Page 13: of Maritime Reporter Magazine (October 2011)
Marine Design Annual
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October 2011www.marinelink.com 13cess information, with Blackberries andPDAs ? you can receive and view so much information that you never have to be out of touch. The speed and the accu- racy is just phenomenal. If you are successful in your bid for the contract via National Shipbuild- ing Procurement Strategy, how will Irving Shipbuilding change? We?ve been careful to ensure that all of the work that we?re doing, all the processes we?ve implemented are scala- ble, scalable to be able to implement thenew work. Most visibly you will see the physical plant change. The Ultra Hall that we are proposing will be visible fromoutside the gate; there will be physical changes that anyone driving down Bar- rington Street will notice easily. I think one of the other changes we will have will be in our workforce. We will have that long-term future, the feeling of hav- ing a sustainable future, and our work- force will feel confident making the investment in homes, cars and other big purchases.What is the importance of this con-tract to the Halifax Maritime Clusteras a whole?The economic impact is going to benefit everything, from the educational systems, to our partnership with the Halifax Ma- rine Research Institute, which has a very broad, pan-Canadian approach to helpingthe overall marine industry. Our winning this will have a benefit across Canada our extensive web of suppliers. It?s not just the hardware business of building the ship that will benefit. Our supply base runs deep, and includes everything from taxis and caterers all the way up to steel suppliers and equipment suppliers. It?s a very broad range of direct suppliers that we have. What else do you see as key drivers for the shipbuilding business going forward? The East Coast offshore business is a big sector that we are continually looking at,as we have built five offshore supply ships for the East Coast offshore, and have completed a number major over- hauls of rigs, and built platforms. That?s not only a big driver for us, but for the economy in general. ) ( ' ( & % $ ' % ( # % " ! ! & % % & % & % # & # & ( ! # % ! " ! & % ! % ( # % % # ' % ! % % % % % % & ! % ' % ! $ % # ' & % $ ( # $ % % # % " ' ' % " ! & ' INTERVIEWFIVE MINUTES WITH STEVE DURRELL, PRESIDENT, IRVING SHIPBUILDING, INC. Investing in EmployeesPays DividendIrving Shipbuilding?s management team espouses an investment in its employeesas critical to its long-term success. In-vestment in this regards entails a broad range of initiatives from the grass roots investment in its own in-house apprentice- ship program and relationships with com- munity education centers to ensure a steady stream of qualified workers; to in- vestment in constant communicationswith its team of more than 1,200 to en- sure all are on the same page regarding company quality, safety and performance initiatives and objectives. Durrell and company embrace sharing the wealthwhen times are good, and sharing the re- sponsibility among the entire team to identify and implement change whenneeded. A thorough tour of the shipyards helps to confirm that this message far ex-ceeds motto and brochure, as Irving?s main shipbuilding facility in Halifax is amodern, well-maintained facility, with a cleanliness and order second to none, and a bustling workforce. Concrete evi- dence that the strategy is a successcome via Irving Shipbuildings annual sur-vey of employees through the independ- ent third-party organization, Tower?s Watson. Since 2008, not coincidentally when Durrell took the helm of Irving?s Shipbuilding operation, the Employee En-gagement Score at Halifax Shipyard has risen 62%, scoring a 53 in 2008, and ris-ing to an 86% mark in 2011, meaning thecompany has achieved a Global High Per-formance status.www.shipsstarthere.ca MR Oct.11 # 2 (10-17):MR Template 10/5/2011 11:10 PM Page 13
