BC Shipping News - November 2015

INSIDE: OIL SPILL RESPONSE ASSET GUIDE

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

Volume 5 Issue 9

www.bcshippingnews.com

NEWS November 2015

Industry Insight

Kevin Gardner Western Canada Marine Response Corporation

Navy / Coast Guard

NSPS work now underway on two coasts

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Contents

NEWS

Cover Story

30

38

7

Editor’s note

8

In brief

12

Industry insight

20

November 2015 Volume 5 Issue 9

By Jane McIvor

Industry traffic and news briefs World class in every sense of the words Kevin Gardner, President and General Manager, Western Canada Marine Response Corporation Reflecting values such as integrity, competency, innovation and open communications, Gardner has built WCMRC into an effective, efficient and yes, worldclass organization.

History lesson

Fireboats A century of marine protection

By Lea Edgar

22 25 27 30

Royal Canadian Navy

Friends, allies helping out the Canadian Navy

By Ray Dykes

National shipbuilding

NSPS work now underway on two coasts

By Ray Dykes

35

Transportation & logistics

Ludeman Trucking — the land side of heavy lift

44

Transportation & logistics

CILTNA A valuable link for transportation and logistics professionals

By Kristine Burr and Marian Robson

Spill response assets

WCMRC Exceeding required standards

Canadian Coast Guard I

49

Canadian Coast Guard II

51 Ferries

CCG Hero Class vessels

33

43

Project cargo

Big expectations for Asia-Pacific Gateway project cargo

By Darryl Anderson and Mike Weiner

CCG Inshore Rescue Boat crucial in FV Caledonian rescue

Legal affairs

Maritime law and civil disobedience on water

By Michael Soltynski CFOA conference recap

CCG: Search & rescue

Canada orders 12 Robert Allan Ltd. designed high-endurance, self-righting lifeboats

36 Shipping

Vancouver welcomes AAL Canada

12

36

On the cover: Spill response exercise in Vancouver Harbour (photo: BC Shipping News); above: CCGS M. Charles M.B. and CCGS Captain Goddard M.S.M. (Photo courtesy Canadian Coast Guard ; right: AAL Melbourne unloading a barge for Tymac Launch Service (photo: Dave Roels — www.daveroels.com); left: Kevin Gardner (photo: Dave Roels — www.daveroels.com).

November 2015 BC Shipping News 5

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6 BC Shipping News November 2015

International Sailor’s Society Canada Vancouver Transportation Club

EDITOR’S NOTE Photos by Dave Roels, www.daveroels.com

N

ovember. Time once again to think of the peoople who keep our mariners safe and our shores protected. Members of the Royal Canadian Navy, the Canadian Coast Guard, the Joint Rescue Coordination Centre (who have, unfortunately, been very busy of late), the Canadian Lifeboat Institution and the Royal Canadian Marine Search and Rescue, as always, get our thanks for a job well done.

But for this edition of BC Shipping News, while not to take away from the

Recognition where recognition is due importance of those in service, we cast the net a bit wider.

Equally important to B.C. is Western Canada Marine Response Corporation.

Personally, I’m still angry over the treatment they received from local politicians during the Marathassa incident — so much so that I thought it was important to shine a spotlight on their work in more detail.

This month’s Industry Insight with Kevin Gardner illustrates the professionalism, integrity and innovation that is evident throughout the entire organization.

Kevin notes that he and his staff often refer to themselves as ‘stewards of the environment.’ I would go further than that and put them on a footing equal to that of our Navy and Coast Guard for the commitment and dedication they demonstrate.

We always use our November issue to say thanks to those who serve our marine community and this issue is no exception.

It’s just a bit more inclusive in giving recognition where recognition is due.

Thanks for your service.

— Jane McIvor

November 2015 BC Shipping News 7

INDUSTRY TRAFFIC

SpillFix catches industry’s attention A new product for cleaning up workplace oil spills from American Green Ventures, (US) Inc. is catching the attention of the industry. SpillFix® Industrial Organic Absorbent was recently awarded New Product of the Year by Occupational Health & Safety magazine in the Hazmat Safety category.

“We are thrilled that SpillFix has been recognized by Occupational Health & Safety magazine as the 2015 New Product of the Year in the Hazmat Safety category,” said David J. Roache, CEO of Galuku Group North America, the parent company of American Green Ventures. “This award validates our belief that SpillFix offers a

faster, cleaner, safer and more effective way to clean up hazardous liquid spills than anything else on the market.”

SpillFix is made from a bi-product of the coconut (coir), which is an organic, renewable resource that is non-carcinogenic, contains no chemicals and is silica free. It instantly absorbs hazardous liquid spills on contact including oils, fuels, solvents, paints and chemicals, enabling faster, cleaner, safer and more effective clean up with minimal downtime. When compared to clay-based absorbents, SpillFix clients need 80 per cent less product to clean up spills in less than half the time. SpillFix is dust-free,

non-abrasive and there is no after residue often left with heavy sticky clay or absorbent pads. SpillFix can be reused to clean up more than one spill due to its superior absorbency, further adding to its cost savings. SpillFix is also landfill safe, providing lower disposal costs than other absorbent products with no environmental impact.

American Green Ventures, (US) Inc. further announced that it selected New Concepts Inc. as its distributor for SpillFix® Industrial Organic Absorbent to steel producers. New Concepts has been a supplier of metals and raw material to North American steel producers for more than 15 years.

“When I saw a demonstration of SpillFix, I was truly impressed by its ability to make oil disappear,” said Sudarshan R. Sathe, president of New Concepts. “Conventional absorbents are are impermeable to oil and they merely cover up the oil spill before it can be picked up with a shovel. SpillFix, however, has a capillary action that actually absorbs the oil, making it far superior to clay absorbents.”

For more information about SpillFix, visit www.spillfix.com.

Letter to the editor Dear Jane,

Nigel S. Greenwood

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

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

THE GLOBAL HUMAN RESOURCE SOLUTION We bring you the best of breed in Crew Management, Crew Planning and Payroll Systems for the maritime and offshore industries.

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w w w . a d o n i s . n o 8 BC Shipping News November 2015

Your Editor’s Note points out that BC Ferries is a safe and efficient ferry system. You should have also noted that we have one of the largest ferry systems in the world. I have been on other ferry systems, like Washington State and the Alaska Marine Highway — both systems are very good. Their fleet of ferries are interesting and their saftey records are very good from what I saw, but to me, BC Ferries is a lot better.

I encourage your readers to explore other ferries in the world to make the comparison for themselves, like I did on the Alaska Marine Highway. You can read about my time on the AMH at my blog at tugboatharbour. blogspot.ca.

Best regards, Robert Etchell, Vancouver

NEWS BRIEFS Maritime Training Services releases new maritimeSCHOTTEL specific training video on WHMIS 2015 strengthens North he Workplace Hazardous Materials Services has produced a 17-minute training American organization Information System (WHMIS) is video that familiarizes maritime workers

S

CHOTTEL strengthens the North American organization with the joining of Svante Fielding and Randall Freeman to SCHOTTEL Inc. in Houma, LA. Svante Fielding, new Vice President Operations, has 20 years of experience within the marine and propulsion industry. With past leadership positions across Europe / Scandinavia, North America and Asia spanning Sales & Service, Aftermarket and Production, Fielding brings a wealth of propulsion industry knowledge and international experience to the SCHOTTEL Inc. team.

Fielding started in the SCHOTTEL headquarters in Spay, Germany, and will join the Management Team of SCHOTTEL, Inc. in Houma in spring 2016.

Randall Freeman, Operations Manager in Houma since August 2015, is part of Svante Fielding’s team in the area of service operations. He has over 15 years of experience in the marine propulsion industry, serving in various technical and management positions.

The SCHOTTEL Group, with its headquarters in Spay/Rhine, is one of the world’s leading manufacturers of propulsion and steering systems for ships and offshore applications. Founded in 1921, the company has been developing and manufacturing azimuth propulsion and manoeuvring systems, complete propulsion systems with power ratings of up to 30 MW, and steering systems for vessels of all sizes and types, for about 60 years.

T

Canada’s national workplace hazard communication standard.

On February 11, 2015, the Government of Canada modified WHMIS 1988 to incorporate the Globally Harmonized System of Classification and Labeling of Chemicals (GHS) for workplace chemicals. The modified WHMIS is referred to as WHMIS 2015.

Canadian suppliers and employers must be compliant with WHMIS 2015 requirements by December 1, 2018. Produced in cooperation with the BC Maritime Employers Association (BCMEA), Maritime Training

with the basics of WHMIS 2015, including how to protect yourself and your co-workers from hazardous products.

Learning topics include: • Physical & health hazards, and protective measures to avoid harm • Overview of the GHS and how WHMIS aligns • Understand hazard groups, classes and labels • Summary of the 16 sections of a Safety Data Sheet For more information, visit: www. maritimetraining.com.

Svante Fielding

Randall Freeman

November 2015 BC Shipping News 9

INDUSTRY TRAFFIC

Creole Spirit: First MEGI LNG vessel out for sea trials nother proud moment for the team at Teekay. Creole Spirit has sailed out from the Daewoo Shipbuilding & Marine Engineering (DSME) shipyard for sea trials in early October. What started just as a concept has now become reality. Shortly after keel laying in March, installation of the M-type, Electronically Controlled, Gas Injection (MEGI) twin engines was successfully completed.

Creole Spirit is Teekay’s first of nine LNG newbuildings equipped with dual fuel two stroke MEGI engines from MAN

A

Diesel & Turbo. The vessel is expected to enter service in January 2016 on a contract charter with Cheniere. Upon delivery, Creole Spirit will be the most efficient LNG ship on the water with the lowest unit freight cost in the world fleet.

Teekay’s second LNG MEGI newbuilding, Oak Spirit, was launched in Korea in early September. The 173,400 cubic metre LNG carrier took just 88 days from keel laying to vessel launch.

It will enter into five-year time-charter contracts with Cheniere Marketing LLC to provide them with LNG transportation services.

Teekay ad - 7.125 x 4.9375 HR.pdf 1 10/5/2015 3:47:14 PM The Creole Spirit sails out of Daewoo Shipbuilding in Korea to start sea trials.

The Oak Spirit, alongside the floating dock at DSME in Korea.

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BRINGING ENERGY TO THE WORLD WITH TEEKAY SPIRIT 10 BC Shipping News November 2015

NEWS BRIEFS ClassNK starts verification tests of next-generation condition-based engine monitoring system for MAN B&W engines on MOL vessel

L

eading classification society ClassNK (Chairman and President: Noboru Ueda) has commenced actual verification tests of its next-generation condition-based monitoring (CBM) system, ClassNK CMAXS e-GICSX, for Mitsui’s MAN B&W engines. The system is being jointly developed by ClassNK, Mitsui Engineering & Shipbuilding Co., Ltd., and MES Technoservice Co., Ltd., and the verification test is being conducted on a MOLmanaged vessel with the co-operation of Mitsui O.S.K. Lines.

ClassNK CMAXS e-GICSX is unlike any other CBM system to date. Based on voyage data, including weather and sea condition, and machinery data collected from multiple sensors installed on the engine, ClassNK CMAXS e-GICSX can detect machinery abnormalities and, based on abnormality detection results, provide troubleshooting that can be accessed onboard even without an internet connection.

ClassNK CMAXS e-GICSX uses a sophisticated algorithm to analyze correlations between multiple sensing data. Through the use of this algorithm, precise abnormality detection is carried out based on voyage data and large amounts of data collected from the electronically controlled diesel engines. A total of three vessels from shipping companies including MOL Group have been installed with ClassNK CMAXS e-GICSX and the effectiveness of the abnormality detection results and troubleshooting function will be verified. The verification test will go on until spring 2016.

ClassNK will provide a system to increase the reliability

of machinery and support a reduction in lifecycle costs. The next-generation condition-based monitoring system (ClassNK CMAXS) uses big data analysis technology and includes ClassNK CMAXS e-GICSX for Mitsui’s MAN B&W engines.

ClassNK will also work together with machinery manufacturers to carry out a streamlined verification of the application of ClassNK CMAXS through vessel engine inspections.

November 2015 BC Shipping News 11

INDUSTRY INSIGHT

World class in every sense of the words Kevin Gardner

President and General Manager, Western Canada Marine Response Corporation

W

hile oil spill response has been the subject of great public scrutiny on the West Coast ever since Enbridge and Trans Mountain proposed projects that would see increased tanker traffic, activities in growing capacity for response readiness have been on-going for years and never far from focus for those in the industry. Under the leadership of Kevin Gardner, President and General Manager for Western Canada Marine Response Corporation, a team of dedicated professionals have worked tirelessly to ensure B.C.’s coastline is protected. Reflecting values such as integrity, competency, innovation and open communications, Kevin has built WCMRC into an effective, efficient and yes, worldclass organization.

BCSN: Let’s start with a bit of history.

KG: In 1976, Burrard Clean Operations (BCO) was formed by the four oil companies (Petro-Canada, Shell, Chevron and Imperial Oil) and pipeline terminal (Trans Mountain) that were operating in Burrard Inlet/Vancouver Harbour. They had very few assets themselves but had two or three employees who ensured assets, contractors and training were in place to protect Burrard Inlet. It wasn’t until after the EXXON Valdez spill and the subsequent Brander-Smith report that things really started to change.

12 BC Shipping News November 2015

Photo: Dave Roels (www.daveroels.com)

Reflecting values such as integrity, competency, innovation and open communications, Kevin has built WCMRC into an effective, efficient and yes, world-class organization.

Through the Brander-Smith report in the mid-1990s, the Canadian Government found that Canada was not prepared in the event of a significant ship-source oil spill. The question then became whether to strengthen the Canadian Coast Guard’s (CCG) role or have industry strengthen their role, which was determined to be the best way forward. Through consultation sessions between industry and government, the initial response regime was borne and Response Organizations were established across Canada. Today, there are four: WCMRC, Eastern Canada Response Corporation, Point Tupper Marine Services and Atlantic Emergency Response Team.

Following amendments to the Canada Shipping Act, BCO transformed into WCMRC and our mandate changed from coverage of only Burrard Inlet to coverage of the entire West Coast of Canada, from Alaska to Washington State, 200 nautical miles off-shore and any navigable interior waterway where a member operates.

Today, membership within WCMRC is mandatory for all ships 400 gross tonnes or greater that call on a Canadian port; any ship 150 gt or greater carrying fuel for delivery; and any oil handling facility receiving or shipping oil. So, for example, this includes fishing camps right through to the big oil companies. On the ship side, it’s everything from domestic vessels such as BC Ferries, to international container ships and bulk grain carriers, to tankers, to coastal barging companies like North Arm Transportation or ITB Marine. We have about 2,300 members.

The first five years of WCMRC was more like a start-up phase. It wasn’t until about 2000 when we really got underway. We sought out locations for additional caches of equipment along the coast and a presence on Vancouver Island and in the North Coast. We based our decisions on risk — Juan de Fuca Strait and Vancouver Harbour have the most traffic so the majority of the equipment is located in the South Coast for that reason.

INDUSTRY INSIGHT Photo: BC Shipping News

BCSN: Could you give us an idea of the number and type of spills that have occurred on the West Coast?

KG: We have never had a large spill on this coast. In a typical year, we’ll see between 10 and 12 spills with the majority of those being very small — i.e., less than 500 litres. In the early years — say 10 to 15 years ago — we used to average more spills, upwards of about 20. Part of the reason for the decrease is the raised level of awareness within the industry and steps taken to increase safety measures. For example, oil handling facilities and their shipping terminals have enhanced their emergency control measures with the installation of high-level alarms, check valves, emergency shut-off valves, etc. The potential for a spill has been reduced as well as the potential of the size of the spill. There are the changes in ship design and construction — double hulls, sophisticated bridge management systems — and industry initiatives brought forward by experienced pilots and enhanced standards like tethered escorts.

BCSN: We’ve created a separate feature on the assets you have (Page 27) so we don’t need to cover that off in detail here but I would like to ask you to provide a high-level overview and ask about the trends in technology that are resulting in a more effective response.

KG: Looking at the technology, there have been a lot of developments that have improved response efforts — improved sweeping systems, such as current busters that can be towed through the water at 10 times the previous speeds; skimmers that have more effective oil to water ratios (for example, fuzzy discs); aerial surveillance improvements — for example, balloons with cameras that are tethered to vessels to help us see where the oil is as well as drones for building strategies and monitoring areas; and vessel instruments like infrared cameras that allow for night operations. This year, we have made significant investments in acquiring our own surveillance assets, so we don’t need to rely on other agencies for overflights, which are restricted to daylight hours in favourable weather conditions.

And then there are the vessels themselves. We just launched the G.M.Penman — a 65-foot Ocean Class Oil Spill Response Vessel with the newest technology onboard — and we have just ordered another, identical to the Penman, which will be ready by October

Kevin stands with Scott Wright (far left), Linda Laba, Manager, Corporate Response Services and Governance, and Martyn J. Green, WCMRC’s first President and General Manager.

2016. These are fast response boats that can travel up to 26 knots and are able to operate in open waters for an extended period of time before requiring resupplies. The boats are built by Rozema Boat Works in Mount Vernon, Washington. We selected them for a number of reasons — it provides a huge synergy in terms of operational efficiency (e.g. spare parts) and equipment that crews are trained on. And their workmanship is second to none. There are really only two or three boat builders in North America that build skimming vessels because of their unique design. Plus, it’s Rozema’s own design which is included in the build

cost and that helps with keeping costs manageable.

As for a high-level overview of assets, there are really two parts to this answer: first, what we currently have in place are plans based on a “business-as-usual” scenario; and second, where we will be going should proposed projects like Trans Mountain’s pipeline expansion and/or the Northern Gateway project move forward.

As far as the business-as-usual scenario is concerned, we are continually looking for ways to improve our operations. We have been working on riskbased area planning for a number of

AD

November 2015 BC Shipping News 13

Photo courtesy Kevin Gardner

INDUSTRY INSIGHT

Scott Wright (WCMRC), Mike Davies (Kinder Morgan) and Kevin in Valdez, Alaska.

years. We’ve always had eight area plans that include the key information you would need for a response in a specific area — for example, it includes logistical information, equipment and contractors in the area, waste management, wildlife management options, contacts to decide places of refuge, sensitivities in the region, etc., and then assigns responsibilities, whether to Transport Canada, the Province, ourselves, the municipalities, Environment Canada, etc. The key to an area plan though is that we all have ownership of it — everyone has a stake in ensuring it is up to date and functional. The plan is only as good as the weakest link — it’s an important document that can save a lot of time in an emergency.

..there’s a large network of dedicated people that come together...it’s not just government and industry, it’s a team of trained responders.

Another initiative we have started is to develop a digital mapping application to co-ordinate our Geographic Response Strategies (GRS). The project involves identifying coastal resources that are at risk if a spill occurs nearby. Examples of at-risk resources include biological, environmental, cultural and human-use resources. Once sensitive resources have been identified, WCMRC is able to develop booming strategies to protect them. The objective of a GRS is to reduce decision-making time during the initial response to a spill and help identify potential equipment needs. As part of the process, we are engaging local communities — First Nations, municipal emergency planners, councils and mayors, provincial MLAs — to ensure that local knowledge is incorporated into the project.

This award-winning digital mapping application is accessible to all WCMRC responders, allowing us to map the locations of our available vessels, equipment, personnel and logistical services and co-ordinate them in any operation. I commend the efforts of our operations teams, our response readiness/outreach group and the local communities that are participating. It will make a difference.

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That said, we recognize the coastal shoreline is 27,000 kilometres long so we need to start by prioritizing the areas with the highest risk first. We’ve started with Vancouver Harbour and are working our way through Georgia Strait, the Gulf Islands, Juan de Fuca Strait and up the West Coast to Bamfield; we’re also currently doing areas in Prince Rupert. It will take us at least five years. The current target is to have the high risk areas done within 18 months and the entire project complete within five years.

Still looking at the business-as-usual scenario, although we have a number of contracts already in place with local marine contractors, response advisors and specialists, we need to continue to focus on this program. Contractors are an important part of our response planning. For example, the Fisherman Oil Spill Emergency Team (FOSET) — these are vessels of opportunity with operators who know the local environment, that have been trained to assist with the response and help us mitigate any environmental damage. We can also utilize them during a spill to add capacity in terms of assisting with logistical roles, for supporting booming and sweep systems or using their barges for transporting equipment. They’re very important as in some cases they could be the first responders on site, especially in remote areas.

We also have specialists who are under contract and can assist with response activities like shoreline assessments (SCAT) (e.g., our SCAT contractor was of great assistance in the Marathassa spill).

I think the point I’m trying to make is that there’s a large network of dedicated people that come together when you need that level of response — it’s not just government and industry, it’s a team of trained responders.

Another practice we regularly undertake is networking with other spill response organizations and associations.

We meet a number of times every year with our counterparts within Canada or from around the world through organizations like the Association of Petroleum Industry Co-operative Managers (APICOM) or the Global Response Network (GRN) and we discuss best practices and learn about new technologies. It’s a great network which allows us to improve what we’re doing and to benchmark our response methods against others.

BCSN: Now what about if the proposed projects go ahead?

November 2015 BC Shipping News 15

Photo courtesy Kevin Gardner

INDUSTRY INSIGHT

Kevin travelled to Beijing to assist with training efforts and pass along best practices.

KG: If the Trans Mountain expansion moves forward, there will be a $100-million investment in WCMRC to create new response bases along the shipping route and fund new equipment. This will cut planning standards for response times in half and significantly increase response capacity along the shipping route to 20,000 tonnes. The new bases will be concentrated between Vancouver Harbour and the west coast of Vancouver

16 BC Shipping News November 2015

Island. We are looking at one major hub at Nanaimo, because of its central location, to support all points on the Island. It will be similar to the Burnaby facility but will likely have more equipment. Other response bases will be established potentially in the Port Alberni/Ucluelet area, on the Saanich Peninsula, in the Sooke/ Esquimalt/Beecher Bay area and another in Steveston here on the Lower Mainland.

Three of these bases will be 24-hour/

seven-day-per-week operations with a 24-hour manned skimming vessel and the others will be seven-day-per-week operations.

BCSN: What about the Northern Gateway project?

KG: The main response base would be in Kitimat and there would be three other bases (with the potential to have two of those as floating bases) as well as enhancements to what is already in place in Prince Rupert. The proposed combined capacity would be 36,000 tonnes for the area.

BCSN: And just to clarify, this increase in capacity is contingent on the projects proceeding?

KG: We’ll still be growing no matter what to address any changes within our operating environment — i.e., the business-as-usual scenario — however we wouldn’t add the extra capacity noted within the project commitments. That said, we’d still be looking at growth in Prince Rupert and Kitimat because there are other projects, like LNG, that would require support.

BCSN: Ever since these projects were announced, public opposition has been fierce and often targets tanker traffic as the main issue, yet tankers have been safely transiting the West Coast for 60-plus years.

Could you comment on the public’s attitude?

KG: WCMRC has always been a wellkept secret mainly due to the fact that on this coast, there have been very few spills and those that have occurred have been quickly and successfully cleaned up. It wasn’t until the announcements for the proposed projects that spill response and WCMRC came to the forefront of conversations. I believe public awareness is important so in that way, I’m glad there are more opportunities to engage with people and describe the assets we have in place. We refer to ourselves as “stewards of the environment” — we care deeply about the coast and the livelihoods it supports and we want to ensure we’re ready in the event of a spill. Our employees live on the coast too — they are sailors, fishers, and kayakers.

Even though spill response has not always been at the forefront of the conversation on this coast, industry and stakeholders have been paying attention. We have always tried to engage members of the community through our user groups and through local training and exercises. We have invited representatives from other emergency organizations like ambulance services,

INDUSTRY INSIGHT fire fighters, customs officers, and local municipal planners, etc., to raise awareness of who we are and to identify the capabilities they could potentially bring to the table.

As I mentioned earlier, it takes a large network to ensure we’re prepared. And it’s very important that local knowledge is integrated into the area planning process, especially from a logistical and sensitivity standpoint — it could be a First Nations burial ground, or a clam bed or salmon hatchery and it will be important that we know where they are so we can protect those areas. We’re gathering that information not just from scientific data but from local knowledge.

BCSN: In the case of the Marathassa spill, it wasn’t just the public but politicians and media who fanned the flames of panic. Do you have any comment on that?

Further, do you have any comments on the independent review of the spill?

Dealing with the review first, we thought the report was fair and recognized how well the operational end of theSCA0079A response went. News.pdf It recognized thatPM Ad - BC Shipping 1 9/2/2015 3:06:15 our 80-minute response time was well

Our people are our biggest asset. They care and it shows in the work they do. below the Canadian planning standards and that the clean-up itself was a very successful operation. Our crews had all the recoverable oil off the water within the first 18 hours. Similar to any other exercise or incident, there are things to improve and we have used the lessons learned to continue to grow our strength as a response organization. We are also there to support CCG in any changes they will be making. Together, we can be a very effective team.

Regarding the quick negative reaction, once again, we learned a lot. When WCMRC got the heads up that there may be a spill, we decided to call it an exercise and called our guys in just in case.

As it turned out, it was the right call. We had our staff muster at our warehouse and then stood them down for all of 10 minutes before we got the call that CCG wanted to activate us. At the time, no one knew the source of the spill.

It was embarrassing to see the politicians taking advantage of the spill for their own political agendas. There was a real opportunity to show the community that government and industry can work together to mitigate the impact of a spill.

Like any other disaster, spill response requires co-operation and action from a wide variety of players. From very early on in the spill, we were working in the command post alongside staff from the municipalities, the Province and First Nations. A lot of the important decisionmaking stemmed from that collaboration. Unfortunately, it was very deflating for our crews who had worked throughout the night to hear politicians the next day say everything was a disaster when in actual fact, from an operational standpoint, it went almost like textbook. Bottom line, we got it done and we learned some lessons which will make us even better for next time.

November 2015 BC Shipping News 17

Photo courtesy WCMRC

INDUSTRY INSIGHT

During a tabletop spill exercise, Kevin works with many stakeholders to ensure everyone is aware of their role and prepared to respond in the event of a spill.

BCSN: I’d like to spend some time talking about your staff — personally, I’ve never seen such dedication and professionalism.

What sort of skill sets and experience do you look for in recruits? How many staff do you have currently?

KG: Our people are our biggest asset.

They care and it shows in the work they do. Whether it is operational staff with Masters’ tickets or engineer tickets, or our communications staff who support the operations, we have staff that feel they can make a difference and are dedicated to their jobs. What’s unique about WCMRC employees is that they wear two hats — a day-to-day role and a response role.

There are two mindsets alive and well at WCMRC — safety is number one — people live and breathe that and it shows; and the second is continuous improvement. People think about how they can make a difference and are encouraged to do that by investigating new technologies and procedures.

At the end of this year, we’ll have 65 full-time staff plus many valuable partnerships in our contract network.

BCSN: Could you describe the partnerships? How do you manage to maintain the relationships needed and ensure everyone is ready if a response is required?

KG: Our approach has always been that we’re all in this together. During our exercises, we invite representatives from mutual aid partners, Canadian and U.S. border services, stakeholders, all government agencies and a number of others so we can learn together and ensure we know how to work together in a real response. We try to identify issues up front and address them before an event

18 BC Shipping News November 2015

occurs. That’s been our attitude all the way along and I think it has encouraged others to work closer together. We’re not looking to find fault or point fingers but rather find the right direction and solution. This isn’t as easy as it sounds and trust me, we learn from every exercise or spill of better ways of integrating our resources and skills.

People change roles within organizations and it’s important to ensure we are continually focusing on developing these meaningful relationships. I like to put myself in their shoes to figure out what they need so we can better understand each other better and help each other when needed.

BCSN: Thinking of the Marathassa incident, did you find that the Unified Command worked as exercised?

KG: I would say yes. The CCG was very patient and allowed a lot of people into the Unified Command. Best practice is to have only selected representatives at Unified Command meetings. Everyone else is placed in a community group that is updated by their selected representatives. It is clearly understood that everyone needs information but it’s how you get it to them that is important. It is critical for Unified Command to spend their time addressing issues and ensuring there is control and command at a level that allows you to operate effectively.

That’s one of the benefits of the Incident Command System. When there’s a structured organization and clear roles, it allows people to concentrate on the job they need to do. If I’m trained and I’m the safety officer, for example, I know what I have to do without a lot of direction.

And if everyone focuses on their task,

everything will fall into place. That’s the key to ICS. It’s recognized worldwide — fire and police departments use it; it was used in 9/11.

BCSN: I’d like to turn now to the Tanker Safety Expert Panel reports and get your insights into the recommendations. One thing you’ve already mentioned is the Area Planning — this was a recommendation within the report but you’re already doing that.

KG: When the panel asked us for our opinion on the regime, we said that area planning was critical so we were pleased to see that included as a recommendation. A lot of the comments we submitted for the Phase I report made it into the document. We’re very supportive of the work done by the panel. They’re now starting to move forward on the recommendations. For example, the Canadian Coast Guard is transitioning to an Incident Command structure and there are Area Response Planning pilot projects being implemented in four regions across Canada. For B.C., the pilot project focuses on Juan de Fuca Strait into Vancouver Harbour, an area with high-traffic volumes. Transport Canada and CCG are currently conducting a further risk assessment for that area which builds upon WCMRC’s risk assessments.

While it was a comprehensive review, one omission of note was looking at umbrella legislation. If you look at the Canada Shipping Act 2001, it only references ship-source spills. Even though we have oil handling facilities as members, our concern and focus is on the transfer at the dock. If one of the big tanks on land ruptures, that’s not covered under the CSA 2001 and would be considered a land spill — but one that would likely end up in the water. Having an umbrella piece of legislation that deals with responder immunity is key.

One of the recommendations in the Phase II report called for the establishment of a “SOSREP” (Secretary of State’s Representative) — that’s a position in Britain (Australia has a similar position called a MERCOM, or Maritime Emergency Response Commander) — that is held by a non-political person who is called in to make decisions in a timely manner without requiring government approval. That would help a lot in terms of providing a national plan and overall co-ordination.

I’m a major proponent of that idea but it would need to recognize the vastness of Canada and perhaps have two regional representatives — one for the East and

INDUSTRY INSIGHT one for the West — who could report to one central person.

If an incident of significant size occurred, this would give you the ability to cascade resources within Canada. There is a lot of expertise and equipment across the country and you need to be able to take advantage of that.

One final point on this subject. We hear a lot about evidencebased policy making from governments these days and that is exactly what risk-based Area Response Planning is all about. We applaud the federal government for moving in the right direction with response planning, but everyone needs to make sure this momentum doesn’t disappear. Not only do the pilot projects need to be seen through to conclusion, but the same approach to spill response planning needs to be then applied to all of Canada’s coastline.

BCSN: I thought you had agreements in place that would allow you to cascade resources from the U.S? KG: Yes, we do. We have a number of mutual aid agreements with response organizations in Canada and the U.S. Recent amendments to the Canada Shipping Act 2001 clarified the language around responder immunity. Other response organizations who are contracted by WCMRC will have the same level of immunity as we do. What we are looking for is for responder immunity to cover a larger variety of spills other than just shipsourced spills, for example a spill that originates on land and then enters the marine environment.

BCSN: The Phase II report from the Tanker Safety Expert Panel deals mostly with the Arctic and hazardous and noxious substances. Would WCMRC ever consider expanding to include those in their mandate or even land-based response services?

KG: This isn’t really something we are considering at this time. Our focus right now is making sure Canada’s West Coast is protected if there is a significant increase in vessel traffic as a result of energy exports in the near future.

About Kevin Gardner

K

Photo: Dave Roels

evin Gardner is a graduate of the University of Waterloo with a Bachelor of Environmental Studies. He began work in 1980 with Imperial Oil Limited in Toronto where he held 13 different jobs over a 20-year career, including Manager of Western Canada Distribution Operations where he also acted as Imperial Oil’s On-Scene-Commander for Spill Response.

In 2000, Kevin joined the team at Western Canada Marine Response Corporation where he currently holds the position of President and General Manager.

Kevin has acted as Chair of both the Canadian Spill Response Organization and the APICOM association which is made up of response organizations from around the world. In his current role, he is mandated by both law and his members to ensure that there is always a ready state of preparedness available for Western Canada ship-source spill response, including both personnel and equipment.

Kevin lives in West Vancouver with his wife and has three daughters all working in Vancouver.

BCSN: Last question: people often refer to “world class” when it comes to spill response. Do you consider the Canadian model to be world class?

KG: The Canadian model is one that organizations from around the world look at and consider a good model to emulate.

We are world class in many ways. Do we have areas where we need to increase our capability? Absolutely. Are we working toward that? Absolutely.

WCMRC did a benchmark study against others around the world. We had 21 different elements — training, equipment, governments, use of counter measures, etc. — and in many cases, we had a lot of the processes underway. The study wasn’t just a comparison exercise — it has also allowed us to evaluate other practices and implement changes where applicable. All part of continuous improvement.

The key is, as an organization, we continue to grow and improve. And we have people who are dedicated and committed to make a difference. We see our role as critical but we’re not in it alone — we’re in it with partners — everyone from government, industry, First Nations, environmental groups — and to be effective, everyone needs to work together on the common goal of prevention and preparedness. BCSN

About WCMRC

A

s a Transport Canada certified Response Organization, Western Canada Marine Response Corporation’s mandate is to ensure there is a state of preparedness in place and to mitigate the impact when an oil spill occurs. This includes the protection of wildlife, economic and environmental sensitivities, and the safety of both the responders and the public.

WCMRC’s customer base (2,300 members) includes oil handling facilities, barging companies, freighters visiting our ports, ferries, cruise ships, U.S.-bound vessels travelling through Western Canadian waters and others including, but not limited to, forest industry facilities, fish camps and float plane companies.

In the event of a marine oil spill, WCMRC may be asked to integrate their team into the response management in a number of ways: • Training and guiding personnel from the Responsible Party (RP) in selected roles and filling the other Incident Command System (ICS) organizational requirements as needed; • Supporting the RP or government-led agency in selected incident management roles and in the on-water recovery; • Management of all the Incident Command organizational roles on behalf of the RP, allowing them to concentrate on the Incident Commander Role, casualty, financial concerns, community impact and corporate communications. Where applicable, RP personnel would be incorporated into ICS roles.

For more information, please visit www.wcmrc.com.

For a full description of assets, please see page 27.

November 2015 BC Shipping News 19

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

T

he fireboats patrolling Metro Vancouver’s waterfront have been a welcome sight for many years.

Without these crucial vessels, our shorelines and port facilities would certainly be at greater risk. The story of these vessels is littered with controversy and dispute.

Nonetheless, they remain a symbol of safety and confidence on the water today.

Vancouver acquired its first fireboat in 1928. It was called the J.H. Carlisle after one of the city’s first fire chiefs. At the time, the waterfront was littered with wooden wharves, piers, and sheds, as well as sawmills. Needless to say, some of the citizens were nervous. Rather than a converted tug as was often used in other cities, the Carlisle was a specially designed, purpose-built fireboat capable of pumping about 6,000 gallons per minute. The purchase of the Carlisle was primarily spurred on by property owners in False Creek. The businesses,

J.H. Carlisle fighting a fire ca. 1940. LM2007.1000.3048.

20 BC Shipping News November 2015

Fireboats: A century of marine protection

By Lea Edgar

Librarian/Archivist, Vancouver Maritime Museum

...the waterfront was littered with wooden wharves, piers, and sheds, as well as sawmills. Needless to say, some of the citizens were nervous. mainly sawmills, all contributed to a fund for the fireboat and the City agreed to advance the money in order to purchase it. Designed by Arthur Bennett and built at Burrard Dry Dock, the J.H. Carlisle was launched on August 14, 1928. The vessel’s role was only to patrol False Creek, as was the agreement with the False Creek businesses that helped finance it. If there was a fire in Burrard Inlet, one needed the permission of the mayor to release the vessel. Of course, this caused a lot of trouble and concern. Another fireboat was certainly needed.

The next fireboat on the waterfront was the Pluvius (ex. Orion). It was purchased

by the National Harbour Board in 1931.

Dubious in its effectiveness, the Pluvius was a converted steam-powered whaler.

Pluvius did manage to respond to and aide with a number of fires despite its deficiencies. However, she was ultimately retired in 1937 and deemed unseaworthy.

In 1941, she was sold for scrap.

In 1938, a serious fire hit Vancouver Harbour’s Pier D. Luckily, J.H. Carlisle was pulled out of False Creek to help fight it as Pluvius was by this time history. However, it took her 45 minutes to reach the site. Although she did assist, it was obvious that another fireboat was needed once more. The City of Vancouver was irked that Pluvius was retired and claimed it did not have the resources to fill that gap. The waterfront was left unprotected as the municipal and federal governments could not agree on how to finance another vessel.

During the Second World War, the concern over potential Japanese air raids brought the desire for more fireboats to the forefront once more. By 1943, the A.R.P. (Air Raid Protection) provided at least one fireboat for the City, the Helac II. It was owned at the time by Vancouver Dry Dock & Salvage Co. The federal government also provided the City of Vancouver with the funds to purchase two steel fire barges. The barges were delivered in 1944 and named Vancouver No. 1 and Vancouver No. 2. The federal government originally stipulated that the barges be used throughout Burrard Inlet however, because Vancouver was paying

VANCOUVER MARITIME MUSEUM the operating costs and protested the stipulation, it was removed.

On March 6, 1945 a true test of the fireboat and barges occurred when the Greenhill Park exploded. The freighter was loaded with easily combustible items such as lumber, chemicals, newsprint and more. Two seamen and six longshoremen were killed, 25 others were injured. It took five barges and the J.H. Carlisle three days to put the fire out.

By 1948, a survey discovered that the two barges were seriously corroded. The City finally decided it was time for a new fireboat. In 1951, Vancouver No. 1 was given to the Civil Defense Board while New Westminster took No. 2. That same year, the new Vancouver Fireboat No. 2 was introduced.

Vancouver Fireboat No. 2 was built at the Yarrows Yard in Victoria. Together with the J.H. Carlisle, No. 2 took on the task of protecting Vancouver’s waterfront. However, in 1959, a major fire on the freighter Ferngulf caused debate once again. An explosion and the subsequent fire occurred just off of West Vancouver, outside of the two vessel’s jurisdiction. The lack of assistance

during a major fire led to the demand for fireboats without civic restrictions. The City Council claimed the Harbour’s Board or the other municipalities needed to pay for another boat. The argument wasn’t settled for decades. Further debate occurred when the Carlisle was retired in 1973. The City of Vancouver threatened to withdraw No. 2 in 1977 unless the municipalities contributed funds but failed to follow through. In 1989, Vancouver Fireboat No. 2 was finally sold to San Francisco. At this point the waterfront was entirely without the protection of fireboats.

On January 15, 1990, the Vancouver Port Corporation, fire chiefs, and representatives from five municipalities met to discuss the situation. Together they created a consortium and determined that new fireboats were required and that fast attack vessels were preferred. The fireboats would be designed with size limitations so that a pilot would not be required, and would be operated by specially trained municipal fire crews. The arrangement allowed the District and City of North Vancouver one fireboat each, Vancouver two fireboats, and Burnaby

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and Port Moody shared the final vessel.

On December 9, 1992, a three-alarm fire proved that the fast attack, multi-vessel approach worked well. By February 1993, the last vessel was delivered by Celtic Shipyards Ltd. Finally, a viable solution to the fireboat problem was found.

The team of five vessels successfully protected the waterfront for 10 years until the original agreement expired.

Since 2012, new negotiations have been taking place as to how to continue the service. Currently, Port Moody is considering purchasing its own vessel. However, it is also considering a contract with Seaspan or with the City of Vancouver. The City and District of North Vancouver, as of 2011, use the City of Vancouver fireboats. Vancouver is also expecting two new fireboats to be delivered soon. Despite the historic and ongoing funding challenges and jurisdictional conflict, one can expect that the waterfront will continue its long history of fireboat protection well into the future.

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

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November 2015 BC Shipping News 21

ROYAL CANADIAN NAVY

Photo by Dave Roels, www.daveroels.com

Friends, allies helping out the Canadian Navy

By Ray Dykes

W

orking closely with its friends and allies, the Royal Canadian Navy has managed to keep its fleet in action despite having no way of its own to replenish the vessels while at sea for the past several months.

While in the midst of its most intensive and comprehensive modernization, the Navy has had to make a few calls to keep its fleet operational at sea because of the accelerated retirement of its own two supply vessels — HMCS Protecteur and HMCS Preserver — after about 46 years’ of service.

It will likely be another six years before the Joint Support Ships — part of a National Shipbuilding Procurement Strategy (NSPS) — are delivered by Seaspan and its Vancouver and Victoria Shipyards.

Last July, Chilean Navy supply ship Almirante Montt joined the Canadians at sea on the West Coast for refuelling and supply missions, with 25 Canuck sailors

While in the midst of its most intensive and comprehensive modernization, the Navy has had to make a few calls to keep its fleet operational at sea on board for training and 40 days at sea.

The vessel came with a $6 million price tag for its loan to Canada.

Military exchange

Chilean Navy Captain Andres Rodrigo told local reporters that his crew found it easy working with the Canadians as naval procedures are very similar and both navies have a long-established military exchange program. While it was the first time that the Almirante Montt was involved, it probably helped that Captain Rodrigo had served on an exchange on board HMCS Calgary some 20 years ago.

It has been reported in the national press that a similar arrangement will

be reached with the Spanish Navy later this year for a supply ship to support Canadian vessels on the East Coast.

At least the major fleet replenishment promised under NSPS is underway with the first De Wolf class combat vessel now being built in the Halifax Shipyard of Irving Shipbuilding. It is the first of up to 21 Arctic Offshore Patrol Ships (AOPS). On the Pacific Coast, the first of three Offshore Fisheries Science Vessels (OFSV) ordered for the Canadian Coast Guard has begun to take shape at Seaspan in its Vancouver Shipyard, again under NSPS. Irving Shipbuilding is also playing a lead role in the Halifax Class

Photo: Cpl Donna McDonald, HMCS Saskatoon (Combat Camera)

22 BC Shipping News November 2015

ROYAL CANADIAN NAVY

Hot topic

But, what a difference a year makes for this review of the Royal Canadian Navy.

Military procurement was a hot topic among the leaders in the federal election campaign and that was enough to persuade Ottawa to clam up in response to the usual request for a Navy update.

The official “no comment” umbrella stretches from coast to coast, but there is some good news among the claims and counterclaims of the politicians, not all of whom seem to have the best interests of the Canadian Armed Forces at heart.

The Federal Government is pressing forward with a stop-gap supply vessel with Quebec’s Chantier Davie Shipyard in Levis — self-described as Canada’s

largest and highest capacity shipbuilder and voted recently as Lloyd’s North American Shipbuilder of the Year.

A letter of intent was apparently signed this past June by the Government of Canada with the Davie Shipyard, and the container vessel MV Asterix will be converted into an Auxiliary Oil Replenishment (AOR) ship to help meet the Canadian Navy’s supply ship requirements. Davie and Project Resolve Inc. have selected OSI Maritime Systems to provide its integrated navigation and tactical systems for the converted vessel, which is expected in service in 2017.

Photo courtesy Canadian Armed Forces

Modernization program (HCM) led off by the Fredericton, while Victoria Shipyards is playing a similar role in the Frigate Life Extension program (FELEX), completing the upgrade so far on HMCS Calgary, Winnipeg, Vancouver and Ottawa, while currently working on HMCS Regina amid graving dock and alongside upgrades which will stretch over a year.

New boss

Other news that could be talked about at least a little was the changing of the guard at CFB Esquimalt where RearAdmiral Gilles Couturier, who took over from Rear-Admiral Bill Truelove in July, became Commander Maritime Forces Pacific/ Joint Task Force Pacific.

A Navy man since 1983, Rear-Admiral Couturier commanded HMCS Fredericton from 2005 to 2007 and in one of his several stints in Ottawa was team leader for the Naval Transformation Planning Team.

Rear-Admiral Gilles Couturier, Commander Maritime Forces Pacific / Joint Task Force Pacific

He, at least, understands what is going on in the current modernization of the Canadian Navy. He has also worked closely with the United States Navy on deployments over his career and, during the summer of 2014, he was assigned

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ROYAL CANADIAN NAVY the duties of Maritime Component Commander for RIMPAC — the largest naval exercise in the world involving 22 nations, 47 ships and 20,000 participants in the waters off Hawaii.

Exercises

And it has been a busy year for naval exercises for the Canadian Navy on both coasts. Four ships were deployed to Arctic waters this past summer.

HMCS Nanaimo and Saskatoon went to the Western Arctic for seven weeks in August joining Operation NANOOK.

When the Nanaimo called on Ulukhaktok it was the furthest east any Canadian Fleet Pacific ship has ever deployed in the Arctic.

Also in August, on the East Coast, HMCS Shawinigan and Moncton were deployed for eight weeks in Operation QIMMIQ in the eastern Arctic involving surveillance and monitoring in conjunction with Defence Research and Development Canada. The Moncton was also involved in the search for the Franklin Expedition.

HMCS Calgary had a chance to test her upgraded weapons system at the Pacific

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Missile Firing Range near Hawaii, firing a total of 12 missiles in less than 12 months.

Canadian warships from CFB Esquimalt — HMCS Calgary, Saskatoon, Winnipeg and Yellowknife and the Orca class vessel Wolf joined U.S. Navy and Coast Guard ships in Exercise TRIDENT FURY off the coast of Vancouver Island through mid-May, as well as RCAF helicopters and long-range patrol aircraft.

Other operations included HMCS Fredericton, which joined five Allied warships in the Black Sea off Ukraine; plus conducting three separate exercises with the Turkish, Bulgarian and Romanian navies. HMCS Winnipeg then replaced the Fredericton in support of NATO-led maritime assurance activities, having a chance to show off its new combat management system, new radar capability, a new electronic warfare system, upgraded communications, and more advanced missiles given to the Halifaxclass frigates.

The Nanaimo and Whitehorse also participated in Operation CARIBBE for five weeks in the spring, intercepting illegal drug shipments in the Pacific Ocean off the coasts of Mexico, Central America, Colombia and Ecuador.

As Vice-Admiral Mark Norman, Commander RCN, said at the time: “The Royal Canadian Navy continues to be ready to deploy anywhere in the world, providing excellence at sea on behalf of the Government of Canada.”

On-shore work

Building Canada’s Maritime Future through the Government of Canada’s National Shipbuilding Procurement Strategy (NSPS). www.seaspan.com

24 BC Shipping News November 2015

Meanwhile on shore, some $1.8 billion in upgrades at CFB Esquimalt stretching over a decade continue with a new fire hall, a new underground utilities tunnel and the realignment and resurfacing of Hospital Road to give much improved service access to the base’s main jetties.

At Victoria Airport, the 443 Maritime Helicopter Squadron has a new home in the form of a custom-built 20,000-squaremetre hangar. And the “corner garage” also known as Fleet Maintenance Facility (FMF) Cape Breton is in its fifth and final phase of a $640 million upgrade. The workshops are responsible for the repair and maintenance of the fleet and the project is blending existing buildings with new ones connected under one roof about the size of seven football fields.

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.

NATIONAL SHIPBUILDING NSPS work now underway on two coasts

By Ray Dykes

C

anada’s long-talked-about National Shipbuilding Procurement Strategy is a reality at last with projects underway in shipyards on both coasts.

In the West, Seaspan Shipyards started work in late June on its non-combatant vessels project, in the form of the first of three Offshore Fisheries & Science Vessels (OFSV) for the Canadian Coast Guard. The 64-metre-long vessels kick off the contract, which also sees Seaspan build an Offshore Ocean Science Vessel (OOSV) and then two long-awaited Joint Support Ships (JSS) for the Canadian Navy, which is currently leasing supply vessels from other navies.

Then a Polar Icebreaker will be built followed by up to five medium endurance multi-task vessels and up to five Offshore Patrol Vessels (OPV) and “on from there,” says Tim Page, Vice President of Government Relations for Seaspan Shipyards.

The milestone first contract had six of 41 panels constructed in the Vancouver Shipyards by late September, says Page, with the first ship due for delivery in 2017.

The OFSV is a sophisticated marine science platform designed to collect and report on the marine habitat in an open ocean environment. As well, it will perform search and rescue, fishery patrols, marine navigation services, environmental response, maritime security and support other government departments and agencies as assigned.

Page adds that design work is also underway on the offshore ocean vessel

including identifying suppliers for long lead-time items.

The joint support ships will be built according to Berlin class design from ThyssenKrupp in Germany and Page says an integrated design team made up of key participants is being kept busy working on design changes that have been asked for

by Canada, plus shipyard driven changes to accommodate design-for-production efficiencies. First delivery is set for 2021.

Seaspan has spent over $175 million upgrading its Vancouver and Victoria shipyards — effectively giving it a new shipyard in Vancouver at least, while preparing Victoria better for regular navy work it attracts.

“We now have one of the most modern state-of-the-art shipyards in North America,” adds Page. “We are hiring people to fill important engineering and management needs of the organization to position ourselves for success.” He was

equally proud of the relationships Seaspan has built with the Royal Canadian Navy and the Canadian Coast Guard.

Seaspan plans to hire and sustain a 1,000-strong workforce during the NSPS contracts. So far, supplier contracts valued at $321 million have been awarded

by Seaspan to 137 Canadian companies for NSPS-related work.

Vancouver Shipyards expects to build up to 17 vessels worth $7.3 billion over the next 10 to 15 years. Page says Seaspan is proud of the contract it won under NSPS and is committed to deliver the vessels on time and on budget.

Irving Shipbuilding

Meanwhile in Halifax, Irving Shipbuilding began work on the first of the Canadian Navy’s Arctic Offshore Patrol Vessels (AOPS) in September this year.

The steel contract for the vessel was awarded to Essar Algoma of Ontario.

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www.aarc-west.com/www.awcoatings.com November 2015 BC Shipping News 25

Photo: Dave Roels (www.daveroels.com)

NSPS

Jonathan Whitworth marks the official start of construction of the Offshore Science Fisheries Vessel.

The project is currently employing about 900 workers at the Halifax Shipyard as well as at Dartmouth Marine where the first steel is being cut.

Delivery of the initial HMCS Harry De Wolf-class ship is expected in 2018. The vessel will be the first of up to 21 vessels to renew Canada’s combatant fleet over the next 30 years under the NSPS. Irving Shipbuilding has built over 80 per cent of Canada’s current combatant fleet so far.

Recently, Irving spent over $350 million on modernization of its Halifax

Photo courtesy Irving Shipbuilding

Kevin McCoy marks the start of production of the first Arctic Offshore Patrol Ship.

Shipyard and Dartmouth Marine and claims to have in Halifax “the largest under cover facility for building ships in North America.”

In January 2015, Irving Shipbuilding was also confirmed as the prime contractor for the 12 to 15 ships to be built under the Canadian Surface Combatant (CSC) program in what will be a $25 billion project.

Irving’s Vice President, Communications, Mary Keith, says the shipyard is also in progress on the Halifax Class Modernization Program, a multi-ship

contract for seven Halifax class frigates.

She adds that the company is also the design agent for Halifax, Iroquois and AOR class vessels.

“Over the next 30 years, Irving Shipbuilding will be working to establish a Marine Industry Centre of Excellence to organize and leverage Canada’s collective assets and expertise in education, training, research, innovation, commercialization and industrial development for the benefit of the Canadian marine industry,” Keith adds.

Marine and Shipyard

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www.fleetway.ca 26 BC Shipping News November 2015

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SPILL RESPONSE ASSETS WCMRC

Exceeding required standards

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nder the Canada Shipping Act 2001, Western Canada Marine Response Corporation is required to have the capacity to handle a ship-source oil spill of 10,000 tonnes. At present, WCMRC exceeds the requirements by almost three times with equipment capacity of 27,000 tonnes. Should proposed projects Enbridge Northern Gateway and Trans Mountain move forward, capacity would be increased an additional 36,000 tonnes and 20,000 tonnes respectively.

To follow is a snapshot of current assets stored throughout British Columbia to be used by WCMRC for spill response.

EQUIPMENT

Trucks, trailers and response units

• Three mobile response command/ communications units (equipped with UHF/VHF Base Stations & Sat Phones; Protable & Mobile UHF/VHF Radios; Antenna Masts; and ICS supplies) • 13 support vehicles • Over 50 response trailers ranging from 15 to 53 feet

• Kepner Boom for protected and open water • NOFI “V” Sweep System for protected and open water • Ro-boom for protected and open water • NOFI Current Buster (high-speed containment system) for protected and open water

Ancillary equipment

Portable skimmers

Boom (totalling 33,500 metres)

• General purpose boom for calm waters • Shore-seal boom for Interdial waters • Zoom Boom for protected and open water

• Disk skimmer – T12/T18 (3-6 t/h) • Rope mop (1-2 t/h)

52 portable skimmers in total, including : • Crucial-Fuzzy disk skimmer (3-6 tons/ hour) • Multi-head (RBS) skimmer (2-3 t/h) • GT-185 with HELIX brush (8 t/h)

• • • • • • • • • • • •

Portable open-top containers Floating bladder containers Storage tanks Tranfer pumps Generators Tools Personal safety equipment Bird scaring units (Hazing) Sea slugs Floating collars Boom vane Pom-poms/snares, sorbents boom, pads and sweeps.

Photo: BC Shipping News

November 2015 BC Shipping News 27

SPILL RESPONSE ASSETS VESSELS Response boom boats

Response vessels

• Burrard Cleaner No. 6 • Home Port – Nanaimo • Gross Tonnage – 6.5 Tons • Length – 10.63 m • Speed – 30 Knots

• Burrard Cleaner No. 4 • Home Port – Duncan • Gross Tonnage – 3.6 Tons • Length – 9.14 m • Speed – 40 Knots

• Burrard Cleaner No. 5 • Home Port – Vancouver Harbour • Type – Crew Vessel • Gross Tonnage – 5.2 Tons • Length – 7.92 m • Speed – 25 Knots

• Burrard Cleaner No. 8 • Home Port – Vancouver Harbour • Gross Tonnage – 20.4 Tons • Length – 14.32 m • Speed – 18 Knots • Product Capacity – 2.3 Tons

• Burrard Cleaner No. 11 • Home Port – Victoria • Gross Tonnage – 19.9 Tons • Length – 14.73 m • Speed – 18 Knots • Product Capacity – 2.3 Tons

28 BC Shipping News November 2015

• Eagle Bay • Home Port – Prince Rupert • Gross Tonnage – 30.6 Tons • Length – 13.69m • Speed – 25 Knots • Skimming Capacity – 32.8 Tons/hr (De-rated) • Product Capacity – 10.0 Tons

• G.M. Penman • Home Port – TBD • Gross Tonnage – 75 Tons • Length – 19.8m • Speed – 26 Knots • Skimming Capacity – 32.8 Tons/hr

• M.J. Green • Home Port – Vancouver Harbour • Gross Tonnage – 30.6 Tons • Length – 13.69m • Speed – 25 Knots • Skimming Capacity – 32.8 Tons/hr (De-rated) • Product Capacity – 10.0 Tons

• Burrard Cleaner No. 7 • Home Port – Vancouver Harbour • Gross Tonnage – 7.9 Tons • Length – 11.83 m • Speed – 30 Knots

Skimmer vessels

• Burrard Cleaner No. 2 • Home Port – Vancouver Harbour • Gross Tonnage – 19.5 Tons • Length – 14.9 m • Speed – 8 Knots • Skimming Capacity – 16.2 Tonnes/ hr (De-rated) • Product Capacity – 12.3 Tonnes

• Burrard Cleaner No. 3 • Home Port – Vancouver Harbour • Gross Tonnage – 3.2 Tons • Length – 8.75 m • Speed – 17 Knots • Skimming Capacity – 6.0 Tonnes/hr (De-rated) • Product Capacity – 3.7 Tonnes

SPILL RESPONSE ASSETS

• Burrard Cleaner No. 9 • Home Port – Victoria • Gross Tonnage – 105.3 Tons • Length – 22.86 m • Speed – 11 Knots • Skimming Capacity – 22 Tons/hr (De-rated) • Product Capacity – 79.5 Tons

Skimmer barges

• Burrard Cleaner No. 12 • Home Port – Vancouver Harbour • Gross Tonnage – 8.4 Tons • Length – 9.14 m • Speed – 6 Knots (Towed) • Skimming Capacity – 2.0 Tons/hr (De-rated) • Product Capacity – 15.9 Tons

Tanker barges

WCMRC has stored enough equipment throughout British Columbia to be able to clean up a spill of 27,000 tonnes in 10 days.

• Skimming Capacity – 8.0 Tons/hr (De-rated) • Product Capacity – 1023 Tons • Burrard Cleaner No. 18 • Home Port – Vancouver Harbour • Gross Tonnage – 2060.0 Tons • Length – 76.5 m • Product Capacity – 4000 Tons

Pontoon barges

• Burrard Cleaner No. 16 • Home Port – Port Alberni • Gross Tonnage – 37.1 Tons • Length – 4.17 m

Work skiffs

WCMRC has 14 work boats and boom skiffs, ranging in size from one to seven gross tonnage with a length from five to nine metres and speeds from 15 to 25 knots located throughout the province.

• Burrard Cleaner No. 10 • Home Port – Victoria • Gross Tonnage – 889.0 Tons • Length – 56.39 m • Product Capacity – 2,100 Tons

• Burrard Cleaner No. 17 • Home Port – Vancouver Harbour • Gross Tonnage – 447.0 Tons • Length – 51.15 m • Speed – N/A

November 2015 BC Shipping News 29

CANADIAN COAST GUARD Canadian Coast Guard Hero Class vessels

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fter a six week transit from Halifax, N.S. to Victoria, B.C., the Canadian Coast Guard Western Region and DFO Conservation and Protection proudly took acceptance of two MidShore patrol vessels (MSPVs). As part of the Canadian Coast Guard fleet renewal initiative Irving Shipyards of Halifax NS, built nine vessels based on a the proven Damen Stan 4207 design which replaced the small fishery patrol fleet. The vessels modernize the on water capability with advanced technology and modern communication systems.

Four of the mid-shore patrol vessels are the primary platform for the joint Canadian Coast Guard and the Royal Canadian Mounted Police Marine Security Enforcement Team in the Great Lakes and the St. Lawrence Seaway, and the remaining five will support conservation and protection in the Gulf of St. Lawrence and on Canada’s East and West Coasts.

In B.C., while the primary tasking is fisheries conservation and protection, these vessels also perform several key secondary duties such as search and rescue, marine environmental response, and support to other government departments.

The ‘Hero Class’ are named after distinguished Canadian Hero’s from the Canadian Coast Guard, Military and

Photo courtesy Canadian Coast Guard

30 BC Shipping News November 2015

The class was designated ‘Hero Class’ named after nine Canadian heroes...who placed duty before their own safety in service to Canada.

RCMP who placed duty before their own safety in service to Canadians. Operating on the West Coast is the CCGS M. Charles M.B., named after Canadian Coast Guard Seaman Martin Charles of Bamfield, B.C., Hereditary Chief of the Nitinat First Nation Band, and the CCGS Captain Goddard M.S.M. named in the memory of Captain Nichola Goddard, the first Canadian female soldier to lose her life in combat.

CCGS M. Charles M.B. is homeported in Sidney, B.C. It patrols the waters between Juan De Fuca and Cape Caution, including the west coast of Vancouver Island. CCGS Captain Goddard M.S.M. is homeported in Prince Rupert, B.C. and it patrols the waters of the north coast, between Cape Caution and Stewart B.C., including the waters surrounding Haida Gwaii.

CCGS M. Charles M.B.

The Canadian Coast Guard took acceptance of CCGS M. Charles M.B. from Irving Shipyards, at Richmond Terminals 9B on June 19, 2014, after extensive sea trials spanning several months.

Martin Charles received the Medal of Bravery (M.B.) for his vital role in a search and rescue effort that included the saving of lives from a stricken fishing vessel and, during the same rescue, saving the air crew of a downed US Coast Guard helicopter that was assisting.

The West Coast naming ceremony took place in Port Alberni on May 20, 2015.

In attendance were family members of Chief Martin Charles, his granddaughter (as sponsor), representatives from the Department of Fisheries and Oceans Conservation and Protection Division, Canadian Coast Guard personnel both retired and active, and local coastal community members.

CCGS Captain Goddard M.S.M.

Canadian Coast Guard took acceptance of CCGS Captain Goddard M.S.M. on October 13, 2015.

Captain Nichola Goddard perished in a combat battle in Afghanistan and received the Meritorious Service Medal (M.S.M.) posthumously. Captain Nichola Goddard’s family have kept her name

CANADIAN COAST GUARD alive through the Nichola Goddard Foundation and an ongoing connection with the Captain Nichola Goddard Middle School in Calgary, Alberta. Several students in Grade Six have formed a unique connection with the crew and ship.

The students were excited to follow the journey of both vessels as they left Halifax on their transit through the Panama Canal to the West Coast.

By monitoring the ships progress and corresponding with the ship’s crew by e-mail, the students were able to track the voyage close to real time.

The vessel was formally introduced to the Coast Guard fleet at the naming ceremony on May 24, 2015, at the Institute of Ocean Sciences in Sidney, B.C. In attendance was Captain Goddard’s mother, Sally Goddard (who is also the sponsor of the ship), and other family members. The students from Captain Nichola Goddard Middle School were also able to take part in the ceremony by videoconference.

Highlights from the journey from Halifax to Victoria

• CCGS M. Charles M.B. — Commanding Officer Jeff Nemrava • CCGS Captain Goddard M.S.M. — Commanding Officer Robert (Bob) Bennett The initial plan for delivery of the vessels to Victoria via a heavy lift ship was an option that became less viable as the year progressed. An alternative plan was formed to sail the vessels from Halifax N.S. to Victoria B.C. via the Panama Canal, an epic 7,271 nautical mile journey.

In order to have the two vessels available on the West Coast to begin program duties in spring 2015, the departure was scheduled for January 11, 2015, from Halifax to begin the long arduous journey.

Obviously, a less than an opportune time of the year to sail out into the North Atlantic, with winds exceeding 30 knots and temperatures hovering around a frigid -15°C, but keen planning and a decent “weather window” (as good as it gets) allowed both vessels to depart on their voyage.

The journey consisted of six ports-ofcall along the route, allowing the crews to fuel and provision. The longest leg of the journey was almost 1,250 nm leaving an approximate 20-per-cent reserve upon arrival demonstrating the vessels fuel efficiency.

The following six ports were visited along the route:

• Portsmouth Virginia — secure USCG Base (with meet and greet with Senior USCG officials) • Key West Florida — US Naval Base (rendezvous with Sentinel Class USCG vessel Robert Yered off the coast of West Palm Beach, Florida).

• Balboa Panama — Rodman Naval Base (about nine hours to transit both sets of Locks and Gatun Lake during the dark hours).

• Huatulco Mexico — secure Cruise Ship Terminal and a meeting with Mexico’s Navy Admiral.

• Puerto Vallarta Mexico — secure Cruise Ship Terminal • Los Angeles California — secure L.A. US Coast Guard Base.

Details...

All the naval / maritime representatives at each port-of-call were welcoming, hospitable and appreciative of the opportunity to welcome the new Canadian Coast Guard vessels.

Fortunately, given the time of year (early February), there was an unusually calm weather system over the entire Eastern Pacific from Southern California right through to Juan de Fuca Strait. With this favourable condition, both vessels proceeded northbound up the coasts of California, Oregon and Washington, rounding Cape Flattery and subsequently arriving to a warm welcome at the Victoria Coast Guard Base and again at the homeport of the Institute of Ocean Sciences in Sidney B.C.

M

SPVs or Mid Shore Patrol Vessels are referred to as ‘Hero Class’ vessels with a total of nine built at Irving Shipyards in Halifax, N.S. between 2011 and 2014 to Lloyds Classification.

The last two vessels off of the assembly line now operate in the mid-shore area of the B.C. coast up to 120 nautical miles offshore. They replaced the 50+-year-old “Post Class” vessel fleet as part of the Canadian Coast Guard Long Term Fleet Renewal Initiative. The vessels feature: • The Damen Stan Patrol 4207 design with length overall at 42.8 metres (140.4 ft), a breadth of 7.0 metres and a draft of 2.85 metres • Near Coastal Class 2, or in the case of the West Coast vessels, Near Coastal Class 1, 120 to 200 nm offshore in up to Sea State 4 • Max cruising speed to 25 Kts with an optimal cruising speed of 15 knots • Fuel Capacity 34 Cubic Metres • Crewing consists of nine CG crewmembers (five officers and four crew), and up to five conservation and protection officers or up to five RCMP Officers. This allows for 24/7 watch-keeping capabilities • Twin German-built MTU V12 4000MTurbo Diesel Engines rated to 2500 kW each at 2100 RPM. • Twin Rudders are controlled by a Jastram Steering Gear System.

• Electrical power is supplied by 2x Northern Lights 6 Cylinder Generators, each provides up to 600V AC power at 1800 RPM and rated to 175 kW at 200 Amps.

• Emergency Power is supplied by an additional Northern Lights 4 Cylinder Generator providing 600V AC Emergency Power at 1800 RPM.

Heroes...

• CCGS Private Robertson V.C., after Canadian Army soldier Private James Peter Robertson, V.C. • CCGS Caporal Kaeble V.C., after Canadian Army soldier Corporal Joseph Kaeble, V.C. • CCGS Corporal Teather C.V., after Royal Canadian Mounted Police officer Corporal Robert Gordon Teather, C.V. • CCGS Constable Carrière, after Royal Canadian Mounted Police officer Constable J.L. François Carrière • CCGS G. Peddle, after Canadian Coast Guard Chief Officer Gregory Paul Peddle, S.C. • CCGS Corporal McLaren M.M.V., after Canadian Army soldier Corporal Mark Robert McLaren, M.M.V. • CCGS A. LeBlanc, after DFO Fishery Officer Agapit LeBlanc • CCGS M. Charles M.B., after Seaman Martin Charles, S.C., M.B. (CCG) • CCGS Captain Goddard M.S.M., after Captain Nichola Kathleen Sarah Goddard, M.S.M. (DND) November 2015 BC Shipping News 31

CANADIAN COAST GUARD Given the careful route planning along with some luck from Mother Nature, the vessels encountered only a few days of unfavorable weather. All in all the voyage was a great success and a once in a lifetime opportunity for the crews.

Roles, responsibilities and diversification

Historically, Canadian Coast Guard and Conservation & Protection have partnered to provide an enforcement presence on the water, but the arrival of the two new MSPVs marks a new and strengthened era for this relationship. With the conservation and protection of fisheries resources being a primary focus of these vessels, fisheries enforcement is now on the water 24/7, approximately 300 days a year.

It is with these new vessels that C&P is deploying its new Marine Patrol Program (MPP). While C&P had utilized the previous generation of small vessel fisheries fleet to conduct enforcement patrols, the distinct difference with these new vessels is that fishery officers are stationed onboard 24 hours per day, 14 days per patrol; the vessels are essentially mobile enforcement offices.

Since coming on line in April 2015, the MPP has, in part, delivered on its mission through the following activities: • patrolling, inspecting and monitoring commercial, aboriginal and recreational fisheries by enforcing relevant Acts and legislation such as the Fisheries Act, Oceans Act, etc.; • educating our clients, the public and key stakeholders on the department’s mandate and activities; • conducting Species At Risk Act (SARA) patrols, including

32 BC Shipping News November 2015

observing and reporting on Marine Mammals and the illegal poaching of highly valuable protected species; • conducting compliance inspections under the Canadian Shellfish Sanitation Program (CSSP) to ensure the health and safety of Canadians: • providing real time information to guide operations; • fostering healthy partnerships with local First Nations along B.C.’s coast; and • engaging and forming partnerships with other government departments, including the Royal Canadian Mounted Police and the Canada Border Services Agency.

With the initial patrol season only months away from concluding, the results with these new ships are impressive. The officers have dealt with hundreds of violations, issuing warnings, tickets, and appearance notices. They have removed from the fishery, both illegal and abandoned nets, traps, longlines and assorted gear. Living and working aboard these platforms enables C&P officers to mobilize very efficiently each day.

Consequently, these platforms have facilitated the boarding of more than 1,100+ vessels and interaction with approximately 3,800 fishers, some of whom rarely see enforcement personnel on the water due to the nature of offshore fisheries. Each of these encounters enables the department to educate and promote compliance with fisheries regulations.

The Canadian Coast Guard is confident that these new additions to the Western fleet brings additional maritime resources and capacity and takes pride in knowing that they will continue to provide a level of service to mariners, clients and Canadians.

CANADIAN COAST GUARD

CCG Inshore Rescue Boat crucial in FV Caledonian rescue

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Reprinted with permission: M.L. Jacobs (marinetraffic.com)

C

anadian Coast Guard (CCG) Inshore Rescue Boat (IRB) crewmembers played an integral part in the rescue of a crewmember aboard the FV Caledonian, a commercial fishing boat which had capsized and sank on September 5 off the west coast of Vancouver Island.

On September 5 at 10:00 p.m., Marine Communications and Traffic Services (MCTS) Comox advised Joint Rescue Coordination Centre (JRCC) Victoria that shore-based management for the fishing vessel Caledonian had been unable to raise the vessel at the designated call in time.

Without a call from the vessel indicating it was in distress, JRCC proceeded in conducting an investigation that included a communications search and discussions with company representatives to establish whether the vessel had broken down or was experiencing radio failure/ malfunction or other cause for loss of communication.

Shortly after confirming this was not the case, the JRCC tasked five Canadian Coast Guard assets, CCGS M. Charles M.B., CCGS John P. Tully, CCGS Tanu, CCGS Cape Ann from the Tofino Lifeboat Station and the CCG Nootka IRB fast response craft and all other nearby vessels.

The FV Caledonian capsized and sank off the west coast of Vancouver Island on September 5, 2015. Tragically, three souls were lost.

The 7.33-metre CCG Nootka IRB fast response craft was tasked to respond to the search area some 28 nautical miles offshore. For context, the normal operating range for any IRB station is 3 nautical miles offshore, as a majority of their calls are on inshore waters.

Given the remote location of the search area, the crew of the Inshore Rescue Boat knew they would be the first responders until additional Canadian Coast Guard assets arrived on scene.

With 1.4-metre seas, 15-20-knot northwest winds, and pitch black darkness,

Whatever the adventure people plan, they should ensure they are prepared. After all, British Columbia has some of the most challenging terrain and varied weather patterns in all of Canada and when things sour, they can do so in a hurry.

Photograph by Mike Mitchell, Canadian Coast Guard

ast year more than 71% of Search and Rescue cases were from the marine environment, for which the CCG is the primary responder.A few trends are apparent as we transition out of the busy summer season.

Adventure seekers, particularly those from the urban areas, who believe they are in good physical shape continue to push the envelope of their capabilities. It’s often these folks who don’t respect the ocean or how cold it really can be.

The advent of new SPOT satellite trackers and Personal Locator Beacons (PLBs) have been a significant trend. With the press of a button, the devices can notify responders that the owners is in distress. Unfortunately the one way capability of these devices means that responders cannot rely on information about how long it will take assets to reach them, nor does it tell rescue controllers about the type of distress the adventurer may be in.

Being stranded on a beach and out of gas is much different than a vessel capsizing in open waters.

On a whole, the CCG found that people didn’t hit the emergency button quick enough before things went bad, or that it was other who noticed a situation was turning bad and informed authorities.

the Inshore Rescue Boat headed out to the search area. At all times the Inshore Rescue Boat crew was aware of their distance offshore and were taking all precautions including maintaining radio contact with MCTS officers who kept a close eye on their progress.

As they arrived in the search area they began searching urgently in the darkness for any sign of the vessel.

Overhead, a Canadian Forces Buffalo aircraft arrived approximately 20 minutes after the IRB’s arrival. Upon hearing the noise of the aircraft, the sole

One of the CCG’s Inshore Rescue Boat unit conducts operations training in Vancouver Harbour.

November 2015 BC Shipping News 33

CANADIAN COAST GUARD The Nootka Inshore Rescue Boat crew, consisting of Adele Horbulyk, Phil Mercier-Provencher, and Coxswain Juan Burak-Yepez, showed extraordinary heroism in their role in the rescue of the sole survivor. survivor of the sunken fishing boat set off distress flares into the night sky. He had been on the overturned hull of the vessel for approximately five hours until it sank around 8:30 p.m. He then swam for

g n i d Lea

another 45 minutes to reach a small life raft which had floated off the vessel.

The Inshore Rescue Boat crew moved from the expanding square search to head directly toward the illumination

n g i s e

by D

Search & Rescue

High-Endurance Self-Righting Lifeboats for the Canadian Coast Guard

www.ral.ca designs@ral.ca Vancouver, Canada

34 BC Shipping News November 2015

flares the Buffalo had dropped to indicate the position of the red hand flare. They then saw the second flare and marked its position and possible distance. Upon arrival, they turned on a spotlight, which captured a glint of reflective tape from the life raft.

At 1:38 a.m., the crew lifted the cold, wet, and moderately hypothermic survivor from the life raft (half full of water) into the Inshore Rescue Boat. The crew provided first aid and emotional support to the survivor who was relaying important information about the sinking of the Caledonian.

Other vessels began arriving in the area, including the Holland America cruise ship Statendam. With limited capability to provide advanced medical care onboard the Inshore Rescue Boat, the survivor was transferred to the Statendam for medical care. To do this, the crew had to keep pace alongside the large vessel at 10 knots (so that the vessel could maintain steerage) and then steer the nose of the Zodiac into the hull of the larger ship to transfer over the survivor.

Such a manoeuvre is a challenge even during daylight hours in calm weather.

The Coast Guard crew searched for another hour with other CCG ships and other nearby fishing vessels including the fishing vessel Arctic Ocean. The Buffalo aircraft, joined by a Canadian Forces Cormorant helicopter, also provided overhead air search capability. The search continued throughout the night and into the following day for the three remaining crew members of the vessel. Tragically, all three were later recovered deceased.

The Nootka Inshore Rescue Boat crew, consisting of Adele Horbulyk, Phil Mercier-Provencher, and Coxswain Juan Burak-Yepez, showed extraordinary heroism in their role in the rescue of the sole survivor. Heading offshore in such a small vessel, in complete darkness with sea conditions continually worsening, they continued on knowing they would likely be the only resource to locate the Caledonian crew for the next several hours.

Due to the moderate hypothermia of the survivor, it was quite possible that he wouldn’t have even been able to fire a flare by time other resources arrived on scene. The crew worked tirelessly through the night — from 10:30 p.m. to 6:30 a.m. the next morning with no sleep — all without sacrificing the safety of the crew and vessel.

Canadian Coast Guard Communications Contact: Dan Bate (604) 775-8809.

CCG: SEARCH & RESCUE Canada orders 12 Robert Allan Ltd. designed high-endurance self-righting lifeboats to enhance national SAR capability New CCG SAR lifeboats: > Length overall: 19.0 metres > Length DWL: 17.5 metres > Beam: 6.3 metres > Depth: 2.58 metres > Hull draft: 1.67 metres > Power: 2,400 kW > Speed: 23.5 kts

Photo courtesy Robert Allan Ltd.

Robert Allan Ltd.’s design for SAR lifeboats for the Canadian Coast Guard.

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he Canadian Government has announced the award of two contracts for the construction of a total of 12 new search & rescue lifeboats for the Canadian Coast Guard. Equal numbers of vessels will be built by Hike Metal Products of Wheatley, Ontario and Chantier Naval Forillon of Gaspé, Quebec. The announced total value of the contracts is $89.2 million CAD. The SAR lifeboats are the first small vessels to be built under the National Shipbuilding Procurement Strategy (NSPS).

This new design was developed from the successful similar vessels known as the “Severn” Class operated by the Royal National Lifeboat Institution (RNLI) of the United Kingdom. The new Canadian design is larger with a greater range than the RNLI vessel and has been specifically designed to handle the worst weather encountered in the waters off Newfoundland and Nova Scotia. The new design will also be constructed in aluminium rather than FRP as are the Severn

Class. The high endurance SAR lifeboats will provide greatly enhanced speed, range and weather operability to the Coast Guard, expanding their capability to perform search and rescue missions.

The new SAR lifeboats are selfrighting and capable of operation in extreme weather up to Beaufort Force 12 conditions.

This is the fifth new design Robert Allan Ltd. has completed for the Canadian Coast Guard since 2010. Two different designs of inshore science vessels and pollution response vessels have been delivered and are in service. With these new contracts, a total of 45 new vessels designed by Robert Allan Ltd. have or will join the Coast Guard fleet since 2011.

Normal vessel complement in the new lifeboat design is a crew of four with seating provided for an additional two persons. Two survivors on stretchers and up to 12 seated survivors can be accommodated. In support of the vessel’s secondary missions including aids

to navigation, environmental response, maritime security, DFO science, DFO fisheries and aquaculture management and other government activities, the vessel can be used to transport up to 16 supernumeraries in addition to the vessel’s crew.

The new vessels will replace the Coast Guard’s existing Arun-type vessels. Each yard will build six vessels with options of up to an additional four. Delivery of the first vessel is scheduled for spring 2017.

Funding for the vessels comes from the June 2013 announcement from the federal government of the small vessel program under the NSPS with a total value of $488 million in the Coast Guard’s fleet renewal. Under that program, Vancouver Shipyards and Irving Shipbuilding are excluded from the competition.

For more information on this Class of SAR Lifeboat, or any other high-performance vessel designs developed by Robert Allan Ltd., visit www.ral.ca.

November 2015 BC Shipping News 35

SHIPPING

Vancouver welcomes AAL Canada

W

ith the ink barely dry on a press release announcing the creation of the Vancouver International Maritime Centre (VIMC), a first success story can already be told with the expansion of AAL Shipping into the North America market. AAL Canada is the first global shipping operator to benefit from the support of the VIMC and has established a new office in Vancouver as a result. “Vancouver is a major shipping hub and gateway into Canada, and it makes strategic and commercial sense to have a physical presence here as we strengthen our commitment to the North American market,” said Felix Schoeller, General Manager of AAL’s Pacific Service. “We have the team and infrastructure in place to add real value for our customers — whatever their industry sector, or cargo booking requirement.”

Tracking AAL’s growth

AAL’s roots can be traced back over the last 20 years, starting with liner and tramp services to South East Asia, Papua New Guinea and Queensland, Australia. As part of Schoeller Holdings Ltd., a Cyprusbased private investment company with holdings in ship owning, ship management and liner and tramp services, AAL

AAL Canada is the first global shipping operator to benefit from the support of the VIMC and has established a new office in Vancouver as a result. further expanded into the Asian markets of Singapore, Shanghai, Korea, Thailand, and Indonesia, as well as India, the East Coast of South America, the U.S., Germany, New Zealand and Japan.

In the spring of 2013, AAL began working with Fraser Surrey Docks and Pacific Rim Stevedoring to provide heavy-lift cargo projects and break bulk (steel, pipe, round bar, etc.) services into the West Coast market. Seeing a gap in the Canadian market, they began with a tramp service but quickly built up a critical mass to the point where they could offer liner services on a regular monthly schedule. AAL’s fleet of A-Class vessels (with a lifting capacity of 700 metric tonnes) can now be seen making regular calls at Fraser Surrey Docks, Lynterm and Squamish Terminals — bringing in heavy-lift cargoes from Asia (like Seaspan’s Big Blue crane) and returning with forestry and break bulk products.

Inbound — Tymac Launch Service receives new barges from China with AAL’s help.

36 BC Shipping News November 2015

Services have also now expanded to include Northern B.C. with visits to Kitimat and Prince Rupert becoming more and more frequent. Servicing key industry sectors such as LNG, oil, mining and forestry, AAL’s A-class fleet is the youngest, most modern fleet in the world with the oldest ship built in 2010. Having just completed a newbuilding program in 2014, AAL is now ranked as one of the largest multi-purpose operators in the world.

Noting their lengthy history of experience in the oil and gas and LNG industries, AAL’s services are tailor-made for the LNG industry. “We have serviced LNG and oil and gas for many years in regions all around the world, including Australia and the U.S. Gulf Coast, so it’s only natural that we can offer these services to these growing industries in B.C.” said Bernard Huizenga, Business Development Manager for AAL Canada. “There is no room for error when dealing with these cargoes and our customers have come to

Photo: Dave Roels (www.daveroels.com)

SHIPPING

Outbound — AAL’s backhaul includes forestry and break bulk products (above, loading at Squamish Terminals.

appreciate the very high level of service and safety standards we provide.”

Powered by partnerships

By establishing a Vancouver office, AAL Canada is demonstrating its commitment to growing its presence in the local market. “We have developed strong relationships with local stakeholders — stevedores, vendors, etc. — and, as the only liner service for heavy lift cargo, see this move as a natural progression of our overall growth strategy,” said Huizenga.

Citing the benefits of their global trade experience coupled with strong local service, Huizenga pointed out that the Vancouver office can deal with sales, documentation, engineering support and the full value chain of customer service without running into the typical time-zone obstacles. “Our philosophy has always been ‘customer first’,” said Huizenga. “The launch of AAL Canada brings our brand closer to local shippers and provides them with greater levels of communication, competitiveness and partnership, with the ability to respond to their needs in an efficient, cost-effective, safe and reliable manner.”

Huizenga also described a company culture that prides itself in very high levels of service with equally high quality standards, “both for the way we operate and the way we care for our vessels and cargo.”

Given AAL’s ability to provide both a dedicated liner service with heavy lift, break bulk, and project cargoes, as well as a flexible tramp service, they have secured a position as a leader in

Photo: Dave Roels (www.daveroels.com)

providing transport solutions for B.C.’s LNG, oil, forestry and mining industries.

And now that they are operating a full customer service office from Vancouver, that leadership position is guaranteed.

maritime and commercial law on canada’s west coast Nevin Fishman David K. Jones Connie Risi Michael M. Soltynski

W. Gary Wharton Catherine A. Hofmann David S. Jarrett Megan Nicholls

Peter Swanson Tom Beasley Russell Robertson

Thomas S. Hawkins Katherine A. Arnold Joanna R. Dawson

associate counsel: Lorna Pawluk tel: 604.681. 1 7 0 0 fax: 6 0 4 . 6 8 1 . 1 7 8 8 emergency response: 6 0 4 . 6 8 1 . 1 7 0 0 address: 1500–570 Granville Street, Vancouver, BC, Canada, V6C 3P1 web: www.bernardllp.ca

November 2015 BC Shipping News 37

PROJECT CARGO

Big expectations for Asia-Pacific Gateway project cargo

By Darryl Anderson, Managing Director, Wave Point Consulting and Mike Weiner, Branch Manager, JAS Projects

A

Asia-Pacific Gateway project cargo

Thanks to the efforts of a Project Cargo Working Group led by Port Metro Vancouver, Brady Erno, Manager of Sales and Customer Service for Fraser Surrey Docks, believes that there has been a shift in momentum and market sentiment over the last four or five years as beneficial project cargo owners have come to better understand Canada’s Pacific Coast ports and their ability to handle project cargo.

The benefits of project cargo flowing through our gateway is not limited to just resource projects — product from local micro-breweries, the windmill on Grouse Mountain, and even Seaspan’s Big Blue crane have benefitted from local project cargo flows.

At the present time, “the Western Canadian project cargo market remains muted because of the current low-price energy environment, the federal election and the recent Albertan election result and subsequent announcement of a royalty review,” said Chris Montgomery, Canadian flatbed and heavy haul transportation specialist and Landstar agent.

Despite the economic turbulence, business growth drivers in B.C. include the massive infrastructure upgrades such as the Site C dam, the George Massey Tunnel replacement project, the newly opened Stewart World Port near the Alaska/B.C. border, Prince

38 BC Shipping News November 2015

While both PMV and PRPA are formidable project cargo competitors...some Vancouver Island ports might be part of the logistics solutions required for LNG development.

Photos: Dave Roels (www.daveroels.com)

ccording to the Project Cargo Network, “heavy lift/project cargo” is the term used to describe the national or international transportation of large, heavy, high-value, or critical pieces of equipment. The business sectors that generate the strongest demand include bridge/infrastructure, chemical facilities, LNG, manufacturing/processing, machinery, maritime, mining operations, oil and gas, paper and pulp, power generation, solar, steel, wind power and yachts. To follow is a perspective on existing Asia-Pacific Gateway project cargo services and recent developments as well as a closer look at LNG project cargo-related issues.

Rupert container development plus the anxiously anticipated modular equipment moves required to support LNG development.

Regardless of the current level of activity, Port Metro Vancouver (PMV) serves as a major competitive gateway for project cargo bound for western Canadian resource projects, most notably steel and machinery.

From a transport infrastructure perspective, PMV facilities offer access to extensive road connections, as well as established corridors for overweight and over-dimensional project cargoes.

CN and CP on-dock rail facilities provide service to key destinations across North America. BNSF and Southern Railway of British Columbia (SRY) links further enhance these networks.

Lynnterm (above) and Fraser Surrey Docks (below) are the two main options for heavy lift cargo in the Lower Mainland.

PROJECT CARGO

The joint venture between Tidal Transport and the Coast Tsimshian First Nation has provided for a roll-on/roll-off ramp operation located on Ridley Island.

In terms of marine traffic, the port offers flexible cargo handling options and reliable and efficient vessel loading and discharging services. For project cargo interests, there are two main options within the Lower Mainland — Fraser Surrey Docks on the Fraser River and Lynnterm in North Vancouver.

Fraser Surrey Docks is a multi-purpose marine terminal handling, among other items, general cargo, logs, steel, and machinery. A benefit of the Fraser Surrey Docks operations for cargo interests is the ability to use some of the container handling equipment, such as reach stackers, for top lifting sensitive project cargo, according to Brady Erno.

Vancouver Harbour’s Lynnterm re-mains a consolidation centre for forest products, steel and other break bulk commodities.

It handles steel products, project cargo, and machinery.

However, other options for project cargo may be emerging within the Lower Mainland as participants at Seapan’s Industry Day in September 2015 learned that Seaspan is looking at using one of their large dry docks in North Vancouver for modular construction and as a staging area for materials.

Challenging Vancouver as a project cargo gateway is the Prince Rupert Port Authority. Port officials believe that their port is well-positioned to provide a Canadian gateway solution for project cargo destined for Western Canada.

Vancouver-based Tidal Transportation and Trading offers project cargo owners an alternative in the Prince Rupert area.

In early 2008, Tidal Coast Terminals (TCT) assumed operational control of a former sawmill site in Butze Bay. The secure 54-acre site offers 3,000 linear feet of direct water access with convenient road proximity to the Fairview Container Terminal, local project sites, and beyond.

Brian Friesen, Manager Marketing for the Port of Prince Rupert remarked that the port’s re-entry into the break bulk and project cargo business took a major step forward in early 2015 with a joint venture between Tidal Transport and the Coast Tsimshian First Nation. The project cargo operation will involve lightering cargo from a ship into a typical 7,000-tonne barge and then onto a roll-on/roll-off ramp operation located on Ridley Island where unloading operations are not impacted by Prince Rupert’s large tidal range. The site provides a 2.6-hectare (6.5-acre) laydown area with access to the CN rail network and TransCanada Highway 16. As such, the Port of Prince Rupert offers attractive rail and road access to shippers transporting steel, machinery, modules and oversized cargo.

November 2015 BC Shipping News 39

PROJECT CARGO With the potential project cargo associated with energy sector developments, observers may also wonder whether the British Columbia maritime marketplace has the depth of services to support traffic growth.

Citing the historical strength of Prince Rupert in terms of break bulk and project cargo (that was interrupted with the conversion of the Fairview terminal to containers), Port Authority officials cite their community’s closer proximity between Asian fabrication centres and large B.C.

and Alberta energy, mining and resource projects. This will provide travel distance, reliability and cost advantages over traditional project cargo gateways in North America. Recognizing the challenges that many ports have when operating in an urban environment,

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40 BC Shipping News November 2015

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Prince Rupert offers an alternative that is away from the congestion of major population centres.

While both PMV and PRPA are formidable project cargo competitors, Landstar agent Chris Montgomery, an experienced project cargo service provider, pondered whether some Vancouver Island ports might be part of the logistics solutions required for LNG development.

To date, project cargo interests on Vancouver Island are primarily using the facilities of the Nanaimo Port Authority (NPA). Working with its partner, DP World, the NPA pursue the loading of diversified commodities. The types of project cargo operations using either the Nanaimo Assembly Wharf or the Duke Point Terminal include barge loading (steel), pipe and modules. However, a new mobile heavy lift crane provides new opportunities. David Mailloux, Manager of Communications and Public Affairs for the NPA noted that “the Liehberr 500 Mobile Harbour Crane arrived July 25‎ and will be operational later this year.

The 51-metre crane has a 104-metrictonne lift capacity.”

With the potential project cargo associated with energy sector developments, observers may also wonder whether the British Columbia maritime marketplace has the depth of services to support traffic growth.

In terms of shipping agents and companies, there are a number of firms with project cargo experience — for example, Pacific NorthWest Ship and Cargo Service, BBC Chartering, Cascadia Container Line (a non-vessel owning common carrier involved with out-of-gauge logistics), Westwood Shipping Lines, and Canaan Group (who were awarded the CANADA RAV LINE 2010 project).

The business prospects in B.C. have also attracted some new market entrants.

Bremen-based JAS Projects – Oil and Gas recently opened an office in Vancouver.

Their presence in the market strengthens an already formidable knowledge base in the region to help support the LNG, mining, oil & gas stakeholders and engineering companies in B.C. It is a “very exciting times for us as a project logistics company by adding a different flavour to the B.C. project logistics sector,” said Mike Weiner, Branch Manager for JAS Projects.

“Understanding what the local challenges are for capital projects to move forward in BC is key.”

In terms of shipping lines, Grieg Star has a significance presence in the B.C. market.

PROJECT CARGO The company carries project cargoes in all their liner trades. The square holds of their vessels coupled with heavy gantry cranes and adjustable tween decks make fast work of loading, stowing and discharging the largest pieces. The ship’s large flat hatch covers are ideal for oversize pieces as well as containers.

Other shipping services represent newer entrants to the B.C. project cargo marketplace. One example is AAL Shipping, who have been operating tramp and liner services to West Coast ports for the past few years. AAL’s fleet of heavy lift, multipurpose vessels and chartered-in external tonnage visit a vast number of ports around the world, transporting high-value cargoes for industries such as oil and gas, construction, wind energy, agriculture and leisure. On September 18, 2015 the Vancouver International Maritime Center announced that AAL was the first success in attracting operational headquarters to Vancouver (see page 36).

Anthony Utley, owner of Raven Marine Yacht Services in Sidney, has added to his marine business portfolio by creating Raven Offshore Shipping Lines, Ltd. Raven Offshore is 100-per-cent First Nations owned, and is one of the very few aboriginal-owned firms providing ocean transport services. Together with Rick Gladych, they are the Managing Partners and Founders of Raven Offshore Yacht Shipping. Since forming in May 2013, they have completed 24 charters involving a B.C. port including Nanaimo, Chemanius, Victoria, Squamish and Vancouver. Shipping lines they have used include Starr Shipping, NYK and Thorco.

Raven’s presence in the market has acted to stimulate additional project cargo traffic from Vancouver Island. For

example, in the fall of 2015, a ship that started its voyage in Valleyfield Quebec travelled to Mexico where it discharged its cargo and then loaded some yachts that were discharged in Nanaimo. From Nanaimo, the vessel will load some project cargo destined for Russia.

A heavy haul corridor

Fraser Surrey Dock’s Erno said that the B.C. government is committed to the Project Cargo Working Group’s efforts. A December 2013 B.C./Alberta Deputy Ministers’ Working Group report stated, “A new element that has recently come to the forefront is the movement of cargo and modular units … this is referred to as project cargo.”

The 2015 B.C. on the Move: A 10-Year Transportation Plan provides a partial response to potential project cargo needs. The provincial government is working with industry to expand the number of provincial highway corridors pre-approved for the transport of 85-to-125-metric-tonne loads. Out of the approximately 47,000 km of provincial highways and side roads, over 5,000 km are currently pre-approved for the transport of 85-tonne loads. The following routes are of primary interest: Lower Mainland to the B.C./Alberta border via Highways 1, 5, and 16; and Prince Rupert to the B.C./Alberta border via Highway 16.

Peter Xotta, Vice President, Planning and Operations for Port Metro Vancouver, said: “Project cargo often moves through Port Metro Vancouver and our gateway. However, while we enjoy a competitive advantage over ports and project cargo

November 2015 BC Shipping News 41

PROJECT CARGO ...it is important for LNG and other large project cargo proponents to factor maritime logistics...into transportation considerations... corridors in the United States, including a much shorter crossing distance and time to and from Asian markets, we often see major project cargoes destined for Canadian project locations move through ports in the U.S. That’s why Port Metro Vancouver is contributing, with key industry stakeholders, to the B.C. Ministry of Transportation and Infrastructure’s (BC MoTI) work to develop pre-approved provincial highway corridors for project cargo in British Columbia. This effort is working towards developing pre-approved corridors, with pre-determined permit conditions, for 125-metric-tonne oversize and overweight cargoes. The introduction of an online automated permitting system would provide trucking companies with the ability to obtain permits 24 hours a day, seven days a week, and provide for a 48-hour permit turnaround time for loads that fit into pre-determined specifications. The work is being conducted with a goal of expanding the weight and dimensions of cargoes that are capable of being pre-approved to pass through our gateway. We are encouraged by the progress of BC MoTI’s

initiative so far, and look forward to its implementation in the new year.”

LNG sector development

While the B.C. maritime and transport sectors have infrastructure and services in place to handle project cargo, perhaps one of the biggest expectations that is being addressed by industry participants is effective collaboration. Long gone are the days of “just get it done at all costs” approach to project cargo logistics management. The new project management “norm” is one that balances economic factors with planning and efficiency. As a result, the world of project logistics is seeing increasing interest by stakeholders and engineering companies in developing tightened economic models, which are increasing in importance in our present lower-priced commodity markets.

British Columbia’s maritime and logistics professionals in the liquefied natural gas (LNG) sector are at the forefront of addressing these new pressures and challenges. In the LNG sector, due to the specialized nature of a facility, it is anticipated that many materials for project construction would come from outside the country. One large land-based B.C. project proponent estimates that 32 per cent of the labour, goods and services required for engineering, purchasing, construction and commissioning would be from Canadian sources, leaving the remaining 68 per cent coming from other locations. Thus, offshore suppliers will be looking to ship pre-fabricated LNG plant building materials.

As a result, project cargo, steel and other material would arrive by ship and need to be offloaded for assembly on site.

Conclusion

The ability for B.C.’s ports to handle project logistics will be a key contributor to the economic development of Western Canada. It is also encouraging to see signs of First Nations economic development in the maritime sector as the result of their involvement in project cargo. Thus, it is not surprising that B.C. project cargo interests had a strong presence at the Break Bulk America’s show held in Houston in early October.

The efforts of the Project Cargo Working Group show that B.C.’s collaborative approach is key to meeting industry’s big expectations. With this thought in mind, it is important for LNG and other large project cargo proponents to factor maritime logistics expertise into transportation considerations, starting with the engineering and design stages of the project, straight through to supporting transportation needs during construction and daily operations, and ultimately the decommissioning of facilities. Such an integrated approach is perhaps most at risk in the early stages of joint venture initiatives where the various parties may not have finalized the respective roles and responsibilities until a much later stage of the development process.

However, we remain hopeful that healthier models will prevail because it is only through collaboration that practical logistics considerations can be addressed in the initial phases of project planning before the cost to address major issues will have increased for all parties.

Darryl Anderson is a strategy, trade development, logistics and transportation consultant. His blog Shipper matters focuses exclusively on transportation and policy issues (http://wavepointconsulting.ca/shipping-matters).

Mike Weiner is a 30+ year career logistics professional focusing on collaborative solutions for regional and global stakeholders, EPCs and equipment manufacturers at JAS Projects – Oil and Gas. Visit www.jas.com for more information.

42 BC Shipping News November 2015

TRANSPORTATION & LOGISTICS Ludeman Trucking — the land-side of heavy lift

B

C Shipping News has provided much in the way of looking at solutions for heavy lift project cargoes as they transit to and from British Columbia terminals by ship. One big question we had however, is what happens on the land-side (especially where rail might not be an option)? We turned to Ludeman Trucking for answers.

Owner Paul Ludeman has been operating for over 40 years and is still very active in the field when it comes to ensuring cargoes are transported safely, efficiently and cost-effectively. “Some projects will take some logistical work on our end to make sure they’re done correctly,” said Ludeman. “We work very closely with clients to ensure all issues are resolved before we move an inch.”

With nine trucks (five for highway and four for in-town) and a fleet of trailers — all of which are fitted with three axels versus the typical two — Ludeman Trucking is able to accommodate loads of up to 65,000 lbs on a double-drop trailer.

In fact, it’s the fleet of double-drop trailers as well as various other tridems, that sets Ludeman Trucking apart from other operators. “There are not very many tridem trailer fleets in the market,” he said. “but all of our trailers are suitable for heavy loads so we’ve been able to build up quite a bit of experience in this service. The three-axel trailer makes a huge difference.” Additional features of the fleet include sitting low to the ground (for ease of hauling freight onto them) and they are very heavy and rigid to allow for heavy loads.

While predominantly operating in the Alberta/British Columbia/Washington State region, Ludeman can actually work anywhere in North America.

“We’re licensed for pick up and load anywhere in North America — our drivers have their Transportation Worker Identification Credential cards for U.S. work — but distance factors into costs and typically, solutions can be found for those clients on the East Coast,” he said.

However, when it comes to the West Coast, Ludeman has the market sewn up.

In addition to a truck and trailer fleet that is well maintained and continually being upgraded, Ludeman Trucking’s other strong asset is its personnel. “We have a great group and we’ll spend quite

BC Shipping News has spent time on sea-side transport of project cargoes and, with the help of Ludeman Trucking looks at the land-side.

“At the end of the day, we’re project carriers — we don’t move anything until we’re 100 per cent sure it’s going to be done right...” a bit of time with new drivers to ensure they understand our standards and are able to operate within them.” In addition to extra training for drivers, Ludeman will often personally supervise “tricky” jobs to ensure success. “We take on loads that demand attention,” he said, “and sometimes that means having more than one person to assist.”

In fact, Ludeman will sometimes get involved at the manufacturing stage of the cargo. “It’s beneficial if we’re called in early on in the project to assist in planning,” Ludeman said. “For example, we’re able to advise clients on dimensions for a cargo — if they have flexibility at that stage, it can save a lot of costs and logistics issues down the road.”

Given their strong reputation for a high level of service, it’s no wonder that Ludeman Trucking has been involved in

many of the major infrastructure projects in British Columbia and the West Coast and this reputation has taken them into some places that are “off the beaten path.”

“We were part of the team that put together the new Queen Charlotte Islands General Hospital and we were the main trucking company for the large beams that make up the Richmond Olympic Oval” he said. “At the end of the day, we’re project carriers — we don’t move anything until we’re 100 per cent sure it’s going to be done right. People like having us on board because we know what we’re doing.”

Summing up, Ludeman said he was proud to be local and assist with transports like all the steel for Robson Square or the huge custom cable reels required for BC Place.

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November 2015 BC Shipping News 43

TRANSPORTATION & LOGISTICS CILTNA

A valuable link for transportation and logistics professionals

By Kristine Burr, Membership Chair, CILTNA, and Marian Robson, Pacific Chapter Chair

T

oday, more than ever, well-integrated transportation and logistics links are vital to an individual firm’s survival and a country’s national competitiveness. With social media driving new patterns in retailing, this is a sector that is evolving rapidly. Forty years ago, the container created a revolution in how goods are shipped and spurred the globalization that has had such a strong impact on countries around the world. Today, technology is offering new breakthroughs in the way commodity shipments are tracked, citizens shop for goods and data is analyzed to identify trends and solve problems more rapidly.

Over the next 20 years, forecasts suggest there will be a steady trend of economic growth and rising population, creating additional pressures on transport networks while the public will demand a higher quality journey experience. At the same time, how we travel and move goods, and the technology we use, will have a major impact on congestion and the environment. And as a consequence, these factors create a growing need for knowledgeable and well-trained professionals to meet the varied challenges of a rapidly-changing world.

All this means that logistics and transportation are increasingly recognized as career choices offering lots of opportunities, plus being highly recognized parts of a successful firm’s performance. But it also puts pressure on those in the business to stay at the top of their game.

One organization that offers industry members an opportunity to learn and connect with like-minded professionals is the Chartered Institute of Logistics and Transport in North America, or CILTNA as it is commonly known. With chapters in major cities across Canada and in Washington, D.C., it is a unique cross-border, multi-modal transportation and logistics organization. And with increasing globalization being one of the predominant themes of our time, it also offers members a rare opportunity to network on an even broader basis,

44 BC Shipping News November 2015

Kristine Burr

Marian Robson

Over the next 20 years, forecasts suggest there will be a steady trend of economic growth and rising population, creating additional pressures on transport networks... as CILTNA is the North American arm of a network of Chartered Institute of Logistics and Transport (CILT) institutes scattered around the globe. While CILTNA is celebrating just its 30th anniversary this year in North America, sister organizations have been active in much of the rest of the world for much longer.

The parent CILT is a professional body representing transport and logistics industries worldwide. It is a membership-based organization with over 33,000 members and more than 200 corporate partners working in 100+ countries. The principal objective of the CILT is “to promote and encourage the art and science of logistics and transport,” which it achieves both through its membership and the professional qualifications it offers. It provides extensive opportunities for training and mentoring.

The original Chartered Institute was founded in 1919 in London, England in the aftermath of First World War. Its initial focus was to integrate the new modes of air and trucking that had

emerged during the conflict with the more traditional rail and marine sectors.

Since then, it has evolved into a network of 10 National Councils and Institute Branches across the world. Each council is, in its own right, a separate non-profit organization representing the Chartered Institute of Logistics & Transport in its territory. Today, CILTNA is part of this CILT international network. National Councils are well-established in the U.K., Australia, New Zealand, Singapore, Hong Kong and increasingly, in other parts of Asia and Africa. This allows Canadian and American transportation and logistics professionals to stay abreast of developments around the world as well as providing unique networking opportunities for those trying to do business in emerging markets.

As the North American component of this network, CILTNA’s board of directors is binational in makeup, and reflects the varied interests and professional expertise of the transportation and logistics sectors. Current President,

TRANSPORTATION & LOGISTICS Bob Armstrong, has over 45 years of experience in the field of cross-border trade, and transportation and logistics management.

Next year will bring new challenges and new opportunities as CILTNA plays host to the International Convention of National Councils in May 2016 in Montreal. Over 200 delegates will attend this year’s meeting in Dubai, with a similar number anticipated to come to Montreal next year. Outgoing CILTNA Chair, the Honourable David Collenette, also an International Vice-President to CILT, sees hosting this key event as a great opportunity to showcase North American leadership in supply chain management. “CILT International 2016 marks the second time we have hosted this important gathering of CILT executives from around the world. In 2003, the Convention in Ottawa spurred growth in CILTNA and we hope that next year’s meeting will give the organization a similar boost in awareness and membership.”

Building linkages beyond North America

With the North American transportation and logistics sector well-endowed with trade associations, the question “Why CILTNA?” is a valid one. Certainly, international recognition and connectivity are factors that differentiate this organization from many others. One of the most important considerations for many North Americans is the fact CILTNA promotes professionalism via designations that are well-recognized internationally, thanks to CILT’s global reach.

These range from the Member (MILT) category through Chartered (CMILT) and Chartered Fellow (FCILT) designations, all of which are determined by a combination of formal education and experience in the field. These designations are particularly useful for anyone doing business in those parts of the world where CILT is well-established, including Africa and Asia.

Another attraction is that CILTNA is multi-modal in scope. Where many trade associations see their principal role as that of representing their members with governments and the media, CILTNA’s focus has tended to be centred more on professional development and supporting continuous improvement via recognized education programs and professional development opportunities. With sound supply chain management essential to

company success and customer satisfaction, the multi-modal focus of many of the CILTNA workshops has proved popular with members.

With the transportation and logistics fields facing rapid change, as well as new risks associated with security and safety concerns, staying abreast has never been more important. In addition, demographics are spurring the retirement of many long-time practitioners, with the result that training and recruiting a new generation of employees is becoming one of the industry’s top priorities. CILTNA has been reaching out to educational institutions with a view to strengthening the linkages between business and academia.

Attracting young people into these sectors also means embracing new ways of learning. It has recently entered into an agreement with Toronto-based Trios College to accredit the first year of its supply chain program and is working with the college to expand accreditation to the full threeyear program. In addition, Dr. Bill DeWitt, Executive Director, of the Transportation Institute of the University of Denver, has recently joined the board of directors as Vice Chair (United States) and will be a valuable advisor on how transportation and logistics education should evolve in the coming years.

Today, with lifelong learning a common feature for most professionals, many practitioners are attracted to CILTNA because membership comes with access to CILT UK’s online Knowledge Centre.

This feature includes a Knowledge Bank that operates 24 hours a day, 365 days a year, and offers access to an online business intelligence service as well as a wide array of over 2,000 newspapers from around the world.

International vision; local connections

Here in North America, given our geography, local chapters play a key role in connecting members both regionally and at the national and continental level. The association covers all those who work transporting passengers, moving freight and managing domestic and international supply chains from the most junior recent graduate to the most senior CEOs. Chapters are located in several major Canadian cities as well as in Washington, D.C. Working at the local chapter level gives members a chance to tailor activities to their specific needs as well as

We’re setting the stage to grow your business.

Your business is looking to grow and Port Metro Vancouver is prepared to grow along with it.

Together with industry and government, we’re making major investments to further enhance our gateway infrastructure. We’re collaborating with supply chain partners to continuously improve service and deliver value to our customers. And we’re working with government and industry stakeholders to support development and investment.

The result: an ideal environment for your business growth.

November 2015 BC Shipping News 45

TRANSPORTATION & LOGISTICS ...the Pacific Chapter has developed strong partnerships with local universities and technical schools in response to a need to recruit a new generation of well-trained transportation and logistics professionals. providing a valuable networking opportunity for busy practitioners. Nowhere is this more evident than in Vancouver, where the Pacific Chapter has developed strong partnerships with local universities and technical schools in response to a need to recruit a new generation of well-trained transportation and logistics professionals. Pacific Chapter Chair Marian Robson reports “We have successfully developed relationships with UBC, BCIT and Capilano University in the disciplines of International Business, Transportation, Logistics/Supply Chains and Maritime Transport with the result that these students have been generously sponsored by the industry to attend our

events.” John Dymond, Program Head, BCIT explains the merits of membership to his students “CILTNA members have served as mentors and have hosted third and fourth-term projects. Students have secured their first career jobs through CILTNA members at HarbourLink, KPMG and other industry leaders. References from members have helped other students launch their careers. Further, there is an internationally recognized professional designation.”

Challenges ahead

CILTNA has just concluded an online survey of members’ views on current and future challenges. Almost 50 per

CILTNA sessions not only provide insights into key issues for transportation and logistics professionals but are a great opportunity to netwoke with industry leaders. CILTNA’s Pacific Chapter has always been strong on encouraging students to attend for those very reasons.

46 BC Shipping News November 2015

cent of members answered the survey, a response rate that any survey company would tell you is pretty darn good. This probably reflects the interest and commitment that most professionals in this field bring to their work. While there are some variations from chapter to chapter, there is considerable consistency across all regions on what are perceived to be the most important issues for today’s transportation and logistics systems across North America. Interestingly, infrastructure capacity, both public and private is seen everywhere as the most pressing shorter-term and longerterm challenge. Rating almost as high, at both the North American and regional level are concerns around congestion, whether urban or at specific chokepoints, and the impact both these factors are having on moving goods within North America and to international markets.

Receiving slightly less mention, but still of importance, are concerns around general productivity within the system, the availability of new employees with appropriate skills and the removal of provincial, state or regional barriers to smooth transportation and logistics.

Locally, some chapters placed greater weight on specific factors. For example, both Quebec and Pacific chapters rated social licence and environmental concerns more highly than in other regions — not surprising given the high profile these topics hold in those regions.

These topics offer lots of scope for workshops and seminars, as well as networking. CILTNA members also showed an interest in greater collaboration with other industry associations, and this may be a way to ensure that some of these important topics remain front and centre. CILTNA is a relatively young organization on this continent, and is definitely youthful in comparison to other national councils such as Australia’s which has been in existence for 80 years.

The board of directors is making a concerted push to expand membership and reach out to corporate partners. North Americans have much expertise to offer potential clients and partners elsewhere in the world as well, so under former Transport Minister David Collenette’s leadership as CILTNA Chair, closer ties have been established with the international community within CILT. “One of my priorities when I became Chair in 2010 was to have CILTNA re-engage with our international partners. Board

TRANSPORTATION & LOGISTICS Testimonials on the benefits of CILTNA...

“One of our goals is to educate our members; our successful speaker series is evidence of this; we held a conference in September, 2014 with the theme “Rewards and Risks of Western Resource Trade: Toward a Meeting of the Minds” We brought together those with differing views about our resource exports, heard from speakers representing First Nations, resource industries, academics and NGOs, and had some frank discussion about this important topic.” Marian Robson, Pacific Chapter Chair “CILTNA has expanded my circle of professional friendships in ways I would never imagine. These include…recognized leaders in transportation and logistics. The periodic conferences are top notch; not unlike a graduate level short course at a fraction of the cost.”

Jeff Moller, Assistant Vice President, Association of American Railroads

members are active participants on international committees and have been present at the annual Conventions in Malta, Sydney, Birmingham, Sri Lanka, Malaysia, and this year in Dubai.”

Save the date

The International Convention next year in Montreal offers a good opportunity to showcase some of North America’s best practices as well as providing a chance to meet and discuss common interests with colleagues from around the world. Running from May 8 to 11, 2016, it will involve international specialists in supply chain management as well as a solid day devoted to North American transportation and logistics issues. Plan on attending to see for yourself what CILTNA has to offer. Visit our website

www.ciltna.ca and get in touch with one of our local chapter chairs.

Kristine Burr and Marian Robson are former federal public servants whose paths often crossed in Ottawa. Kristine is a former Assistant Deputy Minister, Transport and Marian is a former Chair and CEO of the Canadian Transportation Agency. They are continuing their commitment to the Canadian transportation sector through their active involvement in the CILTNA. Both serve on the national board, Kristine as Membership Chair and Marian as Pacific Chapter Chair.

“I have been a member of CILTNA for well over 20 years and have always found the benefits of membership very worthwhile. The seminars are excellent and the professional colleagues that you meet through CILTNA are always responsive and helpful. I have the greatest respect for the CILTNA leadership team and believe in the principles of the organization.” Robert C. VanderClute, President, FirstRail International, LLC, Florida There are several logistics and transportation organizations out there. Being active and participating with every group would be a full time job. For myself and the interest of my company, I felt that CILTNA was the best choice. The organization has international recognition and offers recognized education programs in core areas of interest for my team. From a business intelligence view point the online library and business journal database is very useful. For these reasons along with strong networking opportunities, CILTNA was the right choice for me and Export Packers Company Limited.” Wes Mang, Export Packers Company Limited, Toronto November 2015 BC Shipping News 47

48 BC Shipping News November 2015

LEGAL AFFAIRS

Maritime law and civil disobedience on water

By Michael Soltynski

A Vancouver Lawyer with Bernard LLP

C

Safe navigation is a fundamental part of maritime law and many Canadian statutes and regulations deal with navigation and ship safety.

Photo source: Bowen Island Online

ivil disobedience is not new to British Columbia although it is often newsworthy. It has played a role in many significant ways throughout the history of Canada, and has been focussed on a range of policies, social conditions and commercial activities. The concept of civil disobedience has been recognized by judges, but is not protected by law. In fact, by its nature, civil disobedience includes a breach of law that may give rise to penalties or criminal charges.

In British Columbia, perhaps more than any other province, acts of civil disobedience have taken place on water. Such action has ranged from single boats to large flotillas, and slight inconveniences to blockades.

Canadian maritime law generally does not differentiate between action taken as civil disobedience and any other action.

Rather, it creates offences for the contravention of directions or prohibitions in specific situations, often related to safe navigation and marine operations.

It is not the purpose of this article to list every possible offence that could arise as part of civil disobedience, but to highlight some elements of Canadian maritime law that might apply in some circumstances; and criminal offences relating to vessels under the Criminal Code are not dealt with here.

Safe navigation is a fundamental part of maritime law and many Canadian statutes and regulations deal with navigation and ship safety. In some cases, this may be very general: for example, the Vessel Operation Regulations include the broad requirement that any person who operates a vessel must avoid endangering the safety of anyone involved in any activity in any waters.

The Collision Regulations, which apply to every Canadian vessel and

pleasure craft, and to all foreign vessels in Canadian waters, are more specific.

The most well-known of the Collision Regulations are Rules 13, 14 and 15, which require vessels that are in sight of one another to take steps to avoid the risk of collision. An overtaking or crossing vessel, for example, must take “early and substantial action to keep well clear.” It is possible that this proactive requirement may run contrary to a blockade or interference with other vessels underway.

Similar requirements apply to certain types of vessels that may have limited ability to manoeuvre, such as those

engaged in surveying or underwater operations. For oil or gas drilling, production and processing vessels, the Collision Regulations simply impose a safety zone of at least 500m around such vessels. No vessel — including any participating in civil disobedience — may navigate in this zone except in very limited circumstances.

The penalties for a breach of the Collision Regulations indicate the importance of these regulations to marine safety: the maximum penalty is a fine of $1 million or imprisonment for 18 months.

Flotillas with a message — while recognized by judges, is not protected by law.

November 2015 BC Shipping News 49

LEGAL AFFAIRS While these navigation requirements apply to a broad area, the Canada Marine Act empowers port authorities to manage the traffic in the waters under their control, generally to promote safe and efficient navigation and environmental protection. For example, port authorities may issue directions to a vessel to “leave or refrain from entering any area, or to proceed to or remain at a specified location.” They can also establish traffic control zones, practices and procedures, and traffic clearance conditions.

Specific port authorities have enacted these practices and procedures as detailed guides to all aspects of port operations, from pre-arrival

50 BC Shipping News November 2015

...the Canada Marine Act creates an offence for failure to comply with its traffic-related provisions, with a fine...up to a maximum of $50,000. notifications and navigation, to cargo operations and use of port property.

Some of these may impact on planned civil disobedience. As one example, the Port Metro Vancouver’s practices and procedures are contained in its Port Information Guide, which includes specific requirements for marine events. Any marine event or activity that is liable to interfere with

navigation or operations within the port requires the port’s permission.

Section 59(1) of the Canada Marine Act creates an offence for failure to comply with its traffic-related provisions, with a fine depending on the length of the vessel in question, up to a maximum of $50,000.

This Act also creates enforcement officers to enforce its provisions.

The Port Authorities Operations Regulations, which apply only in the major ports of Canada (including the Vancouver and Fraser River, Nanaimo, Prince Rupert and Port Alberni ports), contain a very broad category of prohibited activities in a port. Some that could be relevant to acts of civil disobedience on water are any activities that are likely to jeopardize the safety of persons, interfere with navigation, port operations or an authorized activity in a port, obstruct any part of a port, or cause a nuisance.

As a result, acts to block access to any area of a port, or influence the navigation of other vessels, or interfere with authorized activities within the port area, may fall foul of these regulations, with exposure to a fine of $5,000 for an individual or $50,000 for a corporation or ship.

It is not unusual in a maritime context for a ship to be a party to a lawsuit.

Under the Canada Marine Act traffic offences discussed above, a person or a ship may be guilty of the offence. At the same time, the Act reduces the onus placed on the prosecuting authority, in that it only needs to prove that the act in question was committed by a person on board, whether or not the person on board has been identified. A vessel may also be detained by an enforcement officer under the Canada Marine Act if the officer has reasonable grounds to believe that the vessel or person in charge of it has contravened the Act or any of its regulations.

Overall, Canadian maritime law does not deal directly with civil disobedience, but numerous specific provisions — and significant penalties — may be triggered if these actions contravene its requirements or prohibitions.

Michael Soltynski is a maritime lawyer and associate at Bernard LLP in Vancouver, and can be reached at soltynski@bernardllp.ca.

FERRY CONFERENCE

CFOA conference recap

T

he Canadian Ferry Operators Association held their annual conference in Vancouver in midSeptember this year. The theme, Cutting Edge: New Technologies in the Ferry Sector, was evident in a number of presentations from companies at the leading edge of technological advances. Whether it was a review of watermist firefighting technology; compact propulsion concepts for double-ended ferries; a look at present and future global marine technology trends; or even how to integrate social media strategies to drive tourism sales, the conference provided very practical and educational information for attendees. Of special importance for non-ferry operator attendees, one of the last sessions provided a full overview of upcoming projects for each of the major ferry operators across Canada. Exhibits, networking sessions, a fun evening at the Vancouver Aquarium, a gala dinner and a golf tournament rounded out a busy event.

Here then are some highlights.

The morning sessions, introduced by Captain Jamie Marshall, Vice President, Fleet Operations, BC Ferries and Chair

Exhibits, networking sessions, a fun evening at the Vancouver Aquarium, a gala dinner and a golf tournament rounded out a busy three-day event. of CFOA; and Gregg Ryder, Coastal Transport Limited and Treasurer of CFOA, were primers to the sessions that followed over the course of the day. Carol Bellringer, Auditor General of British Columbia, described the risks and challenges of large IT projects. Bellringer spoke of the dangers of cost overruns, project delays and less than positive results due to such things as a lack of planning, failure to manage the scope of the project, a lack of governance and oversight, and limited capacity and expertise.

She then outlined some common-sense tips that would help to avoid some of the more common mistakes: defining, recognizing and managing key relationships; establishing clear lines of responsibilities for oversight; being realistic — managing the scope of the project through a “gate funding” approach; and being wary of new, unproven technology. Tracking time

and costs throughout the entire project was a key point that Bellringer stressed in her closing comments: “Watch the project carefully but take a ‘nose-in, hands-out’ approach,” she said. “Act when required, even if it means pulling the plug.”

Elizabeth Mayer, Partner, DLA Piper (Canada) LLP, followed Bellringer’s presentation. Mayer is a procurement expert and was able to walk attendees through strategies that would assist in successful RFP and bid processes. In first identifying the significance of various components of the process — for example, when a proposal constitutes an initial contract and establishes initial terms versus a non-contractual RFP expressly created to provide a wide range of potential solutions to a project. She also stressed the importance of a fair and transparent evaluation process. Mayer succinctly outlined the procurement process, from

November 2015 BC Shipping News 51

FERRY CONFERENCE the initial decision to proceed (and the development of business cases, time tables, teams, etc.) through to drafting specifications of the RFP, preparing procurement documents, and issuance, and further through the evaluation process, negotiations for a ‘best and final offer’ and a ‘limited notice to proceed.’

Mayer ended by sharing her Top 10 Tips for managing an effective procurement strategies.

Sessions that followed were equally informative. James Anderson, a digital strategist with the Victoria-based Tartan Group gave an excellent presentation about social media communities and provided insights into demographics, site activities and trends, as well as ways to measure returns on investments before showing a few examples of highly successful social media campaigns that resulted in staggering numbers of positive “mentions” for their clients.

A special surprise for attendees came in the form of Sam Sullivan, Vancouver’s former Mayor, and long-time champion of marine accessibility. With the theme of next year’s CFOA conference (September 18 to 20 in Ottawa) being just that — accessibility in the ferry industry — Sullivan had three key messages to convey to attendees: 1) his gratitude for the important service provided by ferry operators and the quality of life it allows for people across the country; 2) the importance of the marine industry — “the very reason that B.C. exists at all”; and 3) how accessibility affects many lives and his

Located at Vancouver Waterfront and Roberts Bank

www.flyingangel.ca 52 BC Shipping News November 2015

FERRY CONFERENCE encouragement to ferry operators to ‘go the extra mile’ in ensuring everyone can be a part of the transportation system.

Additional presentations throughout the day came from John Clarkson, Transportation Safety Board who outlined issues related to emergency preparedness, safety management systems and bridge/engine room communications; and Bud Streeter, President, Lloyd’s Register Canada Limited, reviewed a recent report that highlighted global marine technology trends and what the industry will look like in 2030 (think “big data, advanced materials, autonomous systems, carbon capture technologies, sustainable energy generation, deep ocean mining and marine biotechnology).

Sessions that took a practical look at applied technologies covered such issues as automated mooring systems (with Mike Howie, Cavotec), two-stage turbocharging four-stroke (with Byron Meston, ABB Turbocharging) and compact propulsion concepts for double-ended ferries (with Roland Schwandt, Schottel) as well as presentations on the second day that held firm to the conference’s theme — Gerry Bourne, Troy Fire and Life Safety, described the benefits of watermist technology and gave a strong argument for their use over conventional systems; Wilco van der Linden, Wärtsilä, introduced the latest integrated propulsion systems on passenger vessels which were having very positive impacts on ship efficiency; and Martial Savard, Techsol, spoke to maximizing the use of collected data to improve operational efficiency.

Additional presentations from Jeff Otto, BC Institute of Technology, Captain Jan Brockhausen, BC Ferries and David Brazil, Minister of Transportation and Works for the Government of Newfoundland and Labrador, provided insights into such issues as (respectively) maritime education, the introduction of LNG-fuelled ferries into BC Ferries, and the importance to address obstacles that stood in the way of the industry to provide critical services (for example, the removal of tariffs on ships built offshore and funding for infrastructure improvements).

As mentioned earlier, an important session for suppliers to the ferry industry came at the end of the second day. Each ferry operator in attendance reviewed upcoming projects — including refits, new acquisitions and infrastructure improvements – that would be implemented over the next five years. Billions of dollars’ worth of projects were identified — from Marine Atlantic’s drydock upgrades, vessel maintenance schedule and fuel management initiatives to Newfoundland and Labradors’ plans for

BC SHIPPING NEWS

Not only did the session illustrate the significance of the ferry industry in its contribution to economies but, for those suppliers to the industry who were in the audience, it provided key leads on potential new business. replacement vessels and BC Ferries’ new vessels, major mid-life refits and terminal upgrades. Not only did the session illustrate the significance of the ferry industry in its contribution to economies but, for those suppliers to the industry who were in the audience, it provided key leads on potential new business.

The sold out trade show also provided a good opportunity for suppliers to engage with conference attendees. Companies like ABB Turbocharging, Blue Seal, Jastram, Lloyd’s Register, Marine Industrial Lighting Systems, Damen, Techsol, Kongsberg and many, many more were situated around the main networking areas which provided great access to key decision makers.

One of the features of the conference was a reception at the world-class Vancouver Aquarium. Attendees watched the new false killer whale (named Chester) swim around and the otters drift off to sleep holding hands. A special address by Deputy Minister of Transport, Jean-François Tremblay capped the evening off on a high note.

The Gala Dinner marked the end of the conference. It culminated in the release of the third of four videos that CFOA has produced to promote the ferry sector in Canada. Entitled “Ferries: Integral to Canada’s Economy,” the video highlights the many ways that ferries boost our economy. From bringing people to work or goods to market, ferries have an important role to play.

The video is available on CFOA’s website. Other videos previous released touch on ferry safety and the ferry sector and the environment.

Overall, the CFOA conference was very well executed. It was well-organized, delivered very practical, informative sessions, afforded numerous networking opportunities and provided great fun for colleagues and peers from across the country. BCSN

Commercial Marine News for Canada’s West Coast.

2016 Media Kit now available!

For more information, contact BC Shipping News T: 604-893-8800 / E: jane@bcshippingnews.com or visit: www.bcshippingnews.com

November 2015 BC Shipping News 53

Photo: Dave Roels

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54 BC Shipping News November 2015

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