Insight Dr. Richard Wiefelspuett BCIT Marine Campus

Ship Repair Training A student’s perspective of the Industrial Marine and Research Centre

Emergency Response

CP PM# 42161530 MAR 2014

MAR

Put PEP into emergence response preparation

Plus:

Cargo Logistics Canada Conference: In a word: Fantastic!

$5.45

03

7

25274 80667

6

WORKBC.CA /CHEF

WORKBC.CA/HUMANRESOURCESPECIALIST

WORKBC.CA/TRANSPORTDRIVERS

WORKBC.CA/

MEDICALIMAGINGTECH

WORKBC.CA/

ROOFER

BC’S GROWING ECONOMY WILL LEAD TO

1 MILLION JOB OPENINGS BY 2020

WORKBC.CA/

WORKBC.CA/FINDYOURFIT WORKBC.CA / HELICOPTERPILOT

WORKBC.CA /FARMER WORKBC.CA/

WORKBC.CA/

GASFITTER

LEADHAND

PLUMBER

WORKBC.CA/

CARPENTERFOREMAN

WORKBC.CA/BIOLOGIST

WORKBC.CA/

WORKBC.CA/

DENTALASSISTANT

PIPEFITTER

WORKBC.CA/HEAVYEQUIPMENTOPERATOR

WORKBC.CA/EARLY CHILDHOODEDUCATOR

WORKBC.CA/DISPATCHER WORKBC.CA/CHEMIST

WORKBC.CA/VETTECHNICIAN

WORKBC.CA/IRONWORKER

WORKBC.CA/ MIDWIFE Job Search

#FINDYOURFIT

WORKBC.CA / RESEARCHER

WORKBC.CA / PHYSIOTHERAPIST

WORKBC.CA/ PHARMACIST

WORKBC.CA /FIREFIGHTER

BC’S OFFICIAL DATABASE OF JOBS WILL HELP FIND THE CAREER THAT FITS YOU.

BC SHIPPING

Contents

NEWS

Cover Story

March 2014 Volume 4 Issue 2

34

Training on the waterfront

Evolution of training on the B.C. waterfront

36 Events

Cargo Logistics Canada In a word: Fantastic!

39 Environment

An exciting time for Green Marine

By Manon Lanthier

24 5

Editor’s note

6

In brief

10

18

By Jane McIvor

Industry traffic and news briefs

10

45

Animals on board

By Lea Edgar

SS Master

Steam tug Master heads for her 100th birthday

By Syd Heal

Legal affairs

The Burns Lake sawmill fire Lessons for the shipping industry

By David K. Jones

20 Ports

48

22 Training

48

24

Ship repair training

28

34

Workforce strategy

31

Marine Mechanics

32

Labour demands

Seattle and Tacoma ports may join to fight decline

By Ray Dykes

Industry insight

Good timing Dr. Richard Wiefelspuett Associate Dean, BCIT Marine Campus As the first non-master mariner to head up BCIT’s Marine Campus, Wiefelspuett brings a fresh perspective and a renewed enthusiasm to the North Vancouver school that is renowned for its high calibre of students.

History lesson

42

IMTARC contributing to industry productivity

By Captain Alex Rueben

IMTARC: A student’s perspective

By Tonya Gillard

Emergency response

Put PEP into emergency response preparation

By John Lewis, FNI, CRSP

Marine surveying

Science, opinion and art Join us for another survey

By Tim Ellis

Satisfying industry’s demand for labour

Marine Mechanical Technician Apprenticeship Program

By Russell Oye and Glenn Spartz Importing skilled workers can fill B.C.’s labour demands

By Dan McFaull

On the cover: BCIT Marine Campus, North Vancouver (Photo courtesy Scott McAlpine/BCIT). This page: (top) Students from IMTARC’s Shipbuilding Repair Entry-Level Training Program, photo by Tonya Gillard; (bottom left) Dr. Richard Wiefelspuett; (bottom right) The Liebherr crane used at the BCMEA Training Facility, photo by BC Shipping News.

March 2014 BC Shipping News 3

Subscribe today!

Providing a voice for the West Coast maritime industry...

March 2014 Volume 4/Issue 2

BC Shipping News is as much a business journal as it is a forum for the industry. With informative, educational and entertaining articles, BCSN is a vehicle for discussion on local, national and international maritime issues.

Publisher McIvor Communications Inc.

We invite you to subscribe today!

Sign me up!

Canada:  Three years (Cdn $108.95+gst=$114.40) BEST VALUE!  Two years (Cdn $75.95+gst=$79.75)  One year (Cdn $40.95+gst=$43.00) U.S.  One year ($65 Cdn) International  One year ($82 Cdn) Name:____________________________________ Company:_________________________________ Address:__________________________________ City:_____________________ Prov/State:_______ Zip/Postal:_____________ Country:____________ Email*:____________________________________ *Email addresses are required for access to online content.

Cheque / Visa / Mastercard / Invoice Me

President & Editor Jane McIvor Terry Bertram Lea Edgar Tonya Gillard David K. Jones John Lewis Russel Oye Glenn Spartz

Contributing Writers Ray Dykes Tim Ellis Syd Heal Manon Lanthier Dan McFaull Captain Alex Rueben Dr. Richard Wiefelspuett

Advertising and Subscriptions Jane McIvor Phone: 604-893-8800 / Email: jane@bcshippingnews.com Lesley McIvor (Advertising only) Phone: 604-893-8800 / Email: lesleymcivor@shaw.ca ANNUAL SUBSCRIPTION Canada Three Years $108.95 Cdn*

Two Years $75.95 Cdn*

One Year $40.95 Cdn* USA One Year $65.00 Cdn Other Countries One Year $82.00 Cdn Single copies *Canadian rates add 5% GST

$5.45 Cdn*

Name on card:_____________________________ Card #___________________________________ Expiry date:_______________________________ Signature:________________________________ Mail, fax, email or call:

300 – 1275 WEST 6TH AVENUE, VANCOUVER, BC V6H 1A6 T: 604-893-8800 / F: 604-708-1920 E: JANE@BCSHIPPINGNEWS.COM

4 BC Shipping News March 2014

Subscribe online at www.bcshippingnews.com Contents copyrighted 2014 McIvor Communications Inc. 300 - 1275 West 6th Avenue, Vancouver, British Columbia Canada V6H 1A6 Phone: 604-893-8800/Fax: 604-708-1920 E-mail: contact@bcshippingnews.com International Standard Serial Number ISSN: 1925-4865 Published 10 times per year.

The opinions expressed by contributing writers are not necessarily those of the Publisher. No part of this magazine may be reproduced in any form without written permission of the publisher.

EDITOR’S NOTE

Photos by Dave Roels, www.daveroels.com

Tonya and her classmates make some good points

T

his issue of BC Shipping News takes a good look at the many programs available for those considering a career in the marine industry.

And while we only scratch the surface of what is on offer (for example, we’re missing courses with Camosun College, North Island College, Vancouver Island University, Royal Roads University, UBC, the Van Horne Institute, the American Production and Inventory Control Society (APICS) with their supply chain and operations courses, the Institute of Chartered Shipbrokers, etc.), there is one article contained herein that provides some illuminating insights — that of Tonya Gillard, a recent graduate of the Industrial Marine Training and Applied Research Centre.

Through quotes from her classmates (and one industry insider), Tonya’s article highlights some of the issues that need to be addressed.

Tonya’s classmate, Janae Sjerven, notes that the “ship industry was not always on her radar”. She considered this career path after participating in a Grade 12 apprenticeship program where she shadowed workers at the Fleet Maintenance Facility at CFB Esquimalt. Tonya’s experience was similar — she found out about the program at IMTARC “through a friend at Camosun College”.

This leads to point number one (and something confirmed by the strategies of the Shipbuilding and Ship Repair Report, Toward 2020): we need to do a better job in communicating the many options for young people when it comes to this industry — not just shipbuilding and shipyards but marine engineering, ship brokerage, transportation logistics, supply chain management, tugboat operations, seafaring, longshore work, port or terminal offices, etc.

Point number two is raised by classmate Jamey Kilb. Kilb is a bartender looking for a new career. He notes: “Be open to all the fields because the one that interests you may surprise you.” We need to find more ways to allow potential candidates the opportunity to experience the industry, whether its through open houses, more job shadowing opportunities or even ‘bring

your kid to work day’, we have to find ways to help those who might consider a career in the industry to experience what it is like to be in the industry.

Point number three is probably the most insightful and comes from Jim Milne, Director at Esquimalt Graving Dock: “The ultimate success of any program...is going to be providing [students] with steady work that is interesting and challenging...Ultimately, the work has got to be there.”

So, three points: communicate, engage and follow through. Whether it’s in shipbuilding, supply chain management or any other career, it is up to the industry to encourage and promote the many benefits a career in shipping can offer. If we wait, we’re going to lose out to other fields. Plain and simple.

— Jane McIvor

Local traffic...

Thanks to Ken Pfister for this photo of the World Spirit taken off the Dallas Road area of Victoria (with the Olympic Mountains in the background). The World Spirit, a vehicle carrier that is part of the Nissan Motor Car Carrier Co. Ltd. fleet, is close to 38,000 gross tons with a length of 174.98 metres, a breadth of 29.20 metres and a draft of seven metres. She was built in 1998 at Shin Kurushima Toyohashi Shipbuilding in Toyohashi, Japan and has a standard car capacity of about 3,200 (her RT car capacity is about 4,100). Source: www.shipspotting.com / www.nissancarrier.co.jp.

Member of:

International Sailor’s Society Canada

Got a great photo? Send it to jane@bcshippingnews.com to be included in our feature on ships visiting our local waters.

March 2014 BC Shipping News 5

INDUSTRY TRAFFIC New product released from Shark Marine Technologies

S

The DiveLog Automated Survey Boat.

Caldwell & Co. Maritime Law

• • • • •

Vessel Transfers & Mortgages Insurance Claims General Litigation Arrest & Seizure of Vessels Shipbuilding Contracts

604-689-8894 / bcaldwell@admiraltylaw.com 401 - 815 Hornby Street, Vancouver, B.C. V6Z 2E6

Brad Caldwell

www.admiraltylaw.com/caldwell/cv.pdf

Nigel S. Greenwood

MA, BSc, Master Mariner, FRIN, MNI Rear-Admiral, RCN (Ret’d)

www.greenwoodmaritime.com nsg@greenwoodmaritime.com / 250-507-8445

6 BC Shipping News March 2014

hark Marine Technologies Inc. is proud to introduce its newest system for autonomous bathymetric surveying: The DiveLog Automated Survey Boat or the D.A.S. Boat. As its name suggests, D.A.S. Boat is controlled by Shark Marine’s field-proven DiveLog software.

Originally designed to create an intuitive interface for Shark Marine’s Navigator product line, DiveLog is now being used for ROV Control, Diver Delivery System Control, Survey, and Search and Recovery Computer Topsides, as well as Autonomous Surface Vessel Control.

DiveLog manages multiple positioning systems, route creation and following, and control of many different sensor types such as Side Scan, Multi Beam Profiling, Echo Sounders, Scanning Sonars, Magnetometers, Gradiometers and Cameras, and provides data collection and coverage mapping.

The D.A.S. Boat can be operated manually using a hand controller, or be programmed to precisely follow routes created in DiveLog. While in autonomous mode, DiveLog sends control information from a shore station using a radio modem. A small computer can also be installed in the D.A.S. Boat for operation without a shore station. Positioning and hydrographic data are sent from the D.A.S. Boat back to shore so its progress can be monitored. Control can be reset back to manual mode at any time, if required.

Data collected by the D.A.S. Boat can be viewed in DiveLog and exported for processing in programs such as Hypack, Caris, and Fledermaus, or for use in Shark Marine’s Sediment Accumulation Monitor (S.A.M.) Software.

S.A.M. was designed to track sediment build up over time. By importing depth readings created in DiveLog, SAM creates a readable, but detailed, grid of average, minimum, and maximum sediment depths, filtering out incorrect or noisy sonar readings. User settable alarms allow users to be alerted to problematic sediment buildup, or rate of buildup, quickly and without time-consuming user evaluation. Single-click graphing of buildup over time allows for quick presentation and evaluation of data.

For more information on these and other innovative products visit www. sharkmarine.com.

NEWS BRIEFS Ken Burton appointed interim executive director of the Vancouver Maritime Museum

T

he Vancouver Maritime Museum (VMM) Board of Trustees is pleased to announce the appointment of Captain Ken Burton to the position of Executive Director of the Vancouver Maritime Museum. This is an interim appointment and Captain Burton will remain in position while an international search is conducted for a permanent Director.

Captain Burton has been released from his regular duties as the Administration Officer at the Royal Canadian Mounted Police, Pacific Region Training Centre in Chilliwack, to facilitate this appointment.

“I look forward to a dynamic and exciting time,” said Burton. “I am very grateful for the trust that the Vancouver Maritime Museum has in me and the support of the RCMP for this partnership,” he added.

Burton is looking forward to renewing historical VMM relationships and forging new and critical alliances within the maritime community. These relationships are particularly important as the

VMM navigates towards the 150th anniversary of confederation in the year 2017.

Many may recall that Captain Burton was the commander, in the year 2000, of the RCMP Patrol Vessel Nadon during the Vancouver Maritime Museum epic re-creation of the voyage of the original St Roch. In that year the Patrol Vessel Nadon — along with support from an all-volunteer crew on the Canadian Coast Guard vessel Simon Fraser — completed a record setting, 169-day, 24,000-nautical-mile, circumnavigation of North America through the Northwest Passage.

The voyage was part of the Canadian Government’s millennium celebrations.

The Vancouver Maritime Museum, located at Kits Point in Vancouver, is the home of a world-class collection of maritime artifacts, a maritime research library, the Henry Larsen rare book library and, of course, the RCMP Patrol Vessel St Roch.

“It is a little like coming home,” commented Captain Burton as he inspected the original St. Roch on his first day at the helm. “This is a magical place and everyone

in Vancouver, or visiting the area, needs to experience this remarkable facility.”

For more information visit www.vancouvermaritimemuseum.com

Malcolm Barker confirmed as Master of Ceremonies at New Wave Marine Engineering Conference

T

he organizing committee of the New Wave Marine Engineering Conference is pleased to announce that Malcolm Barker, Vice President and General Manager of Victoria Shipyards Co. Ltd., will be the Master of Ceremonies for the conference — June 11 to 13, 2014 at the Delta Victoria Ocean Pointe Resort in Victoria, B.C. Having worked in the marine business since the age of 16, Malcolm brings ample experience to his position as Vice President and General Manager of Victoria Shipyards, where he oversees the West Coast Centre of Excellence for the construction, maintenance, repairs and modifications of vessels up to 100,000 DWT. Victoria Shipyards is the largest ship repair facility on Canada’s West Coast and serves a diverse clientele.

For continous updates on speakers and presentations, please visit www. newwave.ca.

March 2014 BC Shipping News 7

INDUSTRY TRAFFIC Rob Barkley appointed GM of CMC Marine

R

ob Barkley, has been named General Manager of CMC Electronics Inc. NavComm Group. Prior to this appointment, Barkley, who has been with the company since 1996, was Assistant General Manager.

Barkley’s appointment comes at the retirement of his predecessor, Bill Coady, who remains with the company as Director of Business Development.

In his new position as General Manager, Barkley will now be responsible for all areas of the company’s marine business in recreational, commercial and government applications. The Marine Group employs 50 people in Canada and has distribution and support across the country.

Rob is an experienced specialist in the marine electronics field, having joined Tom Taylor as a summer student after graduation, then working with a number of companies in the marine electronics business.

CMC Electronics is a world leader in the design, manufacture, sales and support of high-technology electronics products for the aviation and global positioning markets. The company’s principal locations are in Montreal, Quebec;

O

Ottawa, Ontario; and Chicago, Illinois.

Formerly known as Canadian Marconi Company, CMC Electronics has been designing and building innovative communication and electronics systems since 1903. CMC is a wholly owned subsidiary of Esterline Corporation (NYSE:ESL, www.esterline.com), a specialized aerospace and defence company headquartered in Bellevue, Washington.

Esterline employs over 10,000 people worldwide.

World Class Photography for the Professional Community Since 1973

www.daveroels.com 604.733.9222 / dave@daveroels.com

8 BC Shipping News March 2014

Burnaby’s OSI Maritime Systems signs contracts with Royal Swedish Navy and Royal Australian Navy SI Maritime Systems (OSI) is pleased to announce the award of a contract for the Company’s Tactical Dived Navigation System (TDNS). The Systems will be delivered to ThyssenKrupp Marine Systems AB as part of a Royal Swedish Navy submarine upgrade program, and includes OSI’s subsurface WECDIS software.

Navies worldwide have made ECPINS (Electronic Chart Precise Integrated Navigation System for Warships) their choice for WECDIS (Warship ECDIS) because of the advanced features and OSI’s extensive experience in warship navigation. As a result, ECPINS is the fleet standard for many NATO and allied navies including Canada, Australia, U.K. and Denmark.

OSI also announced that in early 2014 it had signed a contract to provide in-service-support for the Royal Australian Navy. The contract is for support for its ECPINS-W Sub (Warship Submarine) software which is in service across the Royal Australian Navy fleet.

Under the terms of this contract, OSI will provide software upgrades and engineering support services over the next three years.

OSI has been supporting the Royal Australian Navy warship integrated navigation system requirements since 2004. This recent contract confirms their on-going commitment to the company’s technology.

OSI Maritime Systems is a leading provider of integrated navigation and tactical solutions designed for naval and maritime security operations. The company develops and delivers integrated bridge systems for warships, integrated dived navigation systems for submarines, and C2 systems for small craft. OSI currently has 16 naval customers from around the world with over 500 warships and submarines operating with its world leading integrated navigation and tactical solutions.

NEWS BRIEFS ClassNK newly registers more than 20 million gross tons in 2013

L

eading classification society ClassNK has announced its official registration figures for 2013, revealing that new registrations of existing and newly built vessels totalled more than 20 million gross tons. The announcement was made on January 20, 2014 following a meeting of the ClassNK Classification Committee, which reviews and certifies all changes made to the ClassNK register.

Figures released by the Committee show that a total of 859 vessels totalling more than 20.5 million gross tons were added to the ClassNK register in 2013, marking the third straight year that ClassNK has registered an annual total of more than 20 million gross tons. This caps more than a decade of incredible growth by the society, which has seen the ClassNK register grow by more than 100 million gross tons since 2003.

While newbuildings made up the majority of new registrations in 2013, accounting for 588 ships totalling more than 15.3 million gross tons, transfers of vessels from other classification societies continued to represent a major source of growth for ClassNK. Driven by ClassNK’s growth in Europe in particular, transfers from other class societies grew to account for nearly 33 per cent of vessels and more than 25 per cent of all tonnage registered by ClassNK in 2013, both new records for the society.

Commenting on the announcement, ClassNK Chairman and President Noboru Ueda stated: “Our continued success in

2013 reflects the growing recognition of our service and quality not only by partners and stakeholders in Japan or Asia; but increasingly by owners and operators around the world. With the newbuilding boom behind us, we will continue to rededicate ourselves to providing the highest level of service and support to all of our clients and partners throughout the industry to secure our place as the most trusted, respected, and relied upon classification society around the world.�

March 2014 BC Shipping News 9

INDUSTRY INSIGHT

Good timing Dr. Richard Wiefelspuett Associate Dean, BCIT School of Transportation, Marine Campus

F

or Richard Wiefelspuett, the position of Associate Dean, BCIT School of Transportation, Marine Campus, came open at an opportune time. For B.C.’s shipping and maritime industry, Wiefelspuett’s availability was downright lucky. As the first non-master mariner to head up the Marine Campus, Wiefelspuett brings a fresh perspective and a renewed enthusiasm to the North Vancouver school that is renowned for the high calibre of its students. Since settling into the position in August 2012, Wiefelspuett has been building a solid foundation that will allow the campus to grow in ways that match the current growth of the industry.

BCSN: Let’s start with how you came to your current position.

RW: The decision to come back to Canada was driven by a combination of things. I used to work with the Vancouver office of Wärtsilä between 1984 and 1988 and when I left in 1988, it was only meant to be for two or three years — it turned out to be 24. My sons had returned to Canada earlier and my wife and I realized we were missing so much here. We just welcomed our first grandchild last August so it was timely for us to be here. Also,

10 BC Shipping News March 2014

As the first non-master mariner to head up the Marine Campus, Wiefelspuett brings a fresh perspective and a renewed enthusiasm to the North Vancouver school that is renowned for the high calibre of its students. the industry here was looking like it was picking up speed, the likes of which we hadn’t seen for many years. So we decided to look for opportunities to return.

I had never considered the academic field before and had no connection to BCIT but saw the position advertised and it rang true with me. I am not a master mariner, I’m a naval architect and structural engineer with a research and development background. I have a great deal of industrial experience, like building ships and manufacturing and servicing marine equipment, plus a lot of strategy and business development experience, especially in Asia.

BCSN: Much of your career over the past 25 years has been split between Asia and Europe and has focused on the shipbuilding sector. Could you describe your experiences — both in terms of the countries and the kind of work you were doing?

RW: Prior to taking on this position, I was in Europe with Hamworthy PLC in

the U.K. as Group Aftersales Director and President, Hamworthy Inc., USA working out of the Rotterdam office. It was a rather comprehensive position where we dealt with everything from pumps at the traditional end but also LNG-handling systems, freshwater systems, ballast water systems, exhaust gas cleaning systems, etc.

Before that, I had taken on two assignments with Wärtsilä, one in China and the other in Singapore. Both projects were quite challenging but also very successful.

It was the second time I had worked in China — in the late 1990s, I was there for the shipbuilding industry, building semirefrigerated LPG carriers and supplying gas-handling equipment.

The work with Wärtsilä in the Jiangsu Province of China was to lead a joint venture with CME. When I started, the partner company was making propellers that were up to seven metres in diameter and 40 tonnes in weight and when I left, the

INDUSTRY INSIGHT capacity had increased to 120-tonne propellers with 12 metres in diameter designed and produced for large ocean-going vessels.

Following this, I accepted an opportunity with Wärtsilä in Singapore to run an electrical and automation systems company that serviced the ship repair industry. We did rather well and exceeded expectations in terms of growth and profitability. That was a very interesting experience. The company’s scope was very comprehensive and ranged from replacing system components to full mid-life upgrades of power distribution systems for complex vessels such as LNG carriers.

Another very significant experience was my work with Central Industry Group of the Netherlands. The company had developed a unique fully integrated process for the prefabrication of steel for the shipbuilding industry. The process included the exact numerical definition of steel components, the cutting, bending and marking and the packaging of the entire steel kit for a vessel. I managed their Singapore affiliations and gained valuable insights to the renowned Dutch approach to the shipbuilding business.

BCSN: What are some of the differences between the European or Asian shipping industries and what you see here in Canada.

RW: Shipping is an international business and the obvious difference between Europe and Canada is the number of vessels. When it comes to shipping, the Port of Rotterdam and the Port of Vancouver don’t differ all that much except for volume and diversity. The larger population and more varied industries that are engaged at the end of these respective supply chains serve to explain these differences.

The diversification of the industry is very pronounced in the Port of Rotterdam.

Like here, the port serves as a distribution hub of cargoes from ocean-going vessels to road and rail but also significantly to an inland waterway distribution system involving sophisticated self-propelled barges that have access to a dense network of inland waterways. In Europe, barges are very important and a specialized technology area which is highly optimized for operational efficiency.

In making such a comparison, it is important to keep in mind that the development of Rotterdam didn’t happen overnight.

Historically, China has had a fascinating maritime past as well. China built and operated great fleets cruising the oceans.

Dr. Wiefelspuett opening the 2008 Family Day at Wärtsilä Automation Services Singapore.

As a shipbuilding nation, Canada has obvious potential. The industry is small on a global scale, but there is a positive vision...

However within the 20th century, first a civil war and later the establishment of a communist government disrupted trade between China and other countries. But how quickly they have come back as shipbuilders, and also as a shipping nation!

This kind of a turnaround can only be achieved with strong political support and a flexible regulatory framework that is designed to support the creation of an attractive environment for foreign investment and foreign expertise.

As a shipbuilding nation, Canada has obvious potential. The industry is small on a global scale, but there is a positive vision to become recognized as an international shipbuilder. It’s a difficult challenge — Canada is a high-cost country and in a global industry, Canadian shipbuilding will have to be competitive. European countries have maintained a foothold because the shipyard industry is very productive, innovative, and highly specialized. These would be key characteristics to develop to give the industry a chance here.

Specialization will be needed. Icebreaking vessels, advanced ferries and tugs could form a successful product mix and Canada has the domestic operational experience and the back country to prove it. There are excellent designers in this city and the relevant operational expertise.

BCSN: But construction always seems to go offshore.

RW: One of the main drivers for this is cost. In addition, there may be more flexibility regarding the contractual and financing terms and conditions. Just like BC Ferries or Translink, a private operator in Europe would consider his best options as well. It’s an economic reality and difficult to dismiss. However, if you look at a country like the Netherlands, they are extremely well connected — i.e., they work very closely together.

Canada is exploring the concept of maritime clusters and related policies in promoting maritime competitiveness that affect the growth and development of the industry. The Dutch provide an excellent example and I have witnessed how well this model works in the Netherlands.

Across the industry there is a strong and well-established connectivity incorporating research and schooling, operators and builders, financing institutions and governmental support. All these players are well aligned and work closely together.

Combined with a healthy entrepreneurial risk-taking capacity, these elements, in my view, provide the basis for their incredible success. The Netherlands are a small country but are a very strong shipbuilding nation. They’re persistently innovative March 2014 BC Shipping News 11

INDUSTRY INSIGHT

In discussion with colleagues at Wärtsilä CME Zhenjiang Propeller Company, China 2004. and global in their approach and they lead certain areas of the industry, like dredging, heavy lift and salvage operations, as well as offshore wind-farm installations.

It is this combination of enterprise, risk taking, strong support within the scientific community, financial institutions and government that is characteristic for this effective European maritime cluster.

The Canadian business environment appears different. The industry is relatively young and the boundaries between the various players are less transient. It is very encouraging to see that the various stakeholders are making a lot of effort to redefine the established interfaces and to form new synergies.

BCSN: How different is it for you to be at the BCIT Marine Campus? Not only is it an educational role but one that has traditionally been held by a master mariner.

RW: It’s only a different perspective of the same industry and it’s an industry with which I’m very familiar. Although I’ve never been an operator of a vessel and I’ve never worked for a ship owner, I’ve worked for just about everyone else in the sector — builders, consultants, research facilities, OEM’s and service providers. I went through a robust selection process here at BCIT. One of my core strengths is my ability to facilitate the dialogue between the shipping and shipbuilding industry and the whole of the BCIT community.

BCIT, like many organizations, faces tight budgets, and we need to be innovative and creative to find new solutions.

In addition to providing the required skills training, there are opportunities to co-operate with industry in the area of 12 BC Shipping News March 2014

applied research. My current position has never been held by anyone other than a master mariner, so it is a bit of shift, but the expert knowledge of the Marine Campus team helps a great deal. The body of Chief Instructors and Instructors are Master Mariners and Chief Engineers and they boast a fantastic experience. They are on top of their game when it comes to the latest STCW (Standards of Training, Certification and Watchkeeping) regulations. This allows me to also put effort into business development activities and to network within the BCIT community and with industry stakeholders. The goal is to identify new opportunities for both sides and to match the full range of BCIT’s proficiencies with the training and R&D requirements of the industry.

The portfolio of relevant competencies at BCIT is vast; for example, basic trades like welding are provided by the School of Construction. The School of Energy can play an important role in developing the prospective LNG scenario. BCIT’s School of Business provides management knowhow and important “soft skills” that are equally needed in the environments of production and operations. Everyone knows BMC as a trainer for seafarers, but within the School of Transportation there also exists a wealth of testing and operational experience with combustion engines. Jointly, we can bring of lot expertise to the table to support the growth and the development of the industry.

BCSN: When the National Shipbuilding Procurement Strategy bid was won by Vancouver Shipyards, BCIT announced they were going to develop a Centre of

Excellence. It sounds like this work will move you closer toward that goal.

RW: Yes. BCIT is keenly interested and already involved in providing strong support to the industry and collaborating with government as builders and operators alike face new challenges. These include identified skill shortages for ship production and the operational environments of the tugboat fleets and pilotage services. In addition, the introduction of LNG as a transportation fuel for water and land-born operations requires a new training and certification regime. Several committees and working groups are active within BCIT to further the related discussions with the industry. BMC contributes its particular maritime expertise to this dialogue.

BCSN: And since the announcement of the NSPS, a number of programs have started — the Shipbuilding and Ship Repair Board (SSRB), the Industrial Marine and Applied Research Centre (IMTARC), the Naval Architecture and Marine Engineering (NAME) program at UBC — do you view these as competition to BCIT’s programs?

RW: I always welcome qualified and fair competition. I see it as a positive driver for innovation and constructive change.

On this basis, I tend to focus more on the shared interests and the potential for cooperation. There are areas of duplication in the various portfolios but the distinctive differences in the overall mandates are more pronounced. UBC is educating naval architects and marine engineers that will work in design and analysis fields, while BCIT is producing seafarers.

Both of us are teaching similar elements of naval architecture and marine engineering but with a different application in mind. Currently we are in early talks with UBC to make our industry-leading simulators available for part of NAME’s curriculum delivery.

Like BCIT, IMTARC looks at trades development and is very new to the table.

IMTARC also looks at a number of processes and identifies current problems and shortfalls in the industry. But they also rely on established resources and expertise to deliver their mandate.

Especially in the area of applied research, there are benefits and opportunities for co-operation between the different players. Collaborations are widely seen as beneficial for applied research and a strong proposal could, for example, include UBC, BCIT, and an industry

partner. These days, everyone has to do more with less and this can be achieved by creating synergies and avoiding duplication. The industry ultimately leads — it doesn’t matter whether it’s IMTARC, UBC or BCIT — we need to deliver to the requirements of the client.

In my view, the diversity of the various programs offered is a good thing. It raises the profile and visibility of the marine industry and a young person who wants to pick a career has options. Prospective candidates are made aware of the multifaceted characteristics of the industry and can explore what suits them best and then build a focused plan for their studies and future career.

BCSN: What about the role of the government?

RW: Government has a supportive role to play in providing funding and regulatory support in line with the needs and potential of the market. Government can also provide financial stimulus and provisions for the required infrastructure.

However, industrial leadership and entrepreneurial risk taking are equally important in driving future development. In my experience with publicly funded projects, successful ventures typically combine partners that are prepared to share the related risks equally. The demonstrated readiness for risk provides some measure for the perceived value and merit of the project and hence qualifies a related development proposal to be considered for public funding.

Applied research in particular must be seeded by a good idea that is both timely and relevant for the industry. The Applied Research and Innovation Network is a great resource and that’s one of the ways the government helps — not just with a hand out but in supporting the formation of relevant partnerships that can deliver success.

BCIT, with its wide-ranging competencies and its Applied Research Liaison Office, can contribute a depth of knowledge and experience related to R&D funding programs and has a solid track record of success in partner-based research and development projects. BCIT was the only academic institution that was a part of the steering committee and task force of the recent West Coast Marine LNG Supply Chain Study. LNG as a transportation fuel is an interesting area where BCIT can contribute as a trainer for operators but also offers expertise in the areas March 2014 BC Shipping News 13

INDUSTRY INSIGHT BCIT’s School of Transportation is well positioned to support and partner with industry in [LNG] development, providing both training and resources for related applied research activities. of energy generation, combustion engines and land and water-based transportation modes.

BCSN: Could you describe some of the findings of this study or some of the issues being identified?

RW: This study brought together a diverse group of participants from industry and provincial and federal government agencies and representatives. The study provides a comprehensive state-of-the-art review of current technologies and operations as well as an evaluation of potential economic and environmental benefits.

Training and certification aspects also form a part of the work.

B.C. is well prepared to adopt LNG as a transportation fuel. Vancouver-based Westport Innovations and Fortis have extensive experience in this area. BC Ferries have announced the construction of three new vessels which will be

14 BC Shipping News March 2014

equipped to use LNG as a primary fuel.

BCIT’s School of Transportation is well positioned to support and partner with industry in this development, providing both training and resources for related applied research activities.

When it comes to actual experience with LNG as a marine fuel, Europe leads the way but is not out of sight for B.C. to catch up. Quebec also is currently constructing a number of ferries to be fueled by LNG. One of the important insights I brought back from the recent “Small Scale LNG Conference” in Rotterdam is that the full potential and benefits of LNG as a transportation fuel for road, rail and marine operations will require government support and partnerships with industry and operators. The European Commission has specified that there must be a LNG refuelling station at least every 400 km along each major highway. This example

provides a reference for the magnitude of the challenges related to the build-up of a comprehensive supply network and the need for co-ordinated co-operation between all stakeholders.

Questions that are still being researched include the long-term reliability of gas supply and future price developments. The current view in North America is one of abundance. Bio-methane can further complement the traditional supply scenario.

There are numerous working examples for the industrial style process technologies that produce methane from farm and food wastes and from landfill. Bio-methane is usually of higher purity than natural gas at the source and requires less purification and conditioning efforts prior to liquefaction. So it is comforting to know that as long as we have farming and livestock, there will be an alternative supply of methane. Will it always be cheaper than diesel fuel or other hydrocarbons? Hard to say, but in addition to an attractive price, LNG offers the advantages of a cleaner burning fuel providing operational and environmental benefits.

In my view, LNG will play an important role in the transportation sector as a transition fuel. As its use becomes more wide-spread, the initial investment will become more palatable and, overall, I think it’s going to be a sustainable development.

At BMC, we are currently evaluating the training requirements for the marine sector. To date, the industry has an excellent safety record. There exist some 50 years of experience in producing and shipping LNG in large scale between exporting and importing countries. The widespread introduction of LNG as a transportation fuel on rail, roads and waterways as well as for heavy equipment in mining and remote power generation will bring LNG closer to the population than ever before. This new situation will be addressed in comprehensive training and certification programs.

The development of the training and certification framework is timely.

Everyone on board an LNG-fuelled vessel needs to be trained regarding this new fuel. A general understanding is mandatory for all levels, even for key personnel and support staff at the back office. Chief engineers and persons directly involved with LNG-handling tasks will have to acquire a more in-depth understanding of the fuel and related safety procedures.

INDUSTRY INSIGHT BCSN: Since taking on the role of Associate Dean, what changes have you implemented, or are planning to implement?

RW: When I arrived, I found a very motivated team. There was also a very strong focus and dedication to delivering the Transport Canada regulated full-time and part-time courses. Finding my feet both within BMC and the wider BCIT community, I noticed that the marine campus was operating in some form of self-prescribed isolation from the main campus in Burnaby. The main campus offers a comprehensive portfolio of support services both for the instructors and the student body and I felt we were missing out on many opportunities inherent to a bigger organization with well-defined systems and processes.

Since my start, I’ve been working to further align the BMC with BCIT’s overall strategy and goals and to increase Publication awareness of the available resources. From BC Shipping the feedback News I am receiving, we have made good progress and I am keenly Issue interested to further the engagement with March 2014 association; this in my view is the student important to our students. The identifiSize cation with the bigger BCIT community Island page vertical) and as(half a vital part of BCIT’s alumni will help to create the right mindset for conDeadline tinuous education and learning throughFebruary 6, 2014 out the chosen career paths. The student association operates an outreach service Features to the satellite campuses and our doors are open for any activities and info sesEDITORIAL sions they FOCUS wish to promote. They also introduce fun events such as the annual Training “Float Your Insight Boat” competition Ÿ Industry – Dr. which challenges Wiefelspuett, Marine Engineering and Richard Nautical Sciences CadetsDean to demonstrate BCIT’s Associate their understanding of the principles of Ÿ International Maritime naval architecture in and Vancouver their capacity for Headquarters constructive teamwork in the context of (Kaity Arsoniadis-Stein) a friendly match race of wind-propelled Ÿ Cargo Logistics boats created from genuine household Conference recap consumables.

This year we’ll also particiŸ Ship Repair Training pate with a team of instructors known as Program – the students’ the “BMC Pirates”. These are good opporperspective tunities to break down boundaries Ÿ Firefighting: Hosework – and enhance the overall student experience. the neglected art (by Externally, we are building closer ties John Lewis) with our industry stakeholders. BMC has re-established the Program Advisory Committee (PAC) and the two meetings we held last year included very vibrant discussions and constructive input from the industry regarding the relevance of our programs and service offerings.

The PAC members read like a regional

who’s-who in the industry and include, in no particular order, OEM’s (Wärtsilä, MAN and Rolls-Royce), operators (BC Ferries, SMIT, Seaspan), Shipping (Walles Shipping), BC Coast Pilots, the BC Chamber of Shipping, Port Metro Vancouver, Camosun and UBC. Bryan Young from the Pacific Pilotage Authority chairs the advisory committee and has led fruitful discussions. We started off by asking the PAC members about their needs and expectations and have since commenced a constructive gap analysis,

the results of which provide guidance for the direction of our future development goals. The PAC has been extremely supportive and has stated a strong preference for a local availability of a service provider to deliver training and customized programs for their needs.

Some of the issues identified through the gap analysis have been addressed.

With a dedicated full-time service technician on site we have been able to significantly improve the availability of our Kongsberg bridge and propulsion plant

Endurable Designs

designs@ral.ca

TundRA 100

Ice-breaking Escort/Terminal Tug Ocean Tundra

ost m s ’ a d Canaerful tug pow

March 2014 BC Shipping News 15

INDUSTRY INSIGHT

During a dessert outing with colleagues of Total Automation in Dubai, 2007. simulators. The technician has been instrumental in engaging Kongsberg for critical service and system updates.

We have also invested in new components for the simulators and the related training. We are now equipped to create landand seascape details and “build” our own fully functioning ship models with close-to-reality performance.

With this new set-up, we are targeting to become involved in projects related to vessel traffic safety analysis and approach studies for new terminals.

We’ve had some very early discussions with local design firms about using our simulators instead of going abroad. We have also approached local operators to consider training their operational staff on custom-built virtual models and terminals. This could be a way to enhance full-scale training programs and may offer some cost savings.

The Kongsberg simulators are a key asset of our campus and we are utilizing them as an integrated part of the FTS and PTS programs and increasingly for industrial services including mission critical maneuver drills and in the context of Bridge and Marine Resource Management training. Especially in this latter area we are developing new ideas to offer innovative workshops designed to enhance management soft-skills such as critical thinking, crisis management, effective communication, team building and conflict management.

On the hardware end, we’re reviewing our programs for Marine Emergency Duties and target to tailor our offering to the specific requirements of regional operators. BCIT has a number of facilities across the region with ample class room and training spaces — classes do not need to be held here in North Vancouver or even close to water so, when required, we are looking for ways to accommodate our customers’ requirements in the best ways.

Expansion plans quickly face budgetary constraints. However in many cases, a well-conceived new business idea may very well achieve break-even performance.

A case in point is our off-campus delivery of a 22-week 150 GT Masters Program in Prince Rupert. This is the first time we have spread our footprint to Northern B.C. with a customized delivery for the requirements of the First Nations community. There is a certain buzz in the air in Prince Rupert. With the planned growth 16 BC Shipping News March 2014

and port development and with new industries coming in, the industry is anticipating a labour shortage. Big projects will require skills and trades — for the marine industry, increased vessel traffic will mean a need for more pilots and tugboat operators. We want to position BMC as a solution provider in this region and take a major role in providing the required training and certification.

BCSN: Does that include increasing class sizes?

RW: It has been discussed but some class sizes are limited by our current lab space. For some topics, expanding to 24 students is possible. Most classrooms can hold 24 and according to the STCW this is the maximum capacity.

Traditionally however, we keep the class to 16 and all our laboratories are laid out for 16; but again, it’s something to look at — perhaps there are ways to co-ordinate things differently, like operate the facilities in shifts. Increased class sizes will help to increase tuition-based revenues. There are also possiblities to generate additional revenue by utilizing our assets better, especially in the area of industrial services.

For example, we are training non-marine personnel on cruise ships in personal safety techniques. Our programs are approved for Canadian and Bahamain flagged vessels and we are in the process of gaining approval from Bermuda as well. This will be the second year for us and we hope to expand our offering to add security awareness training as well.

Another example is the helicopter underwater egress training (HUET) we provided last summer for First Nations students. It was something we’d never done before, but by partnering with a qualified expert service provider we delivered a very successful program and received excellent feedback from everyone involved.

BCSN: What about workforce trends? What are the priorities in terms of meeting B.C.’s labour demands?

RW: In my personal view, the shipyards are in the process of building their executive team of experts and they’re in close dialogue with BCIT for the trades and skills training. In addition, the middle management layer also plays a significant role in the business success of every yard. These include purchasers, estimators, work preparation experts and foremen for the various trades.

Another area that requires some attention is additional skills and qualifications for experienced mariners that are looking for land-based jobs within the industry. Our graduates may eventually want to return to a more land-based life. Trends in career paths today show that people want to retire from their sea-going days earlier than they used to and land-based jobs are a good alternative. After years of sailing, they will be well prepared to take positions in management after some additional courses in management, business or trade. In ports, in shipping offices and shipyards, a solid background in the industry paired with handson sailing experience will be a definite asset. To facilitate this eventual transition we are thinking about creating a degree program in maritime studies for which the current diplomas would be a pre-requisite.

BCSN: And I understand your curriculum has also been updated to align with the Manila amendments of the STCW. RW: Yes, a number of new courses have been, or are being introduced, for example, passenger safety management, ship security, security awareness and marine medical care. We have also introduced advanced courses for the managerial level in areas like bridge resource management and leadership and managerial skills and we’ve also our revised ECDIS training to meet the latest IMO course hours.

INDUSTRY INSIGHT BCSN: Are you finding enough qualified candidates for the cadet programs?

RW: Yes, we’re in high demand so we have the benefit of being able to select accordingly. In general, we are seeing increasing pressures to perform well in math and science-related subjects.

Usually, hard work and the right attitude will get the students through.

The curriculum is regulated by Transport Canada which follows the IMO requirements. The need for higher requirements in math and science reflects the increasing complexity of ships — electronics and automation are becoming increasingly important. Also, the regulatory framework is becoming more complex. Some advanced sewage treatment systems on board apply advanced anaerobic processes and additional technologies in the form of ballast water treatment systems and exhaust gas cleaning systems will require a deeper understanding of process technologies. So a more diversified portfolio of technologies has to be absorbed in the classroom and, while the challenge is not insurmountable, we advise our cadets to take on extra studies to get themselves up to speed. It is unavoidable. The good news is that online resources are very easily accessible today to support students in their better understanding of natural and engineering sciences.

One change we made for the first year marine engineering program was to add classroom time to the traditionally

About Richard Wiefelspuett

R

ichard Wiefelspuett, PhD, is a marine technology expert that brings over 20 years of hands-on experience in the maritime sector and over a decade of successes guiding large-scale enterprises through periods of explosive growth and change.

Richard achieved both his Master of Science in Mechanical, Shipbuilding & Offshore Engineering and his PhD in Mechanical Engineering at the RWTH Aachen University in Germany. Throughout the 1980s, he worked in various project management positions in Victoria and Vancouver, B.C. for SHM Marine International and Wärtsilä before returning to Aachen University in Germany where he acted as senior research assistant and liaison officer until 1995.

From 1995 to 2010, Richard was stationed in the Far East where he was the Managing Director for CIG Singapore (a provider of industrial products and services to the international maritime sector) before joining with Wärtsilä CME Zhenjiang Propeller Co. Ltd. and then Wärtsilä Automation Singapore Ptd Ltd. Prior to joining BCIT Marine Campus, Richard headed up the Group Aftersales Division of Hamworthy PLC where he consolidated marine, oil & gas, industrial and service units covering 100 service staff globally.

Richard is married to Lesley Gaunt and has two sons, Silas and Jovian.

The family recently welcomed their first grandchild, Sophia May.

There is a certain buzz in the air in Prince Rupert. With the planned growth and port development and with new industries coming in, the industry is anticipating a labour shortage. exclusive workshop training. Previously, students were spending the first year in the shop and it’s been a great hands-on experience that has gained our cadets a reputation of being very useful during their first sea phase. In their second year, they would spend all of their time in the classroom. It was at this time the challenges in the math and science areas became apparent. With the newly devised training program, we have now a mixed start — the cadets attend both the workshop and academic classes. This mix, we believe, will be beneficial for their progress.

Another point worth noting is that we are seeing a steady increase in the intake of female cadets for both our Nautical Sciences and Marine Engineering programs. We usually have two or three women within any intake of 16 cadets. This is a very encouraging trend.

BCSN: Do you have any advice for young recruits?

RW: Stay involved, stay in touch with your Alumni, keep on learning and look for opportunities to try new things. It’s a great industry and an always-changing playing field. BCSN

About BCIT’s Marine Campus

B

CIT’s waterfront Marine Campus (BMC) is the primary provider of accredited professional training for the maritime industry in British Columbia. Students are offered a wide range of courses and programs in Navigation, Marine Engineering, Seamanship, and Maritime Security, as well as Nautical Science programs such as the Diploma (Deck Officer).

BMC’s state-of-the-art marine bridge and engine room simulators provide students with an interactive and challenging learning experience and are one of the best technical preparations available in Canada for a maritime career.

In addition to full-time and part-time courses which can take a student from cadet level to Master Mariner or provide upgrades for professional qualifications, BMC works with numerous industry partners to customize curriculum design and instructional delivery. For over 40 years, BCIT has trained thousands through their corporate training and industry services program.

For more information, visit: www.bcit.ca/transportation March 2014 BC Shipping News 17

HISTORY LESSON

Photo credit: Dave Roels (www.daveroels.com)

Animals on board

By Lea Edgar Librarian/Archivist, Vancouver Maritime Museum

A

nimals have been our companions throughout time.

They can be found in various professions. Firemen have Dalmatians, police have both dogs and horses, and farmers often keep barn cats for their keen mousing skills. More than pets, these creatures work alongside us and have earned their place as co-worker. The same is true for the sea-based industries.

Our bond with animals is perhaps tested to the limits when pets make their home in the most unnatural of places, the sea.

Our bond with animals is perhaps tested to the limits when pets make their home in the most unnatural of places, the sea.

Cats

Photos courtesy Vancouver Maritime Museum

Josephine, ship’s cat for HMCS Nenamook during WWII. (VMM negative 11945.)

Cougar, ship’s dog for HMCS Nenamook and Tommy Storer during WWII. (VMM negative 11975.)

18 BC Shipping News March 2014

“…nowhere do animals become tame with greater rapidity than they do on board ship.” — Sailor’s Pets. The Spectator Magazine.

Author unknown. August 5, 1899.

Creatures of the feline variety are no strangers to life on the water. Their existence on ships has been documented back to the time of the Egyptians. The cat’s main job was to catch mice and rats so that they would not damage the ropes and wood.

Rodents also carried disease and would eat the ship’s stores. A good mouser was not only extremely useful, but also lucky to have on board. Cats are also known for their high adaptability that was ideal for life on the ship. They also offered companionship for those long days at sea.

Many superstitions surrounded the ship’s cat. A black cat, contrary to popular belief, was seen as lucky. Fishermen’s wives also kept black cats at home in order to bring their husbands back safely. It was seen as auspicious if a cat approached a sailor on deck, but unlucky if he came halfway before retreating. Cats were even thought to predict the weather. If a cat had the misfortune of being thrown overboard, this meant a storm, and even if the ship survived the storm, it would be cursed with nine years of bad luck.

Also, if a cat licked its fur against the grain, a hail storm was brewing. If it sneezed, it meant rain and if it was frisky, it meant wind.

All in all, sailors put a lot of stock in the cat’s daily mood! Finally, polydactyl (or six-toed) cats were also seen as lucky. It was believed that the extra toe made them better hunters.

There are some famous ship’s cats from around the world. Two fine Canadian examples were Chibley and Emmy. Chibley was the ship’s cat on board the barque Picton Castle, which is a deep ocean sail training vessel. Chibley was adopted from an animal shelter in Nova Scotia in 1997. She accompanied the vessel on its first around-the-world voyage and in the end sailed over 250,000 nautical miles. Sadly, she was hit by a car while on shore leave in 2011 however, she lives on in her own children’s book written about her adventures.

Emmy was the ship’s cat for the Empress of Ireland for two years. She was an orange tabby and was said to never miss a voyage. On May 28, 1914 no amount of coaxing by the crew would

VANCOUVER MARITIME MUSEUM convince Emmy to board the vessel. The next day, the ship collided with the SS Storstad. Emmy was last seen sitting on top of a shed at Pier 27 as the vessel departed. Sadly, over 1,000 lives were lost in that fateful accident.

Dogs

“…the cat’s quiet domesticity never seems to take such a firm hold upon seamen’s affections as does the livelier friendship of the dog.”

Sailor’s Pets. Author unknown. August 5, 1899.

Dogs are much more commonly known for working alongside man. A prime example of working dogs on board was the many huskies on the R.C.M.P. vessel the St. Roch. Their role was more working dog than companion, even though they served that purpose as well. More commonly, dogs were used as mascots and simple companions at sea. The military embraced the idea of a ship’s mascot, and more often than not, that mascot was a dog.

Parrots

Parrots were traded around the world and sold to the upper class as decorative ornaments since ancient times. Portuguese sailors are said to have kept parrots on their long voyages.

However, parrots were not quite as useful as cats and dogs, so there was no real reason for sailors to keep them. One story of a remarkable parrot is that of Robert. From 1872 to 1876, the crew of HMS Challenger had a pet parrot that amazingly survived the voyage that approached the Antarctic. He was purchased by Von Willemoes Suhm in Madeira from a ship with a cargo of parrots. Both Suhm and the naturalist on board, Henry Nottidge

Marine paintings, special commissions, talks, reproductions and books...

John M. Horton, Marine Artist

Moseley, purchased a parrot. However, Moseley’s parrot died along the way. Robert was described as being “grey” and was possibly an African Grey, a common breed for a pet. Robert was known, much to the crew’s delight, for often repeating, “What!

Two thousand fathoms and no bottom?”

Monkeys

Monkeys have a similar history to parrots. As we know, exotic animals quite often made up the cargo of many shipping vessels.

Most likely, sailors were drawn to the creatures to keep as pets.

The ship Centurion was said to have had a monkey that ate from a plate with a spoon and drank from a glass with a napkin tucked under his chin.

It is said that other animals encountered at sea were also kept as pets or mascots, although less successfully than the animals mentioned above. Baby seals, polar bears, and even walruses were kept until they usually perished. In addition, the odd pig and goat have turned up in the pages of history, such as Cronje the Pig of the cruiser Atlanta and Bill the Goat of the USS Rhode Island who remains the mascot of the US Naval Academy. The French warship Marceau was said to have a rooster who crowed every time the cannons were fired, the German warship Printz William had a grey stork, and the British ship Bacchante had a donkey. But mostly, those animals proved more trouble than they were worth and sailors now typically stick to the two most favoured pets, cats and dogs.

Lea Edgar started her position as Librarian/Archivist for the Vancouver Maritime Museum in July 2013. She can be contacted at archives@vancouvermaritimemuseum.comh

Canada’s Pacific Gateways A new book by Dr. W.B.M. Hick Canada’s Pacific Gateways is a lavishly-illustrated chronicle of trade and development on the West Coast. It is a history of dreams and vision, of political will and, at times, political expediency. Dr. W.B.M. Hick delivers a lively account of the people — the visionaries, financiers, and workers — who built the ports at Vancouver and Prince Rupert and the vital transcontinental rail corridors that serve them.  Order online at www.canadaspacificgateways.com | $39.99 (CAD)

“The Big Push” (24”x36”); oil on board. Contact us re availability.

This deep sea is being turned at the entrance to Vancouver Harbour by the then Cates tugs, a clear demonstration of the power of small docking tugs.

Art is an investment.

Call or email us to obtain that special painting.

(604) 943-4399 / john@johnhorton.ca www.johnhorton.ca

Untitled-1 1

March 2014 BC Shipping News 19

2/7/2013 1:14:42 PM

PORTS

Seattle and Tacoma ports may join to fight decline

By Ray Dykes

W

ith the writing on the wall, the Washington ports of Seattle and Tacoma may club together for long-term growth. For years they have anxiously watched the leaps and bounds of Port Metro Vancouver — the highly successful amalgam of three separate ports in Greater Vancouver — and pondered their future as a Pacific Northwest Gateway to Asia.

Now, they are at least exploring options to do something about it.

And why not? Only 30 miles apart and competing for the same container buck, why not try to do something about it before it is too late? The two ports had previously joined in marketing their regional facilities around the world.

Then, in a joint release to start off their New Year in mid-January, the ports of Seattle and Tacoma revealed they have filed a discussion agreement with the United States Federal Maritime Commission (FMC), seeking permission to share information and identify potential options so they can better respond to “unprecedented industry pressures”.

Sharing

They’re largely talking about sharing details with each other of their rates for global container traffic as shipping lines continue to lose millions of dollars each year. The container lines are scrambling to invest in vessels with larger capacity; hoping to share those vessels when they can; and also looking seriously at reducing the number of ports where they regularly call.

Seventy per cent of the containers handled at Seattle and Tacoma are bound for elsewhere, largely the Midwest USA, and it doesn’t help to read the booming results from the competition to the north 20 BC Shipping News March 2014

...the ports of Seattle and Tacoma revealed they have filed a discussion agreement with the United States Federal Maritime Commission (FMC), seeking permission to share information and identify potential options so they can better respond to “unprecedented industry pressures”. in the form of Port Metro Vancouver and the upstart and thriving Port of Prince Rupert, which have both made hay marketing their access to Canadian cities and mid-United States centres such as Chicago.

Port Metro Vancouver is the busiest export port on all of the West Coast and in 2013 moved almost three million TEUs (20-foot equivalent units), although final figures were still being tabulated at time of writing. Through the end of November 2013, the TEU count was up 4.1 per cent.

And in Prince Rupert, where setting container records was once a yearly pastime, the 2013 total dropped five per cent to 536,439 TEUs but overall tonnage was over 23 million tonnes and up by 3.5 per cent.

Cautionary

No wonder Port of Tacoma CEO, John Wolfe, keeps casting a cautionary glance northwards. “While the Panama Canal expansion should have us concerned about East Coast ports in the future, we have to keep an eye on the competitive forces here in the Pacific Northwest,” Wolfe said recently.

To highlight the need for action among the leading Washington ports, there continues to be ominous signs with the Hanjin Shipping announcing late in January that it plans to stop calling on one of four West Coast ports — either Seattle,

Portland, Port Metro Vancouver or Prince Rupert. While most money seems to be on Portland because it is the smallest port and most likely to lose this line’s business, there must be some anxious hearts in the Port of Seattle.

And Hanjin is not likely to be alone in trying to prune its services to and from North America. One recent expert analysis of Hanjin’s finances predicted that other financially strapped shipping lines will look to follow their example and pare back their networks.

Let’s chat

While they stopped short of proposing an actual merger to the FMC, Seattle and Tacoma want permission to discuss the following: • Container facility planning • Development • Management, operational costs at container facilities • Federal, state, and municipal government co-operation and funding for transport infrastructure • Container business rates of return (such as rates, tariffs, leases and so on ) • Port facility utilization • Port spending on the container business Sounds like a marriage proposal to me as they may well be sharing the same bed on a lot of aspects of port operation and management in future. The “we are just good friends” argument will last only

PORTS so long when viewed thousands of kilometres away by struggling container shipping lines in Asia.

For Seattle, there were ominous signs back in 2012 when the Grand Alliance — made up of Hapag-Lloyd AG, Nippon Yusen Kaisha, and Orient Overseas Container Lines — announced it would be moving over 400,000 TEUs from the port to rival Tacoma, most likely because of more competitive rates.

No wonder Tacoma handled 1.89 million TEUs in 2013, edging back towards the two-million TEU mark it first reached in 2005. Tacoma is likely to move its way up in the rankings of the Top 30 U.S. Ports (source: Zepol Corporation) from its 2012 spot of ninth based on container imports.

Contrast that with the Port of Seattle which moved 1.6 million TEUs in 2013 — a drop of 16.5 per cent, or over 310,000 boxes — well short of boom years over two million TEUs in 2005, 2010 and 2011, before slipping to 1.9 million TEUs in 2012 with the loss of the Grand Alliance. Seattle was ranked fifth in that 2012 top ports list and will likely surrender that soon as Tacoma climbs the ladder.

If both ports were one when it came to reporting TEUs, they could overtake Savannah, GA for fourth spot. By the way, the Ports of Los Angeles and Long Beach were first and second in those rankings, well ahead of New York/ New Jersey — another strategically-combined operation.

Who knows what the two port rivals might be able to achieve working more closely together. At least they hope to find out.

The Port of Tacoma isn’t sitting on its thumbs, either, when it comes to preparing to handle larger container vessels. It has proved by simulator trials at least, that is ready now to guide the big ones — Hapag-Lloyd’s Hamburg Express at 13,169 TEU capacity was the simulator model vessel — through its Blair Waterway.

Current average container vessel size is around 6,000 TEUs, while vessels of

8,500 and 10,000 TEUs have so far used the port facilities successfully.

Who knows what the two port rivals might be able to achieve working more closely together. At least they hope to find out.

Ray Dykes is a journalist who has worked his way around the world as a writer/photographer. Ray can be reached at prplus@ shaw.ca.

The Port of Tacoma was the ninth top U.S. port for container imports in 2012.

Good news

Meanwhile, there has been some good news for the Port of Seattle as it tries to plug the holes left by the departed Grand Alliance. In February 2014, Seattle will welcome Pacific International Lines (PIL) to its Terminal 30 in partnership with China Shipping Container Lines (CSCL) and a new Asia-Pacific Northwest Service.

And that was the second major shipping line in the past year to choose Seattle as its primary U.S. Pacific Northwest port of call with the United Arab Shipping Company (UASC) joining the ranks last June.

Seattle boasts it is “big ship ready” now with four world-class container terminals with drafts of 50 feet. To prove it, the port successfully handled a trifecta of three large ships — the 10,000 TEU Hanjin Spain, the 8,500 TEU Cornelia Maersk, and the 8,600 TEU Hyundai Global — at the same time last November.

Successful trifecta: the Port of Seattle handled three large ships (10,000, 8,500 and 8,600 TEUs each), last November using three of their four world-class container terminals with drafts of 50 feet.

March 2014 BC Shipping News 21

TRAINING Industrial Marine Training and Applied Research Centre

IMTARC contributing to industry productivity

By Captain Alex Rueben Executive Director, IMTARC

T

he Industrial Marine Training and Applied Research Centre (IMTARC) is an industry governed, value-adding system integrator for workforce development, technology adaptation and applied research, and supplier development that contributes to the productivity and competitiveness of B.C.’s shipbuilding and repair industry and its supply chain. IMTARC has a 4,000-square-foot training facility located adjacent to the Esquimalt Graving Dock in Esquimalt Harbour, comprising two fully equipped 24-seat classrooms and an advanced 12-station computer lab.

Since IMTARC opened its doors in February 2013, almost 5,000 students have taken over 230 courses at the Centre. While the Centre leases out its training facilities to industry, the main focus of IMTARC has been to promote and facilitate new training and education opportunities for the industry. In this context, IMTARC has forged relationships with over 20 organizations, ranging from international companies to local training service providers, in brokering relevant and timely courses to industry. In the past year, IMTARC has brokered 26 courses ranging from ‘LNG as a Fuel’ taught by Lloyds Register, to the ‘Contract Management for Ship Construction, Repair, & Design’ taught

by Fisher Maritime and the ‘Dockmaster Dry Docking’ course taught by DM Consulting out of San Diego. IMTARC has also responded to specific training requests from industry in brokering courses in project management, flanging and bolting techniques, electrical safety, incident response and other areas requiring training support. IMTARC continues to seek out new private and public training service providers and seeks to broker

22 BC Shipping News March 2014

Since IMTARC opened its doors in February 2013, almost 5,000 students have taken over 230 courses at the Centre. an ever-increasing number of courses to its clients, which come not only from the shipbuilding and ship repair industry but also from communities, suppliers and other industries.

In 2012, the BC Workforce Table for the Shipbuilding and Ship Repair Industry identified a number of desired skill sets that were required by the industry and yet were not supported by a formal curriculum that could sustain these skill sets. Within the framework of a Labour Market Partnership Agreement, the B.C. Government allocated $550,000 to IMTARC for the development of new curriculum. The development of the new curriculum was contracted to qualified training developers across Canada and the courses are now ready to be offered to industry. The following courses are being rolled out: Planning & Scheduling in a Marine Industrial Environment — Defining project success often involves completing on time and on budget, and project budgets are often driven by resource costs and the scheduling of those resources. This fourday course is for project managers, engineers, quality managers, tradespeople, and procurement managers in the shipbuilding industry. This course will prepare participants to develop project schedules for new ship construction and ship repair projects. Participants will learn to identify and value critical path and float, use standard scheduling terminology, update and track project schedules, intricacies of resource loading and levelling, prepare performance reports and use earned value

management to identify changes. With these valuable skills, project managers and planners will have improved control of their projects as they will be able to identify the full effect of unexpected occurrences and the full impact of scope changes on their project schedules.

Marine Estimating for Ship Repair Activities — The estimation of costs for the repair or conversion of marine vessels or structures encompasses work carried out by many trades and can be performed in various locations. Success in the pricing of a vessel owner’s repair needs requires trade knowledge, knowledge of shipyard or repair practices, knowledge of safety and industry regulatory requirements and the achievable production rates of the entity for which the estimator works. This twoday course will highlight the prerequisites for a marine estimator, examples of the various types of marine repairs or conversion work, types of contracts encountered on Canada’s West Coast and examples of frequently encountered repairs together with various estimating techniques. This course is offered in two streams: one for those carrying out marine estimating in the private sector and one for those doing it in the public sector.

Shipbuilding and Repair Entry Level Training — This course was developed by a consortium of colleges including Camosun College, BC Institute of Technology, Vancouver Island University and North Island College. It is a preemployment course targeted at new entrants to the industry that have no prior industry experience and equips them with

TRAINING enough knowledge and certification to be design and layout as well as an in-depth eligible for entry-level employment in a exposure to industrial marine drawings shipyard. The course is designed to famil- and terminology. The latter covers a wide iarize participants with the various occu- scope of terms ranging from design and pations and skill sets found in a shipyard new ship construction, to shipyard layand to indoctrinate them in the industrial outs and assets, to ship fitted systems and marine culture. The course includes: an safety protocols. This course is intended orientation to the industry including for experienced personnel coming from a look at the differences between new other industries (i.e., automotive, pulp construction and ship repair; a primer & paper, oil & gas) that are making the in shipyard safety and environmental transition to the industrial marine sector. practices; employability skills including Interpersonal Communications in the numeracy and literacy; an introduction to Industrial Marine Workplace — The shop equipment and hand tools; material industrial marine environment is experimanagement skills including movement, encing an unprecedented influx of new storage and handling; an exposure to ship workers as the industry expands and design and layout; and the basics of dock- scales up to accommodate the demand ing/undocking vessels. This course is 12 for new construction and maintenance weeks in length and is undergoing some work. This two-day workshop is designed modifications and therefore not yet being to help participants identify and use offered to the general public. effective strategies for interpersonal comMarine Upgrading for Experienced munication in the workplace. Respect Journeypersons — This course bor- and trust are at the heart of effective rows from the Shipbuilding and Repair communication and those core concepts Entry Level Training course in that it are reinforced throughout the training. encompasses the orientation, safety and Geared to the needs of existing and future environmental portions of the entry level 12:23:23 leaders, managers and supervisors, this BCShipping_Half Page7_875x5_438.pdf 1 12/07/2013 PM program. It also includes elements of ship workshop is one of three new leadership

skills courses designed specifically for the B.C. shipbuilding and repair industry. The other two-day workshops in this series include Conflict Resolution and Coaching & Mentoring and can be taken in succession or as stand-alone workshops.

IMTARC has also embarked on a supplier development pilot project that includes Lean/6Sigma Green Belt training to B.C. companies working to become essential players in the supply chains of the industrial marine, aerospace and energy sectors. This training is intended to build upon a network of training and education support for B.C.-based businesses.

For more information on IMTARC services please go to www.imtarc.com.

Captain Alex Rueben retired from the Royal Canadian Navy in 2012 after 35 years of service. A marine engineer, he held various senior appointments in the RCN concluding as Chief of Staff of the Navy on the Pacific Coast. Captain Rueben is the founder of the West Coast Shipbuilding and Repair Forum and was the Chair of the 2012 BC Workforce Table on the Shipbuilding and Repair Industry. He can be reached at alex.rueben@imtarc.com.

C

M

Y

CM

MY

CY

CMY

K

March 2014 BC Shipping News 23

SHIP REPAIR TRAINING Industrial Marine Training and Applied Research Centre

A student’s perspective

By Tonya Gillard

Recent graduate, Shipbuilding Repair Entry-Level Training, IMTARC

B

etween October 2 and December 20 2013, I became one of 13 students in B.C.’s first Shipbuilding Repair Entry-Level Training (SRELT) pilot program. I had moved to Victoria a year earlier after a decade in construction marketing in Northern B.C. and was struggling to re-orient myself in a more competitive region. The opportunity fell in my lap and I decided to run with it — or set sail, if you prefer a bad pun.

The need for SRELT was identified by the Shipbuilding and Repair Human Resources Committee in 2009 and became even more of an imperative with the announcement of Seaspan Shipyards winning an agreement to build federal vessels under the National Shipbuilding

Five women and eight men from their late teens to mid-40s had gone through an application and interview process at Camosun to get into the program. and Procurement Strategy (NSPS) in 2011. Olaf Nielsen, Trades Training Development Co-ordinator at Victoria’s Camosun College, led a winning bid by a consortium of colleges including BCIT, Vancouver Island University and North Island College in developing, and subsequently running, the pilot serial of the SRELT program. Together, they aligned with industry to create a course which would provide a basis for new employees or transitioning Journeypersons entering shipbuilding or ship repair industries.

Ian Baxter, a Work Center & Apprentice Manager at the Department of National Defence (DND) Fleet Maintenance Facility (FMF) Cape Breton Shop at CFB Esquimalt, was one of the subject matter experts involved in the project from infancy. “At that time I could see just how important this type of program could be,” said Baxter. “DND is a leader in the community, and it was a natural progression for the department to be invested in seeing the SRELT pilot succeed.”

Photo courtesy Tonya Gillard

Instructor Peter Thomas and some of the students from SRELT watch the Grand Princess dock at the Esquimalt Graving Dock for a retrofit in December 2013.

24 BC Shipping News March 2014

SHIP REPAIR TRAINING Our classes were held at the Industrial Marine Training and Applied Research Centre (IMTARC), adjacent to the Esquimalt Graving Dock (EGD) with site tours and practical work projects hosted at both EGD and FMF. Five women and eight men from their late teens to mid-40s had gone through an application and interview process at Camosun to get into the program. Half the class had previous shipyard or trades foundation education or experience and the rest of us were novices.

I had heard about SRELT from a classmate at another course at Camosun. The government ship contracts and the potential for work had been in the news but I had never considered the marine industry as a potential career. I was excited to take on a personal challenge, receive free training, obtain valuable trade certifications and help to shape the future course content for others.

Victoria native, Janae Sjerven, an 18-year-old SRELT student, said the ship industry was not always on her radar either.

It became an option for her in the second semester of Grade 12 when she became involved in the BC Secondary School Apprenticeship program, which gives students dual credits for high school diploma and on-the-job training.

Her training was at FMF where she shadowed workers in the different trades and decided to pursue painting because of the variety. “Some days I was in the powder coat booth, some were spent in the sign shop and some were spent out and about,” said Sjerven.

Her supervisor at FMF told her about SRELT. “I decided to apply because I wanted to gain more knowledge about the industry.”

SRELT was led by Peter Thomas, an Instructor at BCIT’s Metal Fabrication Deptartment. He had many years experience working in the marine industry in Vancouver. Peter was a charismatic, nononsense teacher with a dry sense of humour and a deft hand for dealing with the changing schedule. He had no problem instantly capturing the attention and respect of the class.

The first few weeks were classroom lectures and PowerPoint presentations about the history of shipbuilding, such as changes in the industry surrounding the First and Second World Wars; how war ships were rerolled to become transport carriers and how the repair industry grew out of that work.

Some of the topics we covered included labour organizations, the function of a shipyard, marine terminology, vessel configuration and compartments, shipbuilding definitions, the hierarchy of customers and survey and inspection.

A few industry stakeholders dropped in to visit. Jim Milne, the current Director of EGD was especially welcoming. “We recognized that it is essential to attract a new generation of workers into the industry and also to look at new and innovative ways of doing the work that would assist the industry to be as productive and progressive as possible,” said Milne.

Slowly, the class found its groove as we worked our way through the sometimes dense material, quizzes and class projects. We researched topics such as how a repair task would be initiated.

What was the process to remove a section of hull to gain access to the engine room? How do you remove a ship’s rudder?

“I would like to thank Peter for being such an entertaining teacher, said Jamey Kilb, a bartender who was looking to gain skills towards a new career. “Some of the class was very dry but somehow he got us through laughing.”

Classes started at 7:30 am sharp which meant we were up before the birds. A few of us started carpooling. Some of my favourite memories include driving through the dark, drinking coffee and laughing with my carpool buddies. We all got outfitted

“We recognized that it is essential to attract a new generation of workers into the industry and also to look at new and innovative ways of doing the work that would assist the industry...” with PPE — steel-toed boots, coveralls, waterproof gear — and received textbooks and workbooks for free.

Our first visits to the shipyards were exciting. Getting through security and into the hustle and bustle of a working shipyard was an eye-opener. Ships from tankers to ferries were docked and in varying stages of repair. Workers drove around on golf carts and everywhere there was the insistent beeping of tower cranes on the move. We were finally seeing how everything we learned in class came together in a yard.

On our first tour, we were invited up into the tower cranes at EGD which left me a bit weak in the knees — but spectacular once we made it up there. We also got to see the tunnels beneath the dock in the Pump House. At FMF, we visited their trade facilities from newly constructed metal fab shops to the historic machining building. FMF also invited us to watch the pre and post dry dock of HMCS Winnipeg as she underwent repairs.

After the theory part of the course ended, we were trained, tested and/or certified in a variety of health and safety areas such as Worksafe Regulations, First Aid Level 1, WHMIS, TDG, Fall Protection, Confined Space Entry, Rigging, Fire Safety,

The West Coast’s Newest Old Shipyard!

9311 River Drive Richmond, B.C.

Phone: 604-270-2775

www.meridianmarine-inc.com

March 2014 BC Shipping News 25

Photo courtesy Cayle Gendron

SHIP REPAIR TRAINING

Learning fall protection and other safety measures is an important part of the curriculum of the SRELT program.

“Each of the students have gained a huge advantage in becoming successful in any trades program they enter into...” and Hand Signals for hoist and crane operations. We worked with ropes and pulleys, learned common knots and spent two long, hard days putting up and taking down scaffolding outside IMTARC. Driving a forklift and an aerial boom was intimidating at first, but fear soon gave way to excitement and, looking back, those were some of the most empowering days of the program for me.

Victor Devlin from Adanac/EMP Canada certified us in Confined Space and Fall Protection. “Many years ago, safety only got in the way of production and profits,” he said. “This has taken a complete turnaround — unsafe acts are not tolerated at all and come with heavy penalties.”

The final portion of the program was project and practical group work. We used a Builder’s Level, stakes and rope to complete a 60-foot by 120-foot work site, staked four corners and recorded elevations

in order to complete a specific half-breadth keel layout in a frosty field full of goose poop behind IMTARC. EGD let us set up shop in a work shed for a temporary carpentry shop where we used common hand tools and saws to build a toolbox. We worked with blueprints, measured, cut out and then re-assembled pieces of a model modular block on a jig and hot glued everything together to learn about section and blockoriented ship production strategies.

By then it was early December and we had a few long days of heavy fog, cold and snow to contend with at the yard and experienced some of the challenges with working outside.

Towards the end of the program, EGD invited us to job shadow at several of their sites including safety and environmental, cranes, electrical, pump house and yard staff. “Our staff enjoyed the opportunity

to engage with this very enthusiastic group and although I don’t think they knew what to expect when first approached, the feedback I get is that it was a positive experience for all involved,” said Milne.

“Working in the shipyard, the feeling of being part of the team and culture are an eye-opening experience,” said Kilb.

“Learning hands on and training in the actual shipyard was an experience that I needed to be able to see the big picture.”

Peter often pushed us beyond our knowledge levels and skill sets and encouraged us to pursue careers in marine-skilled trades. Some of the work we were asked to do would fall into first and second year apprenticeships. “Each of the students have gained a huge advantage in becoming successful in any trades program they enter into,” said Baxter. “I feel that Peter really managed to get the whole class to see more than what was on the curriculum. He managed to get them engaged.”

For anyone considering the course in the future, Kilb has a suggestion. “Be open to all the fields because the one that interests you may surprise you,” she says. “I will be continuing my education in crane operation and hope to work in a shipyard.”

By the time the blisters faded away from our new steel-toed boots, the program was over. Although I found it more challenging than expected, I am glad to have been given the opportunity. Few of the SRELT students have found work in the marine industry so far. Hiring freezes and delays plaguing the start of the ship construction projects have resulted in hardly any entry-level jobs.

“The ultimate success of any program put on for entry persons to the industry is going to be providing them with steady work that is interesting and challenging,” notes Milne. “And for that, we need the ship repair firms to step up and make the commitment to the students. Ultimately the work has got to be there.”

Photos courtesy Tonya Gillard

On-site practical work, class projects and field work to learn the tools of the trade put SRELT students at an advantage when seeking out work in the marine industry.

26 BC Shipping News March 2014

T EC H N I CA L C O N F E R E N C E A N D E X H I B I T I O N J U N E 12 - 13, 2 014 D E LTA V I C T O R I A O CE A N P O I N T E R E S O R T

Presented by the Vancouver Island Branch of the Canadian Institute of Marine Engineering (CIMarE) Proud to sponsor:

Discover cutting-edge developments in the marine industry, from ship design, repair, construction and operations, to oceanography and marine renewable energy.

For professional marine engineers, by professional marine engineers.

Point Hope Maritime's full service shipyard is strategically located on the harbour in Victoria B.C., Canada. We repair and refit all types of Commercial and Private vessels. We work to the highest professional standards in the Pacific Northwest. Our extensive facilities include a 12 T Marine Railway. In addition we have a 15,000 square foot climate – controlled assembly shed for specialized steel and aluminum fabrication, plus a fully equipped machine shop.

Point Hope Maritime 345 Harbour Road, Victoria, B.C. V9A 3S2 Phone: (250) 385-3623 | Toll Free: 1-877-385-3623 Fax: (250) 385-3166 | www.pointhopemaritime.com ISO 9001:2008 Certified | ISO 14001:2004 Certified

For details, visit:

www.thenewwave.ca

WORKFORCE STRATEGY Shipbuilding and Ship Repair Board

Satisfying industry’s demand for labour

L

ast year, BC Shipping News reported on the draft study from the BC Shipbuilding and Ship Repair Board (SSRB), Towards 2020, A BC Shipbuilding & Ship Repair Industry Workforce Strategy. Our focus at that time was to highlight the critical needs for an increased shipbuilding and ship repair workforce. With the release of the final report, we can now see the path the SSRB has laid out to address the industry’s needs.

Towards 2020 predicts a “perfect storm” for B.C.’s shipbuilding and ship repair industry (SRI). Growth of the industry through the National Shipbuilding Procurement Strategy ($8 billion), an additional seven vessels ordered for the Canadian Coast Guard ($3.3 billion), and an increase in other ship construction, vessel refits, maintenance and repairs and in-service contracts ($10 billion), combined with an aging SRI workforce, a declining youth cohort and extreme competition for talent by other industries and jurisdictions, are all contributors to the recognized need to develop a co-ordinated workforce strategy that will inform private and public investments in future labour market development initiatives.

Towards 2020 addresses four fundamental questions: • What is the current state of the industry and its workforce?

• What should be the state of the industry and its workforce in eight to 10 years?

Increase in business, an aging workforce, a declining youth cohort and competition from other industries combine for a “perfect storm” for B.C.’s shipbuilding and repair industry.

• How can we effectively and efficiently advance from the current to the desired state?

• What should be our implementation strategy for executing the Workforce Strategy?

Benchmarks and goals

Employment in the SRI is already rising. Between 2006 and 2011, employment among commercial shipyard operators averaged about 2,000 workers.

Current baseline estimates of industry and associated workforce employment for 2012 reveal that there are almost 3,200 workers in the shipbuilding and repair sector and another 1,400 plate and fabrication jobs dedicated to serving the sector.

The Workforce Strategy predicts a 47 per cent increase in employment in SRI by 2016 and 62 per cent by 2020. There will also be significant growth, peaking in 2018, of the plate and fabrication sector.

By 2020, the industry will require over 4,200 new workers.

28 BC Shipping News March 2014

Add in retirements and the combined sectors will require a total number of over 4,200 additional jobs by 2020.

Competition from other industries — mining, oil and gas, construction, etc. — will further increase demand for skilled workers. For instance, over the last decade, B.C.’s resource sector accounted for between 54 and 58 per cent of the province’s goods producing sector.

Between 2001 and 2010, resource sector GDP increased by 21 per cent. Over the same period, resource-based exports to other countries accounted for 68 per cent of total provincial exports in 2010, up from 62 per cent in 2001. And this doesn’t include the projection of at least three LNG facilities in operation by 2020 which would see over $20 billion in direct new investment, 9,000 new construction jobs, 800 long-term operational jobs and thousands of indirect and induced jobs and over $1 billion in additional government revenues.

WORKFORCE STRATEGY Training gaps

A study conducted by R.A. Malatest & Associates concluded that the demand for skills and training encompasses all aspects of the planning and production process, from entry level to management. Malatest pointed to a general understanding that training for all skilled and technical occupations requires a marine focus, and that hands-on experience was central to successful training. The shipyard is becoming a more complex and modern workplace, driving the need for advanced skills and training to ensure competitiveness. Malatest identified the following training gaps/needs — some of which are already being addressed: • Traditional trades training — employers have tended to retain a small core of qualified workers and hire others on an asneeded basis. As a result, apprenticeship training has been limited.

• Marine trades training — the absence of formal training programs for marine trades has resulted in an inadequate human resource succession plan for the industry.

• Engineers, technologists and technicians — B.C.’s post-secondary system does not offer specific programming in naval architecture despite demand for graduates. Engineering technologists and technicians are in growing demand but, while programs are widely available, they are not specific to the marine industry.

• Production management and critical function and support — increasing demand for specialized production management and supervisory training is particularly evident in the current marine environment. The need to address training for jobs like production planning, estimating, purchasing, costing and project management as well as training that addresses specific skills like human resource management, information management, budgeting and labour relations is becoming a priority for the industry.

Malatest pointed to a general understanding that training for all skilled and technical occupations requires a marine focus, and that hands-on experience was central to successful training. employees of B.C.’s shipbuilding sector to share stories, photos and videos about their experiences in the shipbuilding and ship repair industry. A key element of the We are Shipbuilders campaign is a dedicated industry website which provides information on shipbuilding and repair careers, jobs, education and training programs and best practices (see www.WeAreShipbuilders.ca).

Medium-term (Fall 2013 to June 2014)

These SSRB workforce priorities focus on promoting the shipbuilding and repair industry as a viable career option for youth, including: • Develop a sustained and co-ordinated career promotional campaign targeted at promoting shipbuilding and repair career pathways to K-12 students, youth and influencers (i.e., educators, parents, peers and media).

• Encourage more employers in B.C.’s shipbuilding and repair industry to provide apprenticeship training opportunities, and to support apprentices in completing their programs.

• Expand opportunities for students to get exposure to, and gain work experience in the industry.

From here to there — filling in the gaps

The Workforce Strategy identified short, medium and longterm priorities to fill the anticipated gaps.

Short-term (2013)

Given that the draft report of Toward 2020 was released in early 2013, many of the short-term priorities are now addressed. For example, one of the priorities was to develop and execute an Aboriginal engagement strategy. This has been addressed with the establishment of CASA — the Coastal Aboriginal Shipbuilding Alliance which brings representatives from Aboriginal Community Career Employment Services (ACCESS), Coast Salish Employment and Training Society (CSETS) and the First Nations Employment Society (FNES) together to jointly develop, design, deliver and evaluate quality training and employment programs and services in the shipbuilding industry for Aboriginal people living in Vancouver and on Vancouver Island.

Another priority was to develop and maintain a communication plan to announce and communicate about the shipbuilding and ship repair industry to British Columbians and others.

The SSRB, funded through the Canada-British Columbia Labour Market Development Agreement, launched the We are Shipbuilders campaign with an industry-sponsored “Get on Board!” contest. The contest encouraged current and past

Point Hope Maritime's full service shipyard is strategically located on the harbour in Victoria, B.C., Canada. We repair and refit all types of Commercial and Private vessels. We work to the highest professional standards in the Pacific Northwest. Our extensive facilities include a 1200 T Marine Railway. In addition we have a 15,000 square foot climate – controlled assembly shed for specialized steel and aluminum fabrication, plus a fully equipped machine shop.

Point Hope Maritime 345 Harbour Road, Victoria, B.C. V9A 3S2 Phone: (250) 385-3623 | Toll Free: 1-877-385-3623 Fax: (250) 385-3166 | www.pointhopemaritime.com ISO 9001:2008 Certified | ISO 14001:2004 Certified

March 2014 BC Shipping News 29

Photo courtesy of the SSRB

WORKFORCE STRATEGY

The SSRB predicts a shortage of as many 430 welders by 2020.

SSRB’s strategy also recognizes the need to ensure the industry continually adopts new technologies and innovative business practices to improve

All together now

labour productivity.

Long-term (April 2014 to March 2015)

• Advocate with the BC Ministry of Education for expansion and strengthening of vocational training programs in high schools to expose youth to B.C.’s shipbuilding and repair occupations.

• Develop mentoring programs to support women, Aboriginal peoples and other under-represented groups.

• Review business model options and develop a sustainability plan for the long-term viability of SSRB.

SSRB technology and process development priorities

In addition to outlining short, medium and long-term strategies that address recruitment and retention, SSRB’s strategy also recognizes the need to ensure the industry continually adopts new

Image courtesy of the SSRB

The long-term strategies identified in Toward 2020 recognize the need to develop partnerships with industry, government, educational institutions, labour and other key stakeholders to ensure success in supplying the industry with their labour requirements. These include: • Support and encourage innovative delivery approaches for industry training.

• Support training (i.e., pre-employment and entry-level trades training) aimed at increasing the participation of underrepresented groups.

• Develop and implement retention and transition strategies for workers within shipbuilding and repair, and for displaced workers from other industries.

The “We are Shipbuilders” campaign, launched in 2013, was the first step in creating awareness of the viable career options in the shipbuilding and ship repair industry.

30 BC Shipping News March 2014

technologies and innovative business practices to improve labour productivity.

The strategy further calls for the consideration of implementing appropriate recommendations of the EGS BC Shipbuilding and Repair Competitiveness and Productivity Road Map Project Final Report. This report, released in 2012, carried out a comprehensive review of existing information and data; researched and compared local shipyards to international ones; and developed a number of recommendations related to technology identification, adoption and transfer. The study reinforced and supported the concept of the Industrial Marine Training and Applied Research Centre (IMTARC) and provided recommendations that would strengthen the effectiveness of the new learning facility.

Many of the priorities set by the SSRB are already beginning to be addressed by other organizations including the Resource Training Organization (RTO) and IMTARC. SSRB will work closely with all on an ongoing basis to maintain synergy on training and technology development for the industry.

• Expand the scope of training for traditional trades to include a marine option for work in a shipyard.

• Develop targeted production management training programs specific to the industry and encompassing critical functions such as planning, job estimating, purchasing logistics and materials management.

• Continue to advocate for improved processes for credential and competency recognition.

• Increase support for applied research related to new technologies and innovative manufacturing practices to improve productivity.

When all is said and done, a handful of critical success factors will determine the efficacy with which the Workforce Strategy is successfully executed. The strategy recommends effective industry leadership that is clearly defined; engagement of large, medium and small employers; continued sustainability, implementation and improvement of the Workforce Strategy; adaptation of the apprenticeship system to deliver to the needs of the industry; and an effective facilitative role for governments in workforce development.

MARINE MECHANICAL TECHNICIAN Marine Mechanical Technician Apprenticeship Program

By Russell Oye, BCIT, and Glenn Spartz, Volvo Penta Canada Inc.

I

n December 2013, the Industry Training Authority (ITA) of British Columbia approved the Marine Mechanical Technician apprenticeship program. This new program addresses the challenges facing the recreational marine industry in B.C. — an industry which contributed almost $1 billion to the provincial GDP in 2012 (The Economic Impact of Recreational Boating in Canada 2012, www.nmma.ca).

Our B.C. recreational marine industry employs over 13,000 people as boat dealers, marina operators, boat builders, engine distributors, accessory manufacturers, marine technicians, and yard workers. A challenge has arisen in that many of those currently employed are fast approaching their retirement years with few young people coming up to take their place. And as with all trades, the marine community is also experiencing a shortage of certified tradespeople today and the lack of certified marine technicians is negatively impacting our industry. Another challenge identified was that training programs for marine technicians have not kept pace with the constant technological advancements made in the industry.

To address these challenges, in 2004, Glenn Spartz of Volvo Penta Canada Inc. and a board member of Boating BC (formerly known as BC Marine Trades Association), and a group of industry leaders formed the Marine Industry Workforce Development Committee (MIWDC). With approval from the ITA and support from Boating BC, the MIWDC set about to identify the challenges and re-write the program for Marine Mechanical Technician apprentice. Funding for this project was provided by Human Resources Skills Development Canada. Over the next few years, the MIWDC invited subject matter experts (SME’s) from the local marine industry to become involved and give their insight and input on what skills they needed to see from a Marine Mechanical Technician who had freshly graduated from apprenticeship training. Through their collaborative efforts, a new curriculum and inventory of tests were developed.

In 2008, the MIWDC forged a partnership with the Transportation Career Development Association (TransCDA), an Industry Training Organization (ITO) and transportation industries advisory to the ITA who took over responsibility for the program project and communication with the ITA. To successfully complete the new Marine Mechanical Technician apprenticeship program, an apprentice must complete two levels of in-school technical training, meet workplace hour requirements, including endorsement hours, and successfully pass the Level One and Certificate of Qualification exams.

The apprentice is also required to have 3,000 hours of general marine experience plus a minimum of 1,500 hours on one of three possible endorsements: outboard, gasoline or diesel engines. There is only a requirement to have sufficient hours and experience in one endorsement to complete the program.

An additional 1,500 engine-specific hours are required for each endorsement sought thereafter. Therefore, a minimum of 4,500 (3,000 + 1,500) hours is required to complete the program with a single endorsement, or 6,000 (3,000 + 1,500 + 1,500) hours

...the marine community is also experiencing a shortage of certified tradespeople today and the lack of certified marine technicians is negatively impacting our industry. for two endorsements or 7,500 (3,000 + 1,500 + 1,500 + 1,500) hours of experience for all three endorsements.

Level One Courses are: Occupational Skills, Vessel Systems, Hydraulic Equipment, Metal Working, Electrical, Engine Support Systems, Engines and Boat Trailers.

Level Two Courses are: Engine Support Systems, Engines, Marine Drive Systems, Ignition Systems, Control Systems, and Fuel Systems.

The anticipated start date for this program is late 2014 at the end of the recreational marine sector’s peak season.

A person with extensive experience in the industry has the option to challenge the Certificate of Qualification exam.

Challengers must prove 4,500 hours of general marine experience and 1,500 hours per endorsement. The minimum-hour requirement to challenge with a single endorsement is 6,000 hours. There is no in-school technical training requirement to challenge the MMT qualification if sufficient hours are demonstrated.

More information is available on the TransCDA website. http://www.tcda.ca/programs/marine-mechanical-technician.

FULL SERVICE REPAIR YARD 330 Ton Marine Travelift Welding  Electrical Repairs  Mechanical Repairs  Vessel Refits Painting and Sandblasting  Custom Steel and Aluminum Projects CSI Inspection Readiness  24 Hour Emergency Service

11580 Mitchell Road, Richmond  604-323-7402 www.ArrowMarineServices.com

March 2014 BC Shipping News 31

LABOUR DEMANDS

Importing skilled workers can fill B.C.’s labour demands

By Dan McFaull

Trades training consultant, North Pacific Inc.

W

hen you read the next sentence, you may choose to not read the rest of what I’ve written. In order to fulfill the opportunity for development of the shipbuilding industry in British Columbia over the next decade, we will have to import skilled workers from outside Canada.

Still with me? Let’s see if I can hold your attention. Canada’s National Shipbuilding Procurement Strategy (NSPS), announced in 2010, committed the Federal government to working with Canadian industry to build and maintain our national fleet of patrol and combat vessels. The Feds presented British Columbia with a huge opportunity and challenge when we were chosen as one of two regional centres to complete this work. We have access to our share of an estimated $33 billion of vessel construction projects over the next

32 BC Shipping News March 2014

20 years. Preparation work for the first of these marine construction contracts is already underway.

A 2009 human resources study of the B.C. shipbuilding and repair industry (by R.A. Malatest and Associates) predicted severe and increasing shortages of skilled trades and labourers due simply to aging and attrition of the workforce. The root of the problem, in 2009, was that British Columbia had no training programs to replace these exiting workers. That was before the NSPS was announced. An update of the Malatest study in 2012 (post NSPS) highlighted a problem that is much larger and farther reaching (see BC Shipping News, Vol. 3 Issue 6, JulyAug 13, p.34). In essence, to fully realize our looming opportunities, the industry is dependent on recruiting and hiring approximately 2,900 skilled workers

(trades and marine-specific trades) in the next two to three years. After 2016, the demand slows to a steady pace of 250 to 300 per year.

Two additional realities collide to make this situation dire. One is that other skilled-trade-dependent industries in Western Canada (energy, forestry, construction) are entering a growth cycle.

We all hope to hire from the same skilled labour pool. The second reality is that apprenticeship training to qualify in most of these skilled trades takes at least four years to complete. The result is that, even if the marine construction industry is able to recruit all the current apprentices in metal fabricator, iron worker, marine fitter and shipwright combined; we’ll still fall far short of the projected number of skilled workers we need. And they’ll all be newly trained, with just enough realworld experience to be certified. And don’t forget we’ll be paying a significant premium to attract them away from the oil sands, the pipelines, pulp and paper, and construction jobs.

So, we if we build it, where will they come from? The answer may be from outside our borders!

In some circles, this is an unpopular solution. It may, however, be the most viable way to expand our skilled labour force fast enough to take full advantage of NSPS opportunities. The shipbuilding industries in Europe and South Asia employ thousands of highly skilled trades people, many of whom would jump at the chance to build a new life for themselves and their families in Canada. What are the barriers to making any of them an offer they won’t refuse? Sadly, there are many — some regulatory and a few attitudinal.

First and foremost are the problems of immigration. Even as I write this, Ottawa

LABOUR DEMANDS is announcing a bill to revise Canadian immigration and citizenship regulations. The new bill will NOT make it easier. There are those among our fellow Canadians who prefer tighter borders and the protection of job opportunities for those already within our walls. But, this attitude is reflective of other times and places. Today’s reality is a global economy. A global market for skilled labour is a necessary part of that economy. Those who object to accommodating this new reality are noisy in their dissent, but I fear they are only raging against a coming storm. Opening our borders to the people we need is a time-honoured tradition for Canada and may be our only way forward again. It was for my grandfather, and that’s how I came to be Canadian.

The North American Free Trade Agreement (NAFTA) makes it easier for those in specifically named occupations (from the US and Mexico) to work in Canada with a special work permit.

Currently, a new free trade agreement is being negotiated between Canada and the European Union and another with Pacific Rim trading partners. Given the strategic

nature of the shipbuilding industry, perhaps shipbuilding and supportive trades could be granted a NAFTA-like priority to make it easier to import skilled labour.

Is anyone in Ottawa reading this?

Quite apart from immigration regulations, we are very cautious (and protective) when it comes to recognizing any foreign qualifications or certifications that skilled workers may bring with them. The new Canadian taxi driver with a foreign PhD or MD has become cliché. Our uninspiring response has been to ask new Canadians to re-qualify for their trade or occupation, from the beginning. This problem can be solved, if we have the will, using a gap analysis approach. With an organized review of evidence, the qualification requirements from other jurisdictions can be validly compared to those used for certification and licensing by our own regulators, educators and safety authorities.

The identified “qualification gap” will indicate the specific knowledge and skill requirements a foreign-trained worker must meet to close the gap and be recognized as qualified in B.C. The effect

will be to enable the recognition of existing qualifications and to accelerate the job-readiness of a foreign-trained skilled worker.

The B.C. government is currently developing a strategy to recognize qualifications and lower barriers for foreign workers with the skill sets most needed to build out our planned LNG (liquefied natural gas) infrastructure. To take full advantage of the rich opportunity we’ve secured, the shipbuilding industry in B.C. will need to proactively recruit, welcome and qualify skilled workers from outside Canada.

Dan McFaull B.A., M.Ed., M.B.A. is a consultant in trades training and competence assurance with North Pacific Inc. in Vancouver. Dan worked with the shipbuilding industry to revive and renew essential marine trades (Shipwright and Marine Fitter) in preparation for B.C.’s bid for NSPS designation. North Pacific has developed equipment operator training for B.C. ports and also worked with the construction industry to enable recognition of the qualifications of U.S. crane operators for working in Canada.

March 2014 BC Shipping News 33

TRAINING ON THE WATERFRONT

Evolution of training on the B.C. waterfront

O

Ever-increasing shipper demands, due to increased bunker fuel costs, tight shipping schedules and increasing competition from other North American ports, has led to the need to improve safety and productivity at British Columbia port terminals. take advantage of breaks during production to get experience ‘on the handles’ of the various pieces of equipment under the watchful eye of a senior union member. While deemed necessary due to the lack of access to equipment, there were obvious impacts to both safety and productivity to training on the job in a full production environment. It wasn’t until the early 1990s when structured, though somewhat rudimentary, training programs began for some of the ratings on the waterfront. Beginning in 2007, under the direction of CEO Andy Smith and Vice President of Training, Safety, and

Recruitment John Beckett, the association began to implement a modern, competency-based training regime.

The days of an iron grip and strong back as the primary occupational requirements are long gone. The increasing shift to the containerization of cargo and automated bulk conveyors systems has resulted in over 55 per cent of the work changing from labour based to mechanization, requiring upgrades of training to operate sophisticated equipment. This change of work necessitated formal, competencybased training programs. Ever-increasing shipper demands, due to increased bunker

Photo credit: BC Shipping News

n September 27 2013, the British Columbia Maritime Employers Association and its customer members celebrated the grand opening of the new Waterfront Training Centre on Richmond’s Mitchell Island. The 4.7-acre parcel of industrial riverfront land located at 11000 Twigg Place will be used to relocate and expand the BCMEA’s former training centre operating at Lynnterm East Dock in North Vancouver. The facility allows for the delivery of training programs from various sectors including containers, breakbulk (logs, lumber, pulp, steel), and bulk.

In decades past, ratings (or skills qualifications) were literally handed out on the job. An individual that had moved his or her way up the seniority ranks and demonstrated an interest could attempt to operate any of the equipment on the port terminals. Eager new recruits would often

The BCMEA new training facility provides for a controlled environment to safely train workers.

34 BC Shipping News March 2014

Photo credit: BC Shipping News

TRAINING ON THE WATERFRONT This new training centre represents a unique collaboration between employers in the Asia-Pacific Gateway and the International Longshore and Warehouse Union that is unparalleled by any competitor port. trainers to ensure the offerings of psychomotor and classroom training are second to none.

In 2012, the BCMEA trained over 2,600 individuals (including over 900 new recruits) in approximately 42 ratings, making it one of the largest industrial training institutions in North America. This new facility will strengthen the value proposition of the BCMEA’s training product through a number of channels. The centrallylocated facility will allow for the training of both Lower Mainland and Island operations, and will provide a controlled environment to enable the safe delivery of a diverse set of training programs all at a single site. BCMEA’s training programs will now be much less dependent

on cargo and equipment availability, will have a reduced impact on terminal productivity, and will result in less equipment and cargo damage while improving overall worker safety.

The infrastructure is now in place to establish the Asia-Pacific Gateway as the best transportation network facilitating trade between North America and Asia, but it is only as good as the people on the ground that service the industry. The new Waterfront Training Centre, recently nominated as a finalist for the Lloyd’s List NA Maritime Awards, will help create a commercial environment that is conducive to British Columbia becoming the preferred destination for global shippers by consistently delivering a safe and efficient workforce into the future.

Photo credit: BC Shipping News

fuel costs, tight shipping schedules and increasing competition from other North American ports, has led to the need to improve safety and productivity at British Columbia port terminals.

This new training centre represents a unique collaboration between employers in the Asia-Pacific Gateway and the International Longshore and Warehouse Union that is unparalleled by any competitor port. The BCMEA employs approximately 86 regular union trainers to deliver the various training programs with oversight and assistance from BCMEA field training supervisors. All training materials are developed jointly with direct employers, experienced union members, and BCMEA staff members — all training programs are currently being reviewed and modified to confirm harmonization across the various longshore locals. The facility is a step along the continuum to ensure world-class training for all ports in British Columbia. Along with the opening of the new centre, the BCMEA will invest heavily in increasing the skills of its

March 2014 BC Shipping News 35

CARGO LOGISTICS Cargo Logistics Canada Conference

In a word: Fantastic!

T

he first annual Cargo Logistics Canada Expo and Conference was a smashing success. With official attendance numbers at 2,476 (20 per cent more than organizers had hoped), supply chain stakeholders from across Canada and the U.S. gathered at the Vancouver Convention Centre for two days of sessions, tradeshow displays and networking. Sessions were lively and informative, the tradeshow saw a good flow of steady traffic and there were numerous opportunities to network with old colleagues and new contacts. Show organizer Dave Tyldesley and his team were extremely pleased with the results: “Informa Canada set out to build something completely new and special for the Canadian market,” said Tyldesley. “Based on extensive

Sessions were lively and informative, the tradeshow saw a good flow of steady traffic and there were numerous opportunities to network with old colleagues and new contacts. feedback from our exhibitors, sponsors and delegates, we can confidently say that we have delivered on our pledge to create Canada’s largest and most diverse gathering of stakeholders in supply chains.”.

Conference

If there was one complaint to be had for the Conference, it was the difficult choice attendees faced with overlapping sessions.

Take, for example, the first stream of sessions — the choice was between the Future of Asia’s Economy, North

American Global Logistics (Global Trade Lane Evolution), The Looming Human Capital Crisis, New Developments in Transportation Law and Insurance, and Cold Chain Logistics. And the calibre of speakers and panel members wasn’t much help. All speakers were recognized leaders in their field — David Fung, Chairman and CEO, ACDEG International and Vice-Chair of the Canada China Business Council; Jean-Paul Rodrigue, Professor, Department of Global Studies, Hofstra University; Dino Rossi, Partner, Borden

Photos courtesy BC Shipping News and Cargo Logistics Canada

Above: The Cargo Logistics Canada team from Informa Canada; top left: the conference was held at the new Vancouver Convention Centre West with Vancouver Harbour serving as the perfect backdrop; middle left: Port Metro Vancouver President & CEO Robin Silvester welcomes attendees; bottom left: David Fung, Chairman & CEO, ACDEG International with Shaun Stevenson, Vice President, Trade Development and Public Affairs, Prince Rupert Port Authority.

36 BC Shipping News March 2014

CARGO LOGISTICS Ladner Gervais LLC; Matthew Yeshin, Managing Director, Marine Practice, Marsh Canada Limited plus many others.

Given I had to limit my attendance to one, I chose David Fung’s presentation on the Future of Asia’s Economy, sponsored by the Prince Rupert Port Authority. A few of Mr. Fung’s anecdotes were eye-openers: his company, ACDEG International (a family business) generates more revenue than the entire export of goods and services of Canada; China’s market size is 200 times that of Canada for agriculture; the growing consumer market in East Asia and South Asia will be anchored by the rising incomes of the 600 million people in ASEAN, 1.2 billion people in the Indian sub-continent and the 1.6 billion people in northeast Asia (compare that to Canada’s population of just under 35 million or even that of the U.S., 314 million).

Mr. Fung argued that Canada must expand into international markets for continued growth. He pointed to the rising middle class and the urbanization of China and India as factors that would drive their economies but warned of a decline of

If there was one complaint to be had for the Conference, it was the difficult choice attendees faced with overlapping sessions. youth as a percentage of the population that would create obstacles, such as rising labour costs. While India has a large youth population, their obstacle lies in ensuring that this population is educated.

Expansion into international markets, however, must be done cleverly. Shipping resources is not good enough — Canada must manage their resources to ensure a premium return is assured. Fung urged Canada to use the world in creating a value chain — to maintain control of raw resources through their production to finished goods, even if it meant refining these raw resources off-shore where costs were more competitive. For example, follow a raw log: exported from Canada to the Far East to be turned into furniture then exported again to another country to be sold. Not only does Canada gain from maintaining control of the value chain but supply chain logistics are more efficiently utilized. The key, Mr. Fung noted,

was to combine competitive advantages around the world and use the world in the value chain to Canada’s benefit.

Fung’s response to a question about David Black’s plan for a refinery on the West Coast for oil sands bitumen reinforced his assertions: Given Canada’s high labour costs coupled with the cost to create the infrastructure for such an undertaking, Fung felt this project was doomed to fail.

Other sessions were equally interesting. For example, the panel session that discussed opportunities and obstacles for inland distribution provided insights into the rising momentum of inland ports.

Moderator Jean-Paul Rodrigue cited the challenges in finding main partners and establishing connectivity to other inland ports. His questions set the stage for speakers David Fung, whose company ACDEG International, is a key player in the development of Centreport Canada

May 28-30, 2014 Marriott Pinnacle, Vancouver B.C., Canada Issues Addressed Effective Governance

CREATING CERTAINTY, FORGING PARTNERSHIPS

Commercial Interest and Reality FEASIBILITY AND OPPORTUNITY

Social Well-Being and Health SUSTAINABLE COMMUNITIES

Who will be there?

Participants will come from Alaska, Canada, and Greenland; from industry; government; communities; and indigenous, academic and nongovernmental organizations.

What will we achieve?

Interactive, outcome-oriented sessions will result in strategic criteria and recommendations for a “Recipe for Northern Mining Success.”

SU CC E SS F UL N O RT H E R N R E S O UR C E E CO NO M I E S . I NCRE AS E D S O CI AL LI C E NS E .

To register online or to find out more about the Northern Regions Mining Summit visit www.institutenorth.org/NRMS March 2014 BC Shipping News 37

CARGO LOGISTICS — a 20,000-acre tri-modal (air, truck and rail) inland port located in Winnipeg, Manitoba; Bob Landucci, CEO & President of Ashcroft Terminal — a 320acre facility at the intersection of both CP and CN main lines. Both cited benefits to the supply chain that would reduce costs, increase speed of delivery, ease railroad choke points and increase capacity at docks. Delta Mayor Lois Jackson was also a part of the panel and expressed great support for initiatives such as these that would ease traffic congestion and ease concerns over loss of agriculture land to industry.

Tradeshow

Close to 150 exhibitors representing all aspects of supply chain and cargo logistics displayed their wares over the two-day tradeshow. There were engine and equipment manufacturers (CAT and G.N. Johnston Equipment), logistics software companies (CargoSmart Limited and Logico Carbon Solutions), ports from all across Canada (Port Alberni, Montreal, Halifax), educational institutions (APICS, Sauder School of Business and the Van Horne Institute) and services (Securigard, Tidal Transport

and Hatch Mott MacDonald) to name just a few. Associations such as the Chamber of Shipping of British Columbia, WESTAC and the Canadian Manufacturers & Exporters Association were on hand as were government agencies such Canada Border Services Agency and WorkSafe BC. Exhibitor feedback (including that of BC Shipping News) was consistently positive.

While most tradeshows that are tied to conferences experience slow times while sessions are under way, the CLC’s trade show saw steady traffic. The volume of visitors was about double on the first day to that of the second but both days still provided a great opportunity for exhibitors to showcase their services and products to a highly relevant and targeted audience.

opportunity followed the first full day of the conference when the Canadian Manufacturers & Exporters Association presented a seminar entitled Canadian Economic Outlook that was followed by a reception. Dr. Jason Myers, President & COO, Canadian Manufacturers & Exporters, and Chris Lawless, Chief Economist, British Columbia Investment Management Corporation discussed, in a friendly “fireside” chat format, the influential factors that will drive Canadian and American economies over the next year.

There was also the CLC-VIP Lounge and the CLC-Café that were open for the duration of both days where colleagues and clients could meet to enjoy refreshments and discuss business.

Networking

Next year

The Cargo Logistics Canada Conference provided ample networking opportunities. Starting with the Welcome Reception, sponsored by Port Metro Vancouver, guests heard from by President & CEO Robin Silvester and enjoyed the company of their peers in a relaxing and engaging venue. Another networking

Shortly following the event, organizers announced that they would again bring the entire Canadian supply chain under one roof in 2015. Dates and venue are to be announced in the coming weeks. As media sponsor, exhibitor and attendee for as many sessions possible, BC Shipping News can’t wait!

Top left: Stockwell Day with President of Port Alberni Port Authority; top right: B.C. Minister of Transportation and Infrastructure Todd Stone; bottom left: a representative from Leavitt Machinery describes his product to tradeshow visitors; bottom right: Securigard’s K9 security representatives were a highlight of the tradeshow.

38 BC Shipping News March 2014

ENVIRONMENT

An exciting time for Green Marine Environmental program enters its sixth evaluation year with a new look and lots of projects

By Manon Lanthier

Communications Manager, Green Marine

T

he evaluation phase is in full swing for Green Marine participants. Canadian and U.S. ports, ship owners, terminals, shipyards and Seaway corporations participating in the environmental program are reviewing their environmental performance for the year 2013 in significant detail.

“To receive their certification, Green Marine participants must complete a specific process of evaluation, verification and publication of their annual environmental performance results in accordance with the new certification policy adopted

by Green Marine in 2013 to ensure the North American program’s rigour and transparency,” said David Bolduc, Green Marine’s executive director.

The new certification policy has Green Marine’s founding principle of continuous improvement as the program’s cornerstone. The policy now requires every participant to achieve Level 2 for at least one performance indicator during its first year of participation, and to demonstrate subsequent annual improvement of one level in at least one performance indicator until Level 2 or better is achieved for all applicable performance indicators.

It has been an exciting time for Green Marine with record attendance at the

The past year has also seen expanding interest in the program on the West Coast where Green Marine now has a West Coast Advisory Committee and over 30 members (including 16 participants).

GreenTech conference (Vancouver, May 2013) for a second consecutive year, signing of a Memorandum of Understanding with the American Association of Port Authorities (AAPA) and increasing awareness of Green Marine among governments and environmental groups as a credible, results-oriented environmental initiative by the marine industry.

The past year has also seen expanding interest in the program on the West Coast where Green Marine now has a West Coast Advisory Committee and over 30 members (including 16 participants).

Successful implementation of a training and accreditation process in 2013 has

led to a team of verifiers across the continent who are specifically aware of Green Marine’s criteria at every stage, from regulatory monitoring (Level 1) through to environmental excellence and leadership (Level 5).

New partnerships

Last October, Green Marine and the AAPA signed a MOU officially establishing a new collaboration to advance the environmental sustainability of ports and terminal operators. The MOU serves as a framework for increased co-operation to advance environmental protection at seaports in the Western Hemisphere.

March 2014 BC Shipping News 39

ENVIRONMENT ...GreenTech 2014 organizers have partnered with Canaport to offer an industrial tour of the first liquefied natural gas (LNG) terminal in Canada.

Canaport LNG is a state-of-the-art LNG receiving and regasification terminal.

AAPA has determined that the Green Marine program is valid, applicable and scalable for ports and terminals, and it is encouraging its members to participate in the program. The agreement is already having a positive impact with the Mississippi State Port Authority (Port of Gulfport) joining Green Marine and other U.S. ports about to become members as well.

“Our environmental program is tailormade for all sectors of the marine transportation industry,” said Bolduc. “The detailed framework provided by Green Marine can serve as guidelines for ports and terminals of all sizes to measure their environmental footprint and then take concrete actions to improve their performance.”

The program’s relevance and credibility are reflected in the organization’s steadily increasing support: more than 40 environmental groups and government departments/agencies have endorsed and helped to shape the environmental program. The latest supporter is the Carbon War Room (CWR), a global non-profit organization with a mission to accelerate the adoption of business solutions that reduce carbon emissions at a gigaton scale and advance a low-carbon economy. “Green Marine’s vision for a greener marine transportation industry is very much aligned with Carbon War Room’s mission and visions for a more fuel- and carbon-efficient shipping industry,” said CWR’s chief operating officer Peter Boyd. “We look forward to working with Green Marine on future endeavors.”

Striving for continuous improvement, Green Marine has introduced two new performance indicators: garbage management for ship owners, and environmental leadership for terminals and shipyards.

These indicators were optional for the 2012 evaluation but are mandatory for the 2013 results.

Green Marine also made the first level of its rating scheme more specific so that it now involves regulatory monitoring.

Level 1 is the program’s baseline and aims at ensuring that a company takes steps to remain aware of all relevant environmental regulations. The environmental regulations pertaining to the marine industry’s activities are complex and often governed by multiple government agencies, as well as different levels of government ranging from municipal to international. By joining the program, a participant pledges to conduct its operations in an environmentally sound manner and to comply with all applicable environmental laws and regulations, addressing any instances of noncompliance as expeditiously as possible.

2014 priorities

Many projects are already under way this year to expand both the environmental program’s scope and recognition.

Green Marine will implement a recently finalized three-year development plan (2014-2017) for the program, as well as increase the program’s visibility through a website redesign and the launch of all new communication tools for the organization and its participants. The new website, which goes on line in the spring, will present the new look unveiled for Green

EARTH MATTERs A leading environmental and energy services company, Tervita is a key service provider to the marine industry, specializing in: Bilge water & sludge • Waste fuel & oil • Hazardous waste Recycling & disposal of solid waste & garbage Victoria, B.C. (250)-380-0436 24hrs: 1-800-327-7455

40 BC Shipping News March 2014

tervita.com

Marine in January. Green Marine’s logo and colours have been refreshed. The logo’s shade variations create a depth perspective, the newly sized icon and text appear more balanced, and the ship’s redesigned outline has more impact.

Green Marine’s Secretariat will continue its efforts to recruit new members in Canada and the United States and to encourage key stakeholders to support this unique initiative.

GreenTech 2014

Green Marine’s next environmental conference is packed with new features for its seventh edition. GreenTech 2014 is set to become the first Green Marine event to be certified as carbon neutral.

The annual conference being held June 10-12 in Saint John, New Brunswick, this year will have all of its related emissions offset through high-quality carbon credits. Green Marine is collaborating with the highly reputable not-for-profit Planetair organization to have GreenTech 2014’s related emissions calculated using the globally recognized Greenhouse Gas Protocol Calculation Tools.

Always striving to provide relevant, informative and fun activities to its annual conference attendees, GreenTech 2014 organizers have partnered with Canaport to offer an industrial tour of the first liquefied natural gas (LNG) terminal in Canada. Canaport LNG is a state-of-theart LNG receiving and regasification terminal. Supplying natural gas to Canadian and American markets, Canaport LNG has a maximum send-out capacity of 1.2 billion cubic feet of natural gas per day.

GreenTech 2014’s preliminary program is available on line. The lineup already includes presentations from the International Institute for Sustainable Seaports on sustainable design and construction guidelines; Irving Oil’s CEO Paul Browning discussing the challenges of transporting oil and gas; and the final results of a Green Marine and Ellipsos life-cycle assessment of ship garbage.

As is now a tradition every year, GreenTech 2014 will also hold a commercial exhibition featuring companies with technological products and services to further decrease marine transportation’s environmental footprint by adding to its efficiencies. The available booths are filling up quickly.

To find out more about Green Marine, visit: www.green-marine.org.

presents

Greentech 2014 envIrOnmenTAl conference

SAInT JOHn New BruNswick

June 10, 11 & 12

InformatIon and regIstratIon www.green-marine.org/annual-conference 418 649-6004 March 2014 BC Shipping News 41

SS MASTER

Steam tug Master heads for her 100th birthday

By Syd Heal

E

ven though commercial steam propulsion is now a thing of the past, it is to the credit of the dedicated group, made up largely of former mariners and private citizens, that has now seen the steam ship Master through over 50 years as an historic artifact. The ship is the sole representative of once vast fleets of steam tugs, and indeed any kind of steam-propelled commercial vessel, that graced British Columbia’s coastal and Interior lake waters for something

The ship is the sole representative of once vast fleets of steam tugs and indeed any kind of steam-propelled commercial vessel that graced British Columbia’s coastal and Interior lake waters for something close to 190 years. close to 190 years. Steam therefore dates from the arrival of the Hudson’s Bay Company Beaver off Fort Vancouver on the Columbia River in 1836. Here, her engine, boiler and paddle wheels where

installed and she served in various capacities until her wrecking on the Stanley Park foreshore in 1888.

Canada has not been a great supporter of ship preservation projects. The

Steam tug Master in recent years. The black diamonds on the funnel signify the original owner’s interest in towing loaded coal barges from Vancouver Island to Vancouver.

42 BC Shipping News March 2014

SS MASTER tendency has been to look to government when someone has had the bright idea that a given vessel might be a worthy memorial for preservation purposes. The usual reaction from any form of government is that they have no funds available and in any event there was no budget set aside for a project. That was roughly the position when an appeal was launched to try to save the last of the war-built Canadian Victory hulls, all of which had been built in West Coast yards. I suspect that people in government realized that it was the type of project that would have ended up costing many millions. Instead, what was secured was the stern section of the Cape Breton ex Flamborough Head and now that appears to have become a local political football.

All of this makes the successful survival of the Master that much more notable as the push came from private citizens with some funding coming from such sources as the B.C. Lottery Fund.

The Master was one of the very few to survive until being placed in lay-up around 1958 and that is where she was found some five years later by this writer as a result of a very short moment of inspiration. Had something else intervened to grab my interest, chances are that the acquisition that followed might never have happened.

I have told the story before, but it bears briefly repeating.

I had taken a week off work to look after my kids while mother paid a brief visit of a few days to hospital. It was typical early spring wet weather and the two children were bored for something interesting to do. In those days, I always looked at the boat section in the classified ads and noted the offer of sale for five tugs by Evans Coleman & Evans, a powerful company in its day and predecessor of Ocean Cement. The five tugs were registered to Evans, Coleman subsidiaries, two being Marpole Towing’s R.F.M. and Master and the other three were Gilley Brothers units. I said “Come on kids, we’re going for a drive” and off we went for the large Hillside gravel pit, operated by Evans, Coleman at Coquitlam and fronting onto the Pitt River.

The Gilley boats were of no interest and the R.F.M. was in a very sad state. The Master looked almost like a new penny among old coins as she was obviously about the last to go into lay-up with a

The Master was one of the very few to survive until being placed in lay-up around 1958 and that is where she was found some five years later by this writer as a result of a very short moment of inspiration. good paint job. A brief inspection with the yard foreman revealed that she was in relatively good shape even though she had been tied up for so long. I phoned my friend, lawyer Jack Anderson (later Judge J.J. Anderson of the B.C. Supreme Court) who, like me, was a ship nut. We offered Evans, Coleman $500 with an undertaking that the vessel was required as a ship preservation project which they accepted.

Jack and I each put up $250 and called in the late Frank Edwards, master cadger

and poverty pleader, with the offer that we would each leave $50 in so long as he could raise a syndicate putting up $50 shares that paid us each back $200 and provided a small initial float of working capital.

In a sense, Evans, Coleman were the first to make a donation as they had the tug down for disposal as scrap for $1,500. Frank rounded up the initial participants who were all men with maritime connections. He then did the

March 2014 BC Shipping News 43

SS MASTER rounds of local ship and boat yards and tugboat companies and most were very generous with gifts that ranged from a serviceable life boat to drums of paint and usable cordage. There was a second group who provided free tows and others who gave us a free day or two on the ways over a weekend to clean the bottom and apply some of the gifted paint. Sometimes, yard crew were known to donate some unpaid time in doing jobs like high-pressure hosing.

The official owner became the World Ship Society, a group of ship enthusiasts more used to photographing ships and talking about them than doing the hard physical work in bringing an old tug back to an operating life. Needless to say, the thrill of being ship owners soon wore off even though the process of rejuvenation was still pursued by a hard core of steam engineers and other retirees and, over the 50 years, succeeding generations of these men have kept the project alive and making progress.

When Jack and I suddenly found ourselves in possession of a tug, we had given no thought to what our game plan would be or even where we could tie her up. From a legal point of view, Jack had been presumptuous as the local branch of the World Ship Society was governed by the charter of the parent organization in Britain that had been set up under U.K. law. Among other things, it had no powers to act as a ship owner. The sale and purchase had all happened so suddenly and the word soon followed from the U.K. to “get rid of her”. They wanted no part of the liabilities attached to ship owning.

I was remiss also, as being in the marine insurance business I had likewise been caught up in the excitement of the moment and had not given any thought to suitable insurance until lying in bed the night after her first delivery at the NHB Fisheries tie-up in False Creek. I went into a cold sweat as I ran the potential liabilities through my mind — fire, sinking in her berth, breaking away from her moorings, damage to other boats, etc.

I did not actually know the tow from Pitt River to False Creek had been accomplished until Frank Edwards, grinning like a

Earliest known photograph of the Master, probably at Evans, Coleman dock, Vancouver B.C., 1927.

Cheshire cat told me so. I said a little prayer for the Master that night and worried about where the premium would come from as underwriters and their brokers always had to have a premium and there were no free gifts in that industry.

Certainly, we soon found out that even a pleasurable project like this, at least one to contemplate, definitely had its price.

Jack incorporated the World Ship Society of BC to placate our British parent and the insurance situation was remedied at high speed. Within the next few years it became apparent that a separate owning society was needed and thus the SS Master Society became the owner and remains so to this day.

The current generation of the Master people have set themselves a fresh target as the old wooden ship needs lots of tlc. The target is to raise $1 million for a shopping list of needed renewals to take her past her 100th birthday, the anniversary of her launch in 1921 and her commissioning in 1922.

The Master is inseparable from another personality who was well known as an itinerant master shipwright — the late Arthur Moscrop who started work for the Wallace boat yard in False Creek around 1906. In those days, Wallace was famous for the large number of Columbia River style boats used in great numbers as components of the cannery fleets. Wallace moved his yard to North Vancouver where it became Burrard Dry Dock Company. At some point it seems that Moscrop left Wallace to operate Beach Avenue Shipyard, the location where Master, and near sisters R.F.M. and Sea Swell were all built. The initials were those of Richard F. Marpole who seems to have had several more tugs built by Moscrop including the Moonlight which was acquired by Cates Towing and became the family yacht for a good many years. Beach Avenue Shipyard became the head office for Gulf of Georgia Towing and for Moscrop, it seems he hired out to anyone who wanted a competent shipwright to build a boat under contract. One such was the Ella McKenzie built for McKenzie Barge & Derrick Company and another famous vessel was the St. Roch, built by Burrard Dry Dock.

Thus, Arthur Moscrop, so well-known in local boat building circles and within the towboat industry, is also a part of the Master history.

Syd Heal, a veteran of the marine industry and a prolific writer and publisher of marine books, can be contacted at: richbook@shaw.ca.

44 BC Shipping News March 2014

LEGAL AFFAIRS The Burns Lake sawmill fire

Lessons for the shipping Industry

By David K. Jones

A Vancouver Lawyer with Bernard LLP

T

he dramatic Burns Lake sawmill fire and explosion in January 2012 was again in the news recently as British Columbia’s Criminal Justice Branch reported there would be no charges prosecuted against the mill owner because the way in which evidence was gathered after the fire would likely result in that evidence being inadmissible in court, and the defence of due diligence would be open to the company.

What does a sawmill fire in Burns Lake have to do with shipping? The answer is that in our highly regulated society there is a common legal framework and common legal issues that arise when government officials administer the many statutes and regulations which have been enacted to protect public welfare in many areas including transportation, worker health and safety, and the environment.

The Burns Lake sawmill fire highlights two important legal issues in this common legal framework in the regulation of industry, as follows: 1. the important distinction between a regulatory inspection in the day-to-day operations of an industry, and an investigation of an alleged regulatory infraction or offence.

2. the due diligence defence to an alleged regulatory offence.

Understanding these legal concepts can provide lessons to industry for what a government regulator is doing and what issues arise when a government official arrives at a business. It is also important to be aware of how the courts will view a company’s actions before an accident occurs, and what steps can be taken to lessen the risk of a charge arising from a regulatory infraction, or from an unexpected industrial accident.

...in our highly regulated society there is a common legal framework and common legal issues that arise when government officials administer the many statutes and regulations which have been enacted to protect public welfare...

Regulatory agencies

In regulated industries such as shipping, many regulatory agencies may be involved in various aspects of a company’s operations. Since navigation and shipping is a federally regulated area, Transport Canada is often the agency involved in administering legislation such as the Canada Shipping Act, 2001, and associated regulations such as the Small Vessel Regulations, the Marine Personnel Regulations, the Vessel Pollution and Dangerous Chemicals Regulations and many others. Federal agencies such as Environment Canada and Fisheries and Oceans Canada are also involved in administering statutes and regulations relevant to shipping.

WorkSafeBC is the provincial regulatory agency administering the provisions of the Workers Compensation Act and regulations including the Occupational Health and Safety Regulation. WorkSafeBC also regulates some aspects of fishing vessel operations, but generally, in federally regulated industries, the federal Canada Labour Code is the applicable legislation regulating worker health and safety.

What these provincial and federal regulatory agencies share is the same general framework of legal concepts relating to inspections and investigations, and the due diligence defence noted above.

Inspections and investigations

One of the significant factors in the decision of the Criminal Justice Branch

to not proceed with charges in the Burns Lake fire was the way that WorkSafeBC responded after the fire.

In regulated industries, inspectors visit a site for many reasons. Common examples are inspections to confirm that a company is following regulations relating to safety issues or environmental matters. An inspection can occur at any time, but is usually conducted during business hours, and the scope of the inspection is generally related to the day-to-day operations of the business. During an inspection, the relevant legislation will likely require a company’s representatives to co-operate with the inspector and to provide information and produce documents for the inspector if requested. Regulatory non-compliance uncovered by the inspection may result in a warning, or may lead to the regulator imposing an administrative monetary penalty.

Although the point at which an inspection becomes an investigation is sometimes difficult to determine, as the government official’s focus turns from checking the operations for regulatory compliance to focus on an infraction or an alleged offence, the official’s inquiries take on the character of an investigation and individuals who may be targeted for their own acts or omissions may be entitled to assert their rights under the Charter of Rights and Freedoms, and evidence collected without a search warrant may be later found to be inadmissible in a subsequent court proceeding.

March 2014 BC Shipping News 45

LEGAL AFFAIRS In the Burns Lake sawmill fire case, these are some of the issues that arose when the Criminal Justice Branch reviewed the evidence collected by WorkSafeBC. Although the fire was a very significant event causing two deaths and numerous injuries, it appears that WorkSafeBC responded by interviewing witnesses and collecting evidence, apparently without a formal plan relating to possible offences.

The Criminal Justice Branch specifically referred to WorkSafeBC not obtaining a search warrant authorizing search and

46 BC Shipping News March 2014

seizure at the site, even after the officers had “formed reasonable grounds to believe [the company] had violated” the Act and regulations. The officers also interviewed the president of the company without providing a Charter of Rights warning that anything he said could be used against him.

The key points indicating that the inspection was turning to an investigation were the interview of a key figure in the company, and the “reasonable grounds to believe” that an offence had

occurred. Given the significance of the fire, it is surprising that a formal investigation was not conducted immediately after the fire occurred and steps were not taken to collect the evidence with a view to potential court proceedings.

Due diligence defence

For regulatory offences, the defence of due diligence may be available when an individual or a company is charged with non-compliance with legislation in areas such as safety and environmental matters.

These regulatory charges are considered to be offences against the public welfare in pursuit of public safety and health.

These types of cases are called “strict liability” offences. The purpose of strict liability and the due diligence defence in regulatory offences was described by the Supreme Court of Canada in 1978 in the leading case of R. v. Sault Ste. Marie as follows: Liability arises from the failure of a person to have taken reasonable steps that could have been taken to avoid the harm.

The element of control, particularly by those in charge of business activities which may endanger the public, is vital to promote the observance of regulations designed to avoid that danger.

In a normal case, the accused alone will have knowledge of what he has done to avoid the breach and it is not improper to expect him to come forward with the evidence of due diligence. This is particularly so when it is alleged, for example, that pollution was caused by the activities of a large and complex corporation.

It is not up to the prosecution to prove negligence. Instead, it is open to the defendant to prove that all due care has been taken. This burden falls upon the defendant as he is the only one who will generally have the means of proof.

The last point above regarding proof is important in distinguishing a strict liability offence from a “true” criminal offence where the Crown must prove the mental element of the commission of a crime. In strict liability offences, the Crown is not required to prove a mental element such as negligence, the Crown need only prove the act constituting the offence was committed by the accused and the accused can be found guilty unless the accused can prove a defence such as due diligence.

An individual or company asserting a due diligence defence must prove the defence on the civil standard of proof,

LEGAL AFFAIRS that is, on a balance of probabilities. There are two separate branches of the due diligence defence available to an accused: (1) that the risk or event was not reasonably foreseeable, or (2) that the accused had taken all reasonable care to avoid the event.

Lessons from Babine Lake

The lessons to be learned by WorkSafeBC and other regulatory agencies from the Babine Lake sawmill fire will likely result in WorkSafeBC changing the way it approaches a serious incident that has resulted in worker injuries or death. In future incidents, WorkSafeBC is expected to take a more formal approach in the investigation to attempt to ensure that any evidence will be collected in such a way as to avoid a challenge to its admissibility if regulatory charges are anticipated.

One of the lessons from an industry perspective is that when a regulator visits a site, the company’s representatives should be aware of the purpose of the regulator’s visit. It is not always easy to distinguish the point at which a regulatory inspection becomes an investigation, but an awareness of just what the government official is doing, and for what purpose, are important issues in terms of how the company responds. For example, if a specific individual appears to be targeted in an investigation, it is wise to consider whether that individual should have legal advice before answering questions.

A second lesson is an understanding of the importance of due diligence in the prevention of industrial accidents, and in responding to any charges that may arise following an accident.

Courts have considered the following factors in determining whether or not a company has exercised due diligence: • Take reasonable care, and do what is reasonably practical: The standard of care expected of individuals and the company is not perfection. The company is required to take reasonable care and do what is reasonably practical. The duty falls short of absolute liability.

• Fact-specific circumstances: Reasonable care will vary with the circumstances of the company’s operations and the specificity of the charges being prosecuted. Case law has not approved a preset sequence of questions to be applied to all scenarios, but there is no duty to anticipate every possible failure.

• Hindsight: The wisdom gained by hindsight is not necessarily reflective of reasonableness prior to the incident.

• Seek expert advice, establish safety systems, monitor: What should an employer do to ensure, as far as reasonably practicable, the health and safety of a worker engaged in a inherently dangerous operation?

- First, seek the advice of a qualified expert on the use of a safe procedure.

- Two, take the advice to its safety committee or develop an appropriate system to protect its workers in a manner consistent with that advice.

- Three, monitor the system implemented for compliance.

• Supervise, improve, exhort: In discussing the rationale underlying a defence of reasonable care, control may be exerted to ensure safety in three ways: supervision or inspection, improvement of business methods, or exhorting those whom one may be expected to influence or control. Due diligence entails “communicating adequate instructions of safety precautions to employees, either verbally, or in writing, and following up to ensure that the instructions are carried out.”

• Training, materials, testing, direction, supervision: Taking all reasonable steps to ensure safety includes reasonably

The lessons to be learned by WorkSafeBC ...from the Babine Lake sawmill fire will likely result in WorkSafeBC changing the way it approaches a serious incident... assessing foreseeable risks in terms of training, materials, testing, direction and supervision.

• Foreseeability and unforeseeability: • Foreseeability is a part of the reasonable care or due diligence defence.

• In law, “foreseeable” does not mean “imaginable”.

Foreseeability means there is some reasonable prospect or expectation that an event will arise.

• The test is whether a reasonable person would have foreseen a potential source of danger.

The Babine Lake sawmill fire and explosion was a tragic event causing two deaths and many injuries. Some commentators have criticized the decision to not pursue regulatory or criminal charges as an injustice; however, the prosecution of individuals or companies occurs within established legal principles to attempt to ensure a fair process. The attention focused on the Babine Lake sawmill fire may decrease the risk of such an event occurring again, but if such an event does occur there will likely be a greater focus on the investigation techniques to determine the cause, and to ensure a fair prosecution if prosecution is warranted.

David K. Jones is a maritime lawyer and partner with Bernard LLP in Vancouver, B.C. and can be reached at jones@bernardllp.ca.

Marine Fire and Safety Training and Consulting • Safety and risk management • Safety audits • Offering courses in Marina and Small Craft Harbours Fire Fighting; Confined Spaces Entry and Rescue; Waterfront Hazmat; Initial Emergency Response to Incidents for Terminal and Port Operators; Spill Response; and Basic Fire Fighting

SeaFire Training Ltd John F. Lewis, FNI CRSP Tel: 604 951 0061 Cel: 604 318 0985 Email: seafire@shaw.ca

www.seafire.org March 2014 BC Shipping News 47

EMERGENCY RESPONSE

Put PEP into emergency response preparation

By John Lewis, FNI, CRSP SeaFire Training Ltd.

P

The following principles may assist those required to plan, train for and implement emergency response actions. Though simple in theory, neglect of these principles can lead to disaster.

All planning begins with a hazard assessment. Identified hazards may then be assessed under potential and probability. This is where planners earn their pay. If potential is high but probability low then resources may be better employed elsewhere; if probability is high and the potential for disaster low then perhaps the hazard may be reduced by training, by procedures or by engineering a solution. When both potential and probability are high, resources are usually expended to address the hazard. When both potential and probability are low, the hazards are often ignored. Here is the danger: if the small risks are ignored, the chance of a greater risk occurring is increased. One way of

decreasing the smaller risks is by applying PEP.

People

“The way we train is the way we will respond.” Seems simple, but how often do we see employees perform complicated tasks in responding to simulated scenarios with all the enthusiasm of condemned convicts?

Training scenarios should be: • Relevant — based on the hazard assessment; • Brief — no one learns when standing about for several hours. Keep it short.

• Realistic — avoid “disaster syndrome” but foster realism by use of props. Examples include use of

Photos courtesy John Lewis

EP: People, Equipment, Procedures — all are needed to ensure emergency response is timely and effective. The following principles may assist those required to plan, train for and implement emergency response actions. Though simple in theory, neglect of these principles can lead to disaster.

Training, pre-incident planning, all are useless without an initial hazard assessment. First we must ask what if? What if there is a power cut? A fire in the Communications Centre? A storm during a confined space entry? There is always the unexpected. Who anticipated an ice storm that would deprive large parts of Canada and the U.S. of power? No one: it would have seemed incredible. Yet many had anticipated other disasters and the resources for such eventualities were brought into service to deal with the situation. And now, it has happened again, as thousands spent Christmas in the dark due to iceladen trees damaging power lines.

Keeping equipment in a ready-to-use state saves precious time in an emergency.

48 BC Shipping News March 2014

Employees are more likely to wear safety goggles if they’re readily accessible.

EMERGENCY RESPONSE casualty simulation kits, live fire training (when possible and appropriate), using safety and rescue equipment as opposed to assuming it is okay. Most important — have a sense of imagination. Be enthusiastic.

Imagination and enthusiasm can be infectious. To instill a sense of urgency into training, people must act as though it were real. If they act bored, or move slowly, or fail to wear all their protective clothing because “it’s only a drill” that is what they will do when it is real.

Equipment

A. “The way you leave it is the way you find it” — This may seem obvious, but emergency equipment is often used and not replenished or replaced because “lightning doesn’t strike twice”. It may. For example, SCBAs used for operations or training and left with the straps cinched tight render the set initially unusable next time around. Precious time is lost doing what should have been done before the set was stowed.

B. “Better to be looking at it than looking for it.” — When making a confined space entry, have the rescue equipment rigged first. That way, if needed, it’s there. If not needed, at least the workers have practiced rigging it and have the confidence of knowing it is immediately available. This raises their awareness of hazard and perhaps reduces the possibility of mishap.

Another example is having fire equipment ready for use during transfer of flammable liquids or during hot work (welding, grinding or burning.) This leads to the last principle.

Procedures

“The smaller the gap between normal operational procedures and emergency procedures the greater the chance of successful emergency response.”

If we look again at the examples above, this principle is seen in action. If we make a procedure part of normal operations, we are less likely to have an accident and more likely to have the resources at hand to deal with an accident should one happen.

“The smaller the gap between normal operational procedures and emergency procedures the greater the chance of successful emergency response.”

• If the usual path to the exits is the same as the preferred path in an emergency, people are more likely to get out quickly.

• If cars are always backed in when parking, they may be driven out quicker if required.

The foregoing may seem simple; even simplistic. Try it. Apply the PEP Principles to your workplace and see how it goes. With a little effort, you’ll find you

spend less time training and have better results when you do — and less accidents or incidents. And that is the goal.

John Lewis is a safety and risk management consultant. He has taught marine firefighting for land-based firefighters to many departments in Canada, Ireland and the U.S. and is a Master Mariner with a chemical tanker background. John can be reached at seafire@shaw.ca.

Reward yourself with a new Koden radar.

900 Series

Koden MDC-2200 Series

It’s time to trade up to the best!

You deserve a new Koden radar — with the features, technology and reliability that have made these systems the choice of hard-working professionals everywhere. And the only thing more rewarding than getting one of these new radars for your boat is getting some big bucks back at the same time.

Receive a rebate cheque directly from SI-TEX Marine Electronics when you trade in any old radar on a qualifying new feature-packed Koden radar. Turn in any brand of radar on a new Koden and receive money back as a bonus. Now that’s a win-win! Just submit the proof of purchase and a completed rebate form.

Don’t wait! Up to $1300 rebate available. This promotion runs to April 30, 2014. Talk with your dealer or visit our website for more details.

If

• If we leave safety goggles hanging beside the grinding machine, employees are more likely to remember to use them than if we keep the goggles in a locked store.

604-435-1455

email navcommsales@cmcelectronics.ca

www.cmcmarineelectronics.ca March 2014 BC Shipping News 49

MARINE SURVEYING Science, opinion and art

Part II: Join us for another survey

By Tim Ellis

JT Ellis & Associates

P

art I of these articles about the “Science, Art and Opinion of Marine Surveying” allowed us the vicarious pleasure of accompanying the marine surveyor during a draft survey aboard an ocean-going vessel. This, the second part, is about two other kinds of surveys undertaken for a trading company. If you like, the types of marine surveys are essentially these: Inspecting, Measuring & Weighing but marine surveys are so many and so varied that it would be unwise to declare any list definitive.

The MV Esentepe

The surveyor relies upon his client for instructions, ideally in writing, and it is up to the surveyor to be sure that he has a clear understanding of these instructions.

When the instructions are general, as these were, then a certain degree of confidence is needed if one is to prevail against the odds as they cannot, at first, be measured. In this case, the best description of my duties would be “…the collection of evidence in the advance of a claim”.

However, and as is so often the case, the

outcome of events is determined by diplomacy and a firm hand. As well, the job of the surveyor is to be impartial. A nice way to phrase this is to say that the surveyor is a friend of the court rather than of a plaintiff or a defendant, no matter that he is in the employ of any of these.

In other words, the surveyor must stick to the facts: none omitted nor embellished.

Opinions can be useful, but as a matter of fact they are merely “ifs” and “buts” and best left in the tool bag. So, here we are on a sunny day in New Orleans when I receive my instructions: “board the MV Esentepe and report back to me.”

For example, when the Esentepe, a conversion from a container ship into a bulker (hence the exceptionally tall wheel house and the odd deck lay-out) went aground whilst entering the discharge berth at mile 141 on the Mississippi, the first thing the Master did was declare the berth unsafe — a pilot cannot be “neglectful” of his duties

as he is not in command (the Master is), so when she goes aground, someone has to be responsible and if the pilot is looking the other way, then the Master must make a protest and so on down the chain to the bottom link where it is held in place by a heavy bag of money — and, prompted by his agent, the owners called in their P&I Club surveyor. They in turn called out their legal team.

Now, some of us on what might loosely be called the disponent owner’s side — i.e., the charterer’s representative (myself), the berth owner’s representative, the stevedore’s superintendent, our draft surveyor, and so on — are attempting to deal with the dynamic and risky situation of a 62,000-ton vessel aground in soft mud with a draft of 13.50M, stern into

Team effort — seven tugs push to keep the MV Esentepe from moving further sideways.

Photo courtesy of Tim Ellis

50 BC Shipping News March 2014

MARINE SURVEYING the bank, sideways, in the Port of South Louisiana on the Mississippi River (at that time the busiest port in North America) and swiftly becoming mired in a rapidly building underwater berm of silt. Between us and the levee, about 25M distant, are perhaps 400 river barges, all the standard 195ft by 35ft type, open and closed hoppers, and with a conservative value of around $500,000 each, three deckmounted 150-ton cranes at about $4.5 million each, and masses of other floating and fixed infrastructure that seems hardly an arm’s length away. Oh, yes, and let’s not forget the Marathon refinery loading volatile chemicals whose berth is about 800M away, downstream. The river is at 16ft on the Carrolton Gauge and the current is running nine knots, higher in eddies.

Time is of the essence. We have the two tugs alongside that were used to enter the berth straining hard at their limits and as other tugs become available we bring them alongside as well. Tension rises. At the end of the day, after much shifting around, we have five tugs from two different companies pushing and holding against the lee (port) side to prevent the Esentepe from moving further sideways. One is attached stern in on the starboard bow, upstream, pulling 45d into the stream and the last is balancing bow in at the port bow on a wire in case we get free and put her up on the West Bank, a mere two kilometers away. That is seven tugs altogether. The bow-most tug to port has a capacity of about 4,800 HP and is nearly new. There is no room for any others — the draft is not sufficient. Muddy water, churned up from the riverbed, is a worry for all as all vessels use river water for cooling or lubricating the shaft, including the Esentepe whose water intake is encased in soft mud.

While this is going on, we have been joined by the disponent agent, the P&I Club surveyor, the vessel’s agent, the vessel owner’s lawyer, the berth owner’s superintendent, marine surveyor and their lawyer and sundry hangers-on who never are identified. The terminal moves valuable barges, cranes, and other gear. Push boats literally scrape under the stern of the Esentepe whilst maneuvering. Marathon is on alert — now it’s getting interesting. Time passes, night comes and goes, another marine surveyor joins us on our side, slightly evening the odds in the event of a pitched battle. The belligerent attitude of some on the other side is extremely

...[we]...are attempting to deal with the dynamic and risky situation of a 62,000-ton vessel aground in soft mud with a draft of 13.50M, stern into the bank, sideways, in the Port of South Louisiana on the Mississippi River...and swiftly becoming mired in a rapidly building underwater berm of silt. distracting. This, I tell them all, is my ship and you will not interfere with the activities we are undertaking: keep quiet and stay out the way — observe, comment, contribute, but do not obstruct.

I reserved particular attention for the owner’s P&I Club lawyer who is boundless in his enthusiasm to corner me and consign us all to hell before breakfast.

This is deemed unco-operative of me and not much appreciated, and so I instruct the disponent agent to remove them, by negotiation if possible, by force if necessary. Calm is instantly restored. The lawyers sleep rough on the floor of the wheelhouse amongst our feet. I have told the Master that the disponent owners will have available quarters to which he smirks and nods. The surveyors bicker and the

rest of us cat-nap amongst reams of calculations and sketches of ideas. New York calls me every 15 minutes for 24 hours and I can hardly blame them given that this could wipe out a year’s trading profits.

Twenty-four hours later, seven tugs and a couple of hundred thousand-plus in tug costs, fifty-ish thousand in pilotage and a few grey hairs to boot and, no further ahead, we are contemplating tying off floating derricks to the upstream mooring and tethering them on lines to hold them against the starboard side of the Esentepe while we lighten her. This is foolish talk, and dangerous, but the options are few.

I happen to look downstream and I see a great cloud of dust rise 200 metres into the air from the Cargil terminal, maybe five kilometers downstream. Perhaps

Marine and Shipyard

Solutions

Commercial and Industrial Products CORIX supplies fire, water, bilge, booster, HVAC and waste products to the marine and shipyard industry. We work with clients to develop and deliver efficient, cost-effective solutions.

• Engineered products and systems • Pump and piping systems • Pipe and fittings • Transmission products • DeZURIK valves • Shurjoint and Straub couplings

Building a World of Sustainable Communities

604.455.3500 www.corix.com March 2014 BC Shipping News 51

MARINE SURVEYING The tugs have been maintaining their position for some time, swapping-out as needed, allowing their equipment to cool, go and refuel and come back, shutting down for maintenance in turn, and by some fluke everyone is ready and paying attention. it is a some kind of Katabatic wind disturbance but whatever it is it seems to be coming our way. The tugs have been maintaining their position for some time, swapping-out as needed, allowing their equipment to cool, go and refuel and come back, shutting down for maintenance in turn, and by some fluke everyone is ready and paying attention. Push, I say, angle all downstream sterns toward the bank, pull down stream on the port bow and pull directly on the starboard bow towards the mid-stream, everyone at 100 per cent. The gust arrives and, in far less than 30 seconds, achieves what 14,000 HP could not do. The pilot takes over. We slide gratefully into the mid-stream and start again.

This was not the first time on this voyage that the Esentepe caused us to pause for thought. My client, a gentlemen of steely determination and prescient in his trades, had already decided this one must be watched. Indeed, when she sailed from Greece she was eerily silent for a while and, as a precautionary measure, it was decided that I would board her just above Belle Chasse and join the Crescent City pilot for a look see. As we approached the Crescent, where the Brightfield had ploughed into the mall beside the Hilton Hotel the year before, marooning 40

52 BC Shipping News March 2014

American school children in the collapsed ruins of the mall (none hurt I am pleased to say), the Esentepe appeared, to the pilot anyway, to lose steerage.

The pilot didn’t have much choice in his situation, he sounded the ship’s horn every three seconds as we watched, stunned and horrified, from the bridge. The Natchez sternwheeler, under our starboard bow, started to empty of passengers, all at a run. Later, we learned it was the Area 8 Coast Guard Admiral hosting his farewell event. Oops. Just when all seemed lost, the Esentepe responded to the wheel and on we went. The Captain growled: “no patience, these people!” The pilot — a Hulk Hogan look-a-like — does not handle comedy well and is rather un-pilot-like as compared to those I had interacted with before in other situations. I believe he was an exception as many others I knew were complete masters of their trade. We changed pilots in New Orleans from a Crescent City Pilot to the New Orleans Baton Rouge Pilot (NOBRA). The new pilot was unimpressed, notwithstanding the climb of seven flights on top of the Jacob’s Ladder, and immediately put the vessel into Ama Anchorage and restricted her pending a Coast Guard inspection.

Dusk was fast approaching.

The next morning, during numerous cups of Turkish Coffee, the US Coast Guard conducted steering tests and eventually yet another NOBRA pilot boarded — just long enough to put us aground in the berth as I have described above — before he too left to be replaced by yet another. They came and went without number during the night. Our second-tolast pilot claimed to be nearly 80 years old and watching his passage from the crew boat up the Jacob’s Ladder and then up the seven flights to the bridge, this would seem to be about right — “I will,” he said 20 minutes later, after our last sighting, clinging tightly to the bridge rail, “continue to pilot until I can no longer climb a Jacob’s Ladder”. Our last pilot was from a family long associated with the river and with all the attributes one associates with

these gentlemen — a true professional, thank heavens!

So, safely in the berth, I consign the lawyer to the crew boat with a cheery good afternoon and no hard feelings — well, none to talk about anyhow — and the rest of us go to work discharging 62-odd thousand tons of bulk into 46 river barges for the long haul up to Cairo and beyond.

The MV Haydar

New York called to say that the Haydar reported that she was inbound from Sriacha around the capes (only 12M of draft in the Canal that year) and anchored

by Walvis Bay, off the Namibian coast for repairs. I struggled with flights to Namibia only to be told she was underway again and to stand down until she entered the Mississippi.

She was in a desperately sorry state when I boarded just by Audubon Park Zoo: as she approached Cape Agulas, she was shipping green water from the SW and fully three meters over the hatches in a Force 9 and later a 10 that blew continuously for two weeks. Too dangerous to turn back, her rolling exacerbated by huge seas, unable to turn north towards the lee shore and shallow graveyard of the South West African Coast (the “Skeleton Coast”), nor south and broadside into the fearsome seas, she could only plough on, steadily forced south by the current and pounded from the south and the WSW by massive seas crossing over one another.

After several days, the port-side cleats holding her side-opening HyundaiMcgregor hatches started to fail entirely, displacing hatches from the coamings of four holds. The hatches lifted off their coamings but none went overboard as they were held by the trailing ends of failed hydraulic cylinders and their sheer weight. Green water filled the ullage space of the number one hatch. Men, drenched and exhausted, bucketed water up through the Australian ladder hatches while others stood on top of the cargo filling buckets hauled up by lines through the narrow gap along the port side of the hatch. The bosun, supported by everyone from the captain and cook down, assisted each other with the 12 six-ton hydraulic jacks, long wire led to windlasses, millimeter by millimeter, and somehow brought them through the shadow of death with security enough to continue her voyage after a brief respite at anchor to resecure the hatches, all without any outside

MARINE SURVEYING assistance. She carried 17 crew all-in. We knew none of this, just that she had gone quiet and was now en route to New Orleans.

As soon as I boarded her, there was no doubt she’d been through hell and worse. After effusive greetings, we proceeded up river to the berth in which the Esentepe went aground. By then I had the ship’s story in my mind. During the remaining hours before dawn, while the floating derricks were brought alongside and the formalities completed, the Captain begged me to get him the cheapest watch around as his had broken in the fight of their lives and that, unbelievably and for the same reasons, there was not a single working wristwatch on the ship. Of course, I gave him mine. We worked about 53,000 metric tons off the ship, the remaining 17,000 MT was rejected. We removed some of it, put it through grizzlies, and sold it for salvage. Then we broke carapaces of hardened cargo attached to the frames, sometimes more than a metre thick, scraped and banged away with excavators and front-end loaders, crane buckets, shot-guns and sledge hammers always bearing in mind the ship’s structure and her tank tops, and eventually it was all done — $3 million and three weeks it took. They cleaned themselves and off they went (a receiver is responsible for removing all cargo from a vessel, even when it is the subject of a claim). Turks, already high on my list of likable people, I can tell you, are stubborn.

JT Ellis opened a surveying practice in Taipei in 1977, after a brief career with a U.K. shipping & forwarding company and postings in London, Vienna and Hong Kong, and has lived and worked in Vancouver since 1993. He can be reached at timothy. ellis@icloud.com

REDDEN NET & ROPE:

Bringing the best of high-performance synthetic tug lines directly to you.

We have the products and services When and Where you need us. > Ready available stock of Samson mainlines, backer lines, and chafe products made with Dyneema® > Expert consultation to aid in the proper selection and design of your towing system > Onboard installation, inspection and training in proper handling Redden-Rope.com

Dyneema® is a registered trademark of Royal DSM N.V. Dyneema is DSM’s high-performance polyethylene product.

F A B R I C AT I N G D I S T R I B U T O R

#27 - 12491 Number 2 Rd, Richmond, BC V7E 2G3 Toll Free: 1-866-233-1422 604-274-1422

March 2014 BC Shipping News 53

ADVERTISERS

Representing eleven major cruise lines operating in the Pacific Northwest, Canada, Alaska and Hawaii.

The member lines of CLIA-North West & Canada are at the forefront of environment, security and safety initiatives. The association provides community and government relations and representation for development of local opportunities.

Members: Carnival Cruise Line l Celebrity Cruises

Crystal Cruises l Disney Cruise Line Holland America Line l Norwegian Cruise Line Oceana Cruises l Princess Cruises l Regent Seven Seas Royal Caribbean International l SilverSea Cruises

www.clia-nwc.com

Email: clia@clia-nwc.com * Twitter: @CLIA_NWC

ABS Americas................................................................................................13 Adonis...........................................................................................................BC AMIX Group...................................................................................................53 Arrow Marine Services Ltd.............................................................................31 Bernard LLP...................................................................................................32 Bracewell Marine Group..................................................................................6 Caldwell & Co. Maritime Law...........................................................................6 Canada’s Pacific Gateways (Prince Rupert Port Authority).............................19 Chamber of Shipping of British Columbia......................................................39 ClassNK...........................................................................................................9 CLIA - North West & Canada..........................................................................54 CMC Electronics.............................................................................................49 Corix Water Products.....................................................................................51 Dave Roels Photography.................................................................................8 Fraser Surrey Docks......................................................................................IBC Gateway Shipping and Transport....................................................................8 Green Marine — GreenTech 2014.................................................................41 Greenwood Maritime Solutions Ltd.................................................................6 Industrial Plastics & Paints............................................................................53 International Sailors Society Canada.............................................................44 Jastram Engineering Ltd...............................................................................23 John Horton, Marine Artist............................................................................19 MAN Engines & Components — RDI Marine ..................................................7 Mercy Ships...................................................................................................33 Meridian Marine...........................................................................................25 Mission to Seafarers......................................................................................54 Nanaimo Port Authority................................................................................14 New Wave Marine Engineering Conference...................................................27 Northern Regions Mining Summit................................................................37 Osborne Propellers........................................................................................52 Point Hope Maritime.....................................................................................29 Redden Net & Rope.......................................................................................53 Robert Allan Ltd............................................................................................15 Seafire Training Ltd.......................................................................................47 Tervita...........................................................................................................40 Vancouver Maritime Museum.......................................................................46 Western Canada Marine Response Corporation.............................................43 WorkBC (Ministry of Jobs, Tourism and Skill Training).................................. IFC

BC SHIPPING NEWS

Commercial Marine News for Canada’s West Coast.

Located at Vancouver Waterfront and Roberts Bank

www.flyingangel.ca 54 BC Shipping News March 2014

For advertising information:

T: 604-893-8800 / E: jane@bcshippingnews.com

www.bcshippingnews.com

Yo u r B u s i n e s s i s O u r F o c u s .

For over 50 years, Fraser Surrey Docks has provided efficient and reliable solutions for all your container, break-bulk, project cargo, forest product and bulk agri-product handling needs.

www.fsd.bc.ca