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  24 janvier 2019 | Local, Naval

  Davie souhaite une «grappe maritime»

  JEAN-MICHEL GENOIS GAGNON Le Soleil En prévision du passage du premier ministre du Canada dans la capitale vendredi, deux joueurs de l'industrie maritime du Québec dressent leurs demandes à Justin Trudeau en lien avec la Stratégie nationale de construction navale. Si rien n'est fait, de l'expertise et des emplois sont en danger. Chantier Davie souhaite que le Québec s'inspire de l'Europe pour faire évoluer sa stratégie navale. L'entreprise demande au gouvernement provincial de mettre sur pied une grappe maritime qui «permettrait de générer des milliards de dollars en retombées économiques», a appris Le Soleil. Dans un document présenté à l'occasion des consultations prébudgétaires, Davie dresse le portrait de sa situation ainsi que ses prévisions pour les années à venir. Si rien n'est fait, le chantier maritime de Lévis pourrait connaître de nouveau des jours sombres entre 2019 et 2020. Période où le carnet de commandes est presque à sec. De 1331 travailleurs en 2017, Davie sert de gagne-pain aujourd'hui à environ 200 personnes. Rappelons qu'au moment où le groupe Inocea, nouveau propriétaire, a pris les commandes en 2012, il n'y avait qu'une poignée de salariés, notamment des agents de sécurité et des employés d'entretien. Pour éviter d'autres problèmes de santé, Davie propose de faire du Québec un centre d'excellence pour l'Arctique spécialisé dans une niche de technologies et de classes de navires. Davie lance comme idée la création d'une grappe maritime, comme on retrouve en Finlande, en Norvège, aux Pays-Bas, en France et en Italie. «L'avantage concurrentiel d'une grappe maritime réside dans son intégralité et ses connexions, dans ses connaissances et compétences avancées ainsi que dans sa spécialisation régionale», notent des responsables du chantier maritime. «Les fournisseurs qui font affaire avec l'industrie maritime, même s'ils ne sont pas traditionnellement liés à celle-ci, augmentent considérablement leurs opportunités d'exportation», ajoutent-ils. Ces derniers estiment que le Québec possède actuellement tous les ingrédients pour créer une grappe maritime prospère. «Davie a construit le premier traversier au GNL en Amérique du Nord, Chantier Forillon a construit le premier traversier à piles en Amérique du Nord et Terragon de Montréal est le leader mondial des technologies de déchets marins écologiques». Stratégie maritime Pour y parvenir, Davie demande toutefois au gouvernement provincial de faire davantage pression sur Ottawa afin que le Québec obtienne sa juste part des 100 milliards $ investis dans la Stratégie nationale de construction navale. L'organisation réitère que ses rivaux n'ont toujours pas livré la marchandise. L'entreprise de Lévis juge que 23 % de la cagnotte de 100 milliards $ aiderait à faire de la province un leader à l'international. Un montant qui générerait «50 milliards $» en retombées économiques pour le Québec sur une période de 20 ans et qui assurerait le maintien de 8000 à 12 000 emplois directs et indirects. «Munie d'une telle base, la chaîne de valeur de la construction navale au Québec pourrait rivaliser avec les grands pays constructeurs navals européens», fait valoir Davie. «En 2016, la grappe maritime norvégienne a rapporté plus de 9,7 milliards $, a atteint une création de valeur de 2,7 milliards $ et a employé 18 000 personnes.» En décembre dernier, l'Assemblée nationale a adopté à l'unanimité une motion visant à appuyer la croisade du chantier maritime. Québec, qui reconnaît ainsi l'expertise de l'entreprise, réclame qu'Ottawa ajuste sa Stratégie nationale de construction navale et octroie, à court terme, à Davie un contrat pour un second navire ravitailleur de la classe Resolve. Cet accord qui vise la construction du navire Obelix pour la Marine royale canadienne — son jumeau l'Asterix avait coûté 650 millions $ — pourrait agir comme bouée de sauvetage et assurer du boulot à 1500 travailleurs. Sans le feu vert pour la construction de ce nouveau navire, Davie ne cache pas que certaines périodes pourraient être plus difficiles, et ce, même si des contrats ont récemment été signés. Contrat mal présenté Dans son document, la direction du chantier maritime affirme que le contrat de 610 millions $ lui étant octroyé par Ottawa pour la construction de trois brise-glaces pour la Garde côtière a été «faussement présenté». «En réalité, la vaste majorité de ce montant a servi à l'achat des navires déjà construits à l'étranger, et non pas pour les travaux ni pour des emplois au chantier». Quant aux travaux annoncés pour l'entretien des 12 frégates de la classe Halifax de la Marine royale canadienne, des contrats de 7 milliards $, Davie rappelle que ces chantiers ne commenceront que vers la fin 2020 et que le travail sera réparti entre les trois grands joueurs au pays, Davie, Irving Shipyards (Halifax) et Seaspan Shipyards (Victoria). «Les intervalles entre les travaux pour chacun de ces trois navires peuvent atteindre jusqu'à 9 mois. Cette charge de travail sporadique n'est pas suffisante pour maintenir le plus grand chantier naval canadien ni pour assurer des emplois stables et de valeur aux travailleurs de près de 900 entreprises locales», prévient Davie. https://www.latribune.ca/actualites/le-fil-groupe-capitales-medias/davie-souhaite-une-grappe-maritime-afc7b5ef4a1d96e31263d006e57e7b8a

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  25 novembre 2019 | Local, Autre défense

  Defence Procurement’s Effectiveness Dissected at Ottawa Conference

  By James Careless How well is Canada's defence procurement actually working, and are industry-boosters like ITBs paying off? These and other questions were tackled at the ‘Defence in the 43rd Parliament' one-day conference on November 20, 2019. It was staged by the Canadian Global Affairs Institute (CGAI) at the Chateau Laurier hotel, before a full house in the Adam Room. During the opening session, ‘Canadian Defence Procurement – The State of the Union', DND Associate Deputy Minister Claude Rochette was cautiously upbeat about the state of Canadian defence procurements. In the last year, DND has signed about 12,000 contracts and spent about $6 billion on procurements, he said. Most of these contracts were on time and on budget. 2019's defence procurement spending is up from $4.9 billion spent by DND in 2016, Rochette noted. In addition, this year DND will “close out its budget” by spending its allocated funds, he said. Despite some criticisms that Canadian defence procurements are not moving fast enough, “we are doing pretty well,” said Claude Rochette. But the process isn't perfect, he admitted. “We have more work to do.” Rochette's positive assessment was echoed by PSPC Associate Deputy Minister Michael Vandergrift. 2019 “has been a very busy time” in Canadian defence procurement, he said, During the past year, the federal government issued an RfP for the Future Fighter Capability project; sole-sourced Light Armoured Vehicles from General Dynamics Land Systems-Canada; and selected Lockheed Martin to built 15 Canadian Surface Combatant ships. Asked which defence procurements are going well and which are posing challenges, Rochette replied that smaller projects that fall within DND's $5 million spending authority are easy to manage. Where issues crop up is in large multi-million dollar projects with long time lines: Trying to cost them accurately and manage them effectively is akin to asking, “I want to have a car and buy it next year, so tell me how much I'll pay for it (right now),” he said. In a later morning session entitled, ‘Offsets – Is the ITB Policy Delivering?', the panel considered the impact of procurement bidders ‘overcommitting' to ITBs (promising financial benefits worth more than the contracts they are bidding for) on the Canadian defence industry. Such ITB overcommittments, which can be worth 300% or more than the contract being sought, are “introducing unnecessary risk” in the Canadian defence industry, said Rich Foster, Vice President of L3 Harris Technologies - Canada. The result of overcommitting is that contractors are “now focussed more on quantity than quality” in making their procurement decisions, he said. The real victims of ITB overcommittments are SMEs, which lack the resources available to large companies to pay for these big ITBs. The choice facing these SMEs is to directly/indirectly seek such contracts – which can run 20-40 years – “or you go out of business,” said Brian Botting, Director of Strategic Offsets at General Dynamics Missions Systems. “It is a terrible dilemma for them to be in.” The CGAI procurement conference ended with the panel discussion, ‘Defence Procurement Canada'. This is the name of the integrated procurement agency the Liberals proposed during the October 2019 election, to replace the multiple ministries currently sharing this responsibility. The common sense reason for having a single defence procurement agency comes down to human nature: “If you ask two of your kids to take out the garbage, it won't get done,” quipped Alan Williams, President of The Williams Group. “If you ask one of your kids, maybe it will get taken out.” He explained that sharing procurement among ministries causes requires agreement between multiple ministers and deputy ministers – which wastes time -- and that Canada's military allies manage their procurements through single agencies. Creating a separate Defence Procurement Canada (DPC) agency would not be easy, said Jim Mitchell, Research Associate with the University of Ottawa's Graduate School of Public and International Affairs. Speaking from his own government experience, Mitchell observed that such changes are “disruptive, costly, difficult, hard on people, and hurt efficiency and effectiveness for a few years.” Mitchell added that creating DPC would not prevent Treasury Board and other ministries from having a role in defence procurement afterwards. CGAI Fellow Gavin Liddy was just as pessimistic about the value of creating DPC when so many defence procurements are underway. If the government wants “to do one single thing to delay the procurement agenda in the next five to seven years,” then they should instruct defence bureaucrats to create the DPC, Liddy concluded. “Nothing would divert their attention more than doing that.” http://www.canadiandefencereview.com/news?news/2765

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  13 juin 2018 | Local, C4ISR

  New Cyber Security Strategy bolsters cyber safety, innovation and prosperity

  The Government of Canada is committed to defending Canada and Canadians against cyber threats. Today, the Honourable Ralph Goodale, Minister of Public Safety and Emergency Preparedness, the Honourable Harjit S. Sajjan, Minister of National Defence, and the Honourable Navdeep Bains, Minister of Innovation, Science & Economic Development delivered the National Cyber Security Strategy. This new strategy will guide the Government of Canada's cyber security activities to safeguard Canadians' digital privacy, security and economy. The strategy strengthens both how we combat cybercrimes and how we defend against them. It consolidates federal cyber operations into the new Canadian Centre for Cyber Security, which will create one clear and trusted national authority. Instead of several different departments, the Centre will provide a single window for expert advice and services for governments, critical infrastructure operators, and both the public and private sector to strengthen their cyber security. The Centre's first head will be Scott Jones, who is currently responsible for the IT Security Branch at the Communications Security Establishment. A new National Cybercrime Coordination Unit in the RCMP will support and coordinate cybercrime investigations between police forces across the country. New investments will bolster the RCMP's capacity to investigate major cybercrimes that affect the Government of Canada, impact critical infrastructure, and cause the most harm to Canadians. These investments will also enhance the RCMP's ability to conduct criminal investigations with domestic and international partners and provide specialized cyber capability to major investigations. In addition, small and medium-sized businesses will be able to enhance their cyber security with guidance and tools through the Centre, as well as a new voluntary cyber certification program, which will outline best practices to help businesses understand and respond to cyber threats. For Canadians, the strategy and associated investments mean a clear and trusted federal source for cyber security information, practical tips to apply to everyday online activities and heightened awareness of malicious cyber activity. For businesses, the National Cyber Security Strategy puts into place a framework that will improve their systems' resilience. For researchers and academics, it will support advanced research, fostering innovation, skills and knowledge. And for the digital systems we rely on every day, like online banking, electricity grids and telecommunications, it will support stronger security, and more rapid and coordinated federal responses to cyber threats. Quotes “Cyber security is not only a challenge, but an opportunity. Virtually every aspect of our modern lives depends on information technology. If Canadians are empowered to improve their cyber security and adapt to new threats—across government, the private sector and our personal use—we will not only realize the potential of the digital economy and keep our own data secure, but we can sell those skills and innovations to the huge, growing market in the rest of the world, creating high-paying middle class jobs. The National Cyber Security Strategy is the Government of Canada's roadmap to get there.” - The Honourable Ralph Goodale, Minister of Public Safety and Emergency Preparedness “The threats we face in cyberspace are complex and rapidly evolving; more than ever, cyber security is of paramount importance. Cyber security is not just a necessity, but a competitive advantage for Canada. The National Cyber Security Strategy establishes a clear focal point for cyber security within the federal government. The Communications Security Establishment is well-positioned to create and house the Canadian Centre for Cyber Security by building on the tremendous skill and talent that already exist within the government and partnering with industry to strengthen cyber security in Canada.” - The Honourable Harjit S. Sajjan, Minister of National Defence “The Government of Canada is committed to safeguarding Canadians' digital privacy, security and the economy. For Canada's small and medium-sized businesses, cyber threats can have profound economic consequences. That is why we are investing over $25 million over five years for a voluntary assessment and certification program to help small and medium-sized businesses protect themselves against cyber threats. This new certification program will improve cyber security among Canadian small and medium-sized businesses, increase consumer confidence, and better position small and medium-sized businesses to compete globally.” - The Honourable Navdeep Bains, Minister of Innovation, Science & Economic Development “I am honoured to be named the first head of the Canadian Centre for Cyber Security. The Cyber Centre will bring together the government's leading-edge cyber security operational talent from the Communications Security Establishment, Public Safety, and Shared Services Canada to be a unified and trusted source for cyber security information for the country. The Cyber Centre will be outward-facing, open to collaboration with industry partners and academia, as well as a trusted resource for faster, stronger responses to cyber security incidents. Cyber security is, and continues to be a team effort.” - Scott Jones, Head of Canadian Centre for Cyber Security and Deputy Chief, IT Security, CSE Quick facts Canadians spend the most time on-line of any country in the world – at 43.5 hours each per month. Cybercrime costs Canada 0.17% of its GDP, which is equal to $3.12 billion a year. Cyber-crime globally is estimated to cause $600-billion (US) in economic losses in 2018 and more than $6 trillion (US) by 2021. The global market for cyber security products and services is currently worth more than $96 billion (US), and is expected to grow to over $202 billion (US) by 2021. Budget 2018 invested $507.7M over five years and $108.8M per year ongoing to support the new Strategy. It includes: $155.2M over five years and $44.5M per year ongoing, to create the Canadian Centre for Cyber Security; $116M over five years and $23.2M per year ongoing, to the RCMP for the creation of the National Cybercrime Coordination Unit; $85.3M over five years and $19.8M ongoing for increased RCMP enforcement capacity; and $28.4M over five years for cyber certification. The remaining funds are for additional initiatives to support greater cyber security and resilience for small and medium-sized businesses, as well as the energy and financial sectors. In addition, Budget 2018 invested a further $220 million over six years in Shared Services Canada and the Communications Security Establishment to better protect government networks and data; and $30 million over five years and $5 million ongoing in the Canada Revenue Agency to protect taxpayers' personal information. The Strategy reflects the perspectives from the Cyber Review and consultation. https://www.canada.ca/en/public-safety-canada/news/2018/06/new-cyber-security-strategy-bolsters-cyber-safety-innovation-and-prosperity.html