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by Bill Brown From Sept. 9 to 20, 2019, personnel from Royal Canadian Air Force's (RCAF) Aurora CP-140 fleet participated Exercise Coalition Virtual Flag (CVF) 19-4, which is led by the United States Air Force (USAF). More than 450 joint and coalition warfighters, located at 23 sites and on three different continents, participated. Canadian participants used the Aurora procedure crew trainer (PCT) mission simulator located in 404 Long Range Patrol and Training Squadron's Thorney Island Simulation Centre at 14 Wing Greenwood, N.S., to participate in the virtual exercise. Using distributed mission training (DMT) architecture, the PCT was connected to dozens of combat missions and flight simulators throughout Canada, the United States, the United Kingdom and Australia. The exercise was hosted by the 705th Combat Training Squadron (CTS) at Kirtland Air Force Base in New Mexico. “Coalition Virtual Flag is an opportunity for our coalition and joint partners to get together. It's a theatre-level exercise that we can practice our tactics, techniques and procedures,” explained the United States Air Force's LCol Angela Messing, commander of 705th CTS. “It takes place in the virtual and simulated world with environment generators that replicate the exact threats that we're facing.” Canadian planning for the annual complex, joint warfare simulation started almost a year ago, with 404 Squadron's modeling and simulation experts working closely with the Royal Canadian Navy's Distributed Mission Operations Centre, the RCAF Aerospace Warfare Centre's modelling and simulation co-ordination team, and modelling and simulation planners Distributed Mission Operations Center at Kirtland Air Force Base. 404 Squadron and 405 Long Range Patrol Squadron provided two crews to complete the five missions. Crew planning took place over several days, and included preparing for authentic anti-surface and anti-submarine warfare tasks. The Aurora crews faced a multi-threat, open conflict simulation scenario, and worked alongside allies from the United States Air Force, the United States Navy, the Royal Australian Air Force and the Royal Air Force. Exercise Coalition Virtual Flag represents the highest level of training that can be achieved through simulation. The crews must fight together or fail together. Miscommunication on and off their own aircraft can have deadly results, with friendly units engaged by opposing force weapons systems. The Aurora is a very capable surveillance and reconnaissance aircraft and, using its advanced sensors, has abundant tactical information to share with supported fighting forces. Adding to the opportunity of exercising in a coalition DMT environment, crews conducted tactics development and confirmation for two tactical electronic warfare instructor course mentors. With the centre of excellence residing in 404 Squadron's Simulation Flight, the CP-140 fleet will continue to advance its simulation training capabilities. Several small-scale monthly DMT exercises are planned with the Navy's Distributed Mission Operations Centre and ships' combat teams over the coming months. https://www.skiesmag.com/news/rcaf-participates-in-highest-level-simulated-mission-circling-the-globe

CAE, Jazz Aviation, and Seneca have teamed up to develop Jazz Approach, an innovative Canadian program to provide Jazz with a pipeline of top-quality first officers. Cadets will receive a letter of employment from Jazz upon selection into the program, allowing for a direct path to join the airline as first officers conditional upon successful completion of the program. The parties involved have signed a five-year partnership agreement and the first cohort is set to begin training in April 2020. “CAE creates over 1,500 new pilots yearly over 30 cadet training programs globally, and we are thrilled to add a first Canadian cadet pilot training program to our list of curricula,” said Nick Leontidis, CAE's group president, Civil Aviation Training Solutions. “The demand for pilots has never been so high. With over 300,000 pilots needed globally over the next decade, CAE is working closely with airlines around the world to come up with pilot creation solutions. This program is a one-of-a-kind program, and a great example of how the Canadian aviation industry is working closely together to come up with innovative solutions to face that challenge. We thank Jazz for its trust, we are honored to help expand upon its pipeline of future pilots and we look forward to training them alongside Seneca.” Jazz Aviation's pilots have been training in CAE's network in Canada since 2003. Now, under this new agreement, with its partner Seneca, CAE will be assisting Jazz in the selection, training and certification of new pilots. “We are very excited to partner with two exceptional Canadian organizations, CAE and Seneca, to introduce the Jazz Approach program,” said Capt Steve Linthwaite, vice-president, Flight Operations for Jazz Aviation. “For Jazz, this innovative initiative will be an expansion of our Jazz Aviation Pathways Program (Jazz APP) and provides yet another avenue for future generations of pilots to launch their careers in aviation. The roots of the Jazz APP program go back to 2007 and the addition of Jazz Approach is an important step in growing the program to yet another level. We have worked with both CAE and Seneca for many years and we are delighted to have the opportunity to join together to introduce this program in Canada.” “We are thrilled to be partnering with CAE and Jazz Aviation through this innovative all-Canadian collaboration. The Jazz Approach program builds on the success of our partnership with Jazz Aviation and will be an excellent addition to the suite of academic and hands-on training offered within our School of Aviation,” said Lynne McMullen, director of strategic partnerships with Seneca's School of Aviation. “The Jazz Approach program is another opportunity for Seneca to be on the forefront of flight training in Canada.” About the Jazz Approach program CAE, Jazz and Seneca developed the Jazz Approach program in close collaboration, showcasing the latest competency-based training innovations. The Jazz Approach program embeds Jazz Aviation standard operating procedures (SOPs) and threat and error management strategies. Under the terms of this program, CAE will conduct recruitment, assessment and selection of the cadets according to Jazz's defined criteria. The cadets will undergo the integrated airline transport pilot license (ATPL) training over 18 months at Seneca's School of Aviation in Peterborough, Ont. Following completion, CAE will provide a CRJ200 type rating at CAE Toronto, leveraging CAE's innovative training equipment. Upon successful completion of the training program and subject to certain conditions, the first graduates will join Jazz Aviation as first officers by the end of 2021. Applications for the Jazz Approach training program will open on Dec. 1, 2019. https://www.skiesmag.com/press-releases/cae-jazz-and-seneca-launch-first-cadet-pilot-training-program-in-canada

By Lee Harding The Liberal government announced its new cabinet on Nov. 20—the very same day the Canadian Global Affairs Institute hosted its annual event on the topic of military procurement. Given that an overhaul in that area is sorely needed, Canada can learn a lot from Australia, Ian Mack wrote in a recent report for the institute. Mack is uniquely qualified to make that assessment, having worked with both governments in their process of awarding contracts for military sea vessels. While he believes both countries had an acceptable result, his report, titled “Another Way to Buy Frigates,” suggests the Canadian approach adds work, balloons costs, and delays success. The re-elected Trudeau government should take note. The Liberals proposed significant changes to Canada's defence procurement system during the election campaign, but it will be a tall order to change this process. The land down under is isolated in a less secure part of the globe, without a nearby superpower like the United States to watch its back. So if Australia is far more diligent about defence than Canada, it might be due to necessity. The last time Canada had a proper and comprehensive white paper on defence was 1994. Australia has had three in the 21st century. Australia's effectiveness goes from the top down, something Canada knows nothing of. As Mack explains, “Canada, uniquely among its allies, has multiple government departments and central agencies significantly involved in the minutiae of its major military procurement projects.” These include Defence; Treasury Board; Finance; Public Services and Procurement; Justice; Innovation, Science and Economic Development—and even more. Meanwhile in Australia, the minister of defence is responsible for all aspects of navy shipbuilding. This includes setting operational and technical requirements, securing funds, developing a plan to benefit domestic industries, and satisfying the legal aspects of procurement. Each country had a project management office of roughly the same size, but Canada's was, frankly, less competent. Australia's office had many knowledgeable contractors working alongside the Department of Defence, whereas Canada's team had many from the public service and armed forces with “little or no applicable experience or knowledge,” according to Mack. “In Canada, significant effort was expended on regular reporting to layers of senior governance,” he says in the report. But it was paperwork and process for its own sake, and impractical in its effect. “Despite the onerous reporting demands, only a few key decisions were rendered and rarely in a timely manner. The opposite was the case in Australia.” In seemingly every aspect of development, Canada made things rigid, complicated, and fragmented, while Australia made them flexible, cohesive, and collaborative. Canada made stand-alone contracts for each sequence of the process. Australia worked with contractors to establish “end-to-end accountability.” Canada's initial request for proposal included hundreds of technical requirements that bidders had to prove. Australia had few mandatory requirements, but worked alongside bidders to explore their respective proposed solutions. In Canada, the intellectual property, liabilities, and insurance requirements were debated at length and only decided hours before the request for proposal was made. Hundreds of criteria got a numerical score, and the sum of all scores won the bid. Canada was “preoccupied” about a public appearance of fairness and avoiding lawsuits. (Nevertheless, the controversy over former Vice-Admiral Mark Norman and complaints from Irving Shipbuilding over the bid for a navy supply vessel shows it failed at this.) Shipbuilders bidding in Australia were confident of a fair system without any of those things. The department did not announce its evaluation criteria, nor was the evaluation report the only factor. Instead, the department stated its objectives and worked collaboratively with three potential bidders in their respective approaches. In Mack's words, this left “the competition to be more about assessing apples, oranges, and bananas” than about tallying up numerical scores. Mack says he could not make the Canadian system work like Australia's because the procurement, request for proposals, and resulting contracts were done outside of the Department of National Defence. At the time, he was “simply unaware of the intricacies of the Australian approach” because he hadn't yet been exposed to it. Regardless, he had already surmised that Canadian bureaucrats “did not want changes to their tried and true ways of doing business” and clung to “adherence to prescriptive and traditional methodologies.” https://www.theepochtimes.com/military-procurement-what-the-new-cabinet-can-learn-from-australia_3150065.html

DAVID PUGLIESE, OTTAWA CITIZEN U.S. aerospace giant Boeing is pitching its guarantee of billions of dollars of work for Canadian companies as well as keeping aircraft maintenance in country as it tries to convince the Liberal government to select a new version of the Super Hornet fighter jet. Boeing is hoping that new technology on the Super Hornet and its commitment to place as much as $30 billion of work with Canadian firms will result in it winning the competition to build 88 jets. The move comes as the NDP and aerospace unions are becoming more vocal about the need for Canada's fighter jet replacement project to pay major dividends for the economy. NDP leader Jagmeet Singh said last week he would be pushing that issue when Parliament returns and he hopes to have a discussion with the Liberal's new defence minister about how Canadian jobs can be created and sustained by the program. Boeing had been non-committal to the Canadian program as it reviewed the bidding requirements throughout the summer. But that changed last week when Boeing confirmed it was in the race. “We wouldn't be having this conversation if we didn't think we had a very realistic chance of winning,” Boeing executive Jim Barnes said in an interview with this newspaper. Lockheed Martin's F-35 stealth fighter is considered the top contender in the project that will see the purchase of new jets at a cost of between $15 billion and $19 billion. Saab of Sweden is also in the competition, offering the Gripen fighter jet. The issue of guaranteed economic benefits for Canada could be a problem for the Liberal government, which under pressure from the U.S., changed the procurement rules to allow the F-35 to be considered. Because of the way the U.S.-led F-35 program is structured, Lockheed Martin cannot provide guarantees of any work for Canadian firms, a stance that in the past would have disqualified a company from bidding on a major defence acquisition. In early September, the union representing machinists in the aerospace industry warned that the changes made for Lockheed Martin would come at the expense of other firms offering guaranteed work for Canada's aerospace sector. In addition, the union is worried that if Canada were to purchase the F-35 then most of the key maintenance would be done in the U.S., putting in jeopardy 600 jobs at L-3 in Mirabel, Que. L-3 conducts maintenance on the Royal Canadian Air Force's current CF-18 fighter fleet. Barnes said Boeing was surprised about the change in the Canadian competition that lifted the need for guarantees on providing domestic firms with work equal to, or more than, the cost of the project. Boeing has L-3 on its fighter jet team as well as Peraton Canada Corp., CAE Inc., GE Canada and Raytheon Canada. Barnes said over the years the Canadian government has built up a capability to maintain its fighter jets at home by using those companies. “So we are leveraging that investment by the government of Canada,” he added. Boeing officials say they are confident in guaranteeing billions of dollars of work for Canadians as the company has an extensive presence in both military and commercial aerospace around the world as well as its own facilities in Canada. Lockheed Martin has countered that while there are no guarantees of work on the F-35 program, Canadian firms have picked up more than $1.3 billion in contracts on the project over the last 12 years. The amount of those contracts could significantly increase as more F-35s are delivered to the U.S. and Canada's allies, Lockheed Martin officials have noted. Boeing is offering what is known as the Block 111 Super Hornet, an advanced version of the existing aircraft. Earlier this year the U.S. Navy confirmed it is purchasing 78 of the aircraft which are equipped with a new computer, sensors and data links to boost the amount of information that can be received or transmitted. The aircraft also has satellite communications, which is important for Arctic operations, Boeing noted. Some stealth aspects have also been added and Boeing says it has been able to increase the life of the aircraft from 6,000 flight hours to 10,000 flight hours. It is also pitching the new Super Hornet as less costly to maintain. The aircraft costs about $18,000 U.S. an hour to operate compared to the F-35 which costs $44,000 U.S. The Pentagon and Lockheed Martin are working on reducing that F-35 cost. Bids for the Canadian program must be submitted by the spring of 2020, and the winner is expected to be determined by early 2022. The first aircraft would be delivered by 2025. Technical merit will make up the bulk of the assessment at 60 per cent. Cost and economic benefits companies can provide to Canada will each be worth 20 per cent. A trade dispute between Canada and Boeing over duties on Canadian-made civilian passenger jets prompted the Liberals to include in the fighter jet competition a clause that would consider any economic harm a company has done to Canada. Barnes said that clause is in the bidding documents. Boeing, however, does not see that as a problem for the company as it ultimately lost the trade dispute. https://ottawacitizen.com/news/national/defence-watch/boeing-pitches-guarantee-of-billions-of-dollars-of-work-for-canadian-firms-if-its-super-hornet-is-picked-by-canada

Industry winners of three annual awards recognizing aerospace achievement, innovation, and excellence were honoured at the Aerospace Industries Association of Canada's Canadian Aerospace Summit. The 2019 winners are: James C. Floyd Award – Marc Parent, CEO of CAE Industry Excellence Award for Lifetime Achievement – John Saabas Industry Excellence Award for Small Business Innovation and Technology – Avior Integrated Products “The winners of this year's awards are champions of Canadian aerospace whose vision and achievements have strengthened the industry, making it more innovative and competitive both in Canada and in the global marketplace,” said Jim Quick, president and CEO of AIAC. “We are proud to celebrate their achievements, and on behalf of AIAC's board of directors and members, I thank them for their leadership and dedication to our industry.” About the Winners: James C. Floyd Award – Marc Parent, CEO of CAE Marc Parent is the CEO of CAE Inc. Under his leadership, CAE went from a company that was heavily in debt and trailing its competitors to one that is today the foremost provider of aviation and healthcare training services in the world. A true Canadian success story on the world stage, CAE has customers in 190 countries and over 10,000 employees around the world (nearly half of them in Canada). Parent is also a passionate champion for Canadian aerospace success. He has served as chair of AIAC and Aero Montreal, and he has participated in numerous government round tables and advisory boards to promote Canadian aerospace growth and achievement. Under his leadership CAE has offered nearly 3,000 co-op and internship positions to Canadian students, and through his efforts as part of the Business-Higher Education Roundtable (BHER), it is estimated that 2,500 students across the country will have access to similar work-integrated learning opportunities. His efforts to create a culture of openness and diversity resulted in Randstad naming CAE Canada's 2nd best employer brand in 2018, and in 2019 CAE launched Women in Flight, a scholarship program that encourages more young women to become pilots. Named after the chief designer of the Avro Arrow, the James C. Floyd Award recognizes visionary individuals or teams whose outstanding achievements have contributed to the success of the Canadian aerospace industry. The 2019 award was sponsored by Bell Helicopter Textron Canada. Industry Excellence Award for Lifetime Achievement – John Saabas Holding a PhD in aerodynamics from McGill University, John Saabas spent 35 years at Pratt & Whitney Canada, including the last ten years as president, until retiring from the company earlier this year. His legacies of innovation, sustainability, and collaboration have had a profound impact on Canada's aerospace industry. Under his leadership, Pratt & Whitney Canada achieved a leadership position in all markets, with a portfolio of more than 64,000 engines in service and 13,000 customers worldwide. It certified over 100 engines during a 25-year period, and it expanded and transformed its global manufacturing capabilities, developing operations in China, Poland, the Mirabel Aerospace Centre, and the advanced manufacturing cells. Over the 10-year period of Saabas' leadership, his visionary commitment to greener, more sustainable aviation industry led to significant reductions by Pratt & Whitney Canada in greenhouse gas emissions and industrial process waste, non-recycled waste and water consumption. The company also launched the PW800 business aviation engine, which achieved double-digit improvements in fuel burn, emissions, and noise. As an industry leader, Saabas sought to leverage innovation and research to advance change in aerospace, and championed collaboration between all players of the Canadian aerospace cluster – including small and medium sized companies and universities — as an essential part of the industry's competitiveness. The Lifetime Achievement award is presented to an individual whose distinguished lifetime achievement through the exploration, development or utilization of aviation, space, or defence have led to their wide recognition as a “champion” of aerospace industry. Winners are celebrated for their outstanding leadership, commitment, promotion and consistent contribution to the continuous development of aerospace in Canada. The 2019 award was sponsored by L3Harris. Industry Excellence Award for Small Business Innovation and Technology – Avior Integrated Products Avior Integrated Products is a full-service manufacturer of lightweight structures and complex mechanical assemblies. The company has leveraged its fabrication capabilities in advanced composite details and complex machined components to become a competitive Tier III/II integrator of aircraft structures. Avior customers include leading aerospace manufacturers including Boeing, Bell Helicopter, Bombardier, Mitsubishi and Viking. In providing a competitive solution for its customers the company has invested significantly in creating a culture of innovation and introducing new technologies. In the last two years Avior commissioned its first robotic machining center, with another to follow shortly; launched its own Business Intelligence software system; converted two of its three business units into paperless production environments; and more recently, installed a collaborative robot to assist with certain shop-floor operations. The company's culture of innovation is supported by a dynamic team focused on execution and providing nimble and effective solutions. The transformation of the business is an on-going process and will include the introduction of AI technology in the administration areas of the company in the coming year. Avior has grown by 35 per cent in 2019 and is forecasting 20 per cent growth in 2020 in large part due to the benefits of transitioning to an Industry 4.0 business. https://www.skiesmag.com/press-releases/winners-of-2019-aiac-awards-honoured-at-canadian-aerospace-summit

DAVID PUGLIESE, OTTAWA CITIZEN Troy Crosby has been appointed Assistant Deputy Minister of Materiel at the Department of National Defence. His appointment is effective Nov. 11. The ADM Materiel position opened up in August when Pat Finn decided to retire. At that time, Crosby (pictured above) assumed the role of Acting ADM(Materiel). In addition, Rear Admiral Simon Page will retire from the Royal Canadian Navy and will be appointed Chief of Staff Materiel. Page will start in that position starting Dec. 16th. https://ottawacitizen.com/news/national/defence-watch/troy-crosby-named-new-assistant-deputy-minister-of-materiel-at-dnd

DAVID PUGLIESE, OTTAWA CITIZEN Sniper rifles from PGW Defence Technologies of Winnipeg will be arriving soon in Ukraine. The company, with support of Global Affairs Canada, sold 50 LRT-3 sniper rifles to Ukraine's military, according to the Canadian Forces. Ukrainian government officials say the rifles are expected in the country very soon. Deputy Foreign Minister of Ukraine Vasyl Bodnar said in an interview with Ukrinform, the country's national news agency, that he believes the sniper rifle deal “will open the door to expanding the range of cooperation” between Ukraine and Canada on military equipment. Ukraine is also seeking armoured vehicles and other equipment from Canada. Canadian Forces personnel are working with Ukrainian snipers predominantly through a basic sniper course. They are mainly developing the Ukrainian instructors, but do provide some mentorship to the students, noted Canadian Forces spokesperson Capt. Leah Campbell. This is basically through watching and providing feedback to the students, she added. “Weapons that the students are using are provided or purchased by the Ukrainian Government,” explained Campbell in an email. “CAF personnel are not currently working with LRT-3 .50 caliber rifle. However, we are always responsive to our Ukrainian partners training needs and can adjust as appropriate.” In December 2017, the House of Commons defence committee recommended the government provide weapons to Ukraine, provided it demonstrates it is working to eliminate corruption at all levels of government. Senior officials from Ukraine's ministry of defence told the defence committee they would welcome arms from Canada, including anti-tank weapons. They told the committee that the Ukrainian military's sniper equipment was obsolete. https://ottawacitizen.com/news/national/defence-watch/ukraine-buys-canadian-sniper-rifles-delivery-expected-soon

DAVID PUGLIESE, OTTAWA CITIZEN Boeing officials tell Defence Watch that the company will indeed be bidding on Canada's future fighter jet program. The firm will offer the Super Hornet for the Royal Canadian Air Force. There had been questions in the defence and aerospace industry about whether Boeing would proceed in the competition as concerns mount the procurement is rigged towards the F-35. But a Boeing official told Defence Watch on Thursday that the company is “100 per cent in.” The firm has submitted to the federal government the required information that outlines how it will meet various security requirements so the aircraft can operate within the U.S.-Canadian system. In July Boeing released a statement that it was still participating in the process but it had yet to make any final decisions on whether to take part in the Canadian competition. “We look forward to continuing to provide comments, reviewing the final RFP, and determining next steps at that time,” Boeing noted at the time. In late August, the United Kingdom's Ministry of Defence and Airbus Defence and Space informed the Canadian government of their decision to withdraw from Canada's future fighter competition. Airbus had been offering Canada the Eurofighter. Last year the European firm Dassault informed the Canadian government it would not be competing in the competition. It had been planning to offer Canada the Rafale fighter jet. The $19 billion competition has been dogged by allegations it is designed to favour Lockheed Martin's F-35 stealth fighter. This newspaper reported earlier this year that the requirements for the new jets put emphasis on strategic attack and striking at ground targets during foreign missions. That criteria is seen to benefit the F-35. In addition, the federal government changed criteria on how it would assess industrial benefits after the U.S. government threatened to pull the F-35 from the competition. Saab has also confirmed it is proceeding in the competition, offering Canada its Gripen fighter jet. Airbus and the UK Defence Ministry noted that its decision to withdraw was the result of a detailed review of Canada's request for proposals which was released to industry on July 23. It pointed to the changes Canada made to the industrial benefits package to appease Lockheed Martin as well as the excessive security costs that U.S.-Canadian security requirements placed on a company based outside North America. “A detailed review has led the parties to conclude that NORAD security requirements continue to place too significant of a cost on platforms whose manufacture and repair chains sit outside the United States-Canada 2-EYES community,” the statement from Airbus and the UK Defence Ministry noted. “Second, both parties concluded that the significant recent revision of industrial technological benefits obligations does not sufficiently value the binding commitments the Typhoon Canada package was willing to make, and which were one of its major points of focus.” Bids must be submitted by the spring of 2020. https://ottawacitizen.com/news/national/defence-watch/boeing-confirms-it-is-taking-part-in-canadas-future-fighter-jet-competition

HALIFAX, Nova Scotia, Nov. 10, 2019 (GLOBE NEWSWIRE) -- The Royal Canadian Navy's second Arctic and Offshore Patrol Ship (AOPS), the future HMCS Margaret Brooke, was launched today, Nov. 10, 2019, at Halifax Shipyard. The launch of the second of six AOPS for the Royal Canadian Navy, marks a significant milestone for Canada's National Shipbuilding Strategy (NSS) and the revitalization of the Royal Canadian Navy's combatant fleet. The 103-metre future HMCS Margaret Brooke transitioned from Halifax Shipyard's land level facility to a submersible barge on Nov. 8, 2019 and launched in the Bedford Basin today. The ship is now pier side at Halifax Shipyard where work continues to prepare the ship for sea trials and handover to the Royal Canadian Navy late next year. The future HMCS Margaret Brooke joins Canada's lead AOPS, the future HMCS Harry DeWolf, pier side at Halifax Shipyard. The future HMCS Harry DeWolf is in the final stages of construction and is preparing for initial builder sea trials at the end of November. Inside Halifax Shipyard's facilities, the Royal Canadian Navy's third and fourth AOPS, the future HMCS Max Bernay and the future HMCS William Hall, are under construction. The first two major sections of the future HMCS Max Bernay are scheduled to be moved outside in spring 2020. Canada's NSS was created to replace the current surface fleets of the Royal Canadian Navy and the Canadian Coast Guard. Over the next few decades, Halifax Shipyard will build six AOPS for the Royal Canadian Navy, two AOPS for the Canadian Coast Guard, and 15 Canadian Surface Combatants for the Royal Canadian Navy. As a result of the NSS, Irving Shipbuilding has become one of Atlantic Canada's largest regional employers, with thousands of Canadians now working in skilled, well-paying jobs. Halifax Shipyard, long at the centre of Canadian shipbuilding, is now home to the most modern, innovative shipbuilding facilities, equipment, and processes in North America. Halifax Shipyard is also continuing its legacy as the Halifax-class In-Service Support Centre of Excellence, with HMCS Charlottetown currently in the graving dock for an extensive docking work period. Quote Kevin McCoy, President, Irving Shipbuilding “Congratulations to our more than 2,000 shipbuilders on today's successful launch of the future HMCS Margaret Brooke. It is exciting to have two Arctic and Offshore Patrol Ships in the water and closer to being in use by the Royal Canadian Navy's sailors.” Media Contact: Sean Lewis Director of Communications Irving Shipbuilding Inc. T: 902-484-4595 E: Lewis.Sean@IrvingShipbuilding.com https://www.globenewswire.com/news-release/2019/11/10/1944417/0/en/Halifax-Shipyard-launches-Canada-s-second-Arctic-and-Offshore-Patrol-Ship.html