This article is not a pedagogical guide or a scientific method for carrying out Business Resilience Plans (BRP). Rather, its objective is to highlight elements specific to the maritime sector.
Readers interested in acquiring further knowledge may refer to several excellent documents. (ex. Community Resilience Planning Guide )
This article is divided into two parts. The first provides a definition of a BRP. The second, focuses on a BRP in the maritime sector.
Part 1: Business Resilience Plan in General
1.1 What is a Business Resilience Plan (BRP)
A BRP’s goal is to ensure resumption and continuity of an organization’s activities following an event that disrupts its normal operation. It must allow an organization to meet legislative, regulatory or contractual obligations as well as economic requirements (risks of losing market share, survival of the company, image, etc.) following a particular event. Building BRP also includes identifying potential threats to an organization and applying a framework to ensure the organization’s resilience.
This type of plan has become, over time, an industrial standard rather than an exception. Increasing criminal and terrorist acts, transportation of dangerous products, risks of accidents damaging environment and health are among the causes. Most large and medium sized companies currently have some plan developed, to respond to a major situation. Many of them would face closures if their services were interrupted for any period without such a plan.
A BRP can forsee compliance control measures and an higher frequency of controls. Howerver, its main purpose is not to predict the nature of such measures to be implemented in order to prevent them. The is rather identified as a prevention plan, generally subject to a set of standards or regulations.
It should be noted that losses due to natural or man-made disasters are becoming increasingly important in … Lire la suite
The Government of Canada claims that the Canada-EU Comprehensive Economic and Trade Agreement (CETA) will give Canadian companies preferential access to 500 million European consumers, a market evaluated at $ 18 trillion. Accordingly, bilateral trade would increase by 20 percent and would increase Canada’s GDP by $ 12 billion a year. This would create nearly 80,000 new jobs and increase the average Canadian household’s annual income by $ 1,000. 
Are these predictions realistic ? What are the business opportunities for transport and maritime companies? In order to answer these questions, this text analyses the figures of Canada’s international trade with the rest of the world and the European Union. It also attempts to estimate the impact of this agreement on transportation and the Canadian marine industry.
1-SUMMERY OF THE AGREEMENT
The CETA is considered a modern and innovative agreement because it covers a wider field of activity and is more permissive than other free trade agreements, such as the WTO’s General Agreement on Trade and Services (GATS) or NAFTA. The main provisions concern directly or indirectly the maritime sector.
1.1 Non-discriminatory rules for the goods, services and public procurement sectors
The rules of the “national treatment” and the “most favored nation” are maintained for both the goods sector and the service sector. The first rule requires equal treatment between foreign firms and local businesses. The second rule provides that the signatory parties must give each other at least the same advantages as they would accord to a third State.
CETA also provides that Parties may not adopt or maintain measures to limit the number of enterprises, the value of transactions, the number of transactions or natural persons, and the participation of foreign capital.
For several years public-private partnerships (PPP) have been used as an alternative to public financing of major infrastructure projects. They have been applied to several areas, notably health, transportation, technology, information and the environment. PPP are still very popular throughout the world, particularly in developing countries.
PPP in the maritime sector are not as well documented as those in other sectors. However, several major port infrastructure projects were funded according to this embodiment. Their popularity can be explained in several ways. It is largely related to movements of privatization and liberalization around the world. These movements began in the 1970s, until the 1990s and early 2000s. Parallel to this situation, the opening of the port authorities have given opportunities for private companies.
The level competition between port sites and large international carriers has created a need for more capacity of transport (Gigantism) and treatment of their goods. To satisfy these requirements, port authorities must increase their capacity so that infrastructure projects in the maritime sector are more and more intensive in capital.
However, this adaptation to new standards has become a critical source of competitiveness and this can be translated into economic gains, income and added value. The increase of investment needed to remain competitive. There is therefore need to better funding, while governments are not necessary willing to offer such funding.
So far, the private sector has shown itself able to assume these new mandates and generate the required financing. It has demonstrated that it could meet the needs of the industry and is a valid solution to the problems of the public sector. The challenge remains to know if participation of private sector has become a necessity to ensure the competitiveness of the port sites.
What is a PPP?
A PPP is a contractual arrangement between public bodies … Lire la suite
The St. Lawrence River is the shortest waterway between Europe and the centre of North America. The transport system St. Lawrence-Great Lakes therefore constitutes a lever important for economic activity and industrial of the American continent. It is with this in mind that the main objective of the Québec maritime strategy is to give a new impetus to shipping on the St. Lawrence River by investing in port infrastructure; energizing Quebec shipyards; developing intermodal transport and maritime tourism; as well as investing in the research and development of marine technology in order to ensure the sustainability of the fisheries and aquaculture industry.
This strategy will generate private investment over 4 billion dollars of which more than 2 billion dollars only in the logistic pole of the Montérégie-Ouest. Total public investment from the various levels of Governments in infrastructure would reach $ 4 billion. The first round of funding from the Quebec Government has a budget of $ 300 million to support private by 2020 investment projects while $ 200 million will support the Quebec port and intermodal infrastructure projects. In total, the Government of Quebec’s contribution is estimated 1 billion $ for the infrastructure funding other than those related to the logistic pole of Vaudreuil-Soulanges.
Through its maritime strategy, the current Government intends to create sixteen areas industrial-port ZIP to improve linkages between modes of transport and integration into international trade. To implement the ZIP the Government intends to enter, by the month of June, 2016, 16 agreements to create local committees where municipalities, port authorities and relevant ministries will be represented. Their mandate will be to ensure regional consultation, develop a plan of development of the port authority, annually update this plan, collaborate with stakeholders responsible for the attraction of investments, and ensure the … Lire la suite