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Wheelwash - 09.18.08

Victoria Shipyards (VSL) has officially entered unchartered waters after receiving confirmation that Canadian Submarine Management Group, has been awarded a contract to maintain Canada’s four military submarines, and VSL has negotiated a subcontract to perform the shipyard portion of the work. This is the first time VSL has been involved in a contract of this type.
 
It’s anticipated that this project will create 175 full time jobs at VSL throughout the period of the contract with a further 50 providing support services. All trades will be involved in this work.

“This is great news for Victoria and Victoria Shipyards,” said VSL’s Malcolm Barker, Vice President & General Manager.

The initial five year contract is worth an estimated $375 million to CSMG, with a significant portion of that being subcontracted to VSL, and if performance targets are met the total program could be extended over 15 years and be worth a total of $1.5 billion.

Contract Specifics

In October 2005, Public Works and Government Services Canada (PWGSC) issued a request for proposal (RFP) for the “Victoria In-Service Support Contract” also known as VISSC. In response to the RFP the Canadian Submarine Management Group or CSMG was formed. Babcock Marine, a British company that owns Weir Strachan and Henshaw and Devonport Management Ltd., jointly  own CSMG. These two companies have extensive experience working on Royal Navy submarines and bring to the team significant depth and breadth. CSMG has two significant sub-contractors: Victoria Shipyards (VSL) and BMT Fleet Technology.
 
On June 30, PWGSC awarded VISSC to the Canadian Submarine Management Group. The award culminated three years of hard work by a host of people within CSMG, VSL and the Washington Marine Group. Victoria Shipyard’s role will be the planning, estimating, and executing of all third-line maintenance work. Third-line maintenance consists of refits also known as Extended Docking Work Periods or EDWPs. 
 
The Canadian navy’s Victoria class consists of four, 2400-ton diesel-electric submarines. These are ex-Royal Navy submarines built in the United Kingdom as the Upholder class. They were designed to operate in the international waters bordering Greenland, Iceland, and the United Kingdom and are often referred to as the GIUK gap. Upon completion of a program review it became apparent to Britain’s Ministry of Defence that they could no longer sustain a mixed fleet of diesel and nuclear submarines. A decision was then made to deem the Upholders as surplus. At the same time, Canada’s Oberon class boats were nearing the end of their useful life and in April 1998 Canada purchased the Upholders. Upon transfer to the Canadian navy they were re-named; HMCS Victoria, HMCS Windsor, HMCS Cornerbrook, and HMCS Chicoutimi. HMCS Victoria and HMCS Chicoutimi will be stationed on the west coast with HMCS Windsor and HMCS Cornerbrook on the east coast. When combined with the surface fleet they’ll help ensure satisfactory execution of the security mandate set out by the Federal Government.

Due to the complexity of their systems and the hostile environment in which they operate, submarines are maintained to exacting standards, similar to those used in the commercial aviation industry. The various systems within the submarine are designated as either 1st or non -1st level. A 1st level system can broadly be described as one that a failure while submerged could lead to uncontrollable flooding, inability to maneuver or an inability to surface. All components within such a system are tracked from cradle to grave and associated documentation is examined and must be found complete prior to the submarine receiving its safe to dive certification. This documentation consists of Objective Quality Evidence (OQE) and once consolidated becomes known as the “paper boat”.
 
During the VISSC contract, VSL is scheduled to conduct seven EDWPs each approximately two years in duration.

“This new complex sub maintenance contract combined with the FELEX project, construction of the third Seabus for TransLink, and regular ship repair contracts, proves that the future of VSL looks very promising. Many challenges remain, however; the ‘Can Do’ attitude that exists with VSL’s employees will no doubt help ensure the success of these programs,” said Malcolm.