BC Shipping News - November 2018

Search & Rescue: RCMSAR supports public safety mandates

Spill Response: Strengthening spill response on the West Coast

Shipbuilding: NSS continues to revitalize B.C. shipbuilding

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

Volume 8 Issue 9

NEWS

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November 2018

Canadian Coast Guard

Second year of OPP delivers on equipment, vessels and more

Industry Insight Mike Whalley President Babcock Canada

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Canada’s maritime security in the UNCLOS era

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CONTENTS November 2018 Volume 8 Issue 9

NEWS

Cover Story

39

MARINE SECURITY

A rule of law for the oceans Canada’s maritime security in the UNCLOS era

By Jeffrey Smith

42 CLASSIFICATION

Lloyd’s Register West Coast activity highlights industry trends

7

EDITOR’S NOTE

8

IN BRIEF

12

By Jane McIvor

Industry traffic and news briefs

INDUSTRY INSIGHT

Ensuring the optimum performance of Canada’s submarines Mike Whalley, President, Babcock Canada Whalley provides insights that showcase not only the importance and highly capable nature of Canada’s submarines, but also highlights the extensive skills and knowledge required to keep the vessels in service.

18 20

20/24

45

LEGAL AFFAIRS

The evolution of justice in the Navy Civilian and military courts work side by side in Canada

By Jakub Vodsedalek

HISTORY LESSON

Canada gets a Coast Guard The establishment of the CCG

By Lea Edgar

47 TUGS

Island Tug and Barge christens Island Raider

CANADIAN COAST GUARD

Second year of Oceans Protection Plan delivers on equipment, vessels and more

24 SHIPBUILDING

NSS continues to revitalize B.C.’s shipbuilding industry

48

MARINE SAFETY

Ensuring safety at sea

By Glenn Budden

52 SUBMERSIBLES

Matching dreams with innovation A B.C.-built manned submarine success

By Cam Cathcart

27 SHIPYARDS

Shipyard resurgence Insights from Victoria Shipyards

By Darryl Anderson

31

SEARCH & RESCUE

RCMSAR supports public safety mandates

By Christine Gross

34 FIREBOATS

12

Fireboat No.2 officially welcomed

36

SPILL RESPONSE

Strengthening spill response on Canada’s West Coast

By Michael Lowry

31

On the cover: HMCS Windsor (photo: Combat Camera/Leading Seaman Dan Bard, Formation Imaging Services Halifax); above: the CCGS John Franklin coming out of Seaspan’s Vancouver Shipyards (photo: Dave Price); right: SAREX 2018 (photo courtesy RCMSAR.); left: Mike Whalley (photo courtesy Babcock Canada) November 2018 — BC Shipping News — 5

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Proud member of: 300 – 1275 WEST 6TH AVENUE, VANCOUVER, BC V6H 1A6 T: 604-893-8800 / F: 604-708-1920 E: JANE@BCSHIPPINGNEWS.COM 6 — BC Shipping News — November 2018

International Sailor’s Society Canada

EDITOR’S NOTE

Photo: Dave Roels

All together now...

I

t’s amazing how, once all of the articles are in and we start to review them, an unintended theme becomes apparent.

While this issue’s main focus is on “service” — i.e., naval, coast guard, search and rescue, spill response and the like — what quickly shines through is the amount of collaboration it takes to keep our waters and those who sail on them safe.

Examples of partnerships, teamwork and the importance of communications can be found in practically every article. Starting with our interview with Mike Whalley, President of Babcock Canada, you can easily see how work on Canada’s submarines requires a phenomenal amount of planning. Not just with the Royal Canadian

Navy, but with Victoria Shipyards and Esquimalt Graving Dock as well as workers, equipment vendors and suppliers.

Hearing Mike describe their supply chain logistics, one can only imagine the amount of coordination that goes on behind the scenes. Same can be said about Seaspan’s Vancouver Shipyards and their work on the National Shipbuilding Strategy as well as Victoria Shipyards’ and their work on the New Zealand frigates as described by Darryl Anderson in his interview with Joe O’Rourke.

But collaboration and partnership are nowhere more evident than in the articles from Royal Canadian Marine Search and Rescue, Western Canada Marine

Response Corporation and Vancouver Fire and Rescue Services. Each of these organizations rely on so many participants as well as funders, the energy it takes to bring everyone together speak volumes about the competency of those who oversee this.

These articles reflect the efforts of so many and we should be appreciative of how hard they work in meeting their mandates.

I’m pretty sure I’ve written similar words in past issues but it’s worth reinforcement: the interdependence of the marine community — and the effectiveness of stakeholders working together — is what makes B.C.’s industry so successful.

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INDUSTRY TRAFFIC

Victoria’s Ogden Point Cruise Terminal wraps successful 2018 cruise season

T

he final cruise ship call at the Ogden Point Cruise Terminal in Victoria, B.C. took place on Sunday, Oct. 14, 2018, capping a season that witnessed a series of milestones and records for the Greater Victoria Harbour Authority (GVHA).

From the season launch on April 11 to the final call, the Greater Victoria Harbour Authority (GVHA) welcomed close to 640,000 passengers and 260,000 crew on 250 ship calls. A highlight of the season was the June 1, 2018 inaugural call of the new Norwegian Cruise Lines flagship, Norwegian Bliss, built specifically to serve the growing Alaskan cruise market.

“Norwegian Cruise Lines, along with the other 11 cruise lines visited this season, consistently rank Victoria’s Ogden Point Cruise Terminal as a port of call that is welcoming, easy to work with, and focused on sustainability and environmental

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improvements,” says Lindsay Gaunt, Director, Cruise Development, GVHA. Larger ships, such as the Norwegian Bliss, mean the movement of more people per call — the net increase of adding the Norwegian Bliss to the Alaskan cruise itinerary resulted in about 1,500 more passengers visiting Victoria on Friday afternoons.

Continuous improvement to operations at Ogden Point, including transportation and wayfinding, has allowed for enhanced movement of passengers and crew. With more than 30 per cent of passengers walking to and from the cruise terminal to points in downtown Victoria, GVHA worked with the City of Victoria on streamlined wayfinding signage and maps. Passengers choosing to travel to and from the terminal were welcomed by expanded human-powered transportation options including pedi-cabs, rickshaws, and bike rentals.

“Cruise ship travel is an integral component of the Greater Victoria tourism industry” says Paul Nursey, CEO of Destination Greater Victoria. “Research informs us that many cruise passengers are introduced to Greater Victoria for the first time on a cruise and then return for a longer land-based vacation. The passengers that disembark at Ogden Point also support our restaurants and attractions, as well as bring a life and vitality to the downtown core. Congratulations to the GVHA on an outstanding year.”

In preparation for the arrival of the Norwegian Bliss, terminal improvements were undertaken to install new bollards at Pier A South to safely and steadily secure the 168,000-tonne vessel.

GVHA’s terminal management partner Western Stevedoring added new lighting at Pier B to improve safety and energy efficiency, as well as reduce light pollution.

GVHA team members are already working on further terminal improvements for 2019 which include the lengthening of the Pier B mooring dolphin. The extension will accommodate docking of the Royal Caribbean International Ovation of the Seas at the deep-water facility. In addition to welcoming the Ovation of the Seas, the terminal will also see the arrival of new cruise lines to the market including Azamara and the return, after more than 20 years, of Cunard.

In response to the positive reaction from its guests, Norwegian Cruise Lines is repositioning the Norwegian Joy, sister ship of the Norwegian Bliss, on the Seattle to Alaska route in 2019, with a weekly call scheduled for Saturdays from June to October.

Results for the 2018 Victoria cruise ship season include: • 250 ship calls • 12 different cruise lines • 640,000 passengers • 260,000 crew It is estimated that the season contributed $130 million to the regional economy and provided for 800 direct jobs.

NEWS BRIEFS

Furuno sensors capture several “Product of Excellence” awards

T

he National Marine Electronics Association (NMEA) held its 47th annual conference and expo in Palm Beach Gardens, Florida late September.

Each year, marine electronics manufacturers, dealers and installers from around the country gather for four days filled with training and exhibition of the latest products from each manufacturer. The NMEA Conference and Expo is also where the association reveals their exclusive NMEA “Product of Excellence” awards for the year, where Furuno proved their dominance in the sensor market by once again bringing home the coveted awards for Best Radar, Best Fish Finder and more.

Furuno’s DRS4D-NXT Solid-State Doppler Radar for NavNet TZtouch and TZtouch2 was awarded “Product of Excellence – Radar” for 2018. The DRS4DNXT’s use of Doppler technology enables features such as Target Analyzer, where the echoes dynamically change colours as targets approach or move away from a vessel, increasing safety and situational awareness at a glance. “After winning the NMEA Technology Award for the past two years in a row, we are honoured and humbled to have the DRS4D-NXT named ‘Best Radar’ for 2018,” said Brad Reents, President and CFO of Furuno USA. “Furuno’s unmatched sensor technology has always been our specialty, and we’re extremely pleased that the NMEA members have recognized the DRS4D-NXT and DFF3D once again for being the best sensors.”

Winning the award each year since the category was first introduced three years ago, Furuno’s FAR2127 25kW IMO Radar claimed the title for “Product of Excellence – Commercial.” This workhorse Radar, which is part of a more extensive family that includes both X-Band and S-Band Radars, can be found installed on thousands of commercial vessels worldwide and is also widely used on larger recreational boats and yachts.

Underscoring Furuno’s dominance in sensor capabilities, two more Furuno products brought home awards this week. The new SC33 Satellite Compass was named “Product Of Excellence – NMEA2000

Sensor” for it’s incredibly accurate heading, pitch & roll and heaving information, thanks to its dual GNSS antennas and advanced signal processing. Coupled with the sensor’s three-axis gyro and acceleration hardware, the SC33 is able to provide precise attitude information to enhance the capabilities of navigation equipment such as Radar, Plotter, Autopilot, Fish Finder and Sonar.

The winner in the category of “Product of Excellence – AIS” was the new FA170 Class A AIS Transponder, displaying information for AIS-equipped vessels, SART’s, coastal stations and other ATN (Aids To Navigation) within VHF range. It provides an impressive six input/output ports, three input-only ports, one LAN port, one Alarm Output port, and is BAM (Bridge Alert Management) ready. The FA170 is also capable of exchanging short safety-related messages with other vessels via VHF, packing a variety of essential functionality into an easy-to-install package.

With its ability to see deeper than any of its competitors, the DFF3D Multi-Beam Sonar was named the 2018 “Product of Excellence – Fish Finder.” It delivers a side scan detection range of an unprecedented 650+ feet while being able to see straight down over 1,000 feet.

While new to the market, the Navpilot 300 Gesture Control Autopilot was also one of three finalists in the Technology Award Category. This revolutionary new Autopilot uses Bluetooth signals from the handheld gesture controller, making it possible to control the Autopilot from anywhere on the boat within 10 metres of the helm. Just push, hold the button, point to the desired heading and release to change course.

Furuno’s long and distinguished tradition of producing top performing and highly reliable products was affirmed once again with these awards from the NMEA, bringing Furuno’s grand total to an astounding 225 NMEA awards!

November 2018 — BC Shipping News — 9

NEWS BRIEFS

SAAM SMIT Towage Canada purchases two world-class escort tugs Photo courtesy SST Canada

S

AAM SMIT Towage Canada (SST Canada) is excited to announce its purchase of two new world-class escort tugs, the SST Orca and SST Grizzly, both scheduled to arrive in Vancouver by mid-November.

These two new, locally designed tugboats will become the most capable escort tugs on the B.C. coast. Measuring 32 metres long and with 84 tonnes of static bollard pull, each tug will have the ability to safely produce steering forces of up to 82 tonnes and braking forces of up to 130 tonnes. By increasing towing and escort capability, these tugs will allow SST Canada to increase marine safety and the protection of the environment through the safe passage of vessels.

“SST Canada’s investment in these escort tugs demonstrates a commitment to serving deep sea vessels calling B.C. ports and projects that may come online over the next few years, particularly in the oil and gas sectors,” said Capt. Mark Bingham, Vice President, Operations of SST Canada. “The addition of these two

The SST Orca, newly acquired by SST Canada, will arrive in Vancouver by mid-November. tugs expands our fleet to 25 vessels and brings our total investment to nearly $100 million since 2014.”

These RAstar 3200 tugs, designed by renowned Vancouver-based naval architects and marine engineers, Robert Allan

Ltd., will serve the south coast of B.C. and will further expand SST Canada’s fleet to provide safe and efficient services in all B.C. locations.

“B.C. Coast Pilots is excited to have these proven, powerful escort-rated tugs deployed on the south coast of B.C.,” said Capt. Roy Haakonson, President of B.C. Coast Pilots. “These new tugs will significantly expand escort capacity and further advance the protection of our pristine environment.”

The SST Orca and SST Grizzly are classed by Lloyds Register and will be put into service shortly after their arrival in Vancouver.

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NEWS BRIEFS

Dyna-Mac enters into strategic alliance with JEDCO and Meridian Marine Industries Inc.

D

yna-Mac Holdings Ltd., through its subsidiary, Dyna-Mac Engineering Services Pte Ltd., has entered into a strategic alliance with Joint Efficient Developments Consultancy Pte Ltd. and Meridian Marine Industries Inc. The tripartite collaboration between Dyna-Mac, JEDCO and Meridian will allow and promote a wider pursuit of cross-border cooperation and solutions to support growth opportunities for projects in the onshore and offshore energy, marine and infrastructure industry sectors in Singapore and Canada.

Dyna-Mac will provide the use of its Singapore yard facilities and skilled resources to support fabrication and construction works outsourced from Canada.

In particular, Dyna-Mac will capitalise on its climate-controlled facility in Pandan Crescent for the fabrication of stainless steel duplex/super duplex piping and other exotic/special materials.

JEDCO will provide a short-term strategy to introduce an efficient execution

model to Canadian customers, with joint efforts in the provision of shop drawings, procurement services, fabrication, assembly and pre-commissioning of packages for the onshore and offshore energy, marine and infrastructure industry sectors, in a cost-effective model that helps maximise local content in West Coast Canada.

Meridian will act as the Principal Lead on all customer engagements in Canada on potential projects and during new opportunity developments through to compilation and submittal of the final proposal to

Canadian customers. Meridian will also act as the overall local representative in West Coast Canada, and together with JEDCO, liaise with Canadian customers on pre- and post-proposal submittal matters.

Further announcement(s) will be made upon award of any contract(s) resulting from this strategic alliance.

The above tripartite collaboration is not expected to have any impact on DynaMac’s earnings, earnings per share and net tangible assets for the year ending 31 December 2018.

Congratulations Vancouver Maritime Museum!

Upcoming events Visit www.bcshippingnews.com for information on all upcoming marine industry events.

ABCMI Business Opportunities Conference Vancouver, B.C (November 14, 2018)

Pacific Marine Expo Seattle, WA (November 18 to 20, 2018)

Cargo Logistics Canada Vancouver, B.C (February 5 to 7, 2019) Vancouver Transportation Club’s Oil & Gas 2019 Summit Vancouver, B.C. (March 4 to 5, 2019)

Mari-Tech 2019 Ottawa, ON (April 23 to 25, 2019)

World Maritime Rescue Congress Vancouver, B.C. (June 15 to 18, 2019)

November 2018 — BC Shipping News — 11

INDUSTRY INSIGHT

Ensuring the optimum performance of Canada’s submarines Mike Whalley, President Babcock Canada

B

ecause of the nature of the Royal Canadian Navy, Mike Whalley, President, Babcock Canada, and his team of over 400 highly specialized and skilled engineers can’t talk very much about the work they do on Canada’s four Victoria Class submarines. While careful not to share classified information, Whalley was able to provide insights that showcase not only the importance and highly capable nature of Canada’s submarines, but also highlight the extensive skills and knowledge required to keep the vessels in service. With our exclusive interview with Whalley, BC Shipping News could not have made a better choice of expert to explain the extent of effort that goes into ensuring Canada’s subsurface platforms are operating at optimum performance.

BCSN: I’d like to start with an overview of your experience and your role within Babcock Canada.

MW: I’ve been with Babcock for almost 20 years. Originally, I had been working as a project manager for a company in Devonport, U.K., that had been acquired by Babcock. I’m a Professional Mechanical Engineer by training but have worked mostly in marine engineering for my entire career with a focus on naval vessels — both warships and submarines.

I’ve done quite a bit of design engineering but have spent more time in production and project management.

Before taking on the role of President of Babcock Canada, I was Director, Warships, for the Babcock International Group where I was responsible for the 12 — BC Shipping News — November 2018

...Whalley was able to provide insights that showcase not only the importance and highly capable nature of Canada’s submarines, but also highlight the extensive skills and knowledge required to keep the vessels in service. refits of all U.K. naval ships managed by Babcock at Devonport Royal Dockyard.

At any one time, we’d have upwards of five refits going on concurrently. These were large projects comprising 600,000 to 700,000 hours of work. The role also included looking after the U.K.’s naval vessels around the world with full support for wherever they might be.

My current role as President of Babcock Canada is to deliver Babcock’s broad spectrum of engineering support services to our Canadian customers in various sectors. In addition to naval in-service support, we are one of the largest civil aviation companies in the world in terms of providing aerial firefighting and aerial emergency services. We also provide services in civil nuclear work as well as land systems for organizations like the Army and Metropolitan police forces.

BCSN: Could you provide some background on Babcock in Canada as well as the larger International Group?

MW: Babcock International Group has a proud history of over 125 years delivering engineering services in the key market sectors of marine, land, aviation and nuclear.

Babcock Canada was established in 2007, first as the wholly owned subsidiary, Canadian Submarine Management Group (and later rebranded as Babcock Canada)

which was awarded the Victoria In-Service Support Contract (VISSC) to deliver maintenance, repair and overhaul, documentation and management for Canada’s four Victoria Class submarines. We now have three locations in Canada (Victoria, Halifax and Ottawa) with over 400 employees, but as part of the International Group, we are able to draw on the collective knowledge and capabilities of more than 35,000 skilled workers worldwide.

BCSN: Before we take an in-depth look at Babcock’s work on the VISSC, perhaps you could describe the work done on Canada’s Arctic icebreakers, CCGS Louis St-Laurent and CCGS Des Groseilliers?

MW: This project was part of the Federal Government’s Economic Action Plan in 2012 to extend the life of Canadian Coast Guard vessels. We were awarded the contract in 2014 through an open bid process and worked with Chantier Davie Canada Inc. who provided the facilities and production efforts while we took on the project management and engineering work. The upgrade and refit work for the St-Laurent included significant dockingrelated items such as pulling of both tail shafts, painting of the hull and tanks, overhaul of over 200 valves and the inspection of hull and seam welding. In addition to this, a number of capability improvements

INDUSTRY INSIGHT were completed, including new mechanical stern seals, converter chiller and crane overhaul.

For the Des Groseilliers, work that was undertaken included replacement of the vessel’s generator sets, main engine block and propulsion control system. This was all done to enable the vessel to meet program requirements for the next 10 years.

BCSN: Let’s focus now on the VISSC. Could you first describe your role and then provide an updated status on the submarines?

MW: Babcock Canada was awarded the Victoria In-Service Support Contract in 2008 and it was recently extended by three years with an option to extend even further. There are a number of elements to the contract — one is to provide technical, logistics and engineering support to keep Canada’s four submarines operating; the other element is the Extended Docking Work Periods (EDWP) work.

In terms of status, HMCS Chicoutimi was the first to go into EDWP under the contract. The work on her has since been completed and she was handed over to

Mike Whalley and Ryan Hawes taking members of the U.K. High Commission on a tour of the Esquimalt Graving Dock. the Royal Canadian Navy in 2014. Earlier this year, she returned home following a successful six-month deployment to the Asia-Pacific region. HMCS Corner Brook was next. She’s currently in the refit facility in Victoria and will have work done over the next 18 months before going back into commission. HMCS Victoria will be after that. It’s a constant

ECDIS

Electronic Chart Display

and Information System

cycle — each submarine runs through a structured maintenance, upgrade, commissioning and operational cycle.

BCSN: I understand and respect the need for secrecy regarding the work on the vessels but could you describe in general terms the activities involved?

MW: The critical work includes the provision of platform design, integration,

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INDUSTRY INSIGHT Because of the secretive nature of the submarines, it’s a challenge for the Navy to be able to publicize all the good things they do but I can say ... Canada has some of the best submarines and crews in the world... configuration, project management services and maintenance and waterfront support. Submarines in particular are quite specialized pieces of marine engineering — I liken them to aviation engineering in terms of standards and qualities. It goes without saying that the safety-critical nature of the submarine itself and protecting the people inside it is paramount.

The tasks are very different on a submarine compared to a typical ship and require very highly trained engineering skills to understand the complexities and the nature of the work.

Currently, we have a large team of engineer designers and technical experts who design the upgrades and modifications to the submarines, and then there is a whole team of people to provide the safety back up including the data management, safety records, certification and technical support that all links together to allow the work to be done on the submarine and ultimately for it to go to sea and dive safely. We have a full supply chain for the logistics to provide the equipment, not just for the refits but for all operations. These require very

Steven Mo, Vice-President (steven.mo@td.com) Andrew Kostiw, Director (andrew.kostiw@td.com)

14 — BC Shipping News — November 2018

high-quality certification standards and we maintain that on behalf of the RCN through our own warehouses in Victoria where the major refits are done. And then there are the production people on board the submarine, largely provided by our partners Victoria Shipyards as well as the facilities of the federally owned Esquimalt Graving Dock.

BCSN: Noting that the vessels were built in the 1990s, could you describe their current condition?

MW: That’s correct, the submarines were built in the 1990s and designed some time before that. As you know, marine vessels can suffer from things like corrosion and obsolescence and need to be continually upgraded from a military capability point of view. When dealing with corrosion — and because of the deep depths a submarine goes with resulting intense pressure — we monitor the hull condition very closely and use a full analytical model of the pressure hull to help develop the most appropriate repair strategies. A part of the repair work involved developing specialist techniques for weld overcladding which, when used on the types of specialized steel used on submarine hulls, is truly ground breaking.

If you go back in history, there was a lot of bad press about the submarines when they were brought over from the U.K. in 2006. Because of the secretive nature of the submarines, it’s a challenge for the Navy to be able to publicize all the good things they do but I can say, given my experience with navies globally, Canada has some of the best submarines and crews in the world in terms of their capabilities. They have diesel-electric propulsion as opposed to nuclear so they’re very quiet and very difficult to detect. In fact, the US Navy develops their anti-submarine warfare skills, in part, against the Canadian subs — not just because most of the American submarines are nuclear powered but also because many potential adversaries have quiet diesel-electric submarines.

There’s no question that they are very capable platforms. They do take some time and effort to keep going but all navies face this. It’s worth the effort though because they’re very capable.

BCSN: What are some of the other differences between nuclear and diesel-electric? Is one overall better than the other?

Babcock Canada has partnered with Victoria Shipyards and Esquimalt Graving Dock to provide for the facilities to undertake Extended Docking Work Periods for Canada’s submarines.

MW: Nuclear submarines can go to sea and sustain themselves almost indefinitely — they only come back to base for food or for crew rotations and essential maintenance. That’s useful for some navies but others don’t need that requirement and diesel-electric is more than capable to meet their needs. Another big difference is the significant cost to buy, operate and maintain nuclear compared to diesel-electric. It’s interesting to note that Australia recently reviewed their options for a new fleet of submarines and chose diesel-electric.

BCSN: Can you estimate the lifespan for the subs?

MW: The lifespan of a submarine is upwards of about 40 years. It wouldn’t be unreasonable to expect these, like other submarines around the world would get to that age or higher.

BCSN: Could you describe the advances and emerging trends in technology that you’ve seen during your career and how these have changed operations for naval platforms?

MW: One of the main things I’ve seen is that we’re now dealing with much more useful information. Most of the ships are designed on digital platforms, for example, 3D CAD and product data models — and this helps support the vessels throughout their lifespan. Once you have the data models, you can link them to other logistics and supply chain data to end up with an integrated data environment that can manage all the reports and visual formats.

There wasn’t that ability 25 years ago.

We’re also seeing advances in remote sensing and data analytics. The data of the platform can be constantly monitored to allow us to make decisions on maintenance needs and predict potential reliability issues. We’re currently doing trials on military platforms using our proprietary system called iSupport, where we apply remote sensors; collect the data using a secure system; and then analyze the data to be able to assess and predict future needs — and from there, we can adjust the maintenance and operating strategies. This sort of thing is already being done by equipment manufacturers, especially engine manufacturers but we’re doing it on a platform-wide and fleet-wide scale. This helps improve availability and reduce cost.

There is more platform automation. As more automation allows for smaller crews, those crew members need more help and advice on what to do so we’re developing ways to give them easy access to documentation — for example, tablets for the crew so they can access the documents quickly as well as Google glasses that allow on-shore experts to see what is happening with onboard equipment and then advise the crew on actions in real time.

We’re also seeing a trend toward more autonomous vehicles being carried on the platform — for example, drones and autonomous underwater vehicles. We’re starting to investigate methods for carrying, launching and recovering those devices.

Another area of change can be seen with the propulsion technology and even more moves toward electric propulsion. You also see a number of ships, especially ferries, progressively being converted to LNG and there are a number of submarines that use fuel cells or air-independent systems for their propulsion. The technology is moving quickly at the moment and, for companies like ourselves who are involved in looking after the platforms, we have to keep abreast of all the technologies so as to take advantage of the developments and deliver improvements to our customers.

The challenge for the propulsion on a submarine is trying to anticipate what technology will be available in 40 or 50 years. Battery and electric motor technology is a prime example of this. It’s difficult to change propulsion once a submarine is built, so do you go with emerging technology or do you go with what you know will work? There’s no right or wrong decision, it’s based on the needs of the navy and it’s up to the military planners to make those decisions with advice from companies like ours.

BCSN: This leads me to ask about the skills required for these new trends and whether the industry is finding enough people to fill the roles.

MW: It’s a challenge for a number of industries at the moment. We have strategies in place that target engineers and those in the science/technology sector. We try to target them as early as possible — in high school, for example, to get them November 2018 — BC Shipping News — 15

INDUSTRY INSIGHT

HMCS Chicoutimi conducting operations in the Asia-Pacific region. interested in engineering through STEM initiatives and then track them through college or university so we can offer them a co-op placement. We’ll typically have around 20 co-op students at any one time. Then, as they finish their degree, we’ll get them in full-time and train them even further, ideally towards professional qualifications such as a P.Eng. We’ve found that if we wait for them to graduate and then try to recruit them on the open market, there aren’t as many around, so it’s better to target them early and train them ourselves.

All countries are finding this challenge — in engineering, there’s more work than people. Competition comes not just from

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www.shipfed.ca 2300 - 1066 West Hastings Street, Vancouver (778-373-1518) 300 St. Sacrement Street, Suite 326, Montreal (877-534-7367) 16 — BC Shipping News — November 2018

other professions when a student is choosing a career but also from the number of sectors that require skilled engineers. And if/ when the global oil and gas market picks up, the problem will be further compounded — if you’re a marine engineer, you can just as easily work in oil and gas.

An example of one of our strategies is the Babcock Interaction Lab at Camosun College that we support and co-founded. It’s a win-win scenario for everyone. It helps the College; it gets students engaged in engineering; and it also puts the Babcock name into a key educational institution to raise awareness about the benefits of working here at Babcock. The investment was enabled through Canada’s Industrial and Technological Benefits Policy and our own need to help grow the workforce of the future. As part of our role as Canada’s In-Service Support partner for the submarine fleet, we have committed to ensure that 100 per cent of the value of the contract is spent in Canada. When required, we’ll have to source equipment from other parts of the world so to make up for that deficit, we invest in the industrial technology sector. The example of our Interaction Lab at Camosun is just one of many similar success stories for us here in Canada. We also work closely with the University of Victoria and the University of B.C. where we help them develop curriculum. That’s very important for us, particularly as we look to the medium and long term.

BCSN: How much difference is there between working on military projects compared to typical shipyard work?

MW: All of the general regulations around environmental or safety apply. Refits on submarines can get quite tricky given

INDUSTRY INSIGHT the amount of work done in confined spaces so we put a lot of emphasis on training and undergo regular exercises with Victoria Shipyards. It’s something we’re very conscious of from our naval support work around the world and take very seriously.

Over and above that, there are military issues we are constantly addressing — classification of the equipment that goes on board and the designs of the submarines, for example. And because much of the technology is shared with the U.S., there are U.S. trade regulations that must be followed. We’re bound to keep the submarine ‘under wraps’ so to speak and that means dealing with security and clearance protocols.

About Mike Whalley

F

or almost 20 years, Mike Whalley’s career has focused on naval assets, both warships and submarines. Originally working for Devonport Management Limited (which was later acquired by Babcock Marine) as General Manager, Submarine Support Management Group, Whalley led a team of 100plus engineering specialists tasked with providing engineering, logistics and data management services for the U.K. Royal Navy submarine flotilla. He subsequently took on the role of project manager for the Warship Support Modernization initiative, a partnership contract between Babcock and the Ministry of Defence at Devonport’s HM Naval Base.

Further roles within Babcock included Director, Warships Strategy; Director, Equipment Solutions; and finally Director, Warships for the Babcock International Group where he headed up the 150-million-pound business unit providing shipbuilding, class management, deep maintenance, fleet time and worldwide-deployed support, design services, spares, logistics, procurement and specialist weapons support services to Royal Navy warships and selected overseas navies.

With a skilled and dedicated labour force of over 1,000 people and state-of-the-art waterfront facilities, in total he supported around 50 naval vessels from 20,000-tonne helicopter carriers to 15-metre landing craft.

Appointed to the position of President of Babcock Canada in March 2017, Whalley oversees a team of Canadian experts who design, build, manage, operate and maintain assets vital to the delivery of a wide assortment of mission-critical services. This includes providing the full range of in-service support services to the Victoria Class submarine fleet from the dedicated support facility in Victoria, B.C. as well as a support centre in Halifax N.S. and headquarters in Ottawa.

Mike lives in Victoria, B.C. with his wife and son.

BCSN: I’d like to ask one final, more open-ended question for your insights into the marine industry overall.

MW: It’s a very healthy industry. You can see hubs of expertise being developed here in British Columbia — for example, Victoria Shipyards has foreign frigates in right now for refits and there are a number of LNG conversions being done on U.S. vessels. Canada has a real opportunity to not just provide expertise for its own fleet but also export that technology and knowledge to support other navies.

The National Shipbuilding Strategy is providing a renaissance of shipbuilding in Canada, notably in Vancouver and Halifax but also for other companies and regions. I think it’s up to the federal government, in the case of Canada’s maritime assets, and the provincial government, in the case of provincially run ferries, to ensure work is being spread around, particularly small and medium-sized enterprises. There is a disconnect when you think about policies — the federal government often requires 100 per cent of the value of their contracts to be spent in Canada but the provincial governments don’t have that same requirement.

And, of course, as already noted, there is the challenge of finding the required skills. We need to find ways to tap into the education system to make sure there’s a constant pipeline of people coming through and that there is common recognition of skills in different localities.

Looking at the issue of working with the military, you’ll find that military technology is always driven by innovation so it’s quite a good area to develop and roll out the technology to industry. BCSN

About Babcock Canada

A

s a key member of the Babcock International family, Babcock Canada has the collective knowledge of more than 35,000 skilled workers worldwide in addition to the 400-plus Canadian specialists and committed experts, who design, build, manage, operate and maintain assets vital to the delivery of a wide assortment of key public services.

As an ideal partner working alongside the Government of Canada to provide engineering services under the Victoria InService Support Contract, Babcock Canada has the ability to leverage ISS global best practices and provide valuable insight into the future of ISS in Canada.

On an international scale, Babcock was founded in 1891 when the American Babcock & Wilcox Company formed a separately financed British company. Today, providing skilled, bespoke engineering services in the marine, land, aviation and nuclear industries, Babcock International specializes in the management of complex assets and infrastructure.

For more information: www.babcockcanada.com November 2018 — BC Shipping News — 17

HISTORY LESSON Canada gets a Coast Guard

The establishment of the CCG

By Lea Edgar Librarian & Archivist, Vancouver Maritime Museum

T

he Canadian Coast Guard (CCG) has a dynamic history. Although not officially established until 1962, the CCG can actually trace its roots back to 1868. It was through the insistence of the Canadian public that the organization was finally recognized as an essential service to protect Canadians and Canada’s coastline. Since then, the organization has continuously embraced a massive list of responsibilities.

Canada has the longest coastline in the world, covering a massive 243,042 km and touching three oceans. Safety at sea has always been of prime importance to Canadians. With the creation of the federal Department of Marine and Fisheries in 1868, the first organization with the duties we now associate with the Coast Guard was established. Some of those duties included pilotage; lighthouses, beacons and buoys; investigating ship wrecks; establishing marine hospitals; and general matters regarding navigation in Canada.

With the creation of the federal Department of Marine and Fisheries in 1868, the first organization with the duties we now associate with the Coast Guard was established.

As far as British Columbia is concerned, when the province joined Confederation in 1871, there were minimal navigational aids. Among the few noted were Fisgard and Race Rocks on Vancouver Island and a light ship was established at the mouth of the Fraser River. There was also the steamer, Sir James Douglas, which was built in 1864 to attend to the dredgers in Victoria harbour and service lights and subsequently became the first light station and buoy tender on the West Coast.

With the development of wireless telegraphy, the Department of Marine and Fisheries built seven telegraph stations on the West Coast. However, responsibility for radio communication was transferred to the Naval Service of Canada in 1910. After the First World War, with

the acknowledgement of radio as an aid to navigation, responsibility was transferred back to the Department of Marine and Fisheries. By 1936, the department evolved into the Department of Transport (DOT), losing its fisheries responsibility.

After the Second World War, the public demanded a national Coast Guard, primarily for search and rescue efforts.

Many admired the United States Coast Guard and its rescue of Canadian vessels, sometimes even in Canadian waters. The White Ensign Club in Halifax first proposed the creation of the Canadian Coast Guard in 1944. The proposal stated: “To effect the complete and satisfactory rehabilitation after the war of personnel serving at sea, that a Canadian Government Coast Guard Service be

C.G.R. 100 search and rescue vessel. From the Murray McLellan photograph collection. LM2016.004.200.

18 — BC Shipping News — November 2018

established to carry out the pre-war functions of the RCMP Marine Services, the Department of Fisheries Protection Service, hydrographic survey, lifesaving and rescue and the DOT buoy and lighthouse service.” The request focused on amalgamating various departments as well as providing work for veterans. However, the Acting Deputy Minister of Transport at the time dismissed the request, claiming work for veterans was already underway and there was no need to amalgamate departments. Regardless, the Cabinet Defence Committee organized a conference to determine the need for a Canadian Coast Guard in 1946. The various government agencies squabbled and disagreed and ultimately recommended against creating a Coast Guard. However, the next 15 years saw continued demand for such a service from the public and businesses along the coasts and Great Lakes.

It was an incident on the West Coast that helped push the government to finally act. On May 1, 1959, the Norwegian freighter, Ferngulf, caught fire off Point Atkinson and called for help. An RCAF helicopter was the first to arrive. The Vancouver fireboat was not able to respond, claiming it was restricted to only the harbour. Luckily, two destroyers, HMCS Saguenay and Assiniboine, as well as the U.S. submarine USS Cavallo, were in port. The three vessels brought the fire under control, however there were still casualties from the incident. The public was appalled and demanded action.

Another impetus for the creation of the Coast Guard was the completion of the St. Lawrence Seaway in 1959, considerably expanding marine trade in Canada. With all the public pressure and dramatic events leading to its creation, the actual act was as simple as an announcement on January 26, 1962, made by the Minister of Transport in the House of Commons. The Honourable Leon Balcer rose and stated that the Department of Transport fleet of ships would now be known as the Canadian Coast Guard.

This somewhat anticlimactic event did not bring about immediate change. Instead, the process had already begun as early as 1958 with the hiring of Dr. Gordon Stead as Director General, Marine Services and Assistant Deputy Minister, Marine. He started by establishing a headquarters, appointing administrative officials, forming regions and touring the existing vessels.

In 1962, the Coast Guard Badge was approved by the Queen.

The blue and white opposing sides are meant to signify both sea ice and water. The two dolphins represent the vessels of the Coast Guard. To signify that the Canadian Coast Guard is ultimately in the service of the Queen, the badge is topped by the Royal Crown.

The motto ‘Saluti Primum, Auxilio Semper’ translates to “Safety First, Service Always.”

With the creation of this new organization, the need for trained employees was a priority. The Canadian Coast Guard college was established on May 5, 1964. The college was first located at Point Edward Naval Base in Sydney, Nova Scotia. In 1981, the present location of the college complex in Westmount was built.

The Canadian Coast Guard was transferred to the Department of Fisheries and Oceans (DFO) in 1995 to cut costs. This meant that the Coast Guard now included the DFO science vessels as well as the Fisheries Conservation and Protection vessels. Then, in 2005, the Coast Guard was declared a “special operating agency” of the DFO, effectively gaining more independence.

The blue and white opposing sides are meant to signify both sea ice and water.

The two dolphins represent the vessels of the Coast Guard...

The motto translates to “Safety First, Service Always.”

Today, the Canadian Coast Guard manages 119 vessels and 22 helicopters, along with numerous smaller craft. The organization has many responsibilities to ultimately keep Canadians safe on the water, including but not limited to icebreaking, search and rescue, aids to navigation, ship inspection and standards and marine communication. While the CCG’S official history may not stretch quite as far back as our American neighbour, its heroism and reputation are just as impressive and important to such a large and successful country as ours.

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www.johnhorton.ca (604) 943-4399 / john@johnhorton.ca November 2018 — BC Shipping News — 19

CANADIAN COAST GUARD

Second year of Oceans Protection Plan delivers on equipment, vessels and more

T

he $1.5 billion national Oceans Protection Plan was announced by the Government of Canada in 2017 with the objectives of improving marine safety and responsible shipping, protecting Canada’s marine environment, and offering new possibilities for Indigenous and coastal communities. The Canadian Coast Guard has been tasked with an active role in delivering on those objectives.

Kevin Carrigan, Oceans Protection Plan Western Team Lead for the Canadian Coast Guard, says that “2018 has been a successful year, with a significant shift in Ocean Protection Plan activities in this second year of implementation. In the first year of the plan, activities were focused around research, planning, staffing, and development, while in the second year we saw the delivery and employment of various initiatives and services. This included new emergency response equipment; new vessels; training for Indigenous first responders and community partners; and new Search and Rescue Stations announced for Victoria, Tahsis, Hartley Bay and Port Renfrew. It’s been a busy year. “

...one of the most visible indicators of the Oceans Protection Plan will be the two new Emergency Offshore Tow Vessels, the Atlantic Raven and the Atlantic Eagle, arriving in British Columbia waters in November and December.

However, Carrigan suggests that from an on-the-water perspective, perhaps one of the most visible indicators of the Ocean Protection Plan will be the two new Emergency Offshore Tow Vessels, the Atlantic Raven and the Atlantic Eagle, arriving in British Columbia waters in November and December. These two vessels are capable of towing large commercial and container ships in distress and will also assist with search and rescue and environmental response. The vessels will both be in operation over the winter of 2018-19, and will patrol West Coast waters from Dixon Entrance, Haida Gwaii, the west side of Vancouver Island to the Strait of Juan de Fuca, with one vessel stationed in the north and one stationed in the south. These vessels, under contract from Atlantic Towing Limited, fill an immediate operational requirement while

a longer-term strategy for emergency towing on the West Coast is developed.

In addition to the two new vessels, Emergency Tow Kits will be installed on designated Coast Guard vessels and at locations along the coast.

On land, in Victoria, a new Search and Rescue station is in operation. It increases the Coast Guard’s search and rescue capacity in eastern and central Strait of Georgia and is in operation 24-hoursa-day. The Regional Operations Centre (ROC), also located at the Victoria Base, transitioned into a 24/7 posture this year.

The ROC monitors on-water fleet operations; coordinates and supports Coast Guard programs including environmental response and marine navigational services; and supports on-the-water science and conservation and protection activities.

The ROC also serves as an Emergency Photo courtesy RCMSAR

Excercises, like SAREX 2018 with Royal Canadian Marine Search and Rescue, provide invaluable learning experiences for all involved.

20 — BC Shipping News — November 2018

Photo courtesy Canadian Coast Guard

The Atlantic Eagle (above) and the Atlantic Raven will be available for emergency response towing over the winter of 2018-19.

Operations Centre in the event of a marine incident.

This past summer, Coast Guard announced a location for a Search and Rescue station to support mariners near Nootka Sound. Tahsis will be the new station home, with a 14.7-metre Canadian Coast Guard lifeboat and a Rigid Hull Inflatable Boat. Coast Guard worked closely with the Mowachaht Muchalaht First Nation and Village of Tahsis to identify a suitable location for the new station.

The Coast Guard is also working closely with the Gitga’at First Nation in Hartley Bay and the Pacheedaht First Nation in Port Renfrew to establish Search and Rescue stations in those communities.

The new stations will improve response to marine emergencies including marine spills and search and rescue situations in those areas.

Emergency spill response continues to be top of mind for British Columbians — and for the Canadian Coast Guard who respond to marine pollution events all over the coast. Recent incidents include a grounded barge on Lina Island in Haida Gwaii, and a capsized tugboat in the Fraser River. This year the first equipment acquired under the Environmental Response Equipment Modernization initiative of the Oceans Protection Plan was delivered to Coast Guard bases at Kitsilano, Richmond, Victoria and Prince Rupert. The equipment included curtain booms, high-speed sweep systems and small, portable multi-cassette skimmers.

“The equipment delivered this year is really just the beginning,” said Carrigan.

“In 2019, the Coast Guard will continue to receive a robust suite of spill response equipment to contain, recover and store

spilled oil. The new equipment and other resources are going to help us exceed current standards and put Canada on the leading edge of environmental spill response. That’s important now, but it’s

even more important for future generations of Canadians.”

Another initiative that is coming to fruition is the implementation of six new Vessel Traffic Radars on the West Coast. The new

November 2018 — BC Shipping News — 21

CANADIAN COAST GUARD radars will significantly increase areas of coverage along the British Columbia coastline that were identified as high priority during a needs analysis. “We looked at the volume of vessels transiting through different areas on the coast, the number of historic incidents and hazards to navigation in each area and also areas of existing radar coverage. This gave us a clear picture of the highest priority areas that currently have no radar coverage in B.C.,” said Carrigan.

“With that information, we started looking for sites. We’ve been working with a number of different First Nations in each of the locations and we are very close to having more information to share soon. These new areas of coverage will provide reliable, accurate information on vessel movement, increase marine safety, reduce the risk of marine emergencies and help to protect Canada’s marine environment and coastal communities.”

Search and Rescue response is another area where the Coast Guard has been busy in 2018. Work is being done with the Royal Canadian Marine Search and Rescue (RCMSAR) which includes a

22 — BC Shipping News — November 2018

cyclical analysis of search and rescue data to ensure services are meeting current and emerging needs. In addition to data analysis, Coast Guard will include engagement with mariners and take into consideration mitigation measures outside the RCMSAR system to ensure resources are properly aligned with risk and ensure the most effective response possible.

And, as all mariners know, on-thewater local community members are often the first responders on scene during a significant event, and in many areas of the B.C. coast, first responders come from local First Nations and coastal communities. The Indigenous Community Response Training Program is providing a Search and Rescue course to members of interested coastal First Nations. The course teaches hands-on search and rescue as well as linking Nations into the first responder community. Courses were held in October 2017, February, April and October 2018, and another course is scheduled for February 2019. To date, members representing 24 Nations have attended this training. To compliment

the search and rescue training, Incident Command System (ICS) 100 and 200 training courses were held in Nanaimo, Vancouver and Port Hardy in March 2018, and members of 12 First Nations attended.

At a community level, the Coast Guard organizes Marine Emergency Response Coordination Committees (MERCCs).

Members include the Canadian Coast Guard, marine first responders, First Nations, different levels of governments, authorities, agencies and other interested parties. These meetings provide a forum for open dialogue on the coordination of marine assets during emergency response and recovery; create and maintain partnerships; and provide an opportunity for an ongoing exchange of ideas and concerns.

A Search and Rescue (SAR Pod) exercise often follows a meeting. These exercises provide a unique training opportunity for MERCC partners and are critical in developing and maintaining community response skills.

“It’s been a busy and exciting year for the Coast Guard and there is still a lot to be done,” Carrigan said.

Mariners’ Workshop January 23 and 24, 2019 Coast Coal Harbour Hotel Vancouver, B.C.

The Mariners’ Workshop is an annual event organized by the Shipping Federation of Canada in collaboration with the Canadian Coast Guard, Canadian Hydrographic Service, Transport Canada (Marine Safety), Environment Canada Climate Control, the St. Lawrence Seaway Management Corporation, the United States Coast Guard, Dr. Lee Alexander of the University of New Hampshire and mariners.

The 2019 Workshop will continue to focus on modernizing Canadian waterways. Similar to previous Workshops, the goal is to encourage a dialogue among mariners, and to provide an opportunity to interact with stakeholders including manufacturers, service providers, and regulators.

Preliminary Agenda & Registration Form available at www.shipfed.ca

(click on “Mariners’ Workshop 2019” on the news section on your right).

Photo: Dave Price

Please note that a block of rooms has been set aside at the Coast Coal Harbour Hotel.

SHIPBUILDING

NSS continues to revitalize B.C.’s shipbuilding industry

W

ith the first Offshore Fisheries Science Vessel moving towards a Q2 2019 delivery date, and the second and third making their way through Seaspan’s Vancouver Shipyards as well as the start of construction on the first Joint Support Ship, the National Shipbuilding Strategy is well underway. Indeed, the NSS program that has induced a full shipyard modernization project at Seaspan’s expense, extensive recruitment of trades and office staff to a largely moribund industry in B.C., investments in training and a few changes in leadership along the way not to mention the actual design, planning, procurement and construction of the vessels is keeping true to its intent of reinvigorating B.C.’s shipbuilding industry.

“As we progress through the NSS program, we’re continuously improving our processes based on lessons learned — Mark’s experience, and that of his leadership team, lends well to identifying gaps...”

New leadership

In the role for only a few months now, CEO of Seaspan Shipyards, Mark Lamarre has been observing, listening and familiarizing himself with operations and staff.

Lamarre brings 35 years of shipbuilding experience to Seaspan. Of note, he spent almost 25 years at General Dynamics, Bath Iron Works in various roles that involved complex planning, operations management and restructuring. His most recent position before joining Seaspan was as CEO of

Australian Shipbuilding Company where he led the $600-million shipbuilding division that was engaged in the engineering, construction and post-delivery support of Australian Naval surface combatants.

With a priority on maintaining a stable organization that delivers predictability for the workforce, shareholders and customers, Lamarre has been meeting with staff — both in the office and the shop floor — to gauge the “level of maturity of the yard and the workforce,” said Tim Page, Vice President, Government Relations, adding that “the shipbuilding community in B.C. had all but atrophied by the end of the 1980s/early 1990s. As we progress through the NSS program, we’re continuously improving our processes based on lessons learned — Mark’s experience, and that of his leadership team, lends well to identifying gaps that need to be addressed.”

New ships

In order: • Offshore Fisheries Science Vessel #1 is in Victoria now for the remaining outfitting work before it enters into the test and trials phase in early 2019.

• OFSV #2 and #3 continue on at a good pace through Vancouver Shipyards.

Page noted that one of the commitments of the new Seaspan leadership to the Board and the Federal Government was to review existing schedules to confirm timelines. An analysis is currently underway and should be complete by the end of November.

When asked about lessons learned from OFSV #1, Page said that “we’re quantifying those lessons learned from a productivity perspective as well as a quality assurance standpoint, and we 24 — BC Shipping News — November 2018

SHIPBUILDING are seeing it take fewer hours for the same processes on ship #2 than on ship #1. That was expected given a stable production workforce now familiar with the requirements and executing to those requirements.”

He added that, in addition to improving the delivery of work packages for the trades, they are continuously looking for skills gaps or challenges and addressing those to help with a more fully integrated production system. “As our maturity as a yard grows, and as the program progresses, we’re able to bring in people who possess the skill set and knowledge to train those who don’t yet have those learned skills and experience.”

• Steel was cut on the first Joint Support Ship in June this year as design and production engineering work continues before the start of full rate construction. Seaspan recently announced a significant contract awarded to Nova Scotia-based Hawboldt Industries for deck equipment, including anchoring and mooring packages and the primary cranes. The package, worth $8 million, is one of several expected to be announced for the naval supply ships in the coming months. “This type of contract demonstrates that the NSS is achieving its objectives in terms of revitalizing the shipbuilding industry on Canada’s West Coast and generating economic activity across the country,” said Page. “As we ensure we are delivering a vessel that meets Canada’s requirements, we’re doing so in a way that works to maximize Canadian industrial participation.”

• The Offshore Oceanographic Science Vessel is next in line and Page reported that the team is in the throes of developing a build proposal for the Federal Government, to be submitted before the end of the year.

• The Polar Icebreaker is scheduled to follow the completion of JSS construction. “As we move through the process, one of the lessons both ourselves and the government have learned is the importance of sitting down with each other early on in the project life cycle to understand needs and make decisions together on the planning and design development cycles, ensuring those needs are met as efficiently as possible.”

• Much further down the timeline of the 30-year program are the five Medium Endurance Multi-Tasked Vessels and five Offshore Patrol Vessels, announced by then Minister of Public Works and Government Services, Diane Findlay, in June 2014. “We had initial discussions around the Canadian Coast Guard’s preliminary thinking,” Page said. “It’s still very early on for those and it’s fair to say that the CCG have been revisiting their thinking about future fleet needs with an eye to commonality of equipment and reduction in the number of variants in the fleet.

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SHIPBUILDING These are important factors that can lead to greater fleet interoperability and lower life-cycle maintenance and training costs.”

A new generation of shipbuilders

With 700 shop workers and 300 office staff, Page said this level has been fairly stable over the last few months.

As mentioned earlier, with the shipbuilding industry in B.C. having waned for the past few decades, there was an expected skills gap for both blue and white collar jobs. “It’s a part of our commitment to a culture of continuous improvement where we’re constantly looking to ensure the workers have the skills and knowledge to do their job.

There aren’t huge gaps except that it’s a relatively inexperienced group so there’s a lot of work to train, educate and reinforce modified processes or procedures,” said Page. “We’re tasked with encouraging a new generation of young Canadians from across the country to consider a career in shipbuilding. We’re

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also trying to break down the stereotype of this being a male-dominated industry.”

As part of that commitment to create the next generation of shipbuilders, Seaspan currently takes on about 100 interns per year in the office as well as a significant number of apprentices on the shop floor.

“Through our commitments to Canada, we continue to invest in a number of trade schools and post-secondary institutions, including the University of Victoria, the University of BC, Camosun College, BCIT and ACCESS (the Aboriginal Community Career Employment Service Society) to support trades training,” Page said. “I have had the pleasure of speaking with apprentices and interns on a number of occasions and see enthusiastic young people keen to contribute to what we see as a nation-building program.”

On the apprentice side, Page said all candidates come to us through union halls. We are working collaboratively with our union leadership to ensure our labour force has the skills and tools to do their jobs safely and productively. “Where we find gaps, we make sure training is offered onsite, including mentorships through folks who have 30-plus years of shipbuilding experience.”

New opportunities

Page estimated that thanks to the NSS, Seaspan has already committed contracts worth upwards of $650 million with, at last count, 520 Canadian-based suppliers.

“The vast majority of those companies are considered to be small and mediumsized businesses and they are spread across the country, albeit with the bulk in B.C., Ontario, Quebec and Atlantic Canada,” he said, adding that efforts such as hosting information sessions and having representatives on site at numerous trade shows, provides a great opportunity to talk to industry suppliers about current and anticipated needs. Most recently, Seaspan hosted a session at DEFSEC in Halifax, Canada’s second largest defence conference, where about 60 attendees received information on the opportunities associated with the NSS. As the NSS program progresses, the opportunities as well as the economic benefits will continue to grow. And as those numbers grow, so grows the industry. BCSN

SHIPYARDS Shipyard resurgence

Insights from Victoria Shipyards

By Darryl Anderson Managing Director, Wave Point Consulting Ltd.

A

very significant milestone was reached in the Canadian shipbuilding industry earlier this year when the first foreign warship since the Second World War arrived in Canada to undergo modernization. The New Zealand Secretary of Defence Helene Quilter and Commanding Officer Commander (Navy) Steve Lenik, Royal New Zealand Navy, transferred Her Majesty’s New Zealand Ship (HMNZS) TE KAHA into the care of Lockheed Martin) and Seaspan Victoria Shipyards Co. Ltd. (VSL) in Victoria on April 26, 2018.

During a discussion at the handover ceremony, Joe O’Rourke, Vice President and General Manager for VSL stated that a “material change had occurred in Canadian shipbuilding as a result of the successful upgrades to the Canadian frigates.” The opportunity to work on a foreign warship is rare in Canada’s shipbuilding and ship repair industry. “Winning the New Zealand Navy work speaks to the capabilities of the women and men of Seaspan and leaves us well positioned for realizing similar opportunities in the future.”

“Winning the New Zealand Navy work speaks to the capabilities of the women and men of Seaspan and leaves us well positioned for realizing similar opportunities in the future.”

Recognizing that a profound shift in Canadian shipbuilding had occurred, BC Shipping News sat down with O’Rourke for an extended conversation in September 2018. The focus of the interview was on Joe’s insights on Victoria Shipyards’ resurgence (including the New Zealand frigate work) and emerging industry needs that include the rise in importance of electrical, welding and logistics/supply chain capabilities. The conversation concluded with a discussion on constructive ways that shipyards and ship owners can work together.

Seaspan’s Victoria Shipyards

Seaspan’s Victoria Shipyards operates within the federally owned Esquimalt Graving Dock, the largest solid bottom commercial drydock on the West Coast

of the Americas. The VSL’s work roster includes the Halifax Class Modernization Project; in-service support for Canada’s fleet of submarines as a subcontractor to Babcock Canada; and several complex refit and repair projects, from cruise ships to specialized vessel conversions.

Victoria Shipyards is the largest shipyard in Canada in terms of employment.

During the summer of 2018, there were 1,100 trades people on site, dipping down a bit in September. Currently, the shipyard has six different programs underway including CCGS Sir John Franklin and the Ruby Princess cruise ship that arrived on September 29, 2018.

New Zealand Frigate Project

VSL was awarded work on the Frigate Systems Upgrade for the RNZN’s ANZAC

Photo courtesy Victoria Shipyards

November 2018 — BC Shipping News — 27

SHIPYARDS Class frigates as a subcontractor for Lockheed Martin Canada.

VSL will refit and install the new systems on two vessels with an expected completion date of 2020 for the entire contract. The (HMNZS) TE KAHA arrived in the first quarter of 2018 and the (HMNZS) TE MANA, the RNZN’s second ANZAC Class frigate, is scheduled to arrive in 2019. There will be a brief period of overlap when the TE MANA reaches Victoria.

The vessels will undergo extensive upgrades to their surveillance, combat and self-defence capabilities, allowing them to match current and future threats and address obsolescence of some existing systems. The work for the New Zealand Navy is being performed based on a firm fixed-price contract with provisions for changes. At the beginning of October 2018, the work on the TE KAHA was approximately fifty per cent complete.

According to O’Rourke, New Zealand officials have indicated that the performance of the shipyard has been “stunning” to date concerning progress on the TE KAHA. The project is still scheduled for completion based on the initial project timeline.

Centres of excellence in electrical and welding work

With vessels getting larger and more complex, O’Rourke was asked for insights into how lessons from past and current projects, including the Halifax Class Modernization Project, the Victoria In-Service Support Project and the non-combat vessels under the National Shipbuilding Strategy, were being applied to the New Zealand Navy project. O’Rourke stated that Seaspan

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has developed “centres of excellence” is two areas (electrical and welding) that are critical for a successful modern shipyard. For example, electrical work can be extensive on government research and naval vessels as well as cruise and LNG-fuelled ships.

O’Rourke explained that Victoria Shipyards does all the electrical work from system design through to installation, including the testing and trial stages to ensure that the proper electrical signal is reaching the right equipment. The original equipment manufacturer still does product testing and verification.

“Most shipyards in the past would just run the cable,” O’Rourke said. “Shipyards might have been reluctant to become so deeply involved but past industry slowdowns and evolving customer requirements have resulted in successful shipyards not only adapting to the trends but anticipating future needs.”

While not at liberty to discuss the specific details of work on the New Zealand Navy’s vessels, O’Rourke used the new Canadian Offshore Fisheries Science Vessel (OFSV), currently at VSL, to provide perspective on the electrical work required — “that ship needed 80,000 terminal points.”

Welding is another area that is evolving for shipyards. Driving the changes are complex customer needs and regulatory oversight. Welding test levels can be very basic visually and extend right up to radiographic testing. To address the issues, O’Rourke said that “Seaspan has developed an integrated welding approach and is increasing its ‘intellectual bandwidth.’ Adding a staff member with a Doctorate in Welding Engineering is an example of the level of expertise and experience that the company is striving to achieve.”

The centres of excellence in electrical and welding, along with the company’s experience, allow the shipyard to compete for the larger international packages of work such as the New Zealand Navy project. Creating the centres of excellence requires a significant investment in people and equipment. Thus, there is a risk that the market opportunities for such deep expertise may not materialize as quickly or be a steady requirement. O’Rourke noted that flexibility is essential for VSL to be competitive.

Logistics/supply chain capabilities in shipyard performance

Logistics plays a vital part in VSL’s success — especially given the extensive upgrades and modernization work currently underway at the Government of Canada’s Esquimalt Graving Dock. For example, the south pier is currently being rebuilt and lay down space is tight.

Supply chain, procurement and logistics are all vital to delivering ships. Goods and materials need to arrive at the right time and in the right condition and quantity, according to O’Rourke.

For example, for the New Zealand Navy project, VSL is working with suppliers across the world — two years of discussion and effort went into working with the vessel’s design authority to identify both the quantity and quality of supplies and equipment that would be needed. This would often require lengthy discussions with possible suppliers before an order could even be placed.

Once the project requirements are identified, the goods are purchased and the necessary work orders are created to allow the labour force to start work. During the construction phase, working with supply chain partners also means addressing the

SHIPYARDS need for deviations and finding the next acceptable alternative. An agile supply chain is required to support the procurement process.

Concerning costs, O’Rourke acknowledged that for many supplies used in shipbuilding there is an additional cost of getting supplies and equipment to Canada and then to Vancouver Island. Seaspan has a Supplier Relationship Management Program which requires all suppliers and contractors who wish to do business with Seaspan or an affiliate company to be pre-qualified based on their demonstrated ability to manage the health and safety, environmental and quality aspects of the materials and/or contracted work. In addition, suppliers must satisfy the technical and commercial requirements of the scope of work or equipment. He emphasized the fact that suppliers need to understand that the cost of labour can account for about half the cost of a project. Thus, components that have long lead times in the supply chain as well as other more commonly available goods, must, in both instances,

provide a 100 per cent service delivery and on-time performance guarantee. It is an artificial cost saving “if labour is delayed and can’t do their work because the necessary supplies are not available,” he added.

Best practices in selecting and working with a shipyard

“VSL is building on its record as a trusted partner for both government and commercial clients in successfully managing complex projects,” O’Rourke said. “We develop relationships with our returning customers that are based on honesty and integrity, and these values are ingrained in the workforce.”

For upgrades and work involving multifacilities or multi-systems, O’Rourke reflected on the fact that it is important that ship owners select their shipyard early in the process and have a representative of the yard involved in planning discussions. Not only are they able to offer insights that will lead to improved workforce efficiency but they can provide real insights that can add value based on their experience. “The more

complex the work, the more important it is to engage the shipyard early in the process.”

Conclusion

With operations in North Vancouver and Victoria, Seaspan Shipyards has emerged as a Canadian leader in the shipbuilding and ship repair industry. With modern facilities and a dedicated workforce, the company has proven itself to be a reliable partner on a range of projects for governments and private sector clients from around the world.

Through its work, VSL is creating jobs and generating economic benefits — O’Rourke noted that one of Seaspan’s main strengths was having a local labour force that not only provides stability for multi-year projects such as the RNZN vessels but also allows the company to take advantage of new opportunities.

Darryl Anderson is a strategy, trade development, logistics and transportation consultant. His blog Shipping Matters focuses exclusively on maritime transportation and policy issues.

November 2018 — BC Shipping News — 29

SEARCH & RESCUE

RCMSAR supports public safety mandates

By Christine Gross, Royal Canadian Marine Search and Rescue

R

oyal Canadian Marine Search and Rescue is part of a proud tradition of volunteer lifeboat services on the West Coast dating back more than 100 years. Focused today on continuing this legacy as a supporting agency to the Canadian Coast Guard, RCMSAR is also a key partner in broader community-based marine safety.

To ensure readiness, RCMSAR regularly holds exercises for its crews throughout the West Coast. However, a broadened role for the organization in supporting province and local governments has meant expanding the scope of this year’s training activities.

SAREX 2018

RCMSAR is already highly trained and on call to respond to an extraordinary range of taskings every day of the year.

In order to build on this training, SAREX held annually each September at the Albert Head Training Centre in Metchosin, B.C., an RCMSAR-led a multi-agency exercise aimed at practising interoperability with search and rescue partners.

Two Memorandums of Understanding, both signed last year, provided the impetus

“Creating that understanding and building those relationships between different agencies can only improve and help our joint effectiveness in the heat of the moment.” for SAREX 2018 and created a broadened focus. The first, an MOU signed with the Province of British Columbia better enables RCMSAR stations to assist their communities directly and more broadly in times of emergency and disaster.

“Over the past couple of years, part of our strategy has been to provide a bonding agent, through our agreements, between the various levels of jurisdiction and responsibility on B.C.’s coast and in the interior,” said Pat Quealey, RCMSAR CEO. “By diversifying our service accessibility to multiple levels of government, we are helping fill the gaps and tighten the seams between organizations with legislated mandates for public safety.”

This formal agreement facilitates the provision of emergency humanitarian assistance by RCMSAR to support the mandates of B.C., local governments and their agencies, and it permits a new

approach to emergency preparedness collaboration.

“Our 2018 SAREX was an opportunity to train and practise with different resources and responders,” said Ralph Mohrmann, Director of Readiness with RCMSAR, and the exercise’s primary organizer. “For many of our members, it’s not something they typically get to do.

Creating that understanding and building those relationships between different agencies can only improve and help our joint effectiveness in the heat of the moment.”

SAREX 2018 was the largest training event to date of volunteer search and rescue personnel from across B.C. and it introduced a series of scenarios that saw many emergency response groups work together for the very first time.

“The opportunity to train and practise together can highlight any challenges that should be addressed before an actual

Photo courtesy RCMSAR / Ken Burton

November 2018 — BC Shipping News — 31

SEARCH AND RESCUE emergency, and ultimately it improves crew confidence for when and if different agencies are called upon to work together,” said Mohrmann.

RCMSAR members learned from, shared information and worked alongside members of the 4th Canadian Ranger Patrol, Ground Search and Rescue crews, Civil Air Search and Rescue PEP Air, the RCN and CCG. “Interoperability is less about equipment and things working together, but more importantly about people working together,” Quealey said. “Ultimately, I think this is the public’s expectation of all of us and I am proud of RCMSAR’s efforts to be an agent of change towards achieving that goal.”

The participation of B.C.’s 4th Canadian Ranger Patrol members was an important milestone as the second MOU RCMSAR, signed in 2017, acknowledges the value of sharing expertise and knowledge between the two organizations.

RCMSAR shares geographical territory with the Rangers, and both organizations are key to supporting emergency preparedness activities along B.C.’s rugged coastline. The joint training and exercise opportunity provided by SAREX 2018 represents one of the first products of the 2017 Ranger / RCMSAR MOU, and the first time the principles behind the agreement were put into action.

“Because they’re based at a community level, having the Rangers there was an important step in building that relationship and facilitating humanitarian support in the future,” said Mohrmann.

Pat Quealey, CEO and Ralph Mohrmann, Director of Readiness, RCMSAR.

Photos courtesy RCMSAR

Contributing to West Coast marine safety

Scenes from SAREX 2018.

32 — BC Shipping News — November 2018

As a vital part of the marine safety community on the West Coast, RCMSAR is often called upon ‘in the heat of the moment.’

Volunteer-based with more than 1,100 members and 33 rescue stations, RCMSAR crews respond to about a third of all maritime emergencies in the province, amounting to, on average, over 800 missions every year.

“RCMSAR is proud to be a member and contributor to the local marine industry, with a fleet of over 45 dedicated response vessels developed and manufactured here in B.C.,” said Quealey.

SEARCH AND RESCUE As an independent charity, RCMSAR depends on funding through a contribution agreement with Fisheries and Oceans Canada, grant support from the Province of British Columbia and donations from industry and private citizens.

“Now more than ever, RCMSAR is integrated as a community partner in marine safety,” said Quealey. “Through our formal agreements to support federal, provincial and local mandates, our stations are available as an incredible asset to communities. We rely on community support to be able to provide this service.

Our crew members are also community members and they are committed to helping their neighbours in times of need.”

RCMSAR’s community-based stations provide on-call service 24 hours a day, year-round, both in highly populated areas such as greater Vancouver and Victoria and in more remote communities along the mainland North Coast and the West Coast of Vancouver Island. In many places, help would be hours away if not for the presence of an RCMSAR station and vessels, ready to launch in under 30 minutes.

“Ideally, we want to reach an end-state when organizational and jurisdictional boundaries that limit our freedom of action and effectiveness are overcome by our will to work towards a common purpose,” said Quealey.

This congress is the first such gathering in Canada and it will attract marine industry and search and rescue representatives from around the world to learn and share informed practices.

“Hosting WMRC 2019 brings this network of knowledge to Canada and presents an opportunity for our collective learning here,” said Quealey. “It also allows us to highlight the Canadian SAR system, and indeed celebrate the uniquely West Coast model of dedicated response vessel volunteer rescue stations that RCMSAR provides to our partners and the communities of British Columbia.”

A call for partners

Quealey went on to say that “the future may involve new partnerships and expansion into other areas of community-based marine safety, but it will be contingent on the assurance of resources to make these efforts sustainable. We already ask a lot of our volunteers in terms of things like fundraising for capital investment for the fleet, and you can anticipate that we will be developing our

funding model to help alleviate some of that burden.”

This sense of building unity of effort across organizational boundaries is as important at the corporate level for RCMSAR as it is in the community context. ”Without the financial support of industry and the public, we are limited in our ability to sustain the quality of training and equipment for our crews that the West Coast currently enjoys,” said Quealey. “Our crews help make the coast a safer place for commercial traffic and keep recreational boaters informed of the hazards they face and the danger they can create in our busy ports and shipping lanes. RCMSAR crews are guardians of the coast and stand ready to support industry both from emergency response and prevention perspectives, now and in the future.”

Christine Gross is the Manager of Fundraising with RCMSAR. She can be reached at christine.gross@rcmsar.com.

For more information on how to support RCMSAR, please visit www.rcmsar.com.

World Maritime Rescue Congress

Contributing to the evolution of maritime search and rescue operations will be a strong focus for RCMSAR in the year ahead. Rather than focusing exclusively on regional operations, the organization will be hosting the global maritime search and rescue community at the International Maritime Rescue Federation World Maritime Rescue Congress, taking place in Vancouver June 15-18, 2019, at the Vancouver Convention Centre.

Held every four years by the International Maritime Rescue Federation, the theme for WMRC 2019 is “Learning from the Past; Looking to the Future — Maritime Search and Rescue in a Dynamically Changing Operational Environment.”

RCMSAR is part of a global network of marine search and rescue agencies that are members of the International Maritime Rescue Federation.

November 2018 — BC Shipping News — 33

FIREBOATS

Fireboat No.2 officially welcomed

I

n late September, Vancouver Fire & Rescue Services officially welcomed Fireboat No.2 to the marine protection fleet.

Joining Fireboat No.1, delivered in 2016, the vessel has already seen action — tackling a barge fire on the Fraser River as well as a forest fire in West Vancouver. Well over 100 representatives from industry,

Fire & Rescue Services Chief Brian Hutchinson, and VFRS Chie Darrell Reid. Each in their turn recognized the dedicated efforts of the servicemen and acknowledged the collaboration and partnerships of many municipalities and agencies who made the acquisition of the vessel possible. The fireboats are part of a $4.3 million, 15-year capital project of

police, fire, search and rescue and municipal governments were in attendance to recognize the important role VFRS plays in protecting the Lower Mainland coast.

Speakers included Vancouver Mayor Gregor Robertson, Deputy City Manager Paul Mochrie, Vancouver Fraser Port Authority President and CEO Robin Silvester, District of North Vancouver

Vancouver Fire and Rescue Services Firestorm 40 high-speed aluminum fireboat LOA — 13.4 metres Moulded length — 11.9 metres BOA — 4.5 metres Draft — 0.6 metres 35 knots max speed Engines — (2) Cummins 8.3 Jets — (2) Hamilton Jet HJ- 364 Fire Pumps — (2) Darley ZSM 3000 Portable water — 20 US gallons Waste water — 20 US gallons Firefighting foam — 50 US gallons Fuel capacity — 300 US gallons Fully equipped NFPA 1925 gear on board t500 lb davit Furuno TZ touch Maretron electronics Dual radar Automatic direction finder 2 — 2,000 gpm remote water guns 2 — 1,250 gpm manual water guns 2 — 6” land supply storz

Photo: BC Shipping News

1 — hydrant

34 — BC Shipping News — November 2018

Head with sink 3 patient berths Fridge, microwave Life raft 660’ of 18” Oil boom on Reel

FIREBOATS the VFRS which includes the fireboats as well as training and other capacity-building resources.

Both Fireboat No.1 and 2 were designed and built by Metalcraft Marine in Kingston, Ontario. At just over 13 metres long, the vessels are capable of speeds upwards of 35 knots and still be able to hold station while pumping water at a fire. The vessels’ superior manoeuvrability and ease of handling is thanks to the two Hamilton

HJ-364 Waterjets. Jastram Technologies, representatives of New Zealand-based Hamilton Waterjets in Canada, worked closely with Masterclass to ensure the performance of the waterjets matched promised results. Additional state-of-the-art equipment from the likes of Furuno, Cummins, Darley and Maretron to name but a few, also comes equipped with HDT’s CBRN (chemical, biological, radiological, and nuclear) filter system for added defence.

Fireboat No.2 joins No.1 in protecting the Lower Mainland’s coast.

The FB-2 was built to National Fire Protection Association standards.

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November 2018 — BC Shipping News — 35

SPILL RESPONSE

Strengthening spill response on Canada’s West Coast

By Michael Lowry, Communications Manager Western Canada Marine Response Corporation

A

s part of the Oceans Protection Plan, the federal government is strengthening Canada’s oil spill preparedness and response regime. Their strengthening process includes reviewing requirements for the response organizations that provide spill response services in Canada.

It has been 23 years since the response regime was established and overall, the regime has served Canada well. The regime has dramatically decreased the frequency and severity of spills. It has significantly improved preparedness and response. However, there are always areas for continuous improvement. With the introduction of the Oceans Protection

Photo: BC Shipping News

36 — BC Shipping News — November 2018

With the introduction of the Oceans Protection Plan and a renewed focus on oil spill response and preparedness, WCMRC agrees that it is time to review current regulations...

Plan and a renewed focus on oil spill response and preparedness, WCMRC agrees that it is time to review current regulations and the planning standards that govern Canada’s marine response organizations.

In support of the review, WCMRC has submitted to Transport Canada our thoughts on improvements for the regime.

Below is a summary of our response to Transport Canada’s five enhancement

themes and an overview of other gaps within the regime that WCMRC has identified.

Recognizing local conditions and risks

WCMRC recognizes that there are regional differences and local conditions that may impact risks. We agree that a national “one-size-fits-all” approach to response is not appropriate for all areas

Photo: Dave Price

SPILL RESPONSE across Canada. Even regionally, different coastal conditions and vessel traffic patterns may influence response capability.

WCMRC’s geographic area of response includes 27,000 km of coastline with a wide range of environmental conditions and unique challenges.

WCMRC supports a regional approach to response planning that is based on strong science and risk assessments that consider local risks and conditions. The new Regional Response Planning process is an excellent initiative and we hope Transport Canada will continue to work with the Canadian Coast Guard, the provinces, municipalities, First Nations, response organizations and industry to ensure evidence-based decision making becomes an important part of the regime.

Strengthening response times and capacity

Transport Canada’s Response Organization Standards currently require WCMRC to have the capacity to cleanup a 10,000 tonne spill in 10 days.

Tiered response times are also defined

designs@ral.ca

WCMRC supports a regional approach to response planning that is based on strong science and risk assessments that consider local risks and conditions. in the planning standards. For example, within the Port of Vancouver, WCMRC is required to be on scene in six hours or less. WCMRC exceeds these planning standards at every level. WCMRC’s average response time in the Lower Mainland over the last 10 years is 60 minutes.

WCMRC believes that these planning standards are out of date. They were developed over 20 years ago — risks, conditions, vessel traffic and response organization capacity have all changed. WCMRC supports a review of the response standards that is linked to regional risks.

Planning for cascading resources

All forms of emergency response follow the principle of cascading resources for large-scale incidents. WCMRC supports

www.ral.ca

the international three-tiered approach to spill response planning. To support the cascading principle of response, WCMRC currently has mutual aid agreements in place to supplement our resident capacity if needed.

Improving the certification process

WCMRC supports introducing more transparency to all areas of spill response planning, including the certification process. We currently post our Marine Spill Response Plan on our website and have a dedicated public portal for all of our Geographic Response Strategies. For the certification process, transparency might be achieved through outreach programs and open invitations for interested groups to response organization exercises and equipment demonstrations.

1+604-736-9466

November 2018 — BC Shipping News — 37

SPILL RESPONSE Improving public awareness and participation

WCMRC’s Coastal Response Program encourages community participation in spill response. Community input helps us to identify and understand local sensitivities. We welcome community participation through our Vessel of Opportunity program. Communities can also host response equipment and receive training and education.

However, WCMRC recognizes there are still significant gaps in public awareness and participation in spill response.

WCMRC would support a collaborative program between response organizations, industry and government to increase public awareness and participation.

Gaps within the regime

In addition to the above themes, WCMRC has identified several other areas where we feel there are gaps within the regime.

Non ship-source spills: Under the current regime, response organizations are required by the Canada Shipping Act to respond to ship-source spills. When responding to ship-source spills, responders and their contractors receive responder immunity. However, oil spills are not limited to ships. WCMRC would like to see a provision for “umbrella legislation” to cover responders and their contractors when they are responding to non shipsource spills.

Ship-Source Oil Pollution Fund (SOPF): Access to SOPF funds has been

a challenge for many groups, including municipalities and the Canadian Coast Guard. Response organizations have limited access to the fund and only after all other avenues have been exhausted.

WCMRC supports modernizing how the SOPF operates and the removal of perincident limits.

Regime funding fee structure: With the move to evidence-based decision making, Transport Canada should also consider applying the same principle to the fee structure that funds the regime.

Today, ships within WCMRC’s area of response contribute less than 10 per cent to preparedness funding, yet make up the majority of the membership and the vast majority of our responses. A review of the existing funding structure should also be flexible and allow for future changes to the risks on Canada’s coasts.

WCMRC’s spill response enhancements

In addition to the numerous federal initiatives through the Oceans Protection Plan, WCMRC has been working to implement spill response enhancements in preparation for an increase in tanker traffic in the Salish Sea that would result from the twinning of the Trans Mountain pipeline.

WCMRC was engaged by Trans Mountain to review the Trans Mountain Expansion Project risk assessment and spill modelling studies, and recommend enhancements to the existing federal

spill response planning standards for British Columbia. WCMRC provided a draft equipment plan that would be capable of meeting the enhanced planning standards. This plan was submitted to the National Energy Board as part of the facilities application for the Trans Mountain Expansion Project. The Board made the enhancements a condition of the pipeline’s approval and required that they are in place before the pipeline goes into operation.

The enhanced planning standards for marine spill response in B.C.’s southern waters would result in: Reduced times for initiating a response to a maximum of two hours for Vancouver Harbour and six hours for the remainder of the southern shipping lane.

A regime that is able to deliver 20,000 tonnes of clean-up capacity on scene within 36 hours from dedicated resources staged along the shipping route in the Salish Sea. This represents a response capacity that is double current requirements and a delivery time that is more than half of the existing planning standards.

The addition of approximately 120 new employees, approximately 42 new vessels and at least six new spill response bases along the southern shipping lane. The proposed bases include 24/7 on-water bases in Vancouver Harbour and North Saanich. The estimated capital cost of the enhancements is approximately $150 million, the majority of which will be funded by Trans Mountain over the next 20 years.

In summary, WCMRC strongly supports the review and strengthening of Canada’s spill preparedness and response regime. We believe changes should be evidence-based and collaborative. The federal initiatives along with WCMRC’s enhancements represent the most significant investment in marine prevention and response Canada’s West Coast has ever seen. We look forward to working with Transport Canada and all our other spill response partners to improve prevention and response for all of Canada’s coasts and oceans.

For more information about the Western Canada Marine Response Corporation, visit: www.wcmrc.com.

38 — BC Shipping News — November 2018

MARITIME SECURITY A rule of law for the oceans

Canada’s maritime security in the UNCLOS era

By Jeffrey Smith

2

018 marks 15 years of Canada’s membership in the most important international treaty for maritime security, the United Nations Convention on the Law of the Sea (UNCLOS). No other agreement comes close to assuring a durable and compliance-based order to ensure the peaceful behaviour of states on the seas along with effective regulation of maritime commerce and resource development. Canada is a substantial beneficiary of what is sometimes called a constitutional order for the oceans including matters directly connected to national security.

With UNCLOS at its centre, today’s international law of the sea is extensive. It also provides the basis for uniform domestic regulation of shipping from country to country. The law of the sea system ranges, starting with UNCLOS, from maritime resource rights and means to resolve disputes between states, to the extensive framework of treaties administered by the International Maritime Organization (the IMO) including for safety (SOLAS), pollution prevention (MARPOL), security of ships and ports (the ISPS Code) and recently, regulation of shipping in ice-covered waters (the Polar Code). This system is increasingly organized to avoid conflicts of rules and inefficiencies. It is a significantly complete encoding of what states can (and cannot) do on the oceans and how they are to regulate marine commerce. The result, in the decades after UNCLOS was opened in 1982 for states to join, is two-fold. First, specific rules across the law of the sea, extending out from UNCLOS at the centre, are widely agreed upon by states and thereby result in predictable, peaceful behaviour. Second, the rules of the system apply in a reciprocal way by promoting compliance with demanding obligations or ones that limit national sovereignty (itself sometimes an excuse for unilateral action outside the

No other agreement comes close to assuring a durable and compliance-based order to ensure the peaceful behaviour of states on the seas along with effective regulation of maritime commerce and resource development. law) while conferring material advantages on states. An example of each of the two is helpful.

Perhaps the most visible success of UNCLOS has been the rapid defining of state claims to offshore areas, especially 200 nautical mile exclusive economic zones (EEZs) and, in the past two decades, the idea of the extended continental shelf (ECS). UNCLOS itself did not come with particular rules to apportion overlapping or competing maritime areas. The necessary principles would be developed by the practice of states in scores of negotiated cases and through some 25 contentious cases dealt with by international courts and arbitration tribunals. (Canada’s EEZ boundary with France around the St. Pierre and Miquelon Islands, and with the United States in the Gulf of Maine are both examples of the latter.) Most coastal areas to 200 nm between states are now more or less divided with limited conflict, which allows states to plan and be confident of realizing ocean resources in their EEZs. The same era is now starting for ECS claims to the seabed beyond 200 nm.

Here again, Canada benefits. Its 2013 ECS claim to the Atlantic offshore is uncontroversial and, predictably, will succeed when the hydrographic and geological evidence for it is assessed by the specialist body, the UN Commission on the Limits of the Continental Shelf.

What, then, of the law of the sea’s second outcome: reciprocal application?

Success here has been achieved by combining a sufficient number of burdens with offsetting, that is, attractive benefits under the law of the sea system as a whole

and particularly in certain agreements.

The now-in force Polar Code illustrates the point. There’s no question that compliance with the Code, for example, in more complex and robust vessel construction and by enhanced operating standards, imposes a cost on states (as to building and operating government and commercial fleets and for regulatory oversight of the industry). But the benefits of safe navigation in ice-covered waters are of interest to all maritime nations, not least coastal states seeking (as Canada is in the Arctic) to avoid marine pollution and navigation accidents. UNCLOS is designed to offer a total package of benefits combined with measures that, on their own, states would otherwise avoid: Expanded ocean areas vs. compulsory resolution of disputes before an independent tribunal, or, to offer another example, extensive rights to conduct marine scientific research in the EEZs of other states vs. a duty to conserve and in some instances share fisheries resources.

This reciprocal application of the law of the sea crucially extends to fair dealing between maritime states — in other words, equal treatment and a good-faith resolving of problems. This is arguably taking place in the Arctic at present: In the absence of any serious disputes over land territory, a predictable and unanimously accepted law of the sea framework in the region means that ocean matters are dealt with by settled principles and little conflict. A recent example of such cooperation is the agreement of 10 states — the five Arctic coastal states and five others who pursue traditional distant water fisheries — to a November 2018 — BC Shipping News — 39

MARITIME SECURITY moratorium on fishing (and a commitment to share scientific research) in the central Arctic basin.

Safe shipping is secure shipping, it can be observed, and it follows that the greatest achievement of an orderly law of the sea regime — although the avoidance of marine pollution counts for much – is the dramatic reduction of shipping casualties and loss of life. The ground was set for success, although slowly over decades, from the first safety of life at sea conference in 1913. It has, since UNCLOS was negotiated in 1982, been accomplished by the concept of port state control. The system by which the safety of commercial shipping can be checked and tracked

in successive ports of call is now heavily adopted by maritime states. This is reciprocity at its most effective, in that cooperation to deal with (and eliminate) sub-standard shipping turns on transparency and non-discrimination.

Fifteen years into its membership of UNCLOS, what stocktaking can be done of Canada’s experience? What challenges does our country face in securing a maritime order?

Canada has several advantages that make its ocean territorial administration and marine commerce regulation comparatively easier than other states.

First, the country is geographically distant from places of conflict and a flow

Canada’s seabed petroleum areas off Newfoundland & Labrador (Note the red line limit of Canada’s 200 NM EEZ). (Map courtesy of the Canada-Newfoundland Offshore Petroleum Board) 40 — BC Shipping News — November 2018

MARITIME SECURITY of migrant peoples at sea. Second, virtually all of Canada’s neighbours subscribe to the rules of conduct and territorial claims under UNCLOS and its related international treaties. There are no outliers in the region who could otherwise cause problems. Third, Canada has a relatively small ocean-going commercial shipping industry (less than 0.5 per cent of global tonnage) and correspondingly, modest shipbuilding. Fourth, the country has no pronounced disputes with others about overlapping maritime claims or ocean resources. (Most ocean boundaries between Canada and the United States, including off the Strait of Juan de Fuca and at the Dixon Entrance, are unresolved and will remain so into the future.)

Two recent successes underscore these advantages, the direct result of a comprehensive law of the sea order. The first is the continuing absence of large-scale marine pollution incidents in Canadian waters from foreign commercial shipping. The notorious disasters of wrecked oil tankers — from the Torrey Canyon to the Exxon Valdez and the Prestige — are fading

into history, in number and severity. The second success, of access to ocean resources, has been shown in recent months through announcements for the development of Canada’s first seabed petroleum prospect in its ECS. The Bay du Nord project, led by Norway’s Equinor (formerly Statoil), is to join with the government of Newfoundland and Labrador to extract 300 million barrels of oil in the Flemish Pass area, 250 nautical miles east of St. John’s. It is technology, of course, that allows this development in storm-tossed waters more than 1,000 metres deep. But technology gets its hold from settled, predictable rules for what it is to yield.

Bay du Nord is reportedly a $6.8 billion CAD investment for the parties involved, and therefore will have a credible profit margin when it comes on stream in 2025 should the market price of petroleum remain higher than $60 USD/barrel.

The question is whether an established, wide-ranging rule of law in oceans affairs contributes to security in the classic sovereignty and naval defence sense.

Because Canada is largely immune (for

the present) from problems of maritime security, the evidence of such efficacy is unclear. The global trend, however, is obvious. Save for a few places of piracy, global shipping — which is increasing in absolute numbers of ships at two to three per cent a year — moves without molestation. And there are few active conflicts, so defined, between states to overlapping oceans areas and resources.

The greater problems seem to be collective action ones: illegal fishing on the high seas and addressing greenhouse gas emissions in shipping to name two.

Security is never an absolute. However, a mature, near-universally accepted law of the sea regime undeniably contributes to it. Canada is the best proof of that.

Jeffrey Smith is a frequent contributor to BC Shipping News. After serving in the RCN as a Chief Engineer, he was Law of the Sea Counsel to the UN in East Timor.

He teaches law at the Norman Paterson School of International Affairs in Ottawa and is a Fellow of the Canadian Institute of Marine Engineering.

CLASSIFICATION Lloyd’s Register

West Coast activity highlights industry trends

A

little over two years ago, Lloyd’s Register went through a reorganization to better align their core service markets. In addition to moving from a three-region operating structure to six, the offshore and marine sectors were brought together and the functions of staff were more clearly defined based on tasks of administration, sales and support and service delivery. “The reorganization has set a good foundation moving forward,” said John Hicks, President, Americas Marine and Offshore. “With our teams now focused according to their discipline, we’re seeing very positive results in terms of meeting clients’ needs — so much so that we’ve been able to branch out to provide greater support to naval and offshore activities.” Coupled with a resurgence of the industry, signs of Lloyd’s Register’s growth can be seen here across Canada, the U.S. and South America — nowhere near as evident as here on Canada’s West Coast.

Hicks — along with Iain Wilson, Chief Surveyor, Marine & Offshore, Lloyd’s Register Global Technology Centre — were recently in Vancouver to meet with the local team and their business manager, Ben Thompson. In an exclusive interview with BC Shipping News, Hicks, Wilson and Thompson provided an overview of current activities and priorities as well as insights into trends and technologies in the marine sector.

John Hicks, President, Americas Marine and Offshore, Lloyd’s Register.

“With our teams now focused according to their discipline, we’re seeing very positive results in terms of meeting clients’ needs...”

Iain Wilson, a 36-year veteran with Lloyd’s, started as an existing ship surveyor before moving on to new consttruction projects which him to such places as Singapore, the Caribbean, Hong Kong, Taiwan and Korea. By 2001, Wilson had moved into operational management in China before returning to Korea as Country Manager, noting that these were the years

of major expansion in shipbuilding in both countries. Additional positions included Fleet Services Manager in London to work on a port state control improvement project as well as the Regional Director for Asia before being made Chief Surveyor out of the Southampton office.

As Chief Surveyor, Wilson is responsible for the Technical Governance

Iain Wilson

Ben Thompson

Background

While only in the role of President, Americas Marine and Offshore, since July 1 this year, John Hicks has been with Lloyd’s Register for 21 years, starting first with plan approvals for yachts and passenger ships as well as project managing passenger ship new construction for yards in France and Japan. Subsequent roles included business development in the U.S., sales for the Americas as well as President, Applied Technology Group when Bud Streeter left the role. Just before taking on his current role, Hicks had spent the last two years in Italy, Malta and Monaco.

42 — BC Shipping News — November 2018

CLASSIFICATION Functions of the Marine and Offshore business — “the guys who write the rules and procedures and manage the classification process.” Wilson also oversees the regulatory team (who work with flag states, IMO and IACS), the technical assurance and governance team (who perform internal audits and manage the quality assurance system) and works with the Group Safety Team (who are responsible for the safety policy and training).

Priorities

While there has been some tweaking of the new structure for Lloyd’s based on lessons learned, Hicks and his team have been able to set additional priorities for business in the Americas.

“Above and beyond our current client service delivery, we have increased our focus into two additional areas — navies and offshore activity,” he said. The Royal Canadian Navy and navies in South America plus offshore work in the Maritime Atlantic and Mexico are areas where we’re seeing growth.”

For Canada’s West Coast, that growth is translating into new, local opportunities. LR’s local business has grown significantly in recent years within British Columbia. This increased business has led to increased staffing within the Vancouver office to include eight technical, two administrative, and one client relation positions. LR has also recently committed to adding two permanent Surveyors in Victoria. This is significant in that there has not been a surveyor based there for over 30 years.

Most of LR’s growth in local survey work can mainly be attributed to an increased workload with three clients: The Canadian Navy, Vancouver Shipyards’ new construction projects for the Canadian Coastguard, and inspections on the non-classed, previously Transport Canada Marine Safety, domestic fleet of tugs, passenger and fishing vessels over 24m in length.

In recent years, the LR team in Vancouver is particularly proud to have been involved in many seminal projects, including classing the first Cable Ferry in Canada; classing the first LNG-fuelled passenger vessel in Western North America and obtaining the first flag approval in the world to permit it’s onboard bunkering of LNG fuel; the first class surveys on the Royal Canadian Navy’s combatants; the class work on the first three CCG ships to be built for Canada’s National Shipbuilding Strategy in Western Canada; the first classed combined low flash/oil deck cargo barge accepted under TCMSS; and even a composite submersible now operating in the Maldives.

LR Vancouver’s team provides a wide variety of survey and advisory services, support, and training courses to both domestic and foreign flag operators as well as shipyards, designers and marine equipment manufacturers.

System improvements

For the last three years, Wilson has provided the business leadership on led the project team that has revamped LR’s reporting systems. With the new system now in place, he is travelling to LR offices around the world with a focus on gathering feedback from LR teams and customers on service delivery and satisfaction to validate the system just put in place. He will then take that feedback to assess any improvements. “It will be a continual improvement process,” he said. “The new system provides ready access to the majority of information needed. It’s a

much more efficient system that allows our local representatives to spend more time on service delivery and less time on gathering information that resides in different places.”

Wilson went on to describe a much more integrated system: “In addition to the existing ship reporting platform which has just been completed, we are working on the new construction platform and will be replacing the type approval system by the first quarter of next year. This will improve the accessibility of the data and from there, we’ll work on the best configuration to display this for the different types of clients.”

At the same time, the technical policy group are focused on the challenges that come with new technologies and ensuring rules align. “As ships get bigger, there is more data to process and it’s important to ensure the rules reflect the new technologies,” Wilson said. “Class rules are probably the largest bank of knowledge on structures but when it comes to the actual engineering systems, a lot of that knowledge resides with OEMs. So our job is to ensure the rules keep pace with the OEMs in terms of new technology and we do that through joint projects and close working relationships with a number of OEMs.” Hicks added that the move toward goal-based rules rather than prescriptive ones will help clients make the right decisions for solutions. “That’s our biggest strength right now,” he said of moving toward goal-based rules, especially with new regulations on emissions in 2020. “It’s a question of how do we help our clients make the right decisions and while we’re not the originators of the technology, we can work with clients to help them make the right

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CLASSIFICATION technical decisions and we can work with the OEMs to ensure that what they’re creating complies with certain standards. Where there are not rules already, we can work with them to get the right standards. Ultimately, we’re facilitating the technology choices.”

Trends and technologies

From “big data” to alternative energies for propulsion to additive manufacturing, there aren’t many organizations with as full a grasp of the trends and upcoming new technologies as Lloyd’s.

In conversation with Hicks, Wilson and Thompson, a number of these were identified. In no particular order and to provide a sampling only: Big data — “Everyone has large data sets but not really using the information to its full potential,” said Hicks. “In isolation, the data is usually not large enough to allow a company to make the right decisions but if you aggregate the data enough to get the trends, it becomes more useful.” Hicks added that collection and analysis of data to make decisions will take a lot of commitment from owners, manufacturers and other stakeholders to work together.

Alternative energies — Noting that the ferry industry has taken the lead on using LNG and that the challenges surrounding emission regulations coming up in 2020 are pushing for even greater research and development into alternative energies, both Hicks and Wilson felt the upcoming year will be an interesting one in terms of seeing what decisions

companies will make to be able to comply. “There are a number of small pilot projects related to pure electric propulsion,” said Wilson, “as well as hydrogen, methanol and other energies.”

Hicks added that “I think everyone recognizes that LNG is an intermediate step. The systems are proven and the training is understood but with IMO aspirations to work toward zero emissions from shipping by 2050, more will need to be done. There are questions and challenges around other alternatives — for example, hydrogen can be produced in a green way but storage is a challenge. Methanol is easier in terms of being accommodated by existing tankage but has its own challenges; nuclear is another option that comes with technological and political aspects which need to be considered. The public perception will require some education and awareness prior to us seeing ships with nuclear reactors in Vancouver Harbour!”

Additive manufacturing — “We’re working with The Welding Institute in the U.K. to certify component parts and we’ve done a lot of research and development on adaptive manufacturing,” said Wilson. “I believe this will take off. Through the Lloyd’s Register Foundation, we’ve done a lot of foresight reviews and we’ve also made substantial investments into companies who are pioneers in this area. Looking at the future, we see a time where you won’t need to carry spare parts on board when you can print it — but you need the material, the data, the drawings, the specifications and a different skillset with the crew.”

“The technology is proven, it’s just a matter of adopting it,” added Hicks. “The priority for Lloyd’s is to make sure that the materials are correct and that there is consistency; and then monitoring the process to evaluate success — for example, is the integrity the same as the original product; will it last as long; and, once you’re satisfied that it’s a proven system, how do you scale up to meet the needs of the industry?

Addressing challenges of the future

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There are many more trends that Hicks, Wilson and Thompson identified — nanotechnology, the interconnectivity of vessels, material properties, etc. — but with each, challenges remain that indicate more research and development is needed before they enter into the mainstream of commercial applications.

“Nanotechnology is a good example,” said Hicks. “Research is underway on new graphine coatings which can conduct electricity and has structural properties but it’s expensive. Another challenge is the impact on steel properties as ships get larger and determining the maximum threshold. And yet another aspect of the trend toward increasing ship size is the port infrastructure available to accommodate vessels — for example, how many cruise passengers can you realistically put in at one port; or how do you achieve discharge rates for cargo that will allow a vessel to keep to the same schedule?”

And, with each advance in technology, technical writing for rules must also keep pace, noted Wilson. “You need to create a framework which allows you to adapt and incorporate unified standards,” he said, adding that Lloyd’s develops their rules through a technical committee comprised of representatives from the industry. “The key is to ensure proper consultation with industry and different stakeholders to make sure you end up with something sensible.” BCSN

LEGAL AFFAIRS The evolution of justice in the Navy

Civilian and military courts work side by side in Canada

By Jakub Vodsedalek, a Vancouver Lawyer with Bernard LLP

A

dmiral Sir Clowdisley Shovell was returning home to England with his fleet following a successful military campaign in the Mediterranean. His siege of the French city of Toulon had taken much of the summer of 1707. It was now late October and the weather had grown hazy.

As the legend goes, Sir Clowdisley summoned his navigators to discuss the location of the fleet. The fog made it hard to pin down the ship’s exact point on a map, but he and his navigators were confident that they were somewhere off the coast of France.

A junior sailor who had been keeping his own log of the fleet’s progress had a different view. He reckoned the fleet was actually near the Isles of Scilly, a collection of small islands off the southwest of England. Fearing for the safety of the fleet, the sailor raised his concerns with the Admiral. Furious at the sailor’s insubordination, Sir Clowdisley immediately had him hanged from the yardarm for mutiny.

In a twist of irony, the junior sailor’s calculations were accurate. That night most of the fleet was dashed against the rocks of the Isles of Scilly. Four of the five ships were lost in what was one of the worst naval disasters in British history. Sir Clowdisley did not survive.

While it’s likely that the earnest sailor is a detail added after the fact, this anecdote is a revealing insight into the state of military justice in the 18th century. As the Admiral of the Fleet, Sir Clowdisley held the highest rank in the British Royal Navy.

Out on the sea, his word was law and capital punishment without a trial was a form of punishment he could enact.

Although the Canadian Navy still applies a unique form of justice, there have been considerable advancements

The modern Canadian military justice system is codified in the National Defence Act which sets out the Code of Service Discipline (CSD) that applies to all of the Canadian Armed Forces. since Sir Clowdisley’s day. The modern Canadian military justice system is codified in the National Defence Act which sets out the Code of Service Discipline (CSD) that applies to all of the Canadian Armed Forces. In addition to the ordinary civilian laws, the CSD describes the unique offences, punishments and organization of military justice.

The need for this distinct but parallel system of justice was acknowledged in the 1992 Supreme Court of Canada decision of R. v. Généreux. The Court recognized that an effective chain of command required a framework that could swiftly address breaches of discipline, anywhere around the world, and often more severely than if a civilian had engaged in the same conduct. The ordinary courts were deemed inadequate. The Court also held that the military system would hold service members to a higher standard of behaviour, but this did not mean giving up their fundamental rights such as the Charter of Rights and Freedoms.

The CSD applies to regular service members at all times and in all countries, whether in uniform or not. Any civilian offence committed by a member under the Criminal Code or other laws can result in a charge under the CSD. Some charges are unique to the CSD, such as mutiny, poor dress and deportment on parade, disobedience of a lawful command and negligent performance of duty.

In certain cases, both military and civilian charges can apply to the same event and a choice needs to be made about which

judicial system is the best avenue. If a naval officer strikes another crew member in a fight in Canada, the authorities must choose whether to pursue charges under the CSD or the Criminal Code. However, the highest crimes such as murder or manslaughter are exclusively the jurisdiction of the Criminal Code.

If a non-commissioned service member on a naval vessel commits a service offence under the CSD, they may be arrested without a warrant by any officer or other service member of higher rank.

If an investigation is required, the unit or Military Police will evaluate the circumstances first. Once the charges have been laid, the service member is assigned an assisting officer who provides information about all the unique procedures and rights of the military justice system.

One such right is that every service member who is liable to be charged, investigated and tried under the CSD is entitled to the services of a lawyer at no cost from the Directorate of Defence Counsel Services (DDCS). These lawyers are military officers who are also licensed legal professionals. In order to maintain the level of independence required to represent their clients’ best interests, the DDCS lawyers operate independently of the traditional chain of command of the military.

The counterpart to the DDCS is the Canadian Military Prosecution Service, which is composed of military prosecutors along with civilian paralegal and support staff. In British Columbia, the regional November 2018 — BC Shipping News — 45

LEGAL AFFAIRS military prosecutors’ offices are located at the Canadian Forces Base Esquimalt.

The hearing of a charge under the CSD can be held in one of two forms: summary trial or court martial.

The summary trial is used for the hearing of minor service offences. Instead of a judge, the trial is presided over by a member of the chain of command that

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holds the rank of captain or above and is not legally trained. The accused won’t usually have a representation by a lawyer but they can get guidance from the DDCS. Summary trials are a speedy and portable system of justice that allow for the efficient maintenance of military discipline. If the service member is on a vessel that is deployed abroad, the

summary trial will be conducted aboard the ship.

The court martial is a formal military court presided over by a military judge.

Hearings at this level involve formal procedures that are similar to civilian criminal courts. The military prosecutor will conduct the prosecution and the service member is entitled to full representation by the DDCS. The punishments available at this level greatly exceed those available at a summary trial and include imprisonment for life. Unlike Sir Clowdisley’s judgement in 1707, courts martial cannot impose capital punishment — even for mutiny.

Those charged under the CSD face tough odds. Between 2016 - 2017, findings of guilt were made at approximately 87 per cent of summary trials and 83 per cent of courts martial. Decisions made at a court martial may be appealed to the Court Martial Appeal Court, which is composed of civilian judges. There is also a final avenue of appeal to the Supreme Court of Canada.

The most common sentences at both levels by a large margin are fines, confinement to the ship and reprimands. The level of punishment imposed is informed by the nature of the offence. The severity will increase when the service member engages in behaviour that, if left unchecked, places the operational effectiveness, discipline and ship’s morale at risk. A Master Seaman watching a video on his laptop while on watch over the brow of the ship was sentenced to a fine of $200.00. In contrast, an Ordinary Seaman found guilty of trafficking cocaine was sentenced to imprisonment for a period of five months.

The National Defence Act and CSD continue to operate alongside the civilian courts, providing a framework that is both fair and effective. The CSD promotes order and morale, ensuring that the Armed Forces can achieve their goals.

The Canadian military justice system evolves with the broader Canadian jurisprudence as the Constitution and Charter continue to develop. Importantly, it also lets Seamen warn their commanding officers that the Isles of Scilly are coming up ahead.

Jakub Vodsedalek is a Maritime Lawyer with Bernard LLP and can be reached at vodsedalek@bernardllp.ca.

TUGS

Island Tug and Barge christens Island Raider

T

he Island Raider, which is the newest articulating tug in Island Tug and Barge’s (ITB) fleet, was christened Friday, September 28, during an afternoon ceremony at ITB’s headquarters in Burnaby, B.C. After Reverend Mark Schwab from St. Stephen’s Church delivered a blessing, Beth Vandemoor, ITB’s Payroll/Invoice Manager and longtime employee, broke a champagne bottle over the vessel’s hull while a group of ITB and Tidewater Canada, Inc. employees, vendor representatives, and business partners cheered from the shore.

President of Tidewater Canada, Inc., Bob Curcio said, “Today, not only do we celebrate the christening of the Island Raider, we also celebrate the amazing men and women from ITB and our valuable vendors who designed, project-managed, and supplied the state-of-the-art components for this technologically-advanced tug.

This tug will ensure continued services to our Island Tug and Barge clients for many years in the future.”

The Island Raider, along with its sister the Island Regent (delivery February, 2019), was designed by renown Robert Allan Limited naval architects and marine engineers of Vancouver, B.C. to be paired with ITB’s double-hulled oil tank barge, the ITB Resolution, as an articulated tug and barge (ATB).

“The Island Raider and Island Regent symbolize ITB’s continuing commitment to safety, environmental stewardship, and customer service. These ATBs were purpose-built - designed to serve our clients and the communities of Vancouver Island and along the B.C. Coast, as well as our customers in the Vancouver Harbour and the Puget Sound,” expressed Adrian Samuel, ITB President.

Main propulsion for the 24 m (length) by 12.5 m (beam) Island Raider is provided by twin Cummins KTA38M 634 KW engines, producing 850 hp each at 1800 rpm. Through carbon fiber shafts, the main engines connect to two 1600 mm, 4-bladed in-nozzle Rolls Royce US105

ITB’S Island Raider was launched in early October this year.

FP azimuthing thrusters (Z-drives). The Z-drive thrusters can rotate 360 degrees, providing maximum thrust in any direction and enhanced maneuverability.

Once the tug is fitted into the notch of the barge, a connection is made through an Articouple FRC 35S pin (coupler) system.

These hydraulic pins engage in a vertical slot on the barge to create a semi-rigid bond that allow the tug to pitch but not roll. The joined ATB has a fully loaded speed of 10 knots.

Two John Deere 4045 AFM85 generators, producing 99 kW of electrical power each, provide power for the Island Raider. The tug’s navigation equipment include a JRC automatic identification system (AIS), radar, electronic chart display, and weather station; Alphatron Marine bridge navigation watch alarm system, magnetic compass, and repeater swing meter; and Sailor VHF radio. A fixed Kidde FM200 fire extinguishing system is installed in the machinery spaces.

Constructed on-site at ITB’s Annacis Island facility along the Fraser River in British Columbia, the Island Raider was designed with considerable emphasis on crew comfort and endurance. By incorporating Sika vibration and sound dampening floors, and Norac wall and ceiling paneling, noise levels register at less than 59 decibels in the wheelhouse during vessel operation — which is equivalent to an air conditioner. In addition, fully heated and air-conditioned accommodations can house up to eight persons in six cabins.

The standard crew is four – master, mate and two deck hands. For optimal situational awareness, the wheelhouse incorporates floor to ceiling windows, as well as a full walk-around catwalk. Facilities include a stainless-steel finished galley and large mess deck, exercise room, laundry room, and office.

Justin Nichols, Nichols Marine Services President and Project Manager said, “It has been an honor to work for Tidewater and with the talented operations and maintenance teams at ITB. The Island Raider and Island Regent are built with quality craftsmanship that will last for decades to come.”

November 2018 — BC Shipping News — 47

MARINE SAFETY

Ensuring safety at sea

By Glenn Budden, Senior Marine Investigator Transportation Safety Board of Canada

C

anada has the reputation of having one of the safest transportation systems in the world, and this holds true for its shipping industry. The accident rate for large Canadian commercial vessels indicates a downward trend over the past decade.

According to information provided by Transport Canada for 2017, marine activity for Canadian commercial vessels over 15 gross tons (excluding passenger vessels, fishing vessels, and cruise ships) was four per cent above the 10-year average.

The 2017 accident rate was 2.5 accidents per 1,000 movements, which is lower than the 10-year average of 3.1. However, this doesn’t mean the West Coast marine sector is immune from risks or accidents. To maintain a good track record, it is important for the industry to learn from marine occurrences and address safety deficiencies in a timely fashion.

TSB’s contribution

For more than 25 years, the Transportation Safety Board of Canada (TSB) — an independent federal government agency — has advanced transportation safety by

48 — BC Shipping News — November 2018

To maintain a good track record, it is important for the industry to learn from marine occurrences and address safety deficiencies in a timely fashion. investigating occurrences in the marine, rail, aviation and pipeline modes. Its goal is to find out what happened, why it happened, and how similar occurrences can be prevented.

The TSB does not assign fault or liability, but identifies risks and safety deficiencies in need of corrective measures.

Its newly revised policy on occurrence classification provides for more efficiency and timeliness in influencing change. For example, investigation results of class 4 occurrences are now communicated using limited-scope, factual reports that are typically produced within half a year.

Recent investigation reports

Since January 2018, the TSB has released five marine investigation reports from the Pacific region. These reports underline how occurrences often involve a combination of risk factors. These can include inadequate vessel safety, technical failure and even fatigue. In the fishing sector, accidents and fatalities too often result from vessel stability issues, unsafe work practices and the failure to use live-saving equipment. In addition, many operators are still not required to have a safety management system. Investigation reports are available on the TSB website (www.tsb.gc.ca).

MARINE SAFETY Collision (M17P0406)

In December 2017, the dredger FRPD 309 lost propulsion and collided with the barge EVCO 60 on the Fraser River. This occurrence highlighted the importance of taking the time to ensure a vessel is fully restored to operational status following a blackout. Using comprehensive blackout recovery checklists and conducting meaningful drills can help make a crew’s response to a blackout more effective.

FRPD 309

Grounding and abandonment (M16P0362)

Stellar Sea

In October 2016, the passenger vessel Stellar Sea, with 28 people on board, while on a bear-watching excursion, struck a charted rock and went aground in Warn Bay near Tofino. The passengers and crew abandoned the vessel. The investigation found that if companies or masters do not alert search and rescue resources in a timely manner, there is an increased risk that the response will not be timely, effective, or coordinated.

November 2018 — BC Shipping News — 49

MARINE SAFETY Grounding and sinking (M16P0378)

In October 2016, the articulated tug-barge composed of the tug Nathan E. Stewart and the tank barge DBL 55 went aground on Edge Reef near Bella Bella. The tug’s hull was breached, releasing approximately 110 000 L of diesel oil into the environment. The investigation found that, using a one-person bridge watch without mitigating measures, can increase the risk of an accident. As well, if a 6-on, 6-off shift schedule is used without fatigue-mitigating measures, there is a risk that crew members will be impaired by fatigue while on duty. The Board recommended to Transport Canada that watchkeepers receive practical fatigue education and awareness training, and that vessel owners implement a comprehensive fatigue management plan (M18-01, M18-02).

Nathan E. Stewart

Capsizing (M17P0098)

In April 2017, the sport-fishing passenger vessel Catatonic took on water and partially sank near Tofino. The operator and four passengers were recovered, but two of them were later pronounced dead. The investigation found that if vessel modifications compromise the safety features of the vessel’s original design, there is an increased risk that the vessel will not be adequate for its intended voyage.

Sinking and loss of life (M17P0052)

Catatonic Photo: Dave Roels

In March 2017, the fishing vessel Miss Cory, while seining for herring, took on water, capsized, and sank in the Strait of Georgia near Comox. One crew member, who was in the engine room at the time, was never recovered. The investigation found that if fishing vessels that use a lifting appliance (boom) during operations do not undergo a stability assessment that includes the lifting appliance, there is a risk that vessels will not be operated safely. The investigation also found that if formalized emergency procedures are not practiced in drills by crew members, there is a risk that their emergency response will be delayed or uncoordinated, potentially endangering the safety of the crew and vessel.

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Miss Cory

MARINE SAFETY Current TSB investigations

The TSB Pacific team is currently investigating seven marine occurrences. Ongoing investigations have a dedicated page on the TSB website under the occurrence number where factual details about the occurrence and the status of the investigation can be found. (Ongoing marine investigations, http://www.tsb.gc.ca/eng/enquetes-investigations/marine/index.asp.)

Bottom contact

• Tug Ocean Monarch • Inside Passage near Butedale, July 2017 • Damage to hull, starboard propeller nozzle (M17P0244)

Capsizing

• Tug George H Ledcor • North Arm of Fraser River • August 2018 (M18P0230)

Sinking

• Fishing vessel Western Commander • Near Triple Island, April 2018 • One fatality (M18P0073)

Safety communications

Striking of dock

• Ro-ro cargo vessel Seaspan Swift • Tilbury Terminal, Fraser River, November 2017 • Major damage to vessel and ramp (M17P0400)

Engine room fire

• Container vessel MOL Prestige • Off Haida Gwaii, January 2018 • Five crew members injured (M18P0014)

Rescue boat davit failure

• Ferry Queen of Cumberland • Swartz Bay, April 2018 • Two crew members injured (M18P0087)

As part of its investigative work, the TSB issues a range of safety communications, including recommendations, concerns, safety advisories and letters, allowing stakeholders to take immediate action. Every two years since 2010, the TSB has also released a Watchlist of key safety issues that must be addressed to make Canada’s transportation system even safer. There are currently three issues on the Watchlist related to marine transportation: commercial fishing safety; safety management and oversight; and Transport Canada’s slow progress in addressing TSB recommendations.

Ongoing monitoring and outreach

Failure of safety critical equipment

• Passenger ro-ro ferry Spirit of Vancouver Island • Swartz Bay Terminal, June 2018 (M18P0144)

Once the investigations and reports are completed, the TSB continues to advance safety by monitoring the response to recommendations and the implementation of safety measures. It also promotes safety awareness and best practices through various outreach activities. TSB Marine investigators have held six outreach events in the Pacific region since January 2018.

Every transportation occurrence is a unique combination of causes and contributing factors — human, environmental, organizational, systemic, or mechanical.

The TSB continuously works to communicate the safety risks to those persons and organizations that are best able to effect change and take action towards improving safety.

Glenn Budden, formerly from the fishing industry, has been a Senior Marine Investigator at the Transportation Safety Board of Canada since 2008.

November 2018 — BC Shipping News — 51

SUBMERSIBLES Matching dreams with innovation

A B.C.-built manned submarine success

By Cam Cathcart

F

or a young Alberta construction and real estate entrepreneur hit by the 2008 recession, it was a eureka moment while vacationing in the Caribbean. Looking for a pathway ahead, Harvey Flemming took an underwater trip on a mini submarine. Upon surfacing an hour later, the idea for Aquatica was set in motion.

Fast forward to 2013 and the concept for the Stingray 500 was underway.

Flemming teamed up with naval architect Gary Hancock, and after researching the manned submersible industry, a prototype was designed and development began.

The next step was to begin building and the obvious place to do so was Vancouver.

The Stingray 500 manned submersible.

52 — BC Shipping News — November 2018

“...our operational excellence is the foundation of each dive by taking advantage of new, innovative technologies to help lower the barriers to safe, productive marine exploration.”

With a small team, construction began in 2015 in rented space at Thunderbird Marina in West Vancouver. Sea trials began a year later and in the fall of 2016 the submarine was ready for a robust, day-long certification process conducted

by Det Norske Veritas-GL of Houston, Texas. Aquatica got the green light and the Stingray 500 manned submarine became operational soon after.

There’s no question the manned submarine industry is highly competitive

and to survive internationally, a Canadian manufacturer must find a niche that will be sustainable. After 150 underwater missions on the B.C. coast, Harvey Flemming is confident that Aquatica has found it, adding “our operational excellence is the foundation of each dive by taking advantage of new, innovative technologies to help lower the barriers to safe, productive marine exploration.”

Flemming contends the ‘eyes-on’ approach offered by the Stingray 500 is a

SUBMERSIBLES Photo: CNW Group/Aquatica Submarines

huge advantage over remotely controlled submersibles. TV producers used it to dive on the former HMCS Annapolis, showing close-ups of rapidly growing bio accumulations on the artificial reef off Gambier Island. Another was the lengthy but successful tracking of the elusive six-gill shark in Howe Sound, the first sighting of this shark in years.

However, the most satisfying scientific expedition on the B.C. coast for Aquatica’s submarine was the large, glass sponge reef found at the mouth of Howe Sound at a depth of 300 feet (91m). As a result, in November 2017, Fisheries and Oceans Canada declared this unique ecosystem a permanently protected area from further prawn, crab or bottom fishing. Exploration of the glass sponge mirrors Flemming’s desire for increased scientific research.

Exploring the glass sponge bed in 2017 sparked plans for the next big mission for Aquatica: a major expedition later this year led by the Stingray 500 to the bottom of the famous Blue Hole, a giant marine sinkhole off the coast of Belize. Aquatica will team up with Sir Richard Branson of Ocean Unite group, conservationist Fabien Cousteau (grandson of Jacques Cousteau), and a submarine from the Roatan Institute of Deep-Sea Exploration (RIDE).

Aquatica’s manufacturing has now shifted to the North Vancouver waterfront

The Aquatica Team (from left to right): Gary Hancock, Peter Gross, Harvey Flemming, Jonathan Fether, Will McNea, Crosland Seville and Michel Harvey. where construction will begin soon on the S3, an updated version of the Stingray 500 and capable of 1,000-foot (305m) depths, while plans are finalized for two more submarines — the S5, aimed at the tourism market, and the SX, built to dive to an astounding depth of 3,300 feet (1,005m).

Once built and ready for sea trials certification of these subs will be handled by Lloyd’s Register.

Support for the Stingray 500 and the future Aquatica submarine fleet for dive missions off the B.C. coast will be provided by the Seahorse, a purpose-built, 50-foot aluminum catamaran built by JR Marine in Saanich, B.C.

Aquatica’s founder and CEO Harvey Flemming is convinced that his locally designed and built manned submarines with safe functionality are ideally suited for British Columbia’s offshore commercial industries; underwater inspections; research and scientific expeditions; and TV production and tourism.

Flemming is a determined B.C. entrepreneur who is matching his passion, and survival, on innovative manned submarines — so far, successfully.

The Seahorse Supporting the Stingray 500 for work off the B.C. coast is the purpose-built, 50-foot aluminum catamaran build by JR Marine in Saanich, B.C. The vessel has a range of 400 nautical miles and a cruising speed of 20 knots. It has a 15,000-pound payload capacity and room for four crew and up to eight passengers.

The Stingray 500 was used to help researchers reach the glass sponge reef at the mouth of Howe Sound, 300 feet (91m) below the surface.

November 2018 — BC Shipping News — 53

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