B.C. Shipbuilding & Repair Industry Workforce Table. November 2011 June 2012

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1 B.C. Shipbuilding & Repair Industry Workforce Table November 2011 June 2012

2 Table Mandate Confirm the overall human capital requirements (i.e. labour demand) associated with the recent National Shipbuilding Procurement Strategy (NSPS) contract award and other significant projects and activities in the sector Review labour supply projections/sources and existing and planned training and other related programs and initiatives to identify opportunities and gaps Develop a coordinated workforce strategy that will, in part, inform private and public investments in labour market programs needed to support the sector.

3 Workforce Table Deliverables Develop a shipbuilding and repair workforce strategy to ensure the available supply of workers will meet existing and future demand, and identify specific areas and mechanisms for targeted workforcerelated investment by industry and government; Undertake a preliminary analysis of applied research and technology transfer processes and mechanisms that are likely to be required to improve the competitiveness and productivity of the industry and its workforce. Develop a plan that clearly defines the mandates and relationships of the various entities that will continue to exist after the mandate of the Workforce Table concludes; and Provide the basis for further industry engagement with aboriginal peoples and with communities and other stakeholders in the shipbuilding and repair industry sector.

4 Investments driving Labour Market demand

5 Current Employment Shipbuilding & Repair and Other Plate & Fabrication Employment 2012

6 Shipbuilding & Repair and Other Plate & Fabrication Total Job Openings 2016 and 2020

7 Malatest Highlights The total industry workforce is estimated at 3,198 workers, twothirds of which are employed by commercial shipyard operators; The industry workforce is dominated by workers employed in traditional (66%) and marine trades (14%); Nearly three-quarters (73%) of the current workforce possesses either a post secondary education or training credential; The current vacancy rate for the industry is 3.1%, with engineering technologists & technicians having the highest reported vacancy rate (24.4%) among all identified occupations;

8 Malatest Highlights (cont d) Industry employment is projected to increase by 47% over the next four years (to a total of 4,701 workers), and by a total of 62% (to a total of 5,189 workers) through 2020; More than three-quarters (77%) of the current workforce is at least 40 years of age, including 30% who are 55 years or older; 422 workers (13%) are expected to retire by 2016 and a 846 by 2020 (26%), yielding an annual retirement rate of 3.3% through 2020; Based on economic growth and replacement demand, 1,926 job openings are projected by 2016 and a total of 2,838 job openings through 2020; Traditional and marine trades occupations are projected to experience the largest number of job openings through 2020.

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10 Training Gaps (Malatest) Traditional Trades Training Marine Trades Training Professional Engineers, Technologists & Technicians Production Management and Critical Function & Support

11 Strategic Challenges 1. Clear, effective industry leadership and roles and coordination 2. Linking timing of strategies with timing of work requirements 3. Competition from other industries and jurisdictions 4. Attraction to industry and careers 5. Tapping non-traditional talents pools 6. Maintaining an industry-wide strategy implementation 7. Training challenges: Develop new skill sets to match ship construction and technology skill requirements Need for new training programs Need for innovation in trades training models and delivery Embedding shipbuilding and repair-specific learning content in training

12 Competitiveness & Productivity Implications (EGS) Shortage of skilled tradespeople in key trades, particularly those with marine experience; Shortage of skilled management and engineers with shipyard experience; In addition to specific trades and skills shortages, there has been a lack of marine specific training available; The ongoing requirement for and cost of specialized training for workers for such things as the following: specialized equipment installation and repair; safety training; quality assurance and specialized inspections; new or specialized techniques such as one-sided welding and the use of new computerized machines and technology; new technologies incorporated into ship design; Shortage of skills in project management, estimating and scheduling is of particular concern; and, In connection with military vessels there is a need for skilled tradespeople and technicians with experience in weapons and warfare systems, command and control systems, surveillance systems, and highly specialized military vessels such as warships and submarines.

13 The need for applied research & technology transfer (EGS) Internationally there is a strong focus with numerous shipbuilding technology and applied research centres. Therefore, there is a need to keep up with the competition. IMTARC s applied research and technology transfer component needs to be fully operationalized as an initial response to the international competitive situation. High quality applied research and technology transfer capabilities are already available at BC and Canadian colleges and universities, but need to be coordinated within marine specific projects. A systematized approach is needed for best practices and technology identification and applied research and technology transfer project definition. Determining how best practices and technology adoption and transfer can be implemented within facilities and the workforce is critical. IMTARC s training and educational programming efforts will need to encompass the capability of developing specific training initiatives that arise from the implementation of the applied research and technology transfer projects.

14 Purpose for an Industry Leadership Body Need a empowered focal point for the SB&R industry to come together in a collaborative and synergistic setting to take ownership of its future and provide governments, agencies, post secondary institutions, associations, K-12, communities and other potential stakeholders an entity to recognize and deal with. Need to have a empowered focal point for operationalizing the Workforce Table deliverables primarily the Workforce Strategy but also the Productivity and Competitiveness Roadmap, the aboriginal and stakeholder engagement strategies and an SB&R industry communications strategy Need a empowered focal point for coordinating Labour Market Partnership Agreements and other funded efforts that deal with marine trades training, gap training for non-marine industry journeypersons, supervisory and special skills training as well as outreach efforts/strategy to attract new applicants into the industry

15 Workforce Development Three Essential Pillars Technology/Process Development Marine Sector Investment Boards Industry Workforce Table (Chaired by Seaspan and Irving) (Chaired by Capt(N) Rueben and Ends in July 2012) Industry Development Industrial Marine Training and Applied Research Centre (Governed by IMTARC Committee and hosted by Resource Training Organization) Industrial Regional Benefits (Industry Canada) West Coast Shipbuilding and Repair Forum (Chaired by elected candidate Capt(N) Don Smith) Pacific Coast Shipbuilders Association (Chaired by elected candidate Ron van Wachem) BC Government $5M towards productivity and long-term viability of sector BC Ferries $20M towards building the capacity of ship repair & maintenance sector BC Shipbuilding and Repair HR Committee (Hosted by RTO & chaired by Kerry Jothen) Western Canada s Shipbuilding Action Plan (WED)

16 Recommendations 1. Upon dissolution of the BC Shipbuilding & Repair Industry Workforce Table, create a new body called the BC Shipbuilding & Repair Committee (now called BC Shipbuilding and Ship Repair Board). 2. Combine the existing Labour Market Partnership (LMP) Contribution Agreements and continue to have the Resource Training Organization of BC (RTO) as the legal host for a LMP agreement. 3. Collapse the BC SB&R Industry Human Resources Committee and the IMTARC Committee and include the scope of their respective mandates within the mandate of the BC Shipbuilding & Repair Committee. Ensure that the operation and membership of the BC new body allows for the professional and focused governance of IMTARC. 4. Given that there will be a General Manager for IMTARC, working directly for the RTO, broaden the mandate of this position to include the project management of a combined LMP agreement as described above and any subsequent LMPs or funded efforts for sector. 5. Make the General Manager for IMTARC, the secretary for the new BC Shipbuilding & Repair Committee. Responsibilities include the maintenance of a terms of reference, formal records of discussion, and a dynamic action item register.

17 Recommendations 6. When creating the terms of reference for the BC Shipbuilding & Repair Committee, ensure that the scope of the new body include all three essential pillars that underpin the enhancement and sustainment of the SB&R Industry. 7. Retain the WCSRF and PCSA entities in their existing form and functions and when creating the terms of reference for the BC Shipbuilding & Repair Committee ensure that there is no overlap or ambiguity when compared to the mandates of the WCSRF and PCSA. 8. Move quickly to establish the BC Shipbuilding & Repair Committee and fleshing out its terms of reference. Develop an action plan for following through on the recommendations of the new SB&R Industry HR strategy. Ensure for the oversight, and the development, of a workable business plan for IMTARC. 9. The BC Shipbuilding & Repair Committee should be linked to the MSIB in terms of providing advice on MSIB decisions and coordinating, and working in a synergistic manner, in related efforts within the three essential pillars. 10. Assign the responsibility for guidance, coordination and oversight of the BC Gov t $5M in support of SB&R Industry to new body.

18 Industrial Marine Training and Applied Research Centre Committee LMP Contribution Agreement IMTARC governance and workforce development programs. BC Shipbuilding & Repair HR Committee LMP Contribution Agreement BC Shipbuilding & Repair HR Strategy Development and Implementation Phase 3 Consolidation Industrial Marine Training and Applied Research Centre Synergies Guidance, coordination & synergy BC Shipbuilding & Ship Repair Board Maritime Sector Investment Boards As part of Value Propositions, the NSPS requires that the winning shipyards need to invest 0.5% of contract value to support the development of the industrial marine community. The money needs to be split between workforce, technology and industrial development. The MSIBs will be chaired by Seaspan and Irving and will have representatives from government, industry and academia. The MSIB will direct where future funding will be allocated. Industry Workforce Table (ended June 2012) Guidance, coordination & oversight Western Canada s Shipbuilding Action Plan (WED) BC Government $5M To support the productivity and long-term viability of the broader marine sector. West Coast Shipbuilding & Repair Forum Industry Forum to: Promote Workforce Development Cooperate to enhance industry Raise visibility and promote industry Future visioning Pacific Coast Shipbuilders Association Advocacy Lobbying To bring together key stakeholders involved with the NSPS with western Canadian small & medium sized enterprises to share info about NSPS and the opportunities for the industry. Shipbuilding Summit Shipbuilding Bootcamps Supplier Development Tours Investment by WED Advocacy by WED Industry Canada IRB Working Group Determining how IRBs can be applied in relation to Shipbuilding and Repair industry work

19 Composed of industry representatives, including some HR Committee members. Supported by educational institutions and other subject matter experts. Composed of stakeholder representatives. May provide incubator functionality to SRC initiatives arising from Workforce Table deliverables (as being done for IMTARC). Shipbuilding & Ship Repair Board (SSRB) Policy & Priorities Influence Exchange IMTARC Committee Incubator Support Structure Resource Training Organization (RTO) Governance IMTARC Manages the Three Pillars Workforce Development Technology/Process Development Industry Development Takes over HR Committee responsibilities Takes ownership of Workforce Table deliverables Executes Industry HR strategy Established self-supporting functions by 2013 IMTARC to have its own independent Board of Directors IMTARC LMP to be hosted by RTO until IMTARC is stand alone IMTARC to execute its CONOPS and business plan IMTARC Board has policy/priorities sharing relations with SRC IMTARC GM focused on IMTARC business affairs Hosts LMPs for SRC and IMTARC Provides legal structure to IMTARC Provides support and administration to SRC to 3013 May incubate new SRC initiatives (as with IMTARC) Aid transition for SRC initiatives from incubator to stand-alone