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PACIFIC PILOTAGE AUTHORITY 1000 – 1130 West Pender Street

Vancouver, B.C. V6E 4A4

(604) 666-6771

www.ppa.gc.ca

SUMMARY OF THE

CORPORATE PLAN

2014 TO 2018

Includes:

OPERATING BUDGET

2014

CAPITAL BUDGET

2014

Vision Statement:

‘To be a world leader in marine pilotage’

PACIFIC PILOTAGE AUTHORITY

SUMMARY CORPORATE PLAN

2014 TO 2018

- 1 -

Executive Summary

The Authority completed 12,946 pilotage assignments in the year of 2012, a small decrease of

2% (300 assignments) when compared to 2011. Following on this, 2013 assignments through

the first eight months of the year have increased by 4% (360 assignments) when compared to

2012. The Authority is budgeting for comparable traffic levels in all five years of this plan.

The Authority’s financial results are traffic driven, so with these traffic levels we saw a

continued strong financial performance in 2012 with $64.6 million in revenues and a net income

of $1.4 million. Once the launch replacement revenues are subtracted from the 2012 net income,

it decreases to $0.4 million. This positive financial performance is reflected on our balance sheet

as we increased our long-term financial reserves by $1.0 million during the year. In short, the

Authority remains debt free with $6.3 million of financial reserves held in low risk, Government

of Canada bonds.

As we are self-funding and prohibited from seeking Parliamentary appropriations it is essential

we have strategies in place to ensure adequate funds on hand, control debt and fund capital asset

replacement programs.

Looking at a commodity basis, the Authority’s customer base remains well diversified yet very

dependent on the export of resource commodities to Asian markets.

In Port Metro Vancouver (PMV) the actual increase in tonnage handled year-over-year, 2012 vs.

2011, was 1%. This port increased their throughput to 124 million tonnes and with 77% of our

annual trips in this region we benefited from their stable traffic base. This port also has plans to

increase container volumes with a major expansion at Deltaport. There are also major projects

being discussed and planned that will increase coal, grain and petroleum volumes through PMV.

The northern areas of our jurisdiction, Prince Rupert and Kitimat, continue to show great

promise as they are the closest North American ports to Asia. There are numerous LNG terminal

proposals for this area, although none have actually started construction. Kitimat is also the

proposed location for the Enbridge Northern Gateway Pipeline terminus.

The Port of Prince Rupert reported an increase in tonnage year-over-year, 2012 vs. 2011, of

15%. This port increased their throughput to 22 million tonnes. The coal terminal has recently

completed an expansion that increased capacity during the past year and remains well positioned

to increase volumes further. This port also has ambitious plans to expand their container

facilities, although outside of this corporate plan period.

All of these projects are at different stages of readiness and the Authority continues to monitor

their timelines and service needs. It is the responsibility of the Authority to ensure we are ready

to service these developments when they become operational.



2014 TO 2018

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With respect to the Authority’s mandate of providing a safe, reliable and efficient marine

pilotage service in the coastal waters of British Columbia, our 2012 safety record of 99.95%

(seven incidents out of 12,946 assignments) continues to reflect our safety emphasis.

An Enterprise Risk Management (ERM) program is in place and continues to encompass all of

our operations. Scenario planning involving related parties has been used to plan actions and

mitigations for high ranked risks.

The marine industry and stakeholders we serve place great emphasis on stability and avoiding

service level disruptions. To this end we have signed long-term contracts with our service

providers, wherever possible. We have a five-year contract in place with our primary contractor,

the British Columbia Coast Pilots Ltd (BCCP). We also have contracts in place with hotels,

airlines and other transportation companies wherever it makes sense.

The Authority has seven-year collective agreements in place with three unions covering our

launch masters, engineers, dispatchers, office staff and employee pilots. All of these contracts

were modeled on the eight-year longshore workers contract that covers the West Coast

waterfront.

The Authority is committed to following the spirit and intent of the government’s ongoing cost

containment and deficit reduction measures. The Authority has conducted a thorough review of

all discretionary spending and has incorporated all opportunities for operational efficiencies into

the corporate plan. At the same time we have to balance our responsibilities to the Canadian

economy and stakeholders by ensuring our operation is capable of responding to any service

level required.

During 2013 the Authority funded a helicopter study that is the first step in the process of

determining pilot boarding and transport options in the northern area. This study is being

initiated well in advance of any potential traffic increases so we can ensure the necessary

resources, funding options and regulatory changes are in place.

The Authority is well advanced in its strategic goal to implement ISO. This project is scheduled

to be completed in 2014 and will serve as a key driver in our service delivery methods for the

foreseeable future.

Our ultimate long-term vision is to be recognized as a world leader in marine pilotage and

looking ahead our effort is focused on achieving this vision.



2014 TO 2018

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Mandate

The mandate of the Authority is to establish, operate, maintain, and administer in the interest of

safety, an efficient pilotage service within the regions set out in respect of the Authority, on a

basis of financial self-sufficiency.

Profile of the Authority

Background

The Pacific Pilotage Authority was established February 1, 1972, pursuant to the Pilotage Act,

1970-71-72, Chapter 52. The Pacific Pilotage Authority is a Schedule III, Part I (FAA) Crown

corporation comprised of a Chair and six Board members appointed by Governor-in-Council.

The Authority is not an agent of the Crown.

Powers

To carry out its responsibilities the Authority has made regulations, approved by Governor-in-

Council, pursuant to the Pilotage Act for:

1. Establishing compulsory pilotage areas;

2. Prescribing the ships or classes of ships that are subject to compulsory pilotage;

3. Prescribing classes of pilot’s licences and classes of pilotage certificates that may be

issued;

4. Prescribing the tariffs of pilotage charges to be paid to the Authority for pilotage services.

In addition, the Authority is empowered by the Pilotage Act to:

1. Employ such officers and employees, including licenced pilots, as are required;

2. Contract with a body corporate for the services of licenced pilots;

3. Make by-laws respecting the management of its internal affairs;

4. Purchase, lease, or otherwise acquire land, buildings, pilot launches and such other

equipment and assets as may be required and to dispose of any such assets acquired.



2014 TO 2018

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Corporate Objectives

The Authority's Corporate Objectives are:

1. To provide safe, reliable and efficient marine pilotage and related services in the coastal

waters of British Columbia, including the Fraser River;

2. To implement sustainable practices within the Authority and contribute to government's

environmental, social and economic policies as they apply to the marine industry on the

Pacific coast of Canada;

3. To provide the services within a commercially-oriented framework, by maintaining

financial self-sufficiency, through a combination of cost management and tariffs that are

fair and reasonable;

4. To achieve the highest productivity of the Authority's resources in the interest of safe

navigation;

5. To assume a leadership role in the marine industry we serve, by facilitating decisions

resulting in improvements to navigational safety and the efficiency of marine operations.

Vision Statement

The Authority’s vision statement is ‘To be a world leader in marine pilotage’.

Mission Statement

The Pacific Pilotage Authority is dedicated to providing safe, efficient pilotage by working in

partnership with pilots and the shipping industry to protect and advance the interests of Canada.

Corporate Values

Management and Board members review the Authority’s Corporate Values annually to ensure

their continued relevance and applicability. The Corporate Values are:

1. Honesty/Integrity - We will ensure honesty and integrity in everything that we do. We

share responsibility for being effective, accountable and acting appropriately. We

consider the outcome of decisions for all those affected before we implement change.

We act with visible integrity and openness, and support each other in these actions.

2. Positive Stakeholder Relations - We will work hard to maintain positive relations with all

stakeholders including the shipping industry, the pilots and their respective organizations,

our employees, the communities in which we operate and all other related individuals and

organizations.



2014 TO 2018

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3. Service Quality - We strive for excellence in all our activities. We continuously learn,

develop and improve. We take pride in our work and in the services we provide to our

clients and partners.

4. Accountability/Responsibility - We are accountable, as individuals, team members and as

an organization for our actions and our decisions. We make effective and efficient use of

the resources provided to us. We adhere to our policies and procedures, our mission and

objectives, and to the Regulations governing us. When our commitment to innovation is

at odds with existing procedures, we will work within the system to achieve positive

change and improvement.

5. Adaptability and Innovation - We value innovation and creativity. We encourage and

support originality and diversity of thought. As individuals and as teams, working with

our internal and external partners, we welcome new ideas and methods to enhance our

service and the use of our resources.

What is the Pacific Pilotage Authority

International vessels of 350 gross tons or larger, while travelling in Canadian waters, are legally

obliged to use the services of a Canadian marine pilot as per the Pilotage Act. The Pacific

Pilotage Authority is a federal Crown corporation whose mandate is to administer this service in

the waters of Western Canada. Our area of jurisdiction encompasses the entire British Columbia

coast, extending approximately two nautical miles from every major point of land. This

jurisdiction includes the Fraser River and stretches from Alaska in the north to Washington State

in the south and is one of the largest in the world.

Marine pilotage is all about safety as it serves to protect the environment and thus the interests of

the Canadian people. We hold ourselves accountable to the Canadian public in this regard.

Description of Operations

The Authority is responsible for providing safe, reliable and efficient marine pilotage in the

coastal waters of British Columbia, including the Fraser River. The Authority has established

five areas subject to compulsory pilotage.

When a vessel intends to enter compulsory pilotage waters on the British Columbia coast, it will

initiate an order for a pilot at a specified time, date and boarding station. A pilot either

contracted to or employed by the Authority will carry out this assignment. Pilots are boarded on

vessels by pilot launch or helicopter and are disembarked in similar fashion when a vessel leaves

pilotage waters.



2014 TO 2018

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The head office of the Authority is in Vancouver, British Columbia. Pilots are dispatched to

their assignments through a central dispatch office in Vancouver and a traffic coordination office

in Victoria.

During 2013, a workforce of one hundred contract pilots will provide coastal pilotage services.

Additionally, there are seven employee pilots who pilot vessels on the Fraser River.

To provide pilots with water transportation to and from ships, the Authority operates pilot

launches at three permanent boarding stations. These stations are Victoria, Prince Rupert and

Steveston which have employee-crewed launches.

Additionally, a contract launch is operated at Pine Island (northern tip of Vancouver Island).

This station is expected to perform approximately 350 pilot transfers during 2013, of which the

majority will be cruise ship traffic. The cruise industry is the major user of this station since it

allows their vessels a high degree of flexibility with regard to the Alaska cruises.

The Nanaimo Port Authority is also a contract launch operation carrying out pilot changes off

Snake Island in the Nanaimo area.

On the west coast of Vancouver Island at Cape Beale, the Authority has a designated boarding

station which services the Port Alberni region. The Authority has the ability to service this

station by helicopter or by repositioning a Victoria based launch when required.



2014 TO 2018

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The Authority’s jurisdiction covers the entire coastline of British Columbia. Due to the vast size

and the fact our coastal pilots are licenced for the entire coast we feel our operation is virtually

unique in the world. We service all major ports on the coast as compared to other jurisdictions

that may only service one port. The most northern port we service is Stewart, with the shaded

area to its left representing Alaska, USA. In the southern area below Vancouver, the shaded area

represents Washington State, USA.



2014 TO 2018

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Corporate Governance

Corporate governance is the process of establishing and monitoring, the policies and procedures

which will ensure the appropriate stewardship of the business and affairs of the Authority,

including financial viability.

There are seven members on the Authority’s Board of Directors, comprising a Chair, two pilot

representatives, two shipping industry representatives and two representatives of the public

interest. This structure provides effective channels of communication and represents a good

balance between the major stakeholders. All members are Governor-in-Council (GIC)

appointees.

The Authority complies with the Treasury Board guidelines on corporate governance practices.

This includes Board self-assessments, a nomination committee for prospective Directors and the

development of Director’s skills criteria.

In addition, the Board has constituted several committees to focus on the major areas of the

Authority. These committees are chaired by a Board member, have terms of reference and

mandates and report directly to the Board on a regular basis.

Audit Committee - the Chair and three Board members are also designated as members

of the Audit Committee. The Audit Committee meets seven times per annum and

members are expected to be financially literate. Its mandate includes responsibility for

all financial matters, external audit, internal audit and insurance.

Governance, Nominating and Human Resources Committee (GNHR) – this Committee

meets on an as needed basis or at the call of the Committee Chair. Its mandate is to

provide a focus on corporate governance, recommend candidates for Board membership

as well as the Chair and CEO positions. This Committee also oversees the Board’s self-

assessment process, training and skills requirements, annual assessment of the Chair and

succession planning of the Authority’s management team.

Pilot Training and Examination Committee (PTEC) – this Committee meets four times

per annum. Its mandate is to conduct pilot examinations and review ongoing training

programs for pilots. It is chaired by a Board member and includes members of the

Authority’s management and BC Coast Pilots. The Committee is joined by one external

examiner during annual pilot examinations.

Pilot Launch and Transportation Safety Committee (PLTSC) – this Committee meets at

least twice per annum or more frequently as required. Members of this committee

regularly attend launch stations to observe drills and inspect safety equipment. The

Committee is responsible for establishing safety standards and monitoring the safe

operation of pilot launches, water taxis, airplanes and helicopters utilized in the transfer



2014 TO 2018

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of pilots to and from ships. It also ensures that the Authority adheres to regulations and

safe practices issued by Transport Canada. It is composed of BC Coast and Fraser River

pilots, Authority management and pilot launch personnel.

Safety and Operating Review Committee (SORC) - this Committee works in conjunction

with the Navigation and Pilotage Committee of the Chamber of Shipping and meets on

an as needed basis. Its mandate is to review and assess pilotage practices and areas of

concern and to seek solutions which result in improved safety and efficiency. It is

composed of Authority management, BC Coast Pilots and members of the Chamber of

Shipping.

Enterprise Risk Management (ERM) and Emergency Preparedness – this Committee

meets up to four times per annum. Its mandate is to achieve a consistent approach to risk

management throughout all operational areas of the Authority, enhance the culture of

risk awareness throughout the Authority and its partners, and manage the level of

residual risk that is within the Authority’s tolerance levels. The role of the Committee

consists of documenting the Authority’s risks, categorizing and ranking them, and

making non-binding recommendations to the Authority’s Board of Directors. The

Committee is composed of representatives from the BC Coast Pilots, the Fraser River

Pilots, the dispatch department, the launch operations, the accounting department and the

management team.



2014 TO 2018

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Organizational Structure of the Authority

The Authority is managed by a CEO who reports to the Board through the Chair.

There are seven management employees, seven employee pilots, eleven dispatchers, six

administrative and twenty-six launch employees.

One hundred entrepreneur marine pilots provide coastal pilotage services through their company,

the British Columbia Coast Pilots Ltd (BCCP).

The Authority’s organization chart indicates the reporting structure.

The Authority has prepared succession plans for the senior management positions. These plans

outline the recruitment process, skills criteria and timelines in the event of personnel change.



2014 TO 2018

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Launch Stations and Office Facilities

In Victoria the Authority leases property from the Greater Victoria Harbour Authority, at Ogden

Point, in order to accommodate the pilot launches, floats and a workshop. In addition to the

launch operation there is also a dispatch office owned by the Authority.

The Authority relocated to the current Vancouver head office facilities on December 1, 1999 and

has renewed the office lease through to December 31, 2022.

Pilot Launches

The Authority’s pilot launch fleet consists of five specially designed pilot launches. The

Authority has implemented an enhanced planned maintenance program, which will ensure all

service and safety demands are met in a timely, orderly and cost effective fashion. All launches

are on a four-year Transport Canada inspection cycle. The newer launches perform the majority

of the boarding’s with the older vessels being used mainly in a back-up role.

Pilot Launches Station Date Built Size

Pacific Pilot Two Victoria 1971 19.8 m

Pacific Pilot Four Prince Rupert 1973 19.8 m

Pacific Pathfinder Prince Rupert 2003 22.4 m

Pacific Navigator Steveston 2008 19.5 m

Pacific Scout Victoria 2008 19.5 m

Government Policies

The Authority continues to comply with the requirements of the Human Rights Commission, the

Canadian Multiculturalism Act, the Employment Equity Act, the Official Languages Act, the

Equal Opportunity Program, the Federal Identity Program, the Canadian Environmental

Assessment Act, the Financial Administration Act – Section X and the Access to Information and

Privacy Act.

Enterprise Risk Management

An Enterprise Risk Management (ERM) program has been incorporated as part of the

Authority’s strategy and is well advanced in ‘cultivating a culture of risk awareness’ throughout

the organization. All areas of the Authority’s operations have been incorporated into this

program, including contract and employee pilots, launches, dispatch and administration, along

with the Board and management.

The ERM Committee is chaired by a Board member and includes representation from each of the

areas mentioned above. The Committee reports to the Board, meets quarterly, conducts scenario

planning exercises and re-evaluates the risk register with a view to identifying new risks and

mitigation measures.



2014 TO 2018

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The Authority remains committed to ensuring all risks have appropriate mitigation measures in

place that are reviewed on a regular basis. Detailed risk descriptions and mitigation measures are

kept current by the risk owners and are part of a comprehensive risk document. They are not

included in this report due to their length. As a general rule, the risks rated high are reviewed at

least once every three months, risks rated medium are reviewed at least once every six months

and risks rated low are reviewed at least once every year.

Risk Categories

The Authority has categorized its risks in order to assist in identification and management of the

risk.

Strategic risk: risks emanating from the Authority’s strategy and decision making.

Financial risk: risks pertaining to liquidity, capital availability, capital structure.

Organizational risk: risks emanating from the Authority’s management of its human

resources including leadership depth and quality, management and labour availability and

cost, cultural, etc.

Operational risk: risks emanating from the Authority’s day-to-day operating processes

and activities.

External risk: risks emanating from external sources over which the Authority (although

impacted) has little control (e.g. macro-economic volatility; industry structural change;

political, etc.)

Legal and regulatory risk: risks associated with the Authority’s compliance with

applicable laws and regulations.

Incident risk: risks emanating from incidents (accidents, near misses, etc.) within the

Authority’s jurisdiction where a pilot is present on board ship.

Emerging risks: un-rated risks that the Authority will keep reviewing from time to time in

order to be proactive.



2014 TO 2018

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Risk Ranking Methodology

The Authority categorizes risks on the basis of the following chart. Similar to the risks

themselves, these limits are reviewed on a regular basis.

Operational Strategic

Impacts Financial Human Property Vessel(s) Environmental Reputation Disruption of

Business

Extreme

5

Above $10

million cash

impact on the

Authority

Multiple

deaths

And multiple

people with

serious long-

term injury

Intensive care

Damage to

property is such

that it ceases

operations for a

period of time

exceeding one

month

or financial loss

exceeds $10

million

Vessel sinks or

sustains so

much damage

that it is a

constructive

total loss

Incident causes

sustained long

term harm to

environment

(i.e. damage

lasts greater

than a month)

Sustained front

page adverse

national media

coverage

International media

coverage

Threatens long-term

viability of Authority

(Operational cessation

or major operational

issues lasting more

than one month)

Very High

4

Impact on the

Authority

between $5 and

$10 million

Single death

And multiple

people with

serious long-

term injury

Intensive care

Damage to

facilities is such

that operations

cease for up to

one month

or financial loss of

$5 - $10 million

Vessel sustains

damage

significant

enough to result

in towing to dry

dock and loss of

operations of up

to one month

Incident causes

sustained

medium term

harm to

environment

(i.e. damage

lasts up to one

month)

Front page adverse

national media

coverage and

intermittent

international

coverage

Threatens viability of

Authority in the

medium term



issues lasting up to one

month)

High

3

$1 -$5 million

cash impact

Some people

with serious

long-term

injury and

multiple minor

injuries

Damage to

facilities is such

that the operations

cease for up to

two weeks

or financial loss of

$1 - $5 million

Vessel sustains

significant

damage with

dry docking and

loss of

operations for

two weeks

Incident causes

medium term

harm to

environment

(i.e. damage

lasts up to two

weeks)

Intermittent

adverse national

media coverage

Threatens viability of

Authority in the short

term



issues lasting up to

two weeks)

Medium

2

Between

$500,000 to $1

million cash

impact

One person

with serious

long-term

injury

Some minor

injuries

Damage to

facilities cause

operations to

cease for up to

one week

or financial

impact of

$500,000 - $1

million

Vessel sustains

damage

resulting in loss

of operations

for one week

Incident causes

short term harm

to environment

(i.e. damage

lasts no greater

than one week)

Sustained front

page adverse local

media coverage

Board and Ottawa

receive complaints

from Chamber of

Shipping and major

clients

Operational issues

lasting up to one week

but no cessation of

business

Low

1

Up to $500,000

cash impact

Single or

multiple minor

injuries

requiring on

site first aid

and/or off-site

treatment

Damage to

facilities cause

operations to

cease for up to 72

hours

or a financial

impact up to

$500,000

Minor damage

with no effect

or damage

resulting in a

loss of

operations of no

more than 72

hours

Incident causes

minimal or

intermittent

harm to

environment

over a period of

time (i.e.

damage lasts no

greater than a

day)

Intermittent

adverse local media

coverage

Complaints

received from

Chamber of

Shipping and/or

clients

No operational issues

or operational issues

lasting up to 72 hours



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The risk table shows the current risks and ranking status as of this report.

Priority Risk Title & Background Category Sub-Category Likelihood

(residual)

Impact

(residual)

Risk

Rating

1 Pilot Protocols and Participation in

an Incident Strategic None LOW EXTREME HIGH

2 Future Recruitment of Suitable

Qualified Pilots Strategic None LOW EXTREME HIGH

3 Failure of Key IT Applications Operational Technology LOW VERY HIGH HIGH

4 Telecommunications failure (Voice

and Data systems) Operational Technology LOW VERY HIGH HIGH

5 Maintaining Good Stakeholder

Relationships with the Shareholder Strategic None MEDIUM VERY HIGH MEDIUM


Relationships with Pilots Strategic None MEDIUM VERY HIGH MEDIUM

7 Communication During an

Incident (Media) Incidents Communication VERY LOW VERY HIGH MEDIUM

8 Economic Health of BC Coast

Pilots Ltd. External Vendors VERY LOW VERY HIGH MEDIUM

9 Training of Coastal Pilots Organizational Training LOW HIGH MEDIUM

10 Management Succession Organizational Human Resources LOW HIGH MEDIUM

11 Drugs and Alcohol Operational OH&S LOW HIGH MEDIUM

12 Recruiting and Training of Launch

Crew Organizational Training LOW HIGH MEDIUM



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(residual)

Impact

(residual)

Risk

Rating

13 Internal and External Fraud Financial Fraud LOW HIGH MEDIUM

14 Financial Control Systems Financial None LOW HIGH MEDIUM

15 Delay of Vessel due to the

Authority Operational None LOW HIGH MEDIUM

16 IT Vendor Issues Operational Technology LOW HIGH MEDIUM

17 General Safety of Authority

Launch Crews Operational OH&S MEDIUM MEDIUM MEDIUM

18 Changes and/or Shortcomings /

Errors within Industry External None MEDIUM MEDIUM MEDIUM

19 Delay of Vessel due to External

Issues Operational None HIGH LOW MEDIUM

20 Labour Management – Fraser

River Pilots Organizational Human Resources VERY LOW HIGH LOW

21 Changing Economic and Financial

Conditions & Political Issues

Affecting Traffic Volume

External Financial LOW MEDIUM LOW


Relationships with the Marine

Industry

Strategic None LOW MEDIUM LOW

23 Labour Management –

International Longshore &

Warehouse Union

Organizational Human Resources LOW HIGH LOW

24 Labour Management - Launch

Crews Organizational Human Resources LOW HIGH LOW

25 General Safety of Pilots Operational OH&S LOW MEDIUM LOW



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(residual)

Impact

(residual)

Risk

Rating

26 Recruiting and Training of River

Pilots Organizational Training VERY LOW HIGH LOW

27 HR Management for the Authority Organizational Human Resources VERY LOW HIGH LOW

28 Disaster and Emergency Planning Operational Hazard VERY LOW HIGH LOW

29 Incident Management

Coordination Across Borders Incidents

Incident Management

VERY LOW HIGH LOW

30 Communication During an

Incident (Government) Incidents Communication VERY LOW HIGH LOW

31 General Safety of Authority Office

Staff and Guests Operational OH&S LOW MEDIUM LOW

32 Pandemic Operational OH&S LOW MEDIUM LOW

33 New Technology and Subsequent

Training - Pilots Organizational Technology LOW MEDIUM LOW

34 Main Office Security Operational Security LOW MEDIUM LOW

35 Compliance with Regulations and

Legislation Legal &

Regulatory Compliance LOW MEDIUM LOW

36 New Technology and Subsequent

Training - Authority Organizational Technology LOW MEDIUM LOW

37 Security of Physical Assets Operational Security LOW MEDIUM LOW

38 Hazardous/Dangerous or Toxic

Cargo External Hazard LOW MEDIUM LOW



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(residual)

Impact

(residual)

Risk

Rating

39 Accounts Receivable Financial None LOW MEDIUM LOW

40 Recruitment and Training of

Administration Staff Organizational Training LOW LOW LOW

41 Incident Management

Coordination within Canada Incidents

Incident

Management VERY LOW MEDIUM LOW

42 Coordinating Multiple

Investigations as a Result of a

Cross-Border Incident

Incidents Incident

Investigation VERY LOW MEDIUM LOW

43 Special Events Planning Operational Hazard VERY LOW MEDIUM LOW

44 Ports and/or Terminals

Significantly Changing the Way

they do Business

External None MEDIUM LOW LOW

45 Financial Reserve/Tariff Financial None LOW LOW LOW

46 Accounts Payable Financial None VERY LOW LOW LOW

47 Issues Relating to Operating in

Shared Waterways Emerging None Un-rated Un-rated Un-rated

48 Pilots Boarding Vessels Via

Helicopter Hoisting Emerging None Un-rated Un-rated Un-rated

49 Dispatch Department Knowledge

Loss and Succession Planning Emerging None Un-rated Un-rated Un-rated

50 Pilot Fatigue Emerging None Un-rated Un-rated Un-rated

51 Consistency of Bridge Layouts and

New Equipment on Bridges Emerging None Un-rated Un-rated Un-rated



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Sources of Funding – Tariff

In order to finance its activities, the Authority charges users for its services through a tariff.

Consistent with pilotage objectives, the tariff is intended to be fair, reasonable and sufficient to

allow for a safe and efficient service. The Authority continues to place great emphasis on the

full engagement process by consulting at length with industry prior to a tariff application being

initiated.

Personnel Resources

The Authority has 57 full time employees: 7 Fraser River pilots, 11 dispatchers, 26 pilot launch

personnel and 13 management and administrative personnel.

The required complement of coastal pilots is established annually in relation to the projected

assignments and announced retirements.

The Authority contracts with the British Columbia Coast Pilots Ltd. for coastal pilotage services.

Currently, there are one hundred active pilot members of the BCCP who provide coastal pilotage

services.

Replacement and Training of Pilots

The Authority holds pilot entry exams on an annual basis to assess candidates who have the

necessary experience and skills to perform the job. In addition, pre-exam sessions have been

held to inform prospective candidates of the necessary requirements.

The Authority also promotes and oversees a familiarization program, which is intended to

supplement a candidate’s coast wide knowledge, prior to writing the pilot exam. This program

will allow a candidate to ride along with a senior pilot in an area of the coast the candidate may

not be familiar with.

The Authority and BCCP have also participated in marine hiring fairs with the intention of

increasing the hiring pool of suitable candidates with regard to the marine pilotage profession.

In order to ensure a highly qualified and skilled pilot workforce, the Authority places major

emphasis upon selection and training of pilots. The pilot exam process consists of three parts.

Firstly, a three-hour written exam on general ship knowledge based on the ‘500 tonne Master

Near Coastal exam’. Next, a three and one-half hour exam paper on local knowledge. Finally, a

three and one-half hour oral exam session.

Depending on a candidate’s background, the apprenticeship for a coastal pilot takes place over a

minimum period of nine and one-half months through to a maximum of twenty-four months.

During the official apprenticeship period the candidate will attend training courses for ship

handling in France, ship simulation in Baltimore, USA and tethered tug training in Seattle, USA.



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These training facilities are state of the art and offer manned model handling and full mission

bridge simulators. Additionally the candidates are trained in the use of the PPUs and related

software.

The manned model training facilities are currently located in France, Poland and the United

Kingdom and they use manned 1:25 scale models of ships. These facilities are located on

manmade lakes that can simulate currents, tides, tug boat assists, etc. The Authority will

continue to evaluate new training facilities as they become available.

Using this facility to train on these scale models allows pilots to acquire deep sea ship-handling

experience. Training on the scale models provides experience that could never be gained on real

ships for the simple reason that neither ship-owners nor local authorities would allow such risks

to be taken. Scale models allow experimentation on ship behaviour to explore unknown fields.

Periodic training on scale models also helps to maintain pilot shiphandling skills at the highest

level.

Nature is at work on scale models, with random effects similar to those encountered in real-life

situations. The unforeseeable character of squalls, shallows, currents and waves calls for an

immediate, appropriate reaction, without any repeat or automatic response. When things go

wrong on the scale model, the pilot really feels his ship run aground or collide with another ship

or berth. For the same reason (natural phenomena) hydrodynamic effects are correctly

reproduced on scale models and it is therefore unnecessary to transpose them in the form of

complex equations. This gives a better simulation of hydrodynamic effects such as interactions

between ships (for example in a canal), interactions between the ship and berth, little under-keel

clearance and the use of anchor dredging or tugs in various operating situations.

Wind is a factor in the everyday life of pilots throughout the world. The design of manned

model lakes is such that the wind element will vary in different parts of the lake. This allows a

course to be structured in such a manner as to introduce wind as and when required. Extreme

wind conditions are encountered in the real world and can be duplicated at a manned model

centre to demonstrate how well control can be maintained.

Therefore the ship models behave exactly like real ships, only much faster. Manned models

sharpen the shiphandlers’ natural senses of perception and anticipation and enable the ship's

behaviour as a whole to be appreciated. These skills are paramount when manoeuvring a full

size vessel.

The time scale also means that it is possible to perform five times as many manoeuvres. In other

words, it is possible to perform as many manoeuvres in a 35-hour course as in 175 hours on the

real ship.

The Pilot Training and Examination Committee (PTEC) regularly examines and compares

training facilities on a worldwide basis to ensure our training standards and the instruction level

is relevant, effective and valid.



2014 TO 2018

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At present, the cost for training each apprentice is approximately $160,000, which includes

remuneration, travel and course fees and is borne entirely by the Authority. The increase to a

twenty-four month apprenticeship period will increase the cost to $340,000 per pilot.

The Authority expects to train and licence eight coastal pilots during the 2014 plan year.

The Authority has projected the coastal pilots’ demographics through the plan years and is

anticipating starting apprentices in each of the plan years as current pilots retire.

The Authority is budgeting funds during each of the plan years to continue funding the Skills

Enhancement Program for senior pilots. The intent of this program is to provide opportunities

for senior pilots at approved training facilities to enhance their skills in ship handling using

manned models.

The Authority is also forecasting additional funds through the plan years to cover ongoing

training for pilots on Integrated Bridge Systems (IBS), Azipod propulsion systems and tethered

tug.

For the plan year 2014, the Authority is budgeting coastal training expenses of $450,000 and

Fraser River pilot training of $60,000.

Objectives, Strategies and Performance Measures

On an annual basis, the Authority engages in strategic planning sessions involving the Board of

Directors and the management team. The most recent session endorsed the key objectives and

strategies which are summarized below.

Strategic Goals for 2013

Strategic

Goal

Description Strategy

#1.1 Continue implementing the

culture of quality service

Work with the BCCP on issues of

manpower, recruitment and training

PTEC to review examination process and

make recommendations to increase pilot pass

rate without reducing present standard

#1.2 Continue to cultivate enterprise

risk awareness

Test the mitigation plans for high ranked

risks

Re-evaluate risk register annually to ensure

risks are relevant



2014 TO 2018

- 21 -

Strategic

Goal

Description Strategy

#2.1 Create a culture of

sustainability

Develop key performance measurements to

determine success

#3.1 Maintain the culture of cost

management

Evaluate present measurement method and

recommend changes

#3.2 Compare the Authority’s

service levels

Compare service levels and related costs for

Vancouver and Seattle to ensure the

Authority retains service edge

#4.1 Ensure dispatch procedures are

effective and efficient

Implement and integrate an ISO system for

dispatch by 2014

#4.2 Ensure launch boarding

operations are effective and

efficient

Implement and integrate an ISO system for

launches by 2014

Implement the computerized maintenance

system in 2013

Develop a plan for utilizing helicopters for

boarding and winching operations

#5.1 To become a primary source

for marine-related information

within our jurisdiction

Utilize information technology systems to

provide industry with the marine-related

information they require to make informed

decisions on pilotage

#5.2 Raise the profile of the

Authority in the marine

industry and coastal

communities

Management to take on leadership roles on

issues of importance within the marine

community

Continue Community Outreach program



2014 TO 2018

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Measurement of 2012 Strategic Goals

The Authority measures its strategic goals on an annual basis.

Strategic Goal #1.1 - Create a culture of quality service

Strategy Description Measurement 2012

1.1 (a) Implementation of Pilot

Assessment Program BCCP Quality Performance practices and

procedures agreed and completed

FRP Quality Performance practices and

procedures agreed and completed

1.1 (b) Standardized procedures Actual predictability complaints received in

year was 12, goal was less than 16

predictability complaints

Strategic Goal #1.2 – Continue to cultivate enterprise risk awareness (ERM)


1.2 (a) Ensure mitigation plans in place

and tested for high risks Risks rated high are reviewed at least once

every three months

Scenario exercise tested pilot protocols during

2012

1.2 (b) Continue to integrate company-

wide ERM is included as a permanent agenda item

on all staff meetings

ERM website implemented

Strategic Goal #2.1 – Maintain financial self-sufficiency


2.1 (a) Maintain a financial reserve of

5.0% annual revenues Financial reserve of 9.7% of annual revenues

on hand at December 31, 2012

2.1 (b) Manage the balance between

financial sustainability and a

competitive tariff structure

Chamber of Shipping supported October 1

2012 tariff

At December 31, 2012 adequate working

capital and nil debt

Strategic Goal #2.2 – Maintain a culture of cost management


2.2 (a) Maintain overhead costs at 8.5%

or less of annual revenues

Actual overhead cost of 8.1% in place at

December 31, 2012



2014 TO 2018

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2.2 (b) Annual increase in operational

costs maintained at CPI or less For launch operations, actual decrease was

3.2% vs. CPI target increase of 0.8%

Strategic Goal #2.3 – Improve the Authority’s competitive edge


2.3 (a) Review and monitor pilotage fees

to retain competitive edge October 1, 2012 tariff adjustment eliminated

launch replacement fee of $180 (reduction of

5% on an average invoice)

2.3 (b) Review pilotage in remote ports to

ensure a cost effective service Port of Stewart invoice charges to industry

reviewed and adjusted (if necessary) every

vessel call to ensure fairness to users and

Authority

Strategic Goal #3.1 – Ensure that the Authority’s dispatch procedures are effective and

efficient


3.1(a) Implement and integrate an ISO

system ISO software installed and consultant started

review process

3.1(b) Tracking of delays Delay tracking implemented

Strategic Goal #3.2 – Ensure that the Authority’s launch operations are effective and

efficient


3.2(a) Implement and integrate an ISO

system ISO software installed and consultant started

review process

3.2(b) Implement a computerized

maintenance system Software selected

Strategic Goal #3.3 – Enhance the overall productivity of the Authority through

innovation, training and investment in technology


3.3(a) Upgrade and reorganize the current

dispatch and traffic coordination

areas

Two additional online modules made available

to industry



2014 TO 2018

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Strategic Goal #4.1 – Create a culture of sustainability


4.1(a) Communicate sustainability policy Agenda item for staff meetings and updates in

semi-annual newsletter

4.1(b) Implement sustainability practices

and procedures Initiative to encourage night shift dispatchers

to work from home

Vancouver office staff encouraged to utilize

public transit options (65% use on a regular

basis)

Energy conservation and recycling measures in

place in Vancouver office

Strategic Goal #5.1 – To become a primary source for marine-related information within

our area of jurisdiction


5.1(a) Implement software upgrades to

the computer database to improve

efficiency of information flow to

stakeholders

Online ordering of pilotage services offered to

industry

5.1(b) Utilize database and website to

provide marine related information

to users required to make informed

decisions on pilotage

Fraser River tide windows module put onto

website

Strategic Goal #5.2 – Raise the profile of the Authority in the marine industry and coastal

communities


5.2(a) Management to take on leadership

roles within the marine community

Management continues to participate on

marine community committees and

organizations

CEO presentations made to Chinese pilotage

delegation and Transport Canada management

team

5.2(b) Continue the Community Outreach

Program Three job fairs attended by management in

conjunction with BCCP

Management participated in eight open house

forums sponsored by community groups and

industry proponents

CEO met with six First Nations band councils



2014 TO 2018

- 25 -

Operating Budget 2014 Commentary

The 2014 Budget is based upon a tariff revision comprising of:

a 2.25% increase in the unit and hourly rates effective on April 1, 2014;

a 2.5% increase for launch rates effective April 1, 2014;

The 2014 tariff was discussed with industry throughout the second and third quarters of 2013.

An agreement was reached and the numbers shown above are the result of these discussions.

The highlights of the 2014 budget are as follows:

1. The Authority is forecasting a loss of $2,540,000 based upon 11,280 coastal and 1,000

River trips. This loss is manageable from a cash flow perspective and will be funded

from current working capital levels. In the recent tariff discussions with industry the

parties agreed to fund the 2014 operations from the contingency funds that have been

built up over the last few years.

2. From a traffic standpoint, the Authority has focused on commodity sectors and does not

anticipate any major variances during the year. The only exception is the grain sector

which has been budgeted to finish 2014 slightly lower than the current year due to

shipping efficiencies being achieved by the terminal operators.

3. BCCP fees will increase by 4% during the plan year as per the service agreement in

place.

4. For the Authority’s employee crewed launches, wages will increase by 2.5% as per the

labour contracts in place. Launch revenues have been increased by a similar percentage.

5. Travel revenues will remain similar to 2013 levels as the tariff is not adjusting this area.

Travel expenses are forecast to increase by 2% reflecting general inflationary pressures.

6. The BCCP payout ratio (BCCP cost divided by pilotage revenue) is forecast at 92%.

7. The budget allows for eight coastal apprentice pilots starting in the 2013 plan year and

being licenced during 2014. Additionally eight more apprentices are budgeted to start in

the late fall of 2014.

8. Training for senior coastal pilots totals $450,000 and $60,000 is budgeted for Fraser river

pilots.

9. The Authority has budgeted $400,000 to fund the next part of its helicopter boarding

analysis and study. This operation is intended to determine the feasibility of boarding

pilots by helicopter aboard LNG and tanker ships which are planning to transit Douglas



2014 TO 2018

- 26 -

Channel, in and out of Kitimat. This expenditure is contingent on future discussions and

analysis.

10. The Authority has budgeted for $150,000 for operating projects. This expense item is

intended to cover any special projects and initiatives that will require funding in the

budget year.

11. Wage increases for the Authority’s unionized employees, dispatchers and office, are

shown as 2.5% which reflects current labour agreements.

12. All other costs, such as travel and general administration are forecast at a 2% annual

increase to account for inflation.



2014 TO 2018

- 27 -

Capital Budget 2014 Commentary

The Authority’s threshold for capitalization is $10,000 per expenditure. The capital expenditures

for the budget year of 2014 total $3,395,000.

Buildings and Floats

The Authority is budgeting $80,000 for renovation of the Victoria floats, workshop and office

building and $50,000 for the upgrade of the Prince Rupert floats. In Prince Rupert this also

includes the renovation of the workshop currently located on the floats.

Pilot Launches, Engines and Gear Sets

The Authority is budgeting autopilot units for the Pacific Pathfinder, Pacific Scout and Pacific

Navigator of $20,000 each. Both of our backup pilot launches, the PP Two and PP Four are

budgeted for recovery grid upgrades of $30,000 each.

Communication and Other

The Authority has budgeted $20,000 for furniture and office equipment, $25,000 to replace an

aging voice recording system and $140,000 for new VHF pilot radios. The current radios are

approaching the end of their service life.

Computers and Software

The budget includes $250,000 for training video software. This software is intended to be used

by coastal pilots who wish to refresh their knowledge of a certain port. This expenditure is

contingent on future discussions and analysis.

While the current computer system is performing to specification it is now approaching six years

of service. The Authority is budgeting $600,000 as part of its strategy to plan for a logical

upgrade path. This will include electronic data interchange with pilots, enhanced electronic

delivery of invoices and source cards to customers along with increase security levels.

The budget includes funds to replace 113 PPUs used by the pilots. The current units are

approaching the end of their lifespan and the manufacturer has indicated they will not be able to

support and service them past 2013. The Authority is budgeting $2.06 million to replace these

units.

The budget includes $40,000 for new software to be used by our Board members. It is

anticipated that this software will enhance document security and Board interaction.

Leasehold Improvements

The Authority is budgeting $10,000 for minor office renovations.



2014 TO 2018

- 28 -

Statement of Operations

For the Years Ended December 31

(000s)

ACTUAL FORECAST PLAN PLAN PLAN PLAN PLAN

2012 2013 2014 2015 2016 2017 2018

INCOME

Coastal pilotage $46,168 $50,027 $51,310 $52,590 $54,040 $55,530 $57,060

River pilotage 2,528 $2,614 2,480 2,540 2,610 2,680 2,750

Travel 6,292 6,994 6,950 6,950 6,950 7,090 7,230

Launch 8,494 9,230 9,250 9,500 9,790 10,110 10,440

Launch replacement fee 1,008 0 0 375 375 375 375

Interest and other 86 96 120 120 120 120 120

TOTAL INCOME 64,576 68,961 70,110 72,075 73,885 75,905 77,975

OPERATING EXPENSES

BCCP contract 40,599 45,277 47,200 49,090 51,050 51,560 52,080

BCCP apprentice wages and training 596 624 1,280 1,280 1,280 640 640

BCCP senior pilot training 347 384 450 450 450 450 450

BCCP PPU software and support 170 204 120 120 120 120 120

Helicopter projects 0 300 400 0 0 0 0

Operating projects 21 150 150 150 150 150 150

River wages, benefits and other 2,110 2,146 2,220 2,280 2,350 2,430 2,510

Transportation and travel 5,316 5,525 5,570 5,680 5,790 5,910 6,030

Launch wages, operating and repairs 8,159 8,461 8,745 8,950 9,130 9,310 9,500

Launch bank loan interest 0 0 0 70 60 40 30

Launch and PPU amortization 859 1,186 1,155 1,280 1,280 1,280 1,280

TOTAL OPERATING EXPENSES 58,177 64,257 67,290 69,350 71,660 71,890 72,790

ADMINISTRATIVE EXPENSES

Salaries and benefits 1,741 1,741 1,790 1,840 1,890 1,950 2,010

Dispatch salaries and benefits 1,454 1,572 1,620 1,660 1,710 1,760 1,820

Office rental, accom. and supplies 530 509 540 550 560 570 580

Travel, training and miscellaneous 324 304 410 420 430 440 450

Telephone and communications 79 90 90 90 100 100 100

Board meetings and travel 237 209 250 260 270 280 290

Legal, consulting and other 146 195 210 210 210 210 210

Transport Canada service fee 78 108 55 60 60 60 60

Computer 260 285 300 310 320 330 340

Computer and equipment amortization 197 134 95 245 265 285 305

TOTAL ADMINISTRATIVE 5,046 5,147 5,360 5,645 5,815 5,985 6,165

TOTAL EXPENSES 63,223 69,404 72,650 74,995 77,475 77,875 78,955

NET INCOME (LOSS) FOR YEAR $1,353 ($443) ($2,540) ($2,920) ($3,590) ($1,970) ($980)

ADJUSTED NET INCOME (LOSS) $345 ($443) ($2,540) ($3,295) ($3,965) ($2,345) ($1,355)

(Launch Replacement Revenues deducted)



2014 TO 2018

- 29 -

Balance Sheet


(000s)


2012 2013 2014 2015 2016 2017 2018

ASSETS:

CURRENT ASSETS

Cash and cash equivalents $7,173 $7,037 $4,082 $1,967 $422 ($683) ($968)

Accounts receivable 5,971 5,600 5,800 5,800 5,800 5,900 6,000

Prepaid expenses 200 300 300 300 300 300 300

TOTAL CURRENT ASSETS 13,344 12,937 10,182 8,067 6,522 5,517 5,332

LONG TERM ASSETS

Long term investments 6,262 6,300 4,300 4,300 3,300 3,300 3,300

FIXED ASSETS

Buildings and floats 334 334 464 464 464 564 614

Pilot boats 12,636 12,856 12,976 15,476 15,476 15,476 15,716

Engines and gears 73 126 126 196 196 196 196

Communication and other 348 348 533 553 573 593 613

Computers and software 1,895 1,945 4,895 5,045 5,145 5,245 5,345

Leasehold improvements 192 192 202 212 222 232 242

TOTAL CAPITAL COST 15,478 15,801 19,196 21,946 22,076 22,306 22,726

Accumulated amortization 5,033 6,353 7,603 9,128 10,673 12,238 13,823

TOTAL FIXED ASSETS 10,445 9,448 11,593 12,818 11,403 10,068 8,903

TOTAL ASSETS $30,051 $28,685 $26,075 $25,185 $21,225 $18,885 $17,535

LIABILITIES:

CURRENT LIABILITIES

Accounts payable and accrued liabilities $7,032 $6,100 $6,000 $6,000 $6,000 $6,000 $6,000

Bank indebtedness 0 0 0 2,000 1,600 1,200 800

TOTAL CURRENT LIABILITIES 7,032 6,100 6,000 8,000 7,600 7,200 6,800

LONG TERM LIABILITIES

Employee severance benefits 841 850 880 910 940 970 1,000

TOTAL LONG TERM LIABILITIES 841 850 880 910 940 970 1,000

EQUITY OF CANADA

Retained earnings 20,825 22,178 21,735 19,195 16,275 12,685 10,715

Net income (loss) for year 1,353 (443) (2,540) (2,920) (3,590) (1,970) (980)

TOTAL EQUITY 22,178 21,735 19,195 16,275 12,685 10,715 9,735

TOTAL LIABILITIES AND EQUITY $30,051 $28,685 $26,075 $25,185 $21,225 $18,885 $17,535



2014 TO 2018

- 30 -

Statement of Cash Flows


(000s)


2012 2013 2014 2015 2016 2017 2018

OPERATING ACTIVITIES:

Cash receipts from customers $64,242 $69,236 $69,790 $71,955 $73,765 $75,685 $77,755

Cash paid to employees and suppliers (61,381) (68,849) (71,270) (73,170) (75,610) (75,990) (77,060)

Other income received 345 96 120 120 120 120 120

Interest paid 0 0 0 (70) (60) (40) (30)

Employee severance payments (265) (258) (200) (200) (230) (250) (250)

Cash flows provided by operating activities 2,941 225 (1,560) (1,365) (2,015) (475) 535

INVESTING ACTIVITIES:

Purchase of investments (7,013) (6,038) (6,000) (6,000) (6,000) (6,000) (6,000)

Proceeds on disposal of investments 5,856 6,000 8,000 6,000 7,000 6,000 6,000

Acquisition of property and equipment (724) (323) (3,395) (2,750) (130) (230) (420)

Cash flows from (used in) investing activities (1,881) (361) (1,395) (2,750) 870 (230) (420)

FINANCING ACTIVITIES:

Repayment of bank loan 0 0 0 0 (400) (400) (400)

Bank indebtedness 0 0 0 2,000 0 0 0

Cash flows from (used in) financing activities 0 0 0 2,000 (400) (400) (400)

Increase (decrease) in cash and cash equivalents 1,060 (136) (2,955) (2,115) (1,545) (1,105) (285)

Cash and cash equivalents, beginning of year 6,113 7,173 7,037 4,082 1,967 422 (683)

Cash and cash equivalents, end of year $7,173 $7,037 $4,082 $1,967 $422 ($683) ($968)



2014 TO 2018

- 31 -

Statement of Capital Expenditures


(000s)

FO RECAST PLAN PLAN PLAN PLAN PLAN

2013 2014 2015 2016 2017 2018

BUILDINGS AND FLO ATS

Victoria floats and office building 80 100

Prince Rupert floats 50 50

PILO T BO ATS

Pacific Pathfinder - autopilot unit 20

Pacific Scout - engine overhaul 200 240

Pacific Scout - autopilot unit 20

Pacific Navigator - autopilot unit 20

Purchase used pilot launch 2,500

PP Two - recovery grid 30

PP Four - recovery grid 30

PP Four - radar 20

ENGINES

Spare engines and gears for PPA fleet 53 70

CO MMUNICATIO N AND O THER

Furniture and office equipment 20 20 20 20 20

Telephone voice recorder 25

Pilot VHF radios 140

CO MPUTERS AND SO FTWARE

BCCP training video software 250 100 100 100 100

Dispatch and billing software 50 600

Portable Pilotage Units 2,060

Board software 40

Launch fleet management software 50

LEASEHO LD IMPRO VEMENTS

Vancouver 10 10 10 10 10

TO TAL CAPITAL EXPENDITURES $323 $3,395 $2,750 $130 $230 $420



2014 TO 2018

- 32 -

Assignment Analysis and Pilot Productivity



2012 2013 2014 2015 2016 2017 2018

COASTAL:

Number of contract pilots - BCCP 98 100 100 100 100 100 100

Number of coastal assignments 11,865 12,130 12,000 12,000 12,000 12,000 12,000

Average assignments per pilot 121 121 120 120 120 120 120

FRASER RIVER:

Number of employee pilots - Fraser River 7 7 7 7 7 7 7

Number of River assignments 1,081 1,070 1,000 1,000 1,000 1,000 1,000

Average assignments per pilot 154 153 143 143 143 143 143

SAFETY:

Incident free assignments 99.946%



2014 TO 2018

- 33 -

Incident Reporting

The Authority categorizes incident and accident reporting into three types of investigations. An

incident or accident will not be classified until sufficient facts are available to assess the potential

for safety improvements and may require on-site evaluation or interviews.

Class “A” Investigations

Defines an investigation that has a high probability of improving navigation safety, in that there

is a significant potential for reducing the risk to persons, vessels or the environment.

Class “B” Investigations

Defines an investigation that has a medium probability of improving navigation safety, in that

there is a moderate potential for reducing the risk to persons, vessels or the environment.

Class “C” Investigations

Defines an investigation that has a low probability of improving navigation safety, in that there is

a limited potential for reducing the risk to persons, vessels or the environment.

The following table shows the actual number of incidents the Authority has recorded over the

last five years.

Incident Free

Year Assignments Incidents Class A Class B Class C

2008 99.969% 4 0 0 4

2009 99.950% 6 0 2 4

2010 99.984% 2 0 0 2

2011 99.962% 5 0 0 5

2012 99.946% 7 0 3 4



2014 TO 2018

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Human Resources


Actual Forecast Plan Plan Plan Plan Plan

2012 2013 2014 2015 2016 2017 2018

Executive 1 1 1 1 1 1 1

Administrative 12 12 12 12 12 12 12

Employee pilots (Fraser River) 7 7 7 7 7 7 7

Dispatchers 11 11 11 11 11 11 11

Pilot launch crews 26 26 26 26 26 26 26

Total full time equivalents 57 57 57 57 57 57 57

Contract pilots (BCCP) 98 100 100 100 100 100 100

(seasonally adjusted)

Total resources 155 157 157 157 157 157 157

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