MSV Nordica Part II: Modern ice navigation
Safety: What we talk about when we talk about ferry safety
Ferries: Modern trends in the ferry industry
BC SHIPPING Commercial Marine News for Canada’s West Coast.
Volume 7 Issue 8
www.bcshippingnews.com
NEWS October 2017
Industry Insight
Steve Roth: The revitalization of Seaspan Ferries
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Contents
NEWS
October 2017 Volume 7 Issue 8
Cover Stories
23
7
Editor’s note
8
In brief
12
By Jane McIvor
Industry traffic and news briefs
12 Industry insight
The revitalization of Seaspan Ferries Steve Roth, President, Seaspan Ferries Corporation Blessed with a committed employer, great employees and a pretty good budget, Roth can’t hide his enthusiasm when it comes to talking about work.
18 History lesson
The Old Ship of Zion St. Paul’s Naval Church By Lea Edgar
39 Women in shipping BC Ferries Bridging the gender gap By Amanda Schuldt
42 Ports & terminals
Fairview Terminal expansion signals a new era for Prince Rupert
20 Ferries
Modern trends in the ferry industry By Captain Stephen Brown
23 BC Ferries
New CEO continues reinvestment in assets, infrastructure and people
45 Terminals
Ray-Mont Logistics Prince Rupert facility highlights growth of company
47 Legal affairs
Bullying and harassment An albatross around everyone’s neck. By Anne Amos-Stewart
28 Ferries
49 Arctic shipping
30 Ferry safety
52 Historical ferries
Lady Rose Marine Barkley Sound eagerly awaits new car service ferry
What we talk about when we talk about ferry safety By Jeffrey Smith
33 Technology
Jastram Technologies announces new lighting partners
35 Interferry
MSV Nordica Part II Modern ice navigation By Captain Duke Snider
John Kung: 50 years with Princess Ships By Judy Thompson
28
Strength from unity defines Interferry mission By Mike Corrigan
12
37 Women in shipping
Robert Allan Ltd. Women shareholders by design
On the cover: BC Ferries’ Salish Raven (photo: Robert Etchell); above: Seaspan Swift (photo: Seaspan and Cayden Scot Media) / BC Ferries’ Salish Eagle (photo: BC Ferries); right: The MV Frances Barkley (photo: BC Shipping News); left: Steve Roth. October 2017 — BC Shipping News — 5
JONES MARINE GROUP LTD. General Marine Towing and Ship Berthing
October 2017 Volume 7/Issue 8
Publisher McIvor Communications Inc. President & Editor Jane McIvor
Photo: Dave Roels
Contributing Writers Anne Amos-Stewart Captain Stephen Brown Mike Corrigan Lea Edgar Jane McIvor Steve Roth Amanda Schuldt Jeffrey Smith Captain Duke Snider Judy Thompson Editorial Assistant Amanda Schuldt
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Contents copyrighted 2017 McIvor Communications Inc. 300 - 1275 West 6th Avenue, Vancouver, British Columbia Canada V6H 1A6 Phone: 604-893-8800/Fax: 604-708-1920 E-mail: contact@bcshippingnews.com Unmatched in performance, comfort and fuel economy, Volvo Penta IPS is a revolution in the marine world. It is the new choice for planing commercial craft. • Unsurpassed manoeuvrability – now even better with the optional joystick function. • Clean engines and integrated exhausts for minimal emissions without smoke.
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The opinions expressed by contributing writers are not necessarily those of the Publisher. No part of this magazine may be reproduced in any form without written permission of the publisher.
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EDITOR’S NOTE Photo: Dave Roels
The importance of ferries
G
lobally, the ferry industry moves about 2.1 billion passengers, 250 million vehicles and 32 million trailers (thanks for the stats, Interferry!). Interferry also estimates that there are approximately 1,300 ferries over 1,000 gross tons, thousands of smaller ferries and about 1,800 fast ferries (with speeds of at least 25 knots). According to the Canadian Ferry Association, over 55 million passengers and more than 19 million vehicles (2015 numbers) are moved by their Canadian members on almost 260 vessels. In British Columbia, BC Ferries alone carried 21 million passengers and 8.3 million vehicles in the 2016/2017 fiscal year with 36 vessels.
While the numbers of passengers and vehicles — staggering in their own right — tell the story of a critical link for people travelling between mainlands, islands and in-land waterways, the millions more who depend on the goods that are shuttled back and forth deepens the significance of ferry systems. Taking just one example — Seaspan Ferries Corporation — over $20 billion worth of goods are moved between Vancouver Island and the Lower Mainland each year. Add in the thousands employed by ferries (more than 9,000 in Canada, according to the Canadian Ferry Association) and the millions in wages (and taxes); then add in the investments in vessels
and terminals. These are the stats that caught my eye: BC Ferries alone has spent $2.1 billion over the last decade and plans to spend another $3 billion in the next decade to follow; Seaspan Ferries Corporation has a budget of $250 million for upgrades to both vessels and terminals; Canadian ferry operaters overall spent almost $1.6 billion in one year (2014) to renew or replace existing fleets. Ferries might represent a way of life for millions of travellers but it is within the maritime sector — shipyards, manufacturers, naval architects, class, etc. — where ferries represent the lifeblood of an industry. — Jane McIvor
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www.npa.ca October 2017 — BC Shipping News — 7
INDUSTRY TRAFFIC
Port President & CEO announces retirement after visionary 25-year tenure
P
rince Rupert Port Authority President and CEO Don Krusel has announced his retirement from the Port after leading the organization for 25 years. Mr. Krusel joined the organization in 1987 as its Chief Financial Officer, and has served as President and CEO since 1992. His retirement caps a remarkable career in which he led the Port through a transition from a small resource port to become a diversified gateway for North American trade. “I am proud of the tremendous accomplishments and growth that have taken place at the port and community of Prince Rupert over the last decade. With the completion of the recent expansion project to make Fairview Container Terminal the second largest terminal in Canada, and the Port well positioned for another decade of exceptional growth, it is an appropriate moment to announce my retirement from the Port and pass the leadership to a new generation,” said Mr. Krusel. PRPA’s Board Chair Bud Smith attributed the Port’s current success to
Mr. Krusel’s vision of Prince Rupert’s global potential. “Don saw the need for an innovative gateway model that could benefit trade between Canada and Asia, and he led the way in sharing his vision about how Prince Rupert could accomplish that,” said Mr. Smith. “We are truly grateful for his leadership, and I know the board, employees and the community join me in wishing Don every success in his future.” Mr. Smith said PRPA’s partners, stakeholders and customers will be well served in the transition to a new CEO. “Don leaves the port authority in excellent hands with the leadership team and the organization he has built over the last quarter century.” PRPA’s Chief Financial Officer Joe Rektor will be assuming the role of interim President and CEO, effective immediately. There will be a search for Mr. Krusel’s replacement. During Mr. Krusel’s tenure, his tenacity was instrumental in overseeing the conversion of Fairview Terminal from a forest and agri-products facility to
the fastest growing container terminal in North America. Under his leadership, a number of foundational port projects have been completed, including the development of the Northland Cruise Terminal, Westview Wood Pellet Export Terminal, Ridley Island Road Rail Utility Corridor, Ridley Island project cargo facility, and Fairview Container Terminal conversion and recent expansion. Throughout his leadership, Mr. Krusel has been an advocate for enhancing the social well-being of the communities of northwest British Columbia through initiatives that include the Port of Prince Rupert Community Investment Fund and the implementation of several landmark First Nations’ accommodation agreements. He has also been an active and valued participant on many boards dedicated to the sustainable development of the Canadian maritime sector, including Green Marine, Ocean Networks Canada, the Western Transportation Advisory Council and the Association of Canadian Port Authorities.
BC SHIPPING NEWS
In the next issue:
Coast Guard, Navy, SAR & spill response Contact jane@bcshippingnews.com for advertising information. 8 — BC Shipping News — October 2017
NEWS BRIEFS
CMP appoints new COO
BNAC welcomes Jim Kelly
anada Metal (Pacific) Ltd. has announced that Gerald Dyck has joined the firm to further enhance their growing portfolio of manufacturing facilities. Gerald brings his 25 years of senior-level manufacturing management experience in operations, engineering, business development, offshore manufacturing and multicultural leadership to the CMP group of companies. A motivated PEng achiever with a proven and consistent track record of successful production improvement programs, Gerald will be taking charge of CMP’s North American, Chinese and European Production, Supply-chain, Quality and Engineering operations. “I am excited to start a new challenge within CMP,” said Gerald, “and look forward to working with the team to further develop their already extensive production and engineering capabilities.” John Mitchell, President of CMP, said: “Gerald’s wealth of experience and industry knowledge has already made him a key addition to the CMP family. Our recent growth and increasing demands from our customers led us to look for an addition to our team who will fit in with our ethos of innovation and exceptional service, and it is very fortunate that we were able to find someone of Gerald’s calibre to fulfill this role. ”
NAC Environmental Solutions Inc. has announced the appointment of Jim Kelly as Business Development Manager. “We are very pleased to have Jim join us,” said BNAC Canada President Chris Richardson. “His experience and knowledge of the B.C. marine industry will be a significant asset for us.” Since 1980, Jim has worked with a variety of international marine services companies, such as Unitor Ships Services (now Wilhelmsen) and Nalfleet as well as his own consulting group — TSS Management Group — which he operated between 2003 and 2007. Under TSS, Jim worked with many international ship owners and operators as well as industrial companies based in England, the United States and Canada. Jim’s most recent position was with Wärtsilä, from which he retired in August 2016. “I enjoyed retirement for a few months,” Jim said, “but when BNAC approached me to discuss a parttime position, I was impressed by the Panolin product and felt is was something I would be proud to represent.” Working with the BNAC team, Jim will focus on promoting the Hydraulic Line: Panolin, and BNAC’s environmental products and services to all of the marine operators here in British Columbia.
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INDUSTRY TRAFFIC
In memoriam BURRILL Cyril (Cy) Edward, Master Mariner April 7, 1925 - August 28, 2017 Cy’s maritime career started with the British Merchant Navy during the Second World War at the age of 17. After the war, he was assigned to a tramp steamer in the waters off the West African coast and then joined a Cable Ship in the Mediterranean Sea. In 1949, he met his wife Mary Silvia whom he wed in December 1952 before moving to Canada. Cy joined the first cargo grain ship on the Great Lakes before joining a Canadian Hydrographic Survey ship which charted the Arctic waters. He then became a Marine Examiner/Port Warden, then on to Vancouver as Captain of the Canadian Coast Guard vessel Sir Alexander Mackenzie. His last position before retiring in 1982 was as Regional Manager of the Canadian Coast
Guard Ship Safety Division in Vancouver. Cy returned to work for the Council of Marine Carriers before retiring again in 1989. Cy is survived by his three children, son Dean (Danielle), daughter Anila (Brian) and daughter Santha; six grandchildren, Eric (Whitney), Elyse, Rhéal (Breanna), Kellen, Mark, Paul; and many loving nieces and nephews.
JARRETT Anthony (Tony) Tony died peacefully on August 23, 2017, at the age of 87, surrounded by family and life-long friend Hugh. Survived by his dear wife Ruth; children Kirsti (Roy), Ingrid, Roland (Emma) and Lisa (Terry); grandchildren Dylan, Sean, Emma, Amy, Hanna, Kari, Megan, Liam, Freya and Elliot; brother Michael (Rae); and sister Mary (Colin).
We will all miss Tony’s generosity of spirit, his optimism, his curiosity and zest for life and his wisdom. He loved the outdoors, sailing, skiing, bird watching, music, travelling, playing bridge, fishing, reading and good conversations. He was our “handy guy” and could fix anything. As President and CEO of Fibreco for many years, Tony did much to develop the trade in woodchip exports from B.C. He also served well as a director of the BC Maritime Employers Association.
WEBBER W. Stanley December 10, 1941 - August 22, 2017
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With profound sadness we announce the passing of our beloved Stan. Left to mourn are his cherished wife, Dawn, his three children, Kelly Storms (Andrew), Stephen (Eyrely) and Sullivan (Soleil); his sisters, Sandra Dumont and Joan Weston; his adored grandchildren (Liam, Taya, Koen, Zef and Mason) plus nieces, nephews and good friends near and far. Stan grew up in Vancouver, attended Magee, was a proud Fiji at UBC, and a longtime member of the Arbutus Club where he enjoyed his favourite sport of squash. On a nice day, Stan could be seen driving his prized 1961 Austin Healey. He was a respected and devoted port agent in the shipping and cruise industry. ‘Stan the Man’ had a way of making everyone’s life seem brighter when he was around. Stan and Dawn moved to Palm Springs for their retirement where he spent his final days with the love of his life. His loss is immeasurable but he leaves many special memories.
306 - 1208 Wharf Street Victoria BC V8W 3B9 Tel: 250-384-1653 Fax: 250-382-3231 Email: kingbros@kibro.com
On behalf of BC Shipping News, we offer our sincerest condolences to all family and friends of Cy, Tony and Stan.
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INDUSTRY INSIGHT
The revitalization of Seaspan Ferries Steve Roth
President, Seaspan Ferries Corporation
W
ith a new terminal, two new LNG ferries and the start of an RFP process for up to two or three more, 2017 has been a busy year for Steve Roth, President – Seaspan Ferries Corporation (SFC). Thanks to a $250-million commitment from the Washington family, Roth, promoted to President in March of this year, is overseeing some exciting times at the ferry company whose roots can be traced back to the early 1800s. Blessed with a committed employer, great employees and a pretty good budget to modernize terminals and build new vessels, Roth can’t hide his enthusiasm when it comes to talking about work. BCSN: Let’s start with a brief overview of your career. SR: I spent 15 years as a University Men’s Basketball Coach after obtaining my Bachelor degrees in Commerce and Physical Education. I knew it wasn’t a forever job so I got my MBA and joined a firm called RLG International which focused on executive coaching and performance improvement consulting. It was through this job that I was introduced to Seaspan who offered me a position in the spring of 2005. Before moving over to Seaspan Ferries, I was Vice President, Business Development for four years. BCSN: What prompted the move to the ferry business? 12 — BC Shipping News — October 2017
Photo: BC Shipping News
Blessed with a committed employer, great employees and a pretty good budget ... Roth can’t hide his enthusiasm when it comes to talking about work. SR: I was involved with the merger and acquisition work for the Van Isle Barge purchase in 2011. So, given my knowledge of the operations I learned through the process, I was asked if I was interested in taking on the position of Vice President. BCSN: What are the current assets and operations of SFC? SR: First, our best asset — our staff: we have 175 people split between onshore workers and mariners. We have seven vessels, including the two LNG ferries that we brought into the fleet this year, two diesel ferries and three articulated tug and barges, one of which is leased (with Sea-Link Marine). Shoreside, we have four terminals — Tilbury and Surrey in the Lower Mainland, and Swartz Bay and Duke Point on the Island. We carry out over 5,000 crossings per year and estimate that we move in the neighbourhood of $20 billion worth of goods back and forth from the Island. BC Ferries and Seaspan are the two largest players in moving containerized cargo. Seaspan has just over 50 per cent of that business. There is also DP World
Nanaimo which has a small piece of the market but they’re a lift-on/lift-off operation whereas we are RO-RO. The main difference between Seaspan and BC Ferries is that we don’t take the tractor and driver, just the container. There are a few exceptions — dangerous goods, for example, can’t go on BC Ferries so we’ll take the driver and the tractor in those cases but it’s not a typical practice. BCSN: Do you keep track of the type of cargo? SR: For the most part, no, with the exception of dangerous goods. They require additional procedures for manifests and safely positioning the trailer on the deck as well as making sure the crew know about it. Otherwise, almost everything is containerized and as long as it’s not considered a dangerous good, it doesn’t impact on our operations. For non-containerized goods, we do take some heavy equipment, new autos for dealerships and the repositioning of rental cars. BCSN: Are there any trends in growth? SR: Our growth is very comparable to the growth being seen on Vancouver
Island — about two to three per cent per year. Consolidating Wellcox with Duke Point Terminal was a positive move in that regard. With access right off the Island Highway, it has meant less commercial traffic through downtown Nanaimo. It has also allowed the City of Nanaimo to work on their waterfront development program. BCSN: Could you describe the work done to upgrade Duke Point terminal? SR: I’ll provide some context first. Originally, Seaspan owned terminals on Tilbury Island, Swartz Bay and Wellcox in Nanaimo. When we acquired Van Isle Barge, we gained terminals in Surrey and Duke Point. Our recent redevelopment of Duke Point, which officially opened in June, 2017, allowed us to consolidate the two Nanaimo terminals and close Wellcox. The Duke Point Terminal is an 18-acre, multi-berth facility that can accommodate 360 trailers. It has an overflow lot and includes state-of-the-art hydraulic, dynamic-suspended ramps. It took about 19 months to complete at a cost of about $44 million.
Steve stands with Jerry Hong, Councillor, City of Nanaimo; Frank Butzelaar, CEO, Seaspan ULC; and Chris Good, Hereditary Chief, Snuneymuxw First Nations at the official opening of the Duke Point Terminal in June, 2017.
BCSN: Is this all part of the $250-million investment mentioned earlier? SR: That’s right. This was just the latest initiative following the delivery of the Seaspan Reliant and the Seaspan Swift LNG-fuelled vessels earlier this year. The investment was for both terminal upgrades and fleet modernization. The
next project is to build two or three more LNG vessels, similar to the Swift and Reliant and we’ve just started the RFP process. The goal will be to have them in service by 2019/2020. As an employee, this kind of investment really shows the Washington family’s commitment to the commercial
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INDUSTRY INSIGHT
In June, 2017, Steve accepted an award from the BC Trucking Association which recognized a 30-year alliance with Seaspan Ferries Corporation.
ferry business here in B.C. and their belief in its growth. It shows we’re here for the long term. BCSN: Let’s look at the fleet more closely now. Could you describe the build process and some of the features of the new vessels? SR: Sure. The Seaspan Swift was delivered in December 2016 and the Reliant followed in February this year. They were designed by Vard Marine, classed by Bureau Veritas and built at the Sedef Shipyard in Istanbul, Turkey; are 148.9 metres in length with a beam of 26 metres; and have a capacity of up to 59 53-foot trailers.
14 — BC Shipping News — October 2017
When we initially started the build process, we were considering articulated tug and barges rather than ferries but the challenge with that is trying to fit the LNG tank on the tug — it would have meant having the tank on the deck of the barge which would take away some capacity. So when we looked at the economics, it just made sense to build ferries. There’s plenty of room. We use LNG as the primary fuel, diesel for our pilot fuel, and ion-lithium batteries for back up. It’s a fairly complex integration of technology. Harley Penner, our Superintendent, New Vessel Maintenance and Engineering, worked closely with FortisBC and BC Ferries to develop the protocol for on-deck bunkering which had not been done anywhere in the world. BC Ferries uses the same process for the Salish Class — the main difference between us is that we don’t have an enclosed deck so that simplifies things for us. BCSN: What about the process of integrating them into the fleet? SR: There have been some interesting challenges. When we took delivery of the Swift, we were advised to be patient — the teething process would be about six to nine months. We were more optimistic and estimated a timeframe closer to two months but the advice we received was pretty accurate. Even before the vessels arrived we were running simulations that we developed with the BCIT Marine Campus and were working on retrofitting the terminals. That was a bit tricky because the new vessels are longer and wider so the centre line is different. We’re still working through some of those issues.
INDUSTRY INSIGHT When the Swift got here, we spent the first two months on familiarization training with our mariners. Even now that they’re in service, the training is continuous. I have to give a lot of credit to our mariners — we’ve asked a lot of them over the last six months — not only to continue sailing the vessels we have and keep the schedule of regular sailings but also to train on the new vessels as well as learn about the properties and safety practices for handling LNG. There are a lot of misconceptions about LNG and dispelling rumours takes time. Our mariners have been very receptive to learning about the new technology and going through LNG safety training and understanding the properties of LNG. BCSN: Could you compare the costs between LNG vessels and traditional diesel vessels? SR: First, LNG as a fuel costs less than diesel however you need to use more to get the right level of energy. So costs are mitigated a bit overall but the big benefit is that they’re much more environmentally friendly. It is convenient having the FortisBC LNG plant next door as well.
With the introduction of two or three additional LNG vessels by 2019/2020, we’ll pretty much have our entire fleet replaced. In terms of costs to build, there is a premium to pay for three fuel sources (batteries, diesel and LNG) but you gain in reduced operating and maintenance costs. For example, rather than have a back-up engine that requires maintenance, fuel, etc., we have the batteries which, once they’re in place, cost very little. The price goes down as the efficiency goes up. I suspect that in our next phase of vessels, there will be even more reliance on batteries. The diesel is only used as a pilot fuel but with all three energy sources on board, we have a lot of flexibility and redundancy. BCSN: Have you retired any of the other vessels in the fleet now that you have the new ones? SR: We’ve retired the Carrier Princess after 44 years of service. The Seaspan Greg has also been taken out of service but is still available for spot work or short-term vessel replacement. She has a capacity for
26 trailers compared to 59 for the new ones so it’s quite a difference. With the introduction of two or three additional LNG vessels by 2019/2020, we’ll pretty much have our entire fleet replaced. BCSN: You mentioned earlier that part of your motivation for the new vessels was its lower impact on the environment. Are there other initiatives that you’ve undertaken in that regard? SR: All of our employees — but especially the mariners — have a tremendous appreciation and respect for the water and the environment. They have a real desire to keep it clean and I applaud all of them for the importance they put on it. In addition to being fully ISO and HSEQ certified which provides assurances that we’re operating with best practices on things like quality management and the environment, we’re working with UBC researchers on the ECHO (Enhancing Cetacean Habitat
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INDUSTRY INSIGHT and Observation) Program. They’re using our vessels to go over sound monitors at different speeds. It’s a great program and we’re pleased to be a part of it. We also continually conduct safety and spill response drills — both tabletop exercises and simulated spill response field practices (so putting out boom, getting the rescue boats off the vessels, etc.). I like to think that our priority on safety and our regular training in these areas provide a greater awareness of best practices and mitigate risks to staff safety or environmental incidents. BCSN: Looking at the future — beyond the new vessels planned for 2020 — are there any plans to redevelop any of the other terminals or expand operations — for example, to new locations? SR: We’re always looking for new opportunities, new lines of business or new ports but the challenge is to ensure there’s enough critical mass for it to make financial sense. You need enough demand for a daily service, even three or four sailings per day — it wouldn’t make a lot of sense otherwise. For now, we’re focused on the current fleet and terminals — we have the new vessels, the new Duke Point Terminal and we’re getting ready for the construction of two or three more vessels. That’s keeping us busy. BCSN
About Steve Roth
S
teve joined Seaspan in March 2005 as Vice President, Fleet Logistics and was appointed Vice President, Business Development in 2008. In early 2012, Steve was promoted to Vice President, Seaspan Ferries Corporation (SFC) and in March 2017 he was appointed President. He obtained Bachelor’s degrees in Commerce and Physical Education from the University of Alberta and an MBA from the University of Saskatchewan. Steve brings over 15 years’ experience in the private sector with transportation and service companies and as a Project Manager with an international consulting firm focusing on performance improvement and executive coaching. He also spent 15 years as a University Men’s Basketball Coach. As President of Seaspan Ferries, Steve continues to have primary accountability for the overall performance of the company, including the management of day-to-day operations. He is also responsible for the short and long-term strategic planning processes, including setting and fulfilling revenue and profitability targets and maintaining relationships with all stakeholders. He will also ensure that customer service expectations are met or exceeded while overseeing the safe operation of SFC’s vessels, its terminals and people. In addition, Steve is a member of Seaspan’s Executive Leadership Team and will participate in establishing Seaspan’s overall strategy and direction. Steve lives in Port Coquitlam with his wife Melanie and has two sons, Alex and Mack. 16 — BC Shipping News — October 2017
About Seaspan Ferries Corporation
T
he roots of Seaspan Ferries Corporation can be traced back to the early 1800s when water service on the Pacific Coast was first provided by the Hudson’s Bay schooner Cadboro, in 1827, followed by the company’s paddle-wheel steamer, the Beaver. The Hudson’s Bay Company continued to exclusively operate the necessary coastal services until around 1877 when Captain John Irving entered the industry with a regularly scheduled service between Victoria and New Westminster by the Pioneer Line (founded by his father William, in 1862). In 1883, the fleets of both the Pioneer Line and the Hudson’s Bay Company were consolidated to form the Canadian Pacific Navigation Company (CPN) and in 1901, CPR purchased a controlling interest in the CPN. The formal transfer took place, in 1903. As a result, the BC Coast Steamship Service (BCCSS) was formed. The evolution of BCCSS — in part driven by the creation of a government ferry system in the late 1950s — culminated with the advent of self-propelled, roll on, roll off vessels that were faster and more efficient. In the initial stages, BCCSS chartered ships to replace their transfer barges, but eventually purchased its own self-propelled ship, a converted US Navy LST renamed Trailer Princess. Although BCCSS remained a legal name, a new identity, Coastal Marine Operations (CMO), was created. In 1995, CMO’s operations moved from their Coal Harbour location in the Burrard Inlet to a state-of-the-art facility at Tilbury Island in Delta, B.C. The Washington family purchased CMO in November, 1998, and renamed it Seaspan Coastal Intermodal Company (SCIC). In 2011, the company went through a rebranding and is now called Seaspan Ferries Corporation. On December 9, 2011, Seaspan Ferries Corporation (SFC) acquired the business of Van Isle Barge Services Ltd. (VIB). This included the acquisition of three barges and the operating rights to their two terminals in Surrey and Duke Point, as well as a charter party agreement with Sea-Link Marine Services Ltd. to provide pusher tug services. Under the larger umbrella of Seaspan ULC, Seaspan Ferries is joined by Seaspan Marine, Marine Petrobulk, Vancouver Drydock, Vancouver Shipyards and Victoria Shipyards.
For more information: www.seaspan.com/seaspan-ferries
INDUSTRY INSIGHT The Seaspan Ferries’ fleet
Seaspan Swift and Seaspan Reliant • Type: RO-RO • Hull: 148.9 x 26 x 7 metres • Capacity: 59 trailers • Built: 2016 • Builder: Sedef Shipyard in Istanbul, Turkey • Designer: Vard Marine • Class: Bureau Veritas • Propulsion/engines: LNG/diesel-electric, Wärtsilä 9L34DF EPA; Corvus AT6500 Lithium Polymer batteries (84) • Thrusters: 2 x 550kW Schottel SST 1
Princess Superior • Type: RO-RO • Hull: 113.3 x 20.1 x 7.3 metres • Capacity: 38 trailers • Built: 1974 (by Burrard Drydock) • Propulsion/engines: Twin screw / diesel
Seaspan Challenger Tug / Coastal Spirit • Type: Tug / (& Barge) • Hull: 37.37 x 9.75 x 5.58 (133.63 x 25 x 5.5 metres) • Capacity: 48 trailers • Built: 1970 by Star Shipyard (Jinlin Shipyard) • Propulsion/eng.: Single screw / diesel
Seaspan Greg • Type: RO-RO • Hull: 92.6 x 17.1 x 5.5 metres • Capacity: 26 trailers • Built: 1964 (by Allied Shipbuilders) • Designer: Robert Allan Ltd. • Propulsion/engines: Twin screw / diesel
• Type: Tugs / (& Barges) • Hull: 153.6 x 23.1 x 6.1 metres • Capacity: 44 trailers • Built: 1973 / 1976 • Builders: Marinette Marine / Bethlehem Steel • Propulsion/engines: Single screw / diesel
Sea Link Pusher Tug / Van Isle Link
Arctic Hooper Tug / Fraser Link October 2017 — BC Shipping News — 17
HISTORY LESSON The Old Ship of Zion
St. Paul’s Naval Church Photo: Dave Roels
By Lea Edgar Librarian & Archivist, Vancouver Maritime Museum
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squimalt is awash in naval history. Its story reaches back thousands of years with the local First Nations people, followed by the Spanish explorers and later, the Hudson’s Bay Company. The Royal Navy established a presence in Esquimalt in 1854. During the Crimean War, the Admiralty asked Governor James Douglas to build three hospital huts on Duntz Head to potentially treat the wounded. And where there is Royal Navy, there must be Anglican church services. The first services were held in the hospital huts, but Royal Navy Chaplains would also board the ships themselves. In 1858, a small village school was built at the foot of Signal Hill and church services were moved there. By 1865, Valparaiso, Chile was replaced by Esquimalt as the Headquarters for the Royal Navy in the Pacific, often referred to as the Pacific Station. The small schoolhouse soon proved unsatisfactory for religious services, and the Royal Navy assisted with building a dedicated church. The building was completed in 1866 and was first called St. Paul’s Naval Church. The church has had many names over the years: St. Paul’s Naval and Garrison Church, Church of the Bluejackets, and the Admiralty Church. Currently, its official name is St. Peter and St. Paul’s Anglican Church. It was the fourth Anglican church built on Vancouver Island. In 1904, the church was moved to its current location on Esquimalt Road. The move was due to damage sustained to the stained-glass windows from the guns at the naval base as well as the Government wishing to put the land to other use. St. Paul’s was not just simply another Anglican parish, but a dedicated Naval church. Consequently, various maritime themes and objects exist in this unique house of worship. One of the first objects one will observe in the building 18 — BC Shipping News — October 2017
St. Paul’s was not just simply another Anglican parish, but a dedicated Naval church. Consequently, various maritime themes and objects exist... is a lifebuoy, or life preserver, from the HMS Condor. Built in 1898, the Condor was an iron 980-ton barquentine-rigged steam sloop. She left Esquimalt bound for Honolulu on December 2, 1901, and was never heard from again. It was thought that as Condor headed out past Cape Flattery she encountered a gale and sank. When the vessel failed to arrive in Hawaii, search parties were sent out but no remains of the 104 victims or signs of wreckage were ever found. All that survived were booms, gratings, a signal locker, a rim of a sailor’s cap, and an empty dinghy found washed up on the west coast of Vancouver Island. A lid thought to be from a provision box washed ashore with the rim of the cap.
Lifebuoy and memorial plaque dedicated to the crew of the HMS Condor.
A few more objects were found, but it could not be confirmed that they were from the Condor. The lifebuoy hanging solemnly in St. Paul’s was said to have washed ashore near Ucluelet. Although no records appear to have been preserved detailing whether the lifebuoy is authentic, it still acts as a poignant memorial for those lives lost tragically and mysteriously aboard the HMS Condor. Lining the walls of the church are numerous memorials for members of the Royal Navy and Royal Canadian Navy. One example is dedicated to Rear Admiral Walter Hose, known as the “Father of the Royal Canadian Navy” and the man who brought the HMCS Rainbow to Esquimalt in 1911. Many of the memorials also demonstrate the numerous lives lost at sea. One such plaque is dedicated to Lieutenant Gerald A. Heyman and seven other members of the HMS Satellite who sadly drowned on September 4, 1896, in Dutch Harbor, Unalaska. There are many heartfelt examples of such tablets representing just a small sample of those who perished in local waters. Another striking feature of the church is its collection of flags. Some notable examples are the King’s Colour presented by King George VI at Beacon Hill Park when he and Queen Elizabeth visited Victoria in 1939, the white ensign that was on board HMCS Vancouver before she was paid off, and the last red ensign to fly at the Work Point Barracks. Many of these traditional British flags were laid up in the church after the introduction of the Canadian flag in the 1960s. There are two rather enigmatic maritime objects also included in the church. One is the ship model hanging beside
VANCOUVER MARITIME MUSEUM the collection of flags. The vessel is unnamed and the church could provide no information as to its provenance. The other is mentioned only in a framed letter mounted on the wall which references the ship’s bell from the Star of England. The bell’s whereabouts is now a mystery. Perhaps the most striking nautical feature of St. Paul’s is the Naval Centennial Memorial Window, installed in 2010 to coincide with the 100th anniversary of Canada’s Naval Service. Rear-Admiral Bill Hughes first proposed the idea in 2007 and more than 400 donations allowed the vision to come to life. The anchor above the window is thought to be original to the 1866 construction of the church. Below the historical anchor are many naval symbols featured in four panels. For example, names of sunken naval vessels during both World Wars are featured in white on the blue background. Small red jewels represent those who lost their lives on sunken ships. Symbols, badges, and emblems signifying various naval units and other maritime themes dominate the windows. Such a poignant display truly ties together the whole naval theme of the
The Centennial Window with flags and memorial plaques adorning the walls of the church.
church. It will act as a constant reminder for parishioners for years to come that St. Paul’s is indeed a church dedicated to the Royal Canadian Navy.
Lea Edgar started her position as Librarian and Archivist for the Vancouver Maritime Museum in 2013. She can be contacted at archives@vanmaritime.com.
John M. Horton, Marine Artist Paintings and limited edition prints for corporate offices, retirement gifts and marine art collections
SYLTE SHIPYARD LTD.
“Into First Narrows”
This specially commissioned piece shows the “Sea Reliance,” owned by Crowley Marine Services of San Francisco, entering Vancouver Harbour very early on a summer morning. I had to get there earlier! Boarding a Seaspan tug, I fortunately captured the stern to show the strength of this powerful tug.
For special commissions:
www.johnhorton.ca (604) 943-4399 / john@johnhorton.ca
Photo: BC Shipping News
20076 WHARF STREET MAPLE RIDGE, B.C. V2X 1A1
PH. (604)465-5525 FAX: (604)465-3060 EMAIL: sylte@telus.net
October 2017 — BC Shipping News — 19
FERRIES
Modern trends in the ferry industry By Captain Stephen Brown West Pacific Marine
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Given the size of vessels being operated, large parts of today’s global ferry industry seek to emulate the onboard experience of a cruise ship... industry to aggressively compete for market share. The demise of the cross-channel ferry industry was also predicted with the opening of the Channel Tunnel in 1994. Eurostar and Eurotunnel services are undeniably successful, having handled 21 million persons at a daily average of 57,000 in 2016, not to mention averaging 2.6 million cars and coaches along with almost 1.6 million trucks each year, making it by far the world leader in piggyback transport. Even so, the market continues to grow and ferry companies have rarely been stronger thanks to investments in providing a unique guest experience at amazingly competitive prices. When we speak of a unique guest experience, it goes further than the Viking Line weekend singles cruises between Stockholm and Helsinki. Rather it’s providing accommodation, food, drink, entertainment and relaxation to suit everyone’s pocket. A prime example is one of the latest ferries to operate in the Baltic Sea, the 2,800-passenger Megastar which operates on the busy run between
Photo: Pjotr Mahhonin/Wikipedia
hile it is striking to follow the continuing high level of innovation across the cruise industry as lines seek to differentiate themselves from the competition, it is no less interesting to note the extent to which the ferry industry is watching, learning and applying many of the lessons learned. Given the size of vessels being operated, large parts of today’s global ferry industry seek to emulate the onboard experience of a cruise ship combined with that of an airport departure lounge. Bars, restaurants and supermarkets — complete with trolleys — to help you transfer your duty-free purchases to your vehicle somewhere below deck. However, it has not been all plain sailing. The European ferry and short sea industry was truly in fear of being priced out of the market with the introduction of the Emission Control Areas in the Baltic and North Seas. The prospect of losing market share to the rail and trucking industries was very real based on several credible reports that were commissioned at the time. A saving grace has, of course, been the fall in oil prices for those who have not invested in Exhaust Gas Cleaning Systems (scrubbers), but also a determination by the
Talink’s LNG-fuelled Megastar provides a cruise ship-style experience. 20 — BC Shipping News — October 2017
Helsinki and Tallinn in Estonia. She is a GRT 49,000 tons, 27 knots, LNGpowered fast ferry offering previously unsurpassed standards of onboard service. Built at the Meyer Turku shipyard in Finland for US$260m, Megastar’s two x 300 m3 cryogenic LNG storage tanks are below deck, unlike the earlier standard bearer in LNG hybrid propulsion, Viking Line’s Viking Grace. In addition, the propulsion system is diesel-electric, meaning that instead of being mechanically coupled to the twin propeller shafts, the main engines form a power plant which produces electricity for all electrical needs ranging from propulsion motors to auxiliary systems and hotel functions. This allows starting and stopping engines depending on power demand and improves the fuel efficiency as the engines are able to run at their nominal power. Passengers on Megastar have the choice of three travel classes (Star, Comfort and Business), as well as two separate lounges, a sitting lounge and driver’s lounge for truck drivers. There are seven different restaurants and cafés on board, including a buffet, á la carte or casual fast food. She also offers numerous pubs and bars, a 2,800-square-metre Traveller Superstore and a children’s playground. For those wanting to combine the trip with business, there are two large conference rooms complete with televisions, flipcharts and Clickshare services to connect laptops to the TVs. Further south, the trades between continental Europe, the UK. and Ireland are serviced by a web of routes offered by rival ferry operators. It is therefore difficult to single out any particular operator or vessel but one that stands out right now is the French operator, Brittany Ferries, which recently announced an
FERRIES Photo: Artist’s rendition, Flensburger Schiffbau
Flensburger Schiffbau Shipyard is building a new supergreen ferry Honfleur for Brittany Ferries. Photo: Nordled
order awarded to Flensburger Schiffbau in Germany for a new super-green cross-Channel ferry to be named Honfleur to operate between Portsmouth in the U.K. and Caen in Normandy, France. The company is investing around US$230 million in the new ferry which, being powered by LNG, is already being touted as the most environmentally friendly vessel to operate on the English Channel when it enters service in June 2019. The LNG-electric propulsion system will use four engines to feed electric generators and two electric propulsion motors. The company’s investment in this system is designed to provide a quieter and more efficient form of power delivery with minimal vibration, meaning a more comfortable ride even at the intended service speed of 22 knots. The company is however keen to point out that they have invested some US$85 million in Exhaust Gas Cleaning Systems in six ferries over the past 18 months. A unique feature of Honfleur is that she will be the first passenger-carrying vessel anywhere to be equipped with onboard cranes that allow 40-foot LNG containers to be lifted into a fixed position. Designed to carry up to 1,680 passengers, 130 freight trailers or 550 cars and 64 trucks, Honfleur will offer 257 cabins and has been designed for the digital age with free Wi-Fi (that works) as standard in all cabins and public spaces. A special “digital lounge” will use big screens to show passengers information about current and potential future destinations, and will be available to research connection times, view recommendations, and find out more about services on board. A top-of-the-line, 120-seat à la carte restaurant will offer locally-sourced meals prepared by French chefs, as well as the customary self-service restaurant, café and bar serving light snacks. There are also quiet zones, panoramic views and reading areas as well as two cinemas, children and teenagers’ entertainment areas, boutique shopping and a showcase for original works of art by local artists and craftspeople. Not to be left out of the party, Stena Line has placed an order for four new ferries to operate on the Irish Sea. The vessels are to enter service in 2019 and 2020 and the company has the option for a further four sister vessels. Ordered at AVIC Shipyard in Weihai, PRC China last year, the newbuilds will accommodate around 1,000 guests and offer a full range of passenger services, as well as more than 3,000 metres of lane for vehicles. The new vessels will be the largest ferries ever to operate between Belfast, Northern Ireland, and the U.K. mainland and will be powered by gas-ready engines, which can be fuelled by either methanol or LNG. Stena is a pioneer in the use of methanol for marine propulsion having successfully converted the Stena Germanica to methanol at the Remontowa Shipyard in Poland in 2015. Turning to Norway, that country’s love affair with clean energy continues as a way to balance a thriving offshore oil and gas industry. For example, there are government-sponsored incentives to buy electric cars which today have about 20 per cent of that country’s market share. The first aluminumconstructed, all-electric battery-powered car and passenger ferry in the world, Ampere, with capacity for 360 passengers and 120 cars, entered service in 2015. Batteries can be fully recharged in 10 minutes ensuring continuous emissions-free operations.
Norway’s Ampere was the first aluminum construction, all-electric ferry in the world.
October 2017 — BC Shipping News — 21
FERRIES Photo: Trygve Eriksen/shipspotting.com
The Grimaldi Group’s Cruise Barcelona offers over 400 air-conditioned cabins, a variety of restaurants, an outdoor swimming pool, spa and much more.
In 2014, the Norwegian government decreed that all new domestic ferry contracts include a requirement for zero, or at the very least, low-emission technology. The requirement was followed up with subsidies to assist in funding the new vessels. Such is the success and the battery technology, it is reliably predicted that more than 50 electrically powered ferries will be in service on the fjords of Norway by the end of 2020. Looking further afield, no consideration of the international ferry industry can overlook Italy’s Grimaldi Group. Established in 1947 and still owned by the Grimaldi family, the company is a truly integrated multinational logistics group, operating across 25 countries and specializing in the movement of cars, ro-ro cargoes, containers and passengers. Grimaldi ownership extends to Atlantic Container Line; Minoan Lines, which services connections between the mainland of Greece and its many islands; Finnlines, which operates primarily in the Baltic Sea; and Malta Motorways of the Sea, a ferry company operating in the Mediterranean between Italy, Spain, Tunisia, Libya and Malta. That Grimaldi can operate across 25 countries is testimony to the consequence of the cabotage and governmentinterference-free operating environment across Europe which has allowed the ferry industry to prosper and offer competitively priced services of the highest standard. All this while operating some of the most modern and innovative ferries to be found anywhere. The 2,800-passenger, 215-vehicle, 28-knots ro-pax vessel Cruise Barcelona which operates between Barcelona, Civitavecchia (Rome) and Porto Torres (Sardinia) is but one example of what the Grimaldi fleet offers. Onboard services 22 — BC Shipping News — October 2017
include over 400 air-conditioned cabins, a variety of à la carte and self service restaurants, an outdoor swimming pool and spa with bar, disco, casino and gymnasium. While it is easy to get carried away with the offerings of the international ferry industry, some things somehow stay the same and yet prosper. Amidst the modern hydrofoils winding their way to Macau and outlying islands from Hong Kong, the cross-harbour service from Central to Kowloon provided by Star Ferries, which dates back to 1888, managed to survive the Second World War and is still rated among the most exciting Top 10 ferry rides in the world. The fleet of 12 aged ferries carries around 70,000 people a day (26 million per year) even though the harbour is serviced by a comprehensive network of rail and road tunnels. However, here too, there are winds of change following a decision by the Hong Kong Council on Smoking and Health to grant Star Ferries their 2017 “Hong Kong Smoke Free Leading Company Gold Award” — no small success in Hong Kong. The price of an upper deck crossing is HK$2.50 or US$ 0.50 — the best value for money in Asia and it’s a great experience to add to your bucket list if you have never tried it. Captain Stephen Brown spent 21 years at sea where he served as Master for the last five years with Gearbulk Shipping. After coming ashore, he worked in various levels of operational management for Gearbulk Shipping before going on to serve as Chamber of Shipping of BC Director (2000 to 2008) and President (2008 to 2016). Captain Brown is currently the owner of West Pacific Marine Ltd., Marine Consultancy and can be reached at westpacificmarine@gmail.com.
BC FERRIES
New CEO continues reinvestment in assets, infrastructure and people
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t was mostly good news all around at the recent BC Ferries Annual General Meeting — traffic is up, new vessels were delivered and more are on order, terminals continue to be upgraded, and safety continues to mark year-over-year improvement. For new President and CEO Mark Collins’ first AGM in the leadership role, it wasn’t a bad way to start his tenure. “BC Ferries is about connecting communities,” he said to attendees. “It’s about knitting together the fabric of coastal British Columbia — to enable families to grow and communities to thrive.” However, success usually comes with challenges and Collins noted a slight drop in on-time performance as the company deals with the increased volume. “We are in a strong position — both in its assets and management systems and labour relations — to be able to handle the upturn that we see today.” And while a drop in net earnings was posted — $17.3 million for the first quarter of the 2018 fiscal year versus $27 million a year prior — Collins took stock of the bigger financial picture, noting that in the last two and a half years, the company has held ticket prices stable, absorbed increased operating costs due to higher traffic and offered promotional discounts for customers. Indeed, a closer look at the activities of BC Ferries highlights just how significant those investments have been. Over $2.1 billion has been invested in the last 12 years and another $3 billion is planned for new vessels and upgraded infrastructure between now and 2026.
“BC Ferries is about connecting communities ... to enable families to grow and communities to thrive.” • The Queen of Surrey saw the completion of the first phase of her three-quarter life upgrade. The refit included key safety and reliability items, emergency generator replacement and elevator upgrades. • The Skeena Queen underwent a refit in early 2017 as part of regulatory and preventative maintenance planning. • The Queen of Cowichan received updates to its mechanical and electrical equipment and standardization of the bridge for a price tag of $5 million. • The Queen of Alberni received a $4 million package of updates to the elevator, lighting and electrical equipment and bridge standardization. BC Ferries also celebrated a full year of service for the new cable ferry, the Baynes Sound Connector on the Buckley Bay — Denman Island route — which boasted over 10,200 sailings and more than 249,000 vehicles between March 2016 and January 2017, far “exceeding all of our parameters for efficiency and service delivery,” said Collins.
The fleet
“For a company that strives to be a modern, 21st century mobility experience, having a ship that was built in the 1950s is a problem,” Collins told attendees at the AGM. “It simply does not meet the needs of our customers.” Collins is referring specifically to the North Island Princess built by Allied Shipyards in 1958 but there are eight other vessels not far behind it having been built in the 1960s and eight more that date back to the 1970s. The average age of the fleet however is getting younger with every new vessel delivered and there are plans to replace another 14 vessels as part of their 12-year vessel replacement plan. Summarizing the investments in the fleet this past year: • Three new Salish Class vessels were delivered. The Salish Orca is now serving the Comox – Powell River route; the Salish Eagle is now in service in the Southern Gulf Islands, and the Salish Raven was brought into service a few months ahead of schedule to replace the Queen of Nanaimo that was set to be retired this fall but ran into propeller problems. Collins was quick to point out that a B.C. innovation — that of onboard bunkering for the three vessels would save at least $100 million in special docks and infrastructure. “Ferry companies around the world are calling to ask about the process,” he said, proudly highlighting B.C.’s ingenuity. • The Queen of Cumberland underwent $18 million worth of upgrades and a refit that included steelwork, upgrades to the propulsion system, passenger accommodation improvements, bridge standardization improvements and safety improvements. October 2017 — BC Shipping News — 23
BC FERRIES
Photo: BC Shipping News
A pilot project on the Queen of Oak Bay saw energy consumption drop by the equivalent of 30 sailings.
This fall, the Spirit of British Columbia will head to Poland for its mid-life upgrade and conversion to operate on natural gas. It is expected to return to the West Coast in the spring of 2018. The Spirit of Vancouver Island will follow the same process in the fall of 2018, returning in the spring of 2019. The project is expected to reduce $7 million of costs from the service year over year. Recognizing that shipyard capacity is at a premium while the National Shipbuilding Strategy is underway, Collins inked a five-year service agreement with Point Hope Maritime to
perform regularly scheduled dry-docking, maintenance, repairs and emergency work for eight of the smaller vessels — the Kahloke, Klista, Kuper, Kwuna, Nicola, Nimpkish, Tachek and Quadra Queen II. Point Hope Maritime was also the winner in securing an agreement with Damen Shipyards Group of the Netherlands who won the contract to build two new minor class vessels, scheduled to go into service by 2020. Point Hope will provide the technical and warranty support for the new vessels that will finally see the retirement of
the 59-year-old North Island Princess and 53-year-old Howe Sound Queen with the Quadra Queen II becoming a relief vessel. The new vessels will have a capacity to carry at least 44 vehicles and up to 300 passengers and crew. Other highlights include: • A hybrid diesel electric – battery power generation and propulsion system. The design allows for future expansion of the onboard battery capacity to permit full electric operation when the shore-side charging capacities are available. • Tier III compliant diesel engines.
BC FERRIES • Hull, propeller and thruster design that minimizes underwater noise. • Arrangements to minimize shipboard vibration and airborne noise to improve conditions for communities, passengers and crew. • A fully contained wastewater handling system which eliminates discharges to the sea. And yet another initiative saw the company undertake a pilot project that reduced the Queen of Oak Bay’s energy consumption by the equivalent of 30 sailings from Horseshoe Bay – Departure Bay.
Shore-side
On shore, BC Ferries was just as busy, upgrading terminals and infrastructure. At Tsawwassen, $13 million was spent to replace a tower, abutment, ramp, dolphins and wingwalls. Another project began in January 2017 to upgrade the marine structures on Berth One at the Langdale terminal and a shore stabilization project at the Campbell River terminal helped mitigate the effects of erosion by reinstating a rock armory to protect against future storm damage.
2017 marks the 10-year anniversary of the SailSafe program, an initiative which literally shifted the safety consciousness of the entire BC Ferries workforce. BC Ferries estimates that, within the next 10 years, an estimated capital investment of $500 million in terminal infrastructure will be required. Projects will include over $200 million allocated to the Horseshoe Bay terminal and approximately $50 million at each of the Swartz Bay and Tsawwassen terminals.
Safety and training
2017 marks the 10-year anniversary of the SailSafe program, an initiative which literally shifted the safety consciousness of the entire BC Ferries workforce. The numbers tell the story: 367 employee injuries were recorded for 2007; in 2017, that number was just 43; and the Passenger Safety Index showed equally impressive declines. With programs like the Simulator Training Centre program that allow for hands-on practice to build bridge team skills and the Standardized Education
and Assessment program which leverages technology and e-learning to enhance hands-on training in a phased, auditable and sustainable manner, the SailSafe program has been such a success that BC Ferries and the BC Ferry and Marine Workers Union was one of the winners of the prestigious DuPont Safety and Sustainability Award for 2017. “Together, we are being recognized for outstanding safety performance on an international scale across all industries,” said Collins. “It’s more than a marine award — it’s an international industrial award and it reflects the shared commitment we all have for a safe and reliable service.” The result of SailSafe is paying off in dollars as well. Since 2014, BC Ferries has been receiving the Certificate of Recognition from WorkSafeBC — an award that comes with rebates of approximately $0.6 million in premiums.
October 2017 — BC Shipping News — 25
BC FERRIES
Photo: BC Shipping News
The Spirit of British Columbia is now getting ready for her mid-life refit.
Environment
While the addition of three naturalgas-fuelled ferries will significantly add to their efforts to mitigate impacts on the environment, BC Ferries went even further when it launched an initiative in late 2016 to further reduce their footprint. The SeaForward initiative was developed to “improve the sustainability of our operations and support coastal communities. The initiative brings together our existing environmental activities, conservation efforts, community investments and new sustainability endeavours under a single program,” reads the 2018 Business Plan. For 2018, BC Ferries plans to continue its participation in the Port of Vancouver’s Enhancing Cetacean
Habitat Observation Program (ECHO), which is working to better understand and manage the potential impacts to cetaceans from commercial vessel activities. New activities include increased composting and recycling; tracking whale sightings in association with the BC Cetacean Sightings Network, and actively participating in the Great Canadian Shoreline Cleanup.
Results
The success of BC Ferries’ management can be highlighted in a number of ways — not the least of which is the direct benefit to travellers. Measurable success can be seen in the dramatic drop in passenger injury incidents and more modern vessels that offer full mobility but riders
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www.cmelimited.com 26 — BC Shipping News — October 2017
have also not seen a price increase since April 2016. Another key sign of success is the number of awards and accolades BC Ferries has been collecting this year. In addition to be named a Top Employer in B.C. as well as receiving the Maritime Excellence Award from the Maritime Museum of British Columbia, they were recognized in 2017 by Green Marine, a voluntary environmental program for the commercial marine industry, for having achieved significant year-over-year improvement. Collins also indicated that more emphasis is being put on public engagement and community consultation under his leadership. “Our goal is to bring the people who use the service into more of the discussion around our activities,” he said. “It’s important that we seek collaboration with communities that rely on the ferries and we’re doing this through more public engagement activities as well as empowering our front-line staff with the authority to deal with customer concerns to create a positive sailing experience.” All in all, a pretty good start for the new CEO. BCSN
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FERRIES
Barkley Sound eagerly awaits new car service ferry
F
or over 75 years, Lady Rose Marine Services has been providing a vital passenger and freight ferry connection between Port Alberni, Ucluelet, Bamfield and the Broken Group Islands. Now, under the leadership of owner Mike Surrell, the company is potentially about to undergo a major expansion with the addition of a car ferry service to the route. Having purchased the BC Ferries vessel Tenaka in 2016, Surrell is currently going through the permit and approval process and is optimistic that the new service, along with new infrastructure, will be in place by 2019. With the support of the local community as well as that of BC Ferries — who has had a contract with Lady Rose Marine for over a quarter of a century to provide services in Barkley Sound — Surrell’s plan promises to reap benefits for the entire region. “Lady Rose provides valuable service to Barkley Sound and we are pleased to see the new venue moving forward,” said Captain Jamie Marshall, BC Ferries’ Vice President of Fleet Operations.
Background
In 2005, Mike Surrell, originally from Pitt Meadows, B.C., was living
Photo: BC Shipping News
28 — BC Shipping News — October 2017
With the support of the local community as well as that of BC Ferries ... Surrell’s plan promises to reap benefits for the entire region. in Louisiana, U.S., operating a K.O.A. Campground business when Hurricane Katrina hit. The harrowing experience prompted Surrell to sell his business and move back to Canada where he set down roots with his wife, Pauline, and (at the time) five-year-old daughter Haley in Port Alberni. By chance, Surrell learned that Lady Rose Marine was about to be put up for sale. Within two months, it was theirs. One of the first orders of business for Surrell was to retire the MV Lady Rose. Built in 1937 for the Union Steamship Company of British Columbia before entering into service in 1957 to offer Barkley Sound routes, the vessel had seen better days. The second vessel, the MV Frances Barkley — built in 1958 in Norway and used as a coaster for the Norwegian offshore oil industry — was brought over to Port Alberni in 1992 and continues to operate year-round. (Marine writer Marianne Scott did a great piece in the 2013 edition of NW Yachting — for a
full history of the Frances Barkley, check out the article listed in Nauticapedia — www. nauticapedia.ca.) The 120-foot vessel carries up to 200 passengers and 25 tons of cargo freight on a three-day service in the off-season and seven-day service from June to September when reservations are required at least two weeks in advance to ensure a spot. “During the summer, it’s extremely busy with tourists,” Surrell said. “Off-peak, we see a lot of the local community use the service because the road to Bamfield can get really bad.” Surrell also noted that his biggest customer by far is the Huu-ay-aht First Nation who recently purchased 13 commercial properties including a hotel, airport and marina. In addition, Surrell owns the largest kayaking lodge in Barkley Sound, taking about 100 people to the lodge every two days in peak season. A source of pride for Surrell is the large contingency of retired BC Ferries staff that makes up his crew. “They’re
Expansion plans
In April 2016, Surrell purchased the old BC Ferries’ MV Tenaka. Built in 1964 at the Victoria Machinery Depot, the vessel is about 47 metres long with a beam of just over 13 metres and can carry 29 cars and 100 passengers although Surrell will be working to bring the vessel into class and re-certify her for 200 passengers. While his original intent didn’t include a car service, Surrell said that “on the very first day of buying the Tenaka, we started getting calls asking when we would be starting a car service.” He further went on to say: “We’ve found phenomenal interest and support from many residents, businesses and government.” Indeed, support has come in the form of an offer from the Huu-ay-aht First Nation to put a car service ramp on their property, and the Ucluelet City Council is willing to put up the old sea plane base for another ramp. Additional support has also come from the mayors of Tofino, Ucluelet and Port Alberni, MLA Scott Fraser and MP Gord Johns, BC Ambulance, the Alberni-Clayoquot Regional District, Bamfield Marine Science Centre...and the list continues. The Tenaka won’t take much to be brought into service, Surrell said. “Lucky for us, BC Ferries vessels are so well maintained, there’s not a lot of work to do.” Should all go according to plan and Surrell receives the required approvals from Transport Canada as well as the Province, construction of an extra berth would start right away on adjoining property he purchased to accommodate the waterfront and future parking needs. Surrell anticipates running both the Tenaka — now called the Alberni Legacy — and the Frances Barkley for the first couple of years. “We’re anticipating the Nimpkish to come up for auction next year and, if we’re in a position to purchase that, we would retire the Frances Barkley and be able to keep the same schedule. We would use the Tenaka/Alberni Legacy for the main car service and the Nimpkish for freight and tourism as well as a backup for the car service. “Whenever we retire vessels from our fleet, our preference is that they are used for ongoing commercial operation,” said
Photo: BC Shipping News
all from the Island and they love working on the vessel,” he said. “They’re well trained, very professional and provide added assurance for passengers.”
Mike Surrell (third from the left) stands with the crew of the Frances Barkley (left to right): Captain John Adam, Darren Cutforth, Mike, Luke Hagan, Adam Sirk and Lorne Mcnab.
Marshall. “We are excited to see the Tenaka continue to provide service right here in British Columbia.”
The future looks good
“This will change the dynamic of Barkely Sound,” Surrell said. “Currently, Lady Rose Marine generates $6 to 7 million annually for Port Alberni alone and, with the new service, I can see that doubling. The request for ferry service to Bamfield has been mind-boggling — there are many who don’t want to take the Bamfield road and now that they know there’s an option, people want to take it.”
Surrell was quick to point out that key to his success has been the positive working relationship and support from BC Ferries. “They have been nothing but phenomenal,” he said. For BC Ferries’ part: “The Lady Rose is very well-run operation and we are happy to support this business,” said Marshall. Surrell estimates it will take two years from the approval date to get the infrastructure and ramp in place. For the local communities in Barkley Sound who are eager to start using the new service, that launch can’t come soon enough. BCSN
Naval Architects and Marine Engineers Specializing in Commercial Work Vessels
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October 2017 — BC Shipping News — 29
FERRY SAFETY
What we talk about when we talk about ferry safety By Jeffrey Smith
2
...the safety of life at sea ... in the passenger and vehicle (i.e. ro-ro) sectors of the ferry trade has been clearly much more successful in developed countries... developed countries — those of the socalled Global North — over those in the developing world, the Global South. The ongoing losses of life in passenger ferry vessels in the latter countries remind us that gains in safety are hard won, fragile and that the industry as a whole is dependent on national enforcement. Two easy answers in our stock-taking exercise come from this varied landscape, namely, that complacency remains a risk and a comparison across national ferry sectors can offer lessons for local improvement. We are not far removed from the Herald of Free Enterprise (1987), Estonia (1994) and Sewol (2014) disasters in industrial countries with heavily regulated, wellfinanced and capably crewed vessels. The recent experience of tragedies (and more quotidian losses) in the Global South demands study. The historical progress of what might be called regulated safety of life at sea
Carlo Martinelli/shipspotting.com
017 marks more than Canada’s 150th anniversary of confederation. It is an occasion to take stock of a century and a half of progress in global marine safety, founded on the regulatory reforms pursued by Samuel Plimsoll in the 1860s. The carriage of people and goods by sea has enjoyed impressive strides in efficiency and everreduced costs. The challenges in most areas of commercial shipping now seem incremental, with improvements ever more marginal, identifiable and easily achieved. Surveying the empirical landscape of ferry safety, this also seems to be true. Serious losses of life, ships and trade are apparently becoming rare. What delivered us to a point of secured safety of life at sea in all types of ferries? What can be done to consolidate and improve on such gains? Asking these two questions — to be answered shortly — is a relative or comparative task. For one thing, the safety of life at sea (and the avoidance of ship-source marine pollution) in the passenger and vehicle (i.e., ro-ro) sectors of the ferry trade has been clearly much more successful in
The Egyptian ro-ro ferry, MV Al-Salaam Boccacio 98, sank in 2006 in the Red Sea. 30 — BC Shipping News — October 2017
offers more lessons. It can be approached in three half-century periods since the start of mechanized shipping (and so the carriage of passengers in large numbers in routinely scheduled sailings) around 1850. The first era was a time of remedially directed national legislation concerned with the basics of watertight integrity and stability in commercially trading vessels. The Plimsoll mark (or load line) in use today is a visible legacy of it. A second phase began with the first attempts at international co-ordination among shipping states with the first Safety of Life at Sea (SOLAS) conference in 1913 in the wake of the Titanic disaster. It was this 50-year span that saw the design of purpose-built passenger and ro-ro ferries and continuing technical advances including the widespread adoption of petroleum fuels. The third phase of safety, since the International Maritime Organization (then the IMCO) began operating in 1958, is a time of coordinated, universal standards that continues today. During it, the global treaties necessary for safety of life at sea have been negotiated: For the environment in 1973 (MARPOL), for a now continuously amended SOLAS Convention (1974) and for mariner competency and certification (STCW 1978/1995). The essential legal framework is now in place, amplified in subsidiary standards — such as for the operation of high speed vessels — and is mandatory for nearly every country involved in shipping. Some lessons for passenger ferry safety can be observed in these periods. One is that effective safety “regimes” are a balance between international consensus for shared standards (design, operation and crewing) and local enforcement, such as
FERRY SAFETY by port state control between countries for the monitoring of sub-standard shipping. This is one reason why passenger ferry losses continue in Global South countries because of a lack of collective, ongoing enforcement around a community of maritime states, in contrast to much of the world’s commercial tonnage (tankers, bulk carriers and container ships, together with cruise ships). Ferries are uniquely vulnerable to failures in domestic enforcement. The risk is increased when we recall that ferries (for the most part coastal in range and operation) are often bespoke vessels without common design. What is otherwise across the shipping industry a globally reinforced framework is shown to be insular and fragmented when it comes to ferries. A second lesson is that responses — formally in law (i.e., regulation) and through governance as a whole (e.g., soft measures such as economic incentives for safety) — continue to be remedial. What this means is that responses to improve safety are sometimes derived from the most recent incident and are not as prescriptive or forward-inclined
...responses to improve safety are sometimes derived from the most recent incident and are not as prescriptive or forward-inclined as they might be. as they might be. There are clear signs commercial shipping as a whole has emerged from this. An example is the inter-relationship between leading maritime conventions, above, in other words, how sound performance in one area (e.g., marine environmental protection) has a salutary effect on other areas (e.g., assurance of sound working conditions for ships’ crews). The Polar Code for Shipping (in force for vessels under construction and to apply to all ships trading in polar waters from January 1, 2018) is a particular case of future-oriented and preventive regulation. The end of the present 50-year period of marine safety regulation is somewhat mixed as we emerge into regulatory schemes which take a longer view. When it comes to ferry safety, much remains to be learned from recent disasters on a remedial plane, directly in the operation of such vessels and indirectly in how maritime states become
equipped to meet their domestic enforcement responsibilities. A third lesson of the current era is that marine safety legislation — negotiated by countries in the setting of the IMO and otherwise created domestically — is complex. This results in various costs to the shipping industry and government, something sought to be reduced by delegation of enforcement to classification societies. When it comes to passenger ferry safety in Canada, for example, we need to ask, more than a decade after delegation, whether it has been successful. Criteria to assess this include the extent of reduced regulatory burden on ferry operators, whether costs are decreased, and the crucial factor of reduced accidents and loss of life. Another area of needed assessment is the extent to which self-regulation by ferry operators works and can be made more successful. There are a variety of non-regulatory causes of
Fixed Liferaft Service contracts and much more!
October 2017 — BC Shipping News — 31
FERRY SAFETY As ferry operators gain experience and domestic enforcement improves, onerous regulation can impede the soft aspects of governance... successful safety performance which are not well understood, including reputational incentives, economic rewards and community social licence. However, the best lesson from 150 years of steadily improved performance is counter-intuitive: More regulation as formal rules can have a diminishing return. The theory of this is simple. As ferry operators gain experience and domestic enforcement improves, onerous regulation can impede the soft aspects of governance necessary to consolidate gains or move to levels of better performance. In broad terms, the hard-won experience of the industry in Global North countries is (if not identically) what is being experienced in the Global South. A question that results is how to identify the inflection point where a national ferry industry passes or is to be permitted to emerge from command-and-control flag state type regulation. The answer is when a track record of sound performance has been established, and when there is a robust presence of third party “near regulators” for the industry including underwriters, classification societies and professional organizations concerned
with marine engineering and navigational practice. It is the ferry operator who ultimately delivers safety. This reveals the limits of what government (the state) and those involved with the industry can accomplish. It is also arguably the defining challenge of a fourth era of safety. How can operators understand what makes for success in specific organizational cultural terms? What fosters meaningful leadership by boards of directors, managers and ships’ officers? How can individuals at all levels be empowered with decisions to make change and intervene to avoid risks? We should recall the observation of the famous American management theorist Peter F. Drucker, that most employed in technological occupations are “knowledge workers.” A degree of autonomy in what they do, and measures for them to control their circumstances (i.e., to take ownership of what they produce) makes for improved overall corporate performance. We are also learning that hierarchical structures (both ashore and among ships’ crews) in a traditionally minded marine industry is a barrier to success. (An excellent study on
maritime and commercial law on canada’s west coast W. Gary Wharton Catherine A. Hofmann
Peter Swanson David S. Jarrett
Thomas S. Hawkins Tom Beasley
David K. Jones Connie Risi
Russell Robertson Mark Gill
Anne Amos-Stewart Karissa Kelln
Megan Nicholls
Glen Krueger
associate counsel: Lorna Pawluk, Q.C. tel: 604 . 6 8 1 . 1 7 0 0 fax: 604.681.1788 emergency response: 6 0 4 . 6 8 1. 17 0 0 address: 1500–570 Granville Street, Vancouver, BC, Canada, V6C 3P1 web: www.bernardllp.ca
32 — BC Shipping News — October 2017
the point is Nora Berg et al, The Impact of Ship Crews on Maritime Safety (2013: University of Turku), available online.) In our search for improvements (or consolidation) we can usefully look to the experience of three transportation industry experiences. A first is how the global shipping sector is succeeding (or not) with reducing greenhouse gas emissions. This is not to suggest that the problem of climate change is a safety issue. It is merely a collective-action problem that might analogize to improving safety, such as by use of economic (or so-called marketbased) measures. Moreover, environmental performance in shipping is known to correlate with improved safety. A second, specific area to consider for its lessons is the tanker operating and spill prevention framework of the International Convention on Oil Pollution Preparedness, Response and Cooperation (the OPRC) and its related hazardous products and compensation schemes. What made for improved tanker operating safety in the aftermath of the Torrey Canyon incident in 1967 is worth considering in a ferry-specific context. A third area is civil aviation. The industry operates in a higher profile setting which is less socially tolerant of passenger (and cargo) harm. What makes for risk-management and the assessment of safety performance in a passenger-carrying industry holds vital lessons that remain unexplored because needed comparative analysis is lacking. The essential work of ferry safety is a conversation. Consolidating gains means a sharing of ideas and reaching common understanding of what stands in the way of improvement. What we must address involves more than where regulation can take us next. It includes asking hard questions about why countries fail to ensure safety in the industry, how to train seafarers and others better, and what safety means as a public good in our societies. What we talk about is something that needs to continue. Jeffrey Smith is professor of law in the Norman Paterson School of International Affairs, Ottawa. A former RCN chief engineer and law of the sea counsel to the United Nations in East Timor, he is a Fellow of the Canadian Institute of Marine Engineering. His academic research includes the regulation of shipping in polar waters, marine environmental protection governance, and performance assessment of transportation safety legislation.
TECHNOLOGY
Jastram Technologies announces new lighting partners
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ollowing extensive research and exploration, Jastram Technologies Ltd. (JTL) is pleased to announce new partnerships with lighting specialists Den Haan Rotterdam (DHR), Phoenix Lighting and Remontowa Lighting Technologies. These three new partnerships provide JTL with a full portfolio of lighting products suited to meet the diverse needs of the maritime industry. “We are thrilled to partner with three such experienced companies,” said Shawn Burchett, JTL’s Technical Sales Manager. “Each one manufactures products with innovative, functional and solid design and shares our own core values of integrity, attention to service, safety and environmental sustainability.” The Jastram team spent almost six months in a world-wide search for marine lighting partners whose products complemented those of existing partner — Carlisle Finch. “With the needs of our customers in mind and knowing how essential the proper lighting equipment is for reliable operations, we took our search very seriously,” he said, further adding that the JTL technical sales team has been extensively trained by the manufacturers and are confident in the quality and value for money of each new partner. Indeed, it didn’t take long for some of the major shipping operators to notice. Jastram has already been successful in showcasing the new products to the industry and is working with customers on projects that will see the new partners’ lighting solutions installed on new and existing vessels across Canada. A quick review of each company shows why Jastram is so pleased with the new partners.
Den Haan Rotterdam
Since 1922, Den Haan Rotterdam (DHR) has earned its exceptional reputation as an internationally recognized manufacturer of maritime signalling equipment. Their ability to continually advance new technologies is documented through the evolution of their navigation lights — from oil lamps and lanterns to electrical bulbs and now to the next
level of cutting-edge technology — LED lighting. Their simple, robust and innovative LED navigation lanterns are able to withstand the most demanding conditions in the marine environment while providing a reliable and efficient lighting solution. A key advantage of the DHR LED lights is their ability to be repaired in situ by the customer so that failures do not require a complete new fixtures purchase and installation. This is more cost effective for the end user and much better for the environment. Their elegant design and robust construction uses primarily anodized aluminum and glass which provides a long-term, maintenance-free housing with excellent thermal management and environmental resistance to extreme weather conditions. The electronic components selected offer 50,000 hour lifespans and no electrical interference with onboard ship systems such as VHF radios or sensitive electronic navigation equipment. Founded by Marinus den Haan and still a family-owned company after 95 years and four generations, DHR has established itself as the industry leader in LED navigation lanterns, recognized for maintaining a level of quality that is unsurpassed. DHR LED navigation lights are already being installed on the BC Ministry of Transportation’s new Glade cable ferry, a fish packer under construction at ABD Boats in North Vancouver, and the Osprey 2000 ferry operating in Kootenay Lake, B.C.
Phoenix Lighting
Phoenix Lighting has a rich history dating back over 123 years and continues to be a family-owned operation today. In the 1940s, Phoenix began specializing in lighting fixtures and was quickly recognized as an industry leader providing the same quality, service and innovation that Jastram clients have come to expect. When Jastram discovered Phoenix Lighting, they could see the decision to partner with them would be an easy one. “Phoenix Lighting is dedicated to manufacturing durable and robust
From Den Haan Rotterdam.
From Phoenix Lighting.
lighting designed to endure all types of weather conditions,” Burchett said. “We were confident that our customers would benefit from the durability of their design as well as their reliable, maintenance free and energy efficient construction — features that are perfect for the marine environment.” Jastram was especially eager to show clients the many benefits of the Phoenix LED Cube Light series. The 13-watt light is designed to be compact so that it can be used to illuminate access ways and stairways and is perfect for any area with limited space. It works particularly well on a ship’s deck where its durability means not having to worry about exposure to the elements. “They are one of the most versatile light fixtures I have come across,” October 2017 — BC Shipping News — 33
TECHNOLOGY
From Remontowa Lighting Technologies.
Burchett said. “Suitable for both indoor and outdoor areas, they are small and bright, and are highly flexible in terms of mounting options, different colour lenses and AC/DC voltage options. There are a million uses for this incredibly flexible light!” Already being used on several Canadian Coast Guard and BC Ferries vessels, Jastram indicated it was also to be installed as the primary general light source for the BC Ministry of Transportation’s Glade cable ferry currently under construction.
Remontowa Lighting Technologies
Like DHR and Phoenix, Remontowa also has a rich history in production. Although it was officially formed in 1992, the company was built with the production experience of Remontowa Holdings, established in 1955. Remontowa products were recently installed on the three BC Ferries Salish Class vessels built in Poland where they were found to be a cost-effective solution for outside and machinery spaces.
With roots in the industrial lighting industry and a reputation of providing durable, reliable lighting systems for both interior and exterior areas, Remontowa Lighting Technologies was an easy partner for Jastram. “Remontowa is known for manufacturing lighting products that will stand up in the most difficult working conditions, including explosive atmospheres, high and low ambient temperatures, and chemically aggressive environments,” Burchett said. “We are excited to be able to offer these products to our clients for onboard ship use. Remontowa provides solutions for technical spaces, machinery spaces, car deck and cargo lighting, along with their extensive array of interior lighting solutions for cabins, corridors, wheelhouses, kitchens and entertainment spaces.”
Committed to service, value and attention to detail
“In DHR, Phoenix and Remontowa, Jastram has selected three partners who share our passion for providing dependable, reliable, technologically sound products,” Burchett said. “We are confident our customers will find these lighting solutions as top value for money.” With engineering at the core of their business, Jastram’s team of trusted advisors has forged relationships with customers who have come to rely on their expertise and trusted assessments of products measured against needs. Being driven by the goal of only providing the best products in the best interests of their customers, JTL has a reputation for hiring only highly knowledgeable product specialists and engineers.
Thank you! To the many participants and supporters of the...
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See you next year! 34 — BC Shipping News — October 2017
INTERFERRY
Strength from unity defines Interferry mission By Mike Corrigan CEO, Interferry
O
ver the past four decades, Interferry’s reach and purpose has evolved with increasing effect from its U.S. origins in 1976. Interferry was formed as the International Marine Transit Association with a focus on member networking. Now, it is highly respected and influential as the only body representing the ferry industry worldwide. The vision of sharing knowledge and ideas remains a prime attraction for our diverse membership, which includes more than 200 operators and suppliers in 37 countries. We have built on this background to establish ourselves as a major player on the political and regulatory stage. The strength we draw from unity is the key to reaching our networking and lobbying goals. Working together is vital in helping our members to take advantage of opportunities and overcome challenges related to the ferry sector’s size. Despite carrying more than two billion passengers and 32 million freight units annually, the ferry sector is frequently underrated and overlooked by politicians and regulators, so banding together helps us stress our worth as a safe, eco-friendly and economically valuable asset to society. Networking is a key aspect of our annual conference, which takes place this year, October 7 to 11 in Split, Croatia. Delegates from around the world will talk, listen and learn on the main themes of ship technologies, safety and the customer experience. To drive our networking and lobbying vision forward, we are rolling out an ambitious three-year strategic plan, which will in turn ensure the strength and benefits of membership. Among the prime objectives, we aim to grow Interferry’s ‘voice of the industry’ role; to extend our safety and quality
Interferry CEO Mike Corrigan explains the Stronger Together vision behind the trade association’s drive to extend its networking and lobbying influence. improvement campaign; to increase our part in developing international regulations; and to create more opportunities for knowledge exchange. Interferry is also planning to provide additional networking platforms in the future, including establishing regional meetings to attract new members, especially from countries outside our core membership in the Americas and Europe.
In 2003, Interferry won consultative status at the IMO, and in 2012, we opened an office for IMO and European Union affairs in Brussels. These activities are directed by an elected board and supported by expert committees comprised of senior members. We have already been instrumental in achieving significant changes to regulatory proposals at the latest
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INTERFERRY sessions of IMO’s safety and environmental protection committees. In league with other prominent stakeholders, we argued that on three major issues — the Energy Efficiency Design Index, the Ballast Water Management Convention and damage stability — the potential technical solutions posed immense problems to the design and operational criteria for ferries. In each case, we won agreement for sectorspecific amendments that will safeguard the regulatory objectives without threatening our sector’s commercial viability.
Our industry is set for an exciting new era if it rises to inevitable challenges and takes advantage of new opportunities. I believe this can best be realized with the collective power that Interferry offers... Interferry was joined by several Flag States that shared our concerns about the EEDI’s energy efficiency requirement for newbuild ships. Our technical evidence resulted in the ferry requirement being reduced by 20 per cent. Agreement was also reached on an upper size deadweight tonnage threshold.
AN INTEGRAL PART OF THE VANCOUVER ISLAND SUPPLY CHAIN
In co-operation with the International Chamber of Shipping and various Flag States, we got the BWMC compliance timetable extended by several years. The IMO also agreed to the adoption of our alternative Same Risk Area concept for ships operating in common waters. Interferry has also long questioned damage stability proposals that essentially seek to produce an unsinkable ship by adding more steel. We were alarmed that the operational capability of ferries might be seriously impaired. We teamed with Japan and other countries to ensure that the technical guidelines could be achieved, especially for smaller ferries. Our interventions secured a set of reasonable regulations for ferries carrying less than 1,000 passengers. Our industry is set for an exciting new era if it rises to inevitable challenges and takes advantage of new opportunities. I believe this can best be realized with the collective power that Interferry offers — so I look forward to you joining us on our Stronger Together mission. Mike Corrigan held senior posts in the energy industry before joining Canada’s BC Ferries, one of the world’s largest ferry operators, in 2003. He held various leadership positions, latterly as President and CEO of the company from 2012, before taking up the Interferry CEO role in April 2017.
Connecting Mainland Vancouver and Vancouver Island with 106 sailings per week. For information call 604.940.7245
www.seaspanferries.com 36 — BC Shipping News — October 2017
WOMEN IN SHIPPING
Women shareholders by design
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or the female naval architects of Robert Allan Ltd., gender does not factor into the opportunities available for an employee. As we hear from Bilyana Ivanova, Mavis Ye and Andra Papuc, their work offers experiences that take them around the world, honing their skills and furthering the development of leading-edge tug design.
Since joining Robert Allan Ltd.’s team in 2003, I have had exposure to numerous international projects for customers from different parts of the world.
By Mavis Ye, P.Eng. Senior Naval Architect
The marine industry has historically been male-dominated with women often under-represented in the profession and in engineering in general. At Robert Allan Ltd., the engineering team currently includes 16 per cent women and we have been welcomed by the company and in the industry working as naval architects or marine engineers. Since joining Robert Allan Ltd.’s team in 2003, I have had exposure to numerous international projects for customers from different parts of the world. One of the most challenging roles I performed was that of team lead for the Australian science community research vessel Investigator. This multi-discipline science vessel allows scientists to get closer to the extreme climate of Antarctica, operating continuously, with low levels of underwater radiated noise, for 60 days at a time, over a range of 10,000 nm. With extensive noise mitigating measures such as double isolation of the main engines, electric propulsion,
specially designed hull shape, and unique propellers, Investigator meets the stringent DNV-Silent-R noise criteria, making her among the quietest vessels in the world. I had the great opportunity to meet the construction team at Sembawang Shipyard Pte. Ltd. of Singapore and witness the full day inclining of the vessel, allowing us to determine the vessel’s lightship weight. Continuation of this experience with ice-class vessels was my involvement with the icebreaking tug designs for Group Ocean, Quebec and the Port of Lulea, Sweden. These 36-metre tugs were designed for escort operations as well as icebreaking and clearing operations in the extreme climates of the St. Lawrence River and the Gulf of Bothnia. I was able to observe the subarctic conditions where the most powerful tugs of their size in the world, Ocean Tundra and Ocean Taiga operate on the St. Lawrence River. Celebrating my 20th year in Canada in 2017, I was glad to be able to bring some of my experiences with Robert Allan Ltd. back to my hometown of Varna, Bulgaria, with the recent delivery of the 27-metre tug Alcor to Navigation Maritime Bulgare.
Bilyana Ivanova
Mavis Ye
Andra Papuc
By Bilyana Ivanova, P.Eng. Senior Naval Architect
In 2001, following over a decade of experience working in a large shipyard in China, I decided to move to the beautiful city of Vancouver. I joined Robert Allan Ltd. in 2004 as a Naval Architect and since then have become a Project Manager and now also a shareholder. I have had the chance over the last 13 years to visit many different places — Singapore, Indonesia, many other parts of Asia, and the United States — to meet clients and attend tradeshows. I’ve had the chance to meet and work with several international and local clients and have made long-term relationships with many. One of my first projects with Robert Allan Ltd. was working with the Ningbo port, a major port located in the middle of east China. The first two R Amparts 3200 ASD tugs were designed for them in 2004. Shortly after taking delivery, it was recognized that the appearance and the sea-keeping performance of the new tugs stood out in the f leet. Based on these results another four boats were built to the design. During extreme weather conditions, these boats remain operating where others seek shelter,
October 2017 — BC Shipping News — 37
WOMEN IN SHIPPING again proving their seaworthiness. Design contracts for a R Amparts 3300 ASD tug, a R Astar 3800 ship-handling tug and a R Astar 4000-DF Class LNG tug were also awarded to Robert Allan Ltd. by the same port in the following years. The R Amparts 3200 ASD tug project was awarded science and technology prize of China Ports and Harbours Association in 2008 while the R Amparts 3300 ASD tug received “Significant Small Boats” award by the Royal Institute of Naval Architects in 2012. Tianjin is another major port in north China that sought advanced modern new designs for their fleet expansion program in 2010. The new building department spent two years carefully and thoroughly comparing different designs from all over the world. Robert Allan Ltd. was honoured to provide three different designs which were subsequently used to construct five new boats. Two of the designs won the “Significant Small Boats” award in the years of 2013 and 2014 respectively. Quite a few shipyards in China have built Robert Allan Ltd. designs. Some of them even invest in building designs on speculation. Cheoy Lee is one of the shipyards that has co-operated with us since 2002 and today, describe themselves as “the world’s busiest builder of Robert Allan tugs. They have built our Z-Tech, RAstar 3200, RAmparts 3200, RAmparts 3000, RAmparts 2800, RAmparts 2500, and the newest Rotor Tug ®(ART) designs. The RAmparts 3200 project began in
38 — BC Shipping News — October 2017
2008 and to date, 35 boats have been constructed to this design. Besides clients in China, there are also many other valued clients in other parts of the world. The first Z-Tech design brought into North America was the Z-Tech 7500 terminal/escort tugs (100 feet long, 75 tones bollard pull) in 2004 for G&H Towing Company which is the operator of Bay Houston Towing Co. and Suderman & Young Towing Company. Eight boats of this design have been built in three different shipyards. Two of these tugs won the “Significant Work Boats” award. Robert Allan Ltd. was awarded for another design of Z-Tech 2400 terminal/escort tugs (80 feet long) by the same client in 2010. Twelve copies of which have been built to date. Most recently, the Z-Tech 7500 design was upgraded to Z-Tech 30-80 with significant improvements in bollard pull and escort performance this year. Eight more boats of this design for G & H Towing have just been ordered from an American shipyard.
By Andra Papuc, P.Eng. Naval Architect
My story with Robert Allan Ltd. began in the summer of 2007 when I was hired as an intern in the Naval Architecture department. At the time, there were already a handful of female naval architects in the office although the distinction never seemed to matter. It was about doing good work and getting exposure to as many different aspects of vessel design as possible. Even
as a student, I remember the Rob Allan coming to shake my hand during my first week in the office and welcoming me to the team. One year later, after graduating from the University of British Columbia, I was immediately hired back as a fulltime naval architect. I had a lot to learn and luckily, also a series of exceptional mentors who supported, encouraged and challenged me daily. During those first years, I was a sponge — soaking in as much knowledge as I could, climbing a very steep learning curve. Fortunately, the office was also very busy so the experience was varied and the exposure diverse. Coming up on my nine years with Robert Allan Ltd., I am now a registered Professional Engineer in British Columbia and have expanded my responsibilities to project manager and team leader of naval architecture for the projects I work on. Our designs are far-ranging in both size and purpose. I have worked on designs for high-speed aluminum craft, very large and powerful ship assist tugs, pollution response vessels, fire-fighting vessels, large cargo ships, science research vessels, river push boats, catamarans and self-righting search and rescue vessels. These vessels, and by extension our clients, operate worldwide including on the West and East Canadian coasts, the Gulf of Mexico, the United States, Australia, New Zealand, South America, China and ports in Europe and the Middle East just to name a few. In fact, two boats for the first project I ever led are stationed just a five minute walk from the office on historic Granville Island, operating for the Canadian Coast Guard. Throughout the years I have travelled to Europe, Turkey, the U.K., the U.S. and China, visiting shipyards, witnessing model tests and sea trials, presenting in front of my industry peers, learning more and more and conquering jetlag along the way. More recently I have been interested in underwater noise generated by ships and am part of the advisory group for the Port of Vancouver’s ECHO program. I consider myself beyond lucky to have worked for a third of my life in a profession I love and for a company that treats me with respect and where my opinion matters. Now if only the Vancouver real estate market could calm down already… For more about the people of Robert Allan Ltd., please visit www.ral.ca.
WOMEN IN SHIPPING
Bridging the gender gap By Amanda Schuldt
B
C Ferries is setting an important marine industry example of how success through equal opportunity can be achieved. With a growing proportion of female captains, especially on the Southern Gulf Islands routes, BC Ferries employs a unique group of experienced and well-trained women who have been empowered by a supportive corporate culture that has focused on mentorship, training and education. The result has been greater access to senior officer levels in ship operations and management. Many of these BC Ferries captains have self-studied while balancing the demands of raising a family and acquiring enough sea time to earn their qualifications. For some of these women, their early careers involved working in an environment of prejudice, which they say is now diminishing. Here follows insight into how this distinctive group of female captains reached their goals in careers that span 10-25 years and are still going strong. Captain Tracy Fleming (Salish Raven) was invited by a friend to join a commercial fishing vessel at the age of 19. She recalls how she “fell in love with it immediately” and never left the industry. After several years of working as a deckhand aboard fishing vessels on the West Coast of B.C., she built additional sea time by working on cruise ships and Canadian Coast Guard vessels. “Women may offer a leadership style that differs from a male Captain and can help us to succeed in the role of master,” Captain Fleming speculated. “For me, it’s never been about the differences between men and women … it’s about showing women that this industry exists and that we can excel alongside our male counterparts.” Fleming never would have pursued a career in this industry had she not been introduced to it early on in life. She also credits WorkSafeBC with making it unacceptable to harass people in
For some of these women, their early careers involved working in an environment of prejudice, which they say is now diminishing. the workplace. “Definitions of harassment have expanded in the last decade to encompass things that may have made us uncomfortable in the past,” she said. “That is a challenge that no longer exists and is a breath of fresh air for the women following in our footsteps.” Fleming goes on to say that it is important to show young women that this is an industry where they can thrive. “There’s been such a huge change over the last 10 years that a lot of issues around sexism just don’t exist anymore,” she said. When considering the investment in education against the return on a future job, Captain Fleming said that “the financial commitment I had to make for my career has paid back in dividends.” She credited her success in part to people watching over her progress and putting her name forward for courses and programs. “The support, mentoring and education from both BC Ferries and BCIT Marine Campus have helped to further my career and build my leadership skills.”
Captain Nadine Fraser (Skeena Queen) is a second-generation BC Ferries captain, following in the footsteps of her father. She first worked in the terminal catering department at BC Ferries during summer months. When asked by someone who knew her father if she would also be a Captain one day, she replied “sure, why not?” Captain Fraser explained that she saw what a great career it could be. “It’s fun, active and never the same day twice. That was appealing for me,” she said, further noting that BC Ferries is “an active and dynamic workplace.” While juggling a young family of four, she self-studied to earn her qualifications. “I had the support of my co-workers, my family and especially my Marine Superintendent, Captain Lewis MacKay, who was hugely influential in activating my progression. Becoming a Captain is a partnership on every level, both at home and at work.” In terms of being in a minority, Fraser pointed out that gender was irrelevant.
BC Ferries’ captains (left to right): Captain Lynn Steiner, Captain Michelle Letourneau, Captain Samantha McCandlish and Captain Tracy Fleming. October 2017 — BC Shipping News — 39
WOMEN IN SHIPPING “I’m a Captain because I succeeded at my schooling.” She also gave credit to BC Ferries: “I am very lucky to work for an equal opportunity employer such as BC Ferries. If you have the qualifications, the skills, and the determination, you’re in,” she said. Her advice to younger people is to “keep working at it” and she stressed the importance of attracting more people to the industry as well as gaining experience through a diverse range of tasks. “Working in all of the departments has made me a better supervisor and broadened my horizons.” Captain Michelle Letourneau (Staffing Pool Master — Queen of Nanaimo, Salish Class vessels, Skeena Queen, Howe Sound Queen) describes how she “fell into the shipping industry” through a casual summer job at BC Ferries that lasted for more than 10 years. “Women can be quite detail oriented, making them suited to navigation, running a bridge and bridge resource management,” she said, recommending that more junior officers should “lean on the older, more experienced people. Allow yourself to be mentored and mentor those coming up behind you.” Letourneau recalls that, as a female officer, she found “mostly men who did nothing but support and encourage us. They would tell me when I was doing something wrong in a constructive way so I could learn from it. No one ever made me feel like it was something I couldn’t do.” She went on to say that “each year, gender is becoming less and less of an issue. Young men are growing up with mothers and sisters who are doing all kinds of interesting things.”
40 — BC Shipping News — October 2017
Captain Susan Sharp.
In the future, she hopes that more young women will be drawn to the industry. “I’m not sure why we’re not seeing more young women out of high school coming into it. When we hire people, most of the women just go straight into catering and I’m wondering why. Nowadays, there’s no reason — as long as you have the qualifications, you can come straight to the deck department and start climbing the ladder.” Letourneau recommends the industry approach high school students to describe a maritime career. Captain Susan Sharp (Howe Sound Queen), who grew up on the B.C. coast, has “been playing around in boats since I was eight years old” and joined the Sea Cadets at an early age which encouraged her to learn skills like navigation and ship handling. In 1992, Captain Sharp joined BC Ferries as a casual deckhand/engine room assistant. As a single working mother, she self-studied to complete courses and gain her qualifications while still accruing sea time hours. One of the biggest challenges she said faced setting aside time to study. “I tend to overstudy make sure I have all of the information,” she said. “Trying to limit my curiosity to the scope of the exam was tough.” Like Letourneau and Fleming, Sharp sees a woman’s ability to multi-task makes them well-suited to the position of captain and encourages younger women to go for it! “Start thinking about it in Grade 9 or 10 so you can get the math and the physics. There’s nothing wrong with going into a non-traditional job. Noting that attitudes have changed over the span of her career, Sharp said that “when I first started, the chauvinism was there from certain people, but in the 25 years I’ve been with BC Ferries, that attitude has changed drastically. BC Ferries is very supportive as a company for women.” She recalls Chief Engineers who encouraged her to get her fourth-class ticket and captains who pushed for her to get her watchkeeping certificate. “It’s great to have mentors saying ‘you can do this, now go get that.’ Captain Lewis MacKay is the Marine Superintendent who I have worked for since I moved to Salt Spring Island and he’s very supportive of anyone who wants to get their certificate. I’ve also had great support from friends and a close group of co-workers. A solid support network is essential no matter what job you do.” Captain Lynn Steiner (Skeena Queen) started working for BC Ferries part-time while studying for her Botany degree. “It was such a great company that I decided to stay.” From
the catering department she transferred into the deck department, noting her strong interest in the operations of the vessel. As a mother of three, Captain Steiner “self-studied every step of the way” and credits her senior officers who served as mentors for their support. “I developed a good rapport with some of my fellow officers and they shared a lot of their knowledge.” Captain Steiner emphasized that “a good mentor is hard to find. They don’t just walk up to — you need to develop that two-way relationship. I would not be where I am today if it wasn’t for them.” While in her position as a deckhand, Steiner trained to become an officer. “I was driven to be very thorough, show a keen interest in how things were run, have a professional working relationship with colleagues, ask questions at the right time and commit to safety,” she said. Captain Steiner describes one of her biggest challenges now is “finding enough time to work with my crew in the way my mentors worked with me. It’s important
Left to right: Captain Nadine Fraser, Captain Karen Marcotte and Captain Lori Tribbeck to pay that forward.” She is hopeful that the marine industry can find a way to encourage young people to take on marine career, especially young women. “I’ve had a long and wonderful career. BC Ferries has opened any door that I chose to go through in my career path.” While the current number of females with Master’s certificates stands at 10
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within BC Ferries, it is plain to see that this number will continue to grow. We were unfortunately unable to interview all female Captains (missing from this interview are Captains Samantha McCandlish and Lori Tribbeck) but it is hoped that the shared experiences and insights of those we spoke with will provide ample inspiration to future marine officers.
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October 2017 — BC Shipping News — 41
PORTS & TERMINALS
Fairview Terminal expansion signals a new era for Prince Rupert
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he August 29th celebration for the completion of the Fairview Terminal Phase 2 North expansion marked a major milestone for the community of Prince Rupert. With thousands in attendance — representing industry stakeholders, all levels of government, First Nations and residents — the importance of this growth was readily apparent. No longer considered a town dependent on fishing and pulp, Prince Rupert’s importance as a key part of the global supply chain has been solidified. For the Port of Prince Rupert, CN Rail and DP World, the realization of their shared goal was finally at hand. The expansion of Fairview Terminal comes on the 10th anniversary of its conversion from a break-bulk facility to container yard. Having added over 1,800 metres of on-dock rail, 800 metres of wharf, 11 hectares more to the terminal footprint, three new Malacca-max
No longer considered a town dependent on fishing and pulp, Prince Rupert’s importance as a key part of the global supply chain has been solidified. cranes, 120 reefer plugs and more than a few new Rubber Tired Gantry cranes, Fairview’s capacity not only increases from 850,000 TEU to 1.35 million but the terminal is now able to receive the largest container ships in the world (20,000 TEU-plus) with greater speed and reliability to terminal services. “This project is a significant addition to Canada’s trade infrastructure, and provides tremendous value to our shippers and many partners,” said Prince Rupert Port’s (now retired) President and CEO, Don Krusel, the driving force behind Prince Rupert’s vision of becoming a major gateway for Canada. “It has become a major contributor to the regional economy, and could not have been realized without
collaboration and support of industry, labour, government, First Nations and our local communities.” Indeed, the Port of Prince Rupert and the movement of goods through the port is now responsible for over 3,000 full-time positions (700 of which are directly related to labour at Fairview) in the northern B.C. region, generating over $200 million in wages. And this will only grow as Prince Rupert continues to expand other areas that will facilitate greater throughput for Fairview – specifically, the Ridley Island Industrial Park which will benefit not only from the Road, Rail and Utility Corridor (a partnership with CN Rail which will see the current three in-bound tracks and two outbound tracks expand to
FRPD and BEL
42 — BC Shipping News — October 2017
Photo: Lonnie Wishart
wish to thank DP World, Prince Rupert Port Authority, local First Nations, the community of Prince Rupert and surrounding areas for their support during the construction of the Fairview Terminal Expansion Project.
PORTS & TERMINALS
Photo: Lonnie Wishart (www.lonniewishart.com)
The long line of ribbon-cutters demonstrated the many partners involved to make the terminal expansion a reality.
13 in-bound and 11 out-bound), but will also see a new connector road reducing the drayage between Ridley and Fairview down to a six-kilometre route instead of the current 21. With companies like Ray-Mont Logistics and Tidal Transport’s CT Terminals already established for stuffing agricultural and forest products respectively and an upcoming focus on cool cargos (facilitated by the addition
of 120 reefer plugs), Prince Rupert Port is already looking beyond the Phase 2 North expansion for additional growth of an extra 1.15 million TEU. Krusel expects the full capacity of Fairview Terminal to be in operation by 2022. As noted above, many stakeholders and partners were on hand to mark the opening of the terminal, including Luc Jobin, President and CEO, CN, as well as Sultan Ahmed bin Sulayem, Group
Chairman and CEO of DP World. “Congratulations to the Port of Prince Rupert and DP World on the 10-year anniversary of the Fairview Container Terminal and the newly-opened expansion,” said Jobin. “The Port of Prince Rupert holds a premier place on the global trade map and the last decade of supply chain collaboration between the port, terminal operators, CN and other partners has become the model for how
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October 2017 — BC Shipping News — 43
Celebrating the Fairview Terminal Phase 2 North expansion.
to establish and grow a trade corridor. We look forward to continuing our successful partnership as we facilitate the growth of our customers import and export markets.” In fact, it was CN’s partnership and commitment to the Port of Prince Rupert that provided the catalyst of such growth for the region. A point not lost on Krusel: “Our relationship with CN is a partnership in every sense,” he told BC Shipping News during an earlier interview. “With the exception of logs, every commodity moving through the Port of Prince Rupert for the past 30 years has relied on CN’s network to get to market.”
While DP World was a latecomer, having taken over from Maher Terminals in 2015, they were no less an integral partner in recognizing the potential of Fairview Terminal. Maksim Mihic, General Manager of DP World Canada, said the expansion represents a forward-thinking commitment to providing shipping lines and cargo owners with fast, reliable container service that’s always ahead of customer demand. “Prince Rupert’s success has been driven by its unparalleled geographical position on the trans-Pacific trade route, its high terminal productivity, and its
consistently low dwell times that have sustained despite our significant growth in throughput over the past two years,” said Mihic. With the completion of the Phase 2 North expansion of Fairview Terminal, Prince Rupert enters a new era — one which signals prosperity for Prince Rupert and the northern B.C. region. As this author heard numerous times while at the opening celebration — “the Port has given us a reason to stay here and raise our family with the assurance that there will be work for many, many years to come.” BCSN
Photo: Lonnie Wishart (www.lonniewishart.com)
44 — BC Shipping News — October 2017
TERMINALS
Photo: Lonnie Wishart (www.lonniewishart.com)
Ray-Mont Logistics Prince Rupert facility highlights growth of company
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rue to their core values — quality, flexibility and innovation — the Ray-Mont Logistics team has selected the ideal location to expand their operations. The opening of RayMont Logistics Prince Rupert Inc. in late August not only shines light on the growth of Prince Rupert, but also provides insights into the expansion of Ray-Mont as a major player in the agri-transload sector on the West Coast. In an interview with BC Shipping News, Loui Stathatos, Vice President and Chief Commercial Officer, discussed the motivation behind the decision, the benefits of having a 12-acre facility in Prince Rupert, and future plans for this second-generationowned company, which also celebrates its 25th anniversary this year.
Background
While it was Charles Raymond’s grandfather who started Ray-Mont with a trucking company, it was Charles’ father who made the move, with buying one truck from his father, to the transloading business (in fact, was a pioneer in the transloading industry) and it is current President and Chief Executive Officer Charles Raymond who has expanded that business beyond its flagship facility in Montreal, moving pulses, wheat, cereal, beans and other specialty agricultural crops around the world. Having graduated with his Engineering Degree from the University of Montreal (Ecole Polytechnique), Charles Raymond took over the company in 2000 and combined his engineering expertise with his passion for technology and IT to take the company from a “Mom & Pop” operation to the organization we see today. In
addition to designing the Prince Rupert facility, Raymond developed a proprietary IT infrastructure specially built for transload operations. He also used his engineering background to redesign machinery to accommodate agricultural products, including the flow rate into bags and calibration to tailor the system to Ray-Mont’s needs. As a smaller facility (albeit planning a move to a new location that is six times the size), Ray-Mont Logistics Montreal Inc. has a 12-acre concrete yard with a rail siding capacity of 32 cars serviced by CN Rail through a supply chain logistics agreement. Providing transload for bulk-to-bulk, bulk to bag and bagged commodities, Ray-Mont has all the necessary certifications to assure customers of the quality provided — ISO:22000; OCPP/ Pro-Cert Canada (OC/PRO) - Organic Standard; Canadian Organic Standard; European Economic Community (EEC) certified; United States Department of Agriculture; National Organic Program; Bonded warehouse status for U.S. origin cargo; and CFIA-approved sampling, to name just a few. Ray-Mont opened their second facility in Vancouver in 2008. Situated along the North Arm of the Fraser River — and again serviced by CN Rail — the 18-acre concrete yard with a rail siding capacity for 60 cars. Stathatos noted that the facility reached capacity very quickly and plans are underway to expand. Ray-Mont also has a U.S. operation with an office in Spokane, Washington but no current transload facilities outside of Canada. “We opened Ray-Mont Logistics America in 2013 to scope
out the flow of cargo within the North American footprint,” said Stathatos.
The benefits of Prince Rupert
“During the last crop season’s peak period, for every container we accepted at the Vancouver facility, we effectively had to turn another away,” Stathatos said when asked about the decision to expand to Prince Rupert, confirming that some of the cargo previously destined for Vancouver would now be routed to the new facility. “It was very important to be able to establish a throughput that would handle all of the needs of our customers, and Prince Rupert, with its proximity to the Asian market and convenience for our carrier partners, was a natural fit. “All of our decision-making is based on our three core values — quality, flexibility and innovation,” said Stathatos. “And Prince Rupert offers all three, especially for Asian-bound cargo.” Stathatos went on to highlight a number of benefits that the Ray-Mont team found when considering the second location on the West Coast. “A lot of the Asian cargo is considered ‘pooled cargo’ (i.e., many rail cars of the same product) and works very well for the Prince Rupert location which focuses on bulk-to-bulk transload. The Road, Rail and Utility Corridor on Ridley Island with CN’s 400-car loop provides us with great flexibility for managing over-capacity and there is plenty of room to expand in the future should the need arise.” Stathatos was also enthused about the private industrial road that will shorten the commute from Ridley Island to Fairview from 21 kilometres to six, realizing big savings in drayage. October 2017 — BC Shipping News — 45
Photo: BC Shipping News
The future looks bright
Recognizing many partners for a successful venture, Charles Raymond (centre, back row) and Loui Stathatos (front row, far right) stand with representatives from First Nations, the federal government, the Port of Prince Rupert and CN Railway at the opening of their new agri-transload facility on Ridley Island.
Operations at the 12-acre facility will employ about 40 people, includes a 100car rail siding capacity, a grain dumper pit, and a state-of-the-art conveyance system. The new facility will alleviate the stress on the Vancouver facility and allow Ray-Mont to provide a faster transit and dedicated rail line for getting bulk grains to Asia. “All of our partnerships with agri-suppliers are long-term
partnerships and the expansion was done to ensure we’re facilitating international trade as efficiently as possible for them.” As with the Vancouver and Montreal facilities, Stathatos noted that all facilities ultimately will provide the same level of assurances to customers — all will be ISO certified, bonded and organically certified as well as using scales that are government certified.
For now, Stathatos believes that with the three locations in Canada, RayMont has hit the right capacity to be able to meet the needs of their customers but will continuously monitor activity to make sure that balance remains. “Working with all of our partners — customers, carriers, ports, rail and local staff — we believe the Prince Rupert location adds great value to the supply chain. We’ve been very pleased with our collaboration with the Port of Prince Rupert, First Nations communities, and CN Rail in particular. All have provided tremendous support to us.” Internationally however, Ray-Mont Logistics has an expansion strategy which includes similar facilities to their Canadian ones. “Our goal is to eventually open new terminals in the next five years,” Stathatos said, indicating that plans were confidential until locations were confirmed through feasibility studies. An announcement on the first of those facilities is expected in 2018. Stay tuned… BCSN
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LEGAL AFFAIRS Bullying and harassment
An albatross around everyone’s neck By Anne Amos-Stewart Bernard LLP, Vancouver
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ullying and harassment is a phenomenon that, even with an increased societal focus on respect and social equality, plagues places of employment across B.C. and Canada, creating toxic work environments everywhere. Disturbingly, some studies show that as many as 40 per cent of Canadian employees experience bullying every week. The silent epidemic of bullying and harassment has serious consequences for everyone in the workplace — not only can it reduce morale, negatively impact performance and cause increased absenteeism, it can lead to depression, anxiety and post-traumatic stress disorder. Make no mistake, however — bullying and harassment is not just a problem on an interpersonal level. It has considerable tangible and measurable adverse impacts on organizations. The toll it takes on individuals goes hand in hand with financial consequences for employers, which are often hidden in reduced employee well-being (including substance abuse, sleep disturbances and suicidal thoughts), reduced productivity, increased turnover and reputational damage. So what is and what is not bullying and harassment? Bullying and harassment includes any inappropriate actions or comments by a person towards an employee that the person knew or reasonably ought to have known would cause the employee to be humiliated, intimidated or degraded. However, it excludes any reasonable action taken by an employer relating to the management or direction of employees or the place of employment. Simple, right? Often it is not. The line where conduct crosses into bullying and harassment territory can be unclear. To qualify, the behaviour must be egregious, such that a reasonable person would clearly view it as abusive or threatening.
The toll [bullying] takes on individuals goes hand in hand with financial consequences for employers, which are often hidden in reduced employee well-being... However, there is no particular form of conduct that necessarily automatically amounts to bullying and harassment. In fact, a vast range of actions can qualify, from yelling at or insulting someone to social isolation. Another example might include intentionally providing the wrong information to someone. In one particular case, a manager told an employee to “shut up,” called her a “stripper” and said the employee wanted
“the world to revolve around [her].” This was found to be bullying and harassment. However, where an employee’s coffee maker and other personal belongings had been tampered with, this was found not to be bullying or harassment. Some bullying and harassment may cross into the realm of criminal behaviour, with the most common example being violence. Indeed, where bullying and harassment is not addressed
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LEGAL AFFAIRS Employers have an overriding duty to ensure the health and safety of their employees, as well as any other workers present.. successfully, there is an increased risk in the workplace of physical aggression. Take the former OC Transpo employee who committed multiple murders after being subjected to repeated incidents of workplace bullying. Some bullying and harassment may also amount to discrimination, which is covered by human rights legislation. Where the behaviour is based on a prohibited ground — like sex, race, age, sexual orientation, disability and family status — this is discrimination. Sexual harassment is a common form of workplace discrimination. Employers are under an obligation to take active steps to prevent human rights violations in the workplace. Where an employer fails to meet this obligation, a potential damage award in favour of an employee for the contravention can result. This could be for lost wages from the date of the human rights violation to the hearing of the complaint. The hearing takes place before the British Columbia Human Rights Tribunal (BCHRT) for employers who are provincially regulated. In addition to lost wages, the BCHRT can award compensation to an employee for injury to dignity, feelings and self-respect in any amount, with the high watermark to date being $75,000. In the shipping industry, some employers are federally regulated, in which case the hearing would take place before the Canadian Human Rights Commission (CHRC). The CHRC is capped at $20,000 for damages for pain and suffering, and up to an additional $20,000 where the discrimination is reckless or willful. Interpersonal conflicts and ordinary disagreements do not meet the bullying and harassment threshold. It is not bullying or harassment when someone expresses a difference of opinion, nor when an employee receives constructive feedback about work-related behaviour or performance. Despite the fact that employee reactions to efforts by an employer to manage a workplace (like by doing a performance assessment, assigning work or taking reasonable disciplinary action), which can occur in challenging situations, 48 — BC Shipping News — October 2017
often result in mental distress, this is not bullying or harassment. Bullying and harassment can take place in person, on the phone or online. It can involve a single incident, but more often is the result of a series of actions. The victims of bullying and harassment are not limited to the direct targets of such behaviour. A University of British Columbia survey of 357 nurses in 41 hospital units suggests the colleagues of those who are bullied feel a strong desire to quit their jobs. In recognition of the societal problem bullying and harassment presents, the Government of B.C. recently announced the reintroduction of a human rights commission, after 15 years without one, which will play mainly an educational and prevention role. Additionally, the government introduced legal obligations several years ago, not just for employers but for employees and supervisors alike. On November 1, 2013, three mandatory occupational health and safety policies came into effect under the Workers Compensation Act, which set out workplace duties with respect to preventing and addressing bullying and harassment. Under the policies, employees are prohibited from engaging in bullying and harassment. They must report if they observe or, importantly, experience bullying and harassment. They must also apply and comply with their employer’s policies and procedures on bullying and harassment. Employers have an overriding duty to ensure the health and safety of their employees, as well as any other workers present at a workplace at which that employer’s work is being carried out. Accordingly, this duty includes extensive obligations specifically regarding bullying and harassment, which is a health and safety issue. Employers must have anti-bullying and harassment policies, provide training, have reporting and complaints procedures and keep appropriate records. An employer is not required to involve a third party in the investigation of complaints of bullying and harassment, nor may it be wise to do so, depending on the circumstances. Where the matter is not
complicated, there are independent witnesses and the facts are not difficult to establish, an employer should consider conducting its own investigation. Regardless of who the employer chooses to conduct the investigation, as WorkSafeBC (the body which administers B.C.’s no-fault workers’ insurance program, including the rules surrounding bullying and harassment, for both provincially and federally regulated employers) states in its “Frequently asked questions” leaflet, “an employer must take all complaints of workplace bullying and harassment seriously and respond appropriately. An investigation into such a complaint must be reasonable and undertaken in good faith. The investigation must be fair, impartial, and focused on finding facts.” In addition to this leaflet, WorkSafeBC provides other extensive bullying and harassment resources on its website. Where a bullying and harassment complaint is successful, this can cause an increase to an employer’s insurance premiums. Accusations of bullying and harassment sometimes turn out to be false. The accuser could be acting maliciously, but he or she could also simply be mistaken about the situation. Following an investigation and where the accusation is determined to be unfounded, employers should ensure that the accused is offered support. Addressing workplace bullying and harassment at times calls for a multifaceted, collaborative approach involving legal counsel, a mental health professional and a workplace investigator. This set of complementary skills can be very effective at not only resolving the issue at hand but also preventing further issues from arising, which reduces costs to an employer in the long run. Employers should inquire about such outside assistance when in doubt about their ability to address a situation internally. The law surrounding bullying and harassment is still relatively new and we are likely to see future developments that recognize our changing understanding of this complex area. What is for certain is that there are significant implications where workplace issues of this kind are left to fester. Do not let bullying and harassment be the anchor that brings you or your organization down. Anne Amos-Stewart is a lawyer with Bernard LLP and can be reached at amosstewart@bernardllp.ca. Photo: Captain Duke Snider
ARCTIC SHIPPING MSV Nordica Part II
Modern ice navigation By Captain Duke Snider Martech Polar Consulting Ltd.
Looking out the window and visually identifying ice around the ship and selecting the most efficient courses through the ice is core to ice navigation.
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he highly successful Northwest Passage voyage of MSV Nordica in July not only set records as the earliest voyage through the passage, it highlighted the modern technology at the disposal of mariners and Ice Navigators. The technology enabled what seemed, to many, to be a simple passage; however, it was far from simple, but was only successfully completed because the experienced ice navigation team had the technology that made it possible.
The ship
As described in previous BCSN articles, MSV Nordica is a modern Arctic icebreaker. Her construction and power were more than adequate for the conditions faced during this passage. In open water, the vessel easily made a good 11 knots at an economical speed. During this voyage, excellent open-water sea conditions ensured that Nordica did not exhibit the usual unkind motion that an icebreaker slamming into head seas normally experiences. The trans- Pacific voyage made it appear that open water was of no concern. When faced with the ice off Point Barrow and the heavier thick first year and old ice in Larsen Sound and Franklin Strait, her design and power quickly became apparent as worthy adversaries to the ice. Highly manoeuvrable due to fully rotatable azimuthing thrusters, Nordica was even more nimble in tight ice conditions than icebreakers fitted with fixed shafts and propellers. For the most part, Nordica was able to maintain a steady headway of five knots in 9-10/10ths thick first year and old ice, only occasionally slowing to two knots. Only twice did the officers opt to move
around heavier floes, more to allow nonwatchkeeping personnel a sound sleep than as an admission of defeat to the ice.
The modern tools of the Ice Navigator
There is no doubt that the Number One tool of the Ice Navigator is his eyesight. Looking out the window and visually identifying ice around the ship and selecting the most efficient courses through the ice is core to ice navigation. An experienced and skilled Ice Navigator can identify ice types and potentially difficult obstacles to avoid. In addition, modern technology provides the Ice Navigator “eyes” beyond the visible horizon. Aside from ship design and construction, the greatest advances enabling a voyage like this has been in the collation and display of real-time ice information for the bridge team that provides that extended vision. The most traditional tool in extending or improving vision in reduced visibility is onboard radar. Today, Ice Navigators may have high speed dual polarized ice radars that are extremely effective in discerning and displaying old ice, ridges and glacial ice and bergs. With the addition of signal enhancement such as Rutter signal processors, even further definition can be obtained. In the right conditions these signal processors can detect and display small growlers in open water; however, most ships can make do with standard marine X-band radar, properly tuned, with gain set effectively on short ranges to pick one’s way through the ice. Nordica’s command cockpit was fitted with ECDIS, fully selectable radar displays that could access standard X Band, S Band or the high-speed ice radars.
Some vessels are fitted with forwardlooking infrared systems designed to highlight a lower temperature signature of sea or glacial ice features. Another new trend is forward-looking sonar. Thus far, these sonar systems have only been able to definitively identify deep keel ice features from icebergs or heavily ridged sea ice. Neither of these systems were fitted onboard MSV Nordica.
Ice information and imagery
For decades, mariners have depended on radio facsimile received black and white ice charts often hand drawn by ice observers in aircraft or pulled together from observations of ships in the region. Today, most sea ice information is gleaned from a variety of space-based sensors in Canadian waters and the Canadian Coast Guard and Transport Canada can still make use of airborne “CanIce” aircraft for visual and airborne synthetic aperture radar. Satellite imagery runs from visual (essentially photographs from space, good on clear days but subject to interference from cloud and smoke cover), thermal (sensing temperature, indicating areas cold enough for ice to exist, but generally of poor resolution and accuracy for navigation) and synthetic aperture radar or SAR (Canada’s RadarSat and Europe’s Sentinel satellites). Good high-resolution visual imagery and highresolution SAR images provide the best depiction of sea ice; however, experience and skill is still necessary to interpret these images correctly. Temperature (infrared) imagery is not as useful as it is often low in resolution and frequently results in large areas of inconclusive sea ice determination, confusing cold water with actual sea ice. National ice services such as NOAA, the US National Ice Centre, and the Canadian Ice Service will collate information from a number of these sources to October 2017 — BC Shipping News — 49
ARCTIC SHIPPING develop graphical ice charts. An experienced Ice Navigator is well versed at directly interpreting all of these image types and selecting the most promising routing on their own. Many experienced Ice Navigators prefer to access good satellite imagery directly and make their own assessments. Often, ice service charts take many hours to formulate and may be out of date before they are even received on board.
Ice information availability
During the Nordica’s Northwest Passage voyage, routine ice information could have been accessed via open source Internet downloads from websites hosted by ice services such as NOAA and CIS. Due to routing outside the footprint of broadband satellite connectivity, dependence on that mode of downloading data could be not be relied upon. Timely, near real time information was required to make appropriate routing decisions as ice conditions changed. To meet that need, Arctia contracted Montreal’s Enfotec Technical Services
Screen capture of the Queen Maud area from Enfotec Technical Services’ IceNav.
to provide route specific ice charts and imagery. Information was updated as required and up to twice daily. Based on the ship’s position transmitted every six hours to Enfotec, data was selected and focused on the next 24 to 48 hours routing. Download communication was assured as data packets could be received
directly by the onboard ice information and route planning program, whether broad band or lower band width communications, was available.
Ice information display
Enfotec’s highly capable and userfriendly IceNav ice routing and manage-
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ARCTIC SHIPPING
Tools like the IceNav provide essential routing details to assist ice navigation.
ment program was at the core of all voyage planning in ice-infested waters. In most cases, vessels operating regularly in heavy ice conditions will install a built in IceNav system consisting of a stand-alone computer, twin display (one for ice chart/ice imagery and route planning, the second for radar and ice image overlay) and hardwire connections to ship’s position, gyro and radar inputs. The program allows for download and display of any geo-referenced ice chart or image in layers, over a standard global GIS map of the world or on the radar display monitor. Because of the short notice for this voyage, the Nordica team utilized IceNav “light” as it was called onboard. Installed on a stand-alone laptop, the “light” system could use either “pilot plug” navigational input or direct remote GPS to provide real time navigational position and track information. Radar input was not available for the laptop version of IceNav. When ice data is received, it is displayed directly on the IceNav monitors. Actual ship position and track information is one of the primary layers, along with planned routing that can be modified to meet changing ice conditions. Route waypoints can be either directly linked to onboard ECDIS or uploaded and downloaded manually. This rapid download and display ice information, coupled with direct manipulation of a voyage plan to meet changing conditions, allows not only for efficient but safer and more effective voyage planning, monitoring
and execution. As new data is received and displayed, the Ice Navigator, Master and bridge officers can more rapidly make strategic and tactical planning decisions. No job is complete until the paperwork is done. Under the Canadian Arctic Waters Pollution Prevention Act, ships operating outside of the “Zone/Date” system, as Nordica was, are required to transmit Arctic Ice Regime Shipping System (AIRSS) messages daily, detailing their planned routing, ice conditions expected along the route and an AIRSS calculation that provide a go/no go decision based on ship’s ice class and ice conditions encountered. On a long voyage such as a complete Northwest Passage, these daily messages can contain many separate route segments and associated AIRSS calculations. IceNav automates the entire message process, generating a complete message format including waypoints and AIRSS ice numerals. Modern Ice Navigators are no longer just seat-of-the-pants pilots blindly venturing forth into the ice hoping for a favourable lead or light ice; we combine our expertise and knowledge of ice and ship handling with space-age technology. We are able to read the ice and sea around us as well as the most advanced satellite imagery in order to assure a safe and expeditious passage in ice. Captain Snider is the CEO and Principal Consultant of Martech Polar Consulting Ltd, specializing in polar and ice operations. He can be reached at snider@martechpolar. com. October 2017 — BC Shipping News — 51
HISTORICAL FERRIES
John Kung: 50 years with Princess Ships By Judy Thompson, Volunteer Librarian at the Maritime Museum of BC
J
ohn Kung (or Gung) was a remarkable Canadian of Asian origin who spent 50 years plying the coast on Canadian Pacific Railway steamships. His story encapsulates two main themes: first, the close-knit Chinese culture with family members supporting each other and revering elders; and second, a historical insight into the ferry industry on the West Coast. The logbooks of CPR coastal steamers preserved in the Provincial Archives include crew lists which verify that cooks and galley staff on these ships were almost invariably of Asian origin. The list of the vessels on which John Kung served reads like a mini history of the storied CP coastal steamers which were “pocket liners” operated and maintained at high standards. John Kung died in 1995 at the age of 85, but in the summer of 2016, his extended family, who now live all over North America, had a Gung/Kung reunion in Victoria. Their program included a visit to the Maritime Museum of British Columbia to examine archival information about the CP Princess fleet and their revered family member. They related how John’s father, Peter Yin Ching Gung, had immigrated to Victoria from China in 1901. He eventually found employment with the British Columbia Coast Steamship Service (BCCSS, later the CPR Coast Service). He worked first as a houseboy
John Kung (circa 1937) . 52 — BC Shipping News — October 2017
The list of the vessels on which John Kung served reads like a mini history of the storied CP coastal steamers... and then as a cook. After a few years and the infamous head tax, he was able to bring his wife, Fong You Yeung, and his son, Edward, to Canada. John, born in 1910, was the first Gung child to be born in Canada. The Gungs embraced Christianity and assimilated into the community, passing their values on to their sons. John Kung followed his father into the CP coastal fleet in 1925 at the age of 15. Out of his earnings, John helped two of his bothers with their post-secondary education. The family recalls with pride how his older brother, Edward, was the first Chinese doctor in Victoria (and the second one in B.C.). His next younger brother, George, became an electrical engineer. John Kung’s first year with CP was on the new Princess Kathleen. This was one of a pair of three-funnelled ships that had luxurious accommodations and Clyde-built, like most of the CP coastal vessels. She had 136 staterooms and could carry 1,500 passengers and 30 automobiles. Both ships dominated the Triangle Route (Vancouver/Victoria/Seattle) until the Second World War. After the Kathleen, John worked on her sister ship, the Marguerite, for four years as a baker and in other positions. He was next on the Princess Victoria with service between Victoria and Vancouver. A short stint as a mess boy on the Nootka, a freighter, followed. In 1932, he served on the Princess Alice for five years. This was a single-funnel steamer designed for quiet, economical operation for the night service on the Victoria/Vancouver route. There was a large dining room along with 100 cafe seats and 118 staterooms. Toward the end of his service on the Alice, John became Chief Cook, a position he held for the rest of his career. While it was during the early 1930s that most of the crew became union members, it wasn’t for several more years that cooks and stewards were also unionized. This resulted in better pay, job protection and improved food and accommodation. John’s next job was as Chief Cook, from 1938 to 1940, on board the wooden Motor Princess which was originally built to accommodate more cars (45) but also included comfortable accommodation for passengers. It was on a Bellingham/Sidney route when launched, but later sailed between Nanaimo/ Vancouver and Sidney/Steveston. This vessel’s innovative design with two car decks foreshadowed how car ferries would eventually evolve. Built by Yarrows in Esquimalt, she was one of the few Princesses constructed in B.C. John then served one year on the Princess Elizabeth. The Elizabeth and her sister ship, the Princess Joan, were designed for the Vancouver/Victoria night service. These were referred to as ‘floating hotels’ because of the large number of staterooms — 405 first-class and 26 second-class. They also carried 1,000 day passengers and 70 automobiles. The dining room provided seating for 100 passengers at a time. Comfort and vibration-free
HISTORICAL FERRIES operation were more important than speed on the night service. After the Elizabeth, John returned to the Princess Victoria for three years, followed by a year on the Princess Adelaide, a sister ship of the Princess Alice. From 1946 to 1951, John was the Relief Cook on several ships of the Princess fleet. He started on the Tri-City Route (formerly the Triangle Route) on the venerable Princess Charlotte, built in 1908. From there, he went to two other old-timers: the Princess Maquinna (built in 1912) and the Princess Mary (built in 1910). They were designed to carry passengers and freight to isolated settlements. The Maquinna travelled the west coast of Vancouver Island and was popular with tourists while the Mary sailed once a week from Victoria to Port Alice and north island points. John next served on the graceful new Princesses Marguerite and Patricia, which arrived from Scotland in 1949. They began on the Tri-City Route but then travelled the Victoria/Port Angeles/ Seattle route. His final assignment as a Relief Cook was on the Princess Elaine, running between Nanaimo and Vancouver. She held 60 vehicles and had only six staterooms. One of the perks of being Chief Cook was that John got his own cabin. Prior to that, the galley staff shared one big cabin. Regular crew were four to a cabin. Beginning in 1952, John served for 10 years as Chief Cook on the Princess of Nanaimo on the Nanaimo-Vancouver run. There was more competition now and the luxury service became more economical. There were three round trips daily with food service but not on the lavish scale of the earlier Princess fleet. In his position, John was now earning three weeks of vacation each year, and worked five days with two days leave each week. His son remembers times when he worked a longer period on and had a longer period off so his children did have him home often. On the ships, the Chief Cook supervised eight to 10 staff in the galley. John was quiet, friendly and wellliked by the staff. The Princess of Vancouver, once again built in Scotland, entered service in 1955. This was the last addition to the CPR for the Princess fleet. With its lower funnel, it had a different profile. It was on the Nanaimo-Vancouver route and carried passengers, railway freight cars,
automobiles and trailer trucks (115 vehicles). Again, not as luxurious as earlier ships but still elaborate for short runs. John served as Chief Cook on the vessel from 1963 to 1975, the year he retired, after 50 years with the company. He received an Employees and Families Cruise Ticket, one of the last to be awarded. During this time, John married Peggy Mah. They had three children: two sons, Robert and Peter, and a daughter, Tracey. They all developed a love of the sea and took great interest in the Princess fleet. This has carried on to the extended family and the next generation. One of John’s nephews worked on Princess ships for three summers in the early 1960s — the Princess of Nanaimo, Princess Louise and Princess Patricia. His son, Robert, is with the Geological Survey of Canada in the Marine Research Unit. By the mid-1950s, the CPR vessels could not match the capacity and efficiency of the front-loading car ferries introduced by a new rival on the Vancouver Island/Mainland service, the Black Ball Line. When a crippling strike in the summer of 1958 tied up
first the CP fleet and then also the Black Ball vessels, the Provincial Government established BC Ferries. With the beginnings and rapid growth of BC Ferries, the CPR made service cuts in the early 1960s, no longer serving the Tri-City route. The Victoria-Seattle service was retained for a time, but after October 1, 1962, only the Princess of Vancouver served the Vancouver-Nanaimo run. It became the only Princess left in service on the Pacific coast. Changing economies and lifestyles had ended the era of the Princess fleet. John Kung was an employee of the Coast Service during its ‘heyday’ when it dominated passenger service. He worked on 16 of their ships during his 50 years, many of them when they first entered service. Although there were incidents of collisions during these years, he was fortunate not to have experienced any. There is no mention of the galley team, part of the Steward’s department, in the many histories of the service. John’s story is a tribute to all of the galley staff in the history of the CPR fleet and in the story of British Columbia.
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