Tag: Conjoncture

JUNE 2017 BUSINESS RESILIENCE PLAN IN THE MARITIME SECTOR

Resilience planPlans de continuité des activités

Introduction

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

October 2016 Strategy for the Great Lakes and St.lawrence River Martime Transportation System

Context of the Conference

On June 15 in Detroit, Michigan, United States governors and premiers of Canadian provinces made public the first “regional strategy” designed to increase shipping in the Great Lakes and St. Lawrence river. This strategy proposes an integrated vision of the maritime system of the Great Lakes and St. Lawrence and calls for better coordination of decisions between different jurisdictions and cooperation.

It plan to double marine trade, reduce the environmental footprint of the transport network in the region and support its industrial core. The strategy is expected to boost the regional economy by 5 000 billion US $ and create jobs in all regions.

grands-lacs-images-de-la-conference

The conference

The Conference of Governors and Premiers of the Great Lakes and St. Lawrence (Conference) is a North American organization created in 1983 to encourage and facilitate environmentally responsible economic development in this region. Its action aims to promote regional cooperation agreements on issues of common interest, including the protection and restoration of the Great Lakes, water management, control of invasive species, international trade and the economic development the development of the maritime economy and tourism.
The work of the Conference concerns environmental protection and also economic development.  In 2009, in order to highlight environnemental priorities, President Barack Obama launched a restoration program with a fund of US $ 2 billion.

The nine key environmental priorities are the follwing: 

  • Ensure the region’s prosperity by growing the economy and creating jobs through the efficient use of the Great Lakes – St. Lawrence River maritime system.
  • Maintain and continuously improve a world-class regional transportation network with an integrated maritime system.
  • Establish a regional framework for achieving shared objectives, launching collaborative initiatives and leveraging funding opportunities for the maritime transportation system.
  • Improve the efficiency, competitiveness and resiliency of maritime transportation and the region’s multimodal
Lire la suite

JUNE 2016, OVERVIEW OF THE CANADIAN MARITIME ENVIRONMENT

By 2015, a lower demand for natural resources has had a considerable impact on the volume of cargo handled at Canadian port authorities.  There is a slowdown in activities in almost all port sites. However, this decrease has been more pronounced for 2016.

To understand the differences and determine cause of the declines, we will present an analysis of the activities of three Canadian port authorities; those of Vancouver, Montreal and Quebec City. In this regard, a composite indices measuring the Canadian port activity have been developed. These indices are based on trends in the international trade of  over 50 products shipped to  Canada (see annex to this article) and reflect the handling of volumes of industry trends. They can be used for comparisons, forecasts and calculations of optimization under constraints. Graphics that accompany the text illustrate both indices obtained from the actual data in the annual reports of the port authorities, and forecasts of the indices that have been developed.

ANALYSIS OF PORT SITUATIONS

The port of Vancouver

Vancouver-indexThe port of metro Vancouver is the largest port in Canada and one a major exporter of coal, minerals and wood products. In 2011, handled products, (including containerized products) grew from 122 million metric tons (mt) to 138 mt. It is the third most important port in North America, after South Louisiana (242 mt) and Houston (216 mt). The port of Vancouver metro ranks higher than the port of New York (120 mt). 80% of handled volumes are exported compared to 20% for imports.

Other major shipments from the port of Vancouver are (10.8 mt) wheat, cereals including canola (6 mt), large quantities of sulphur (2.6 mt), potash (8.7 mt), coal (35 mt), crude oil (1.96 mt) and forest (23 mt) products.

The decline that is indicated by the index, between … Lire la suite

THREE MARITIME TRENDS FOR 2016

INTRODUCTION

At the beginning of 2016, the world economy is unsettled.  Stock markets are volatile and investors are worried.

Since recession of 2008, the maritime industry has had to restructure. A period of uncertainty and instability triggered by the rise of the U.S. dollar, slowing Chinese economy, collapse of oil prices, slowdown of the European economy and political uncertainties has ensued.

This analysis illustrates that the trends of the shipping industry are positive and encouraging. They predict that growth will remain higher than that of the world economy and will still continue and business opportunities will continue to present themselves. Three major trends are described: one,  the volatility of demand, another related to the the world economy, and a third,  maritime supply and public investments.

TREND 1: High volatility of demand

This first trend is due to globalisation which has increased the variability of risk. Such a ‘butterfly effect’, a simple modification of the conditions of the market in a specific area of the globe – for example in Asia – can have an impact on the supply and demand in different locations – for example in the United-States. This situation leads to less predictable demand for transport.

The fact remains that the maritime industry is, more than any other type of industry, sensitive to all forms of external disturbances, and particularly to international situations. These external variables over which the industry has no control, affect the ability of the industry to plan and structure itself to develop in the long term. Thus, changes in rates of Exchange and interest rates, changes in Government legislation, stock market declines can, in a single year, have important repercussions on the request and on the volume of the substances carried. Other external and unpredictable factors in the industry are equally important and … Lire la suite