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Sustainable Development Series:
Barriers for BC Ferries Corp to Achieving Sustainability
by Waterose
Captain! Take off your hat!
Big and small, BC Ferries Corporation (BCFC) has them all. Not only does BCFC have big and small ferries, it also has big and small barriers to operating in a sustainable manner.
In the bigger picture, BCFC must change the way it moves its boats around by looking at alternative energy sources. BCFC operates 42 diesel engine vessels that service 28 terminals in British Columbia (Hamilton, 1997). Not only do these vessels consume over 132,000,000 litres of diesel fuel annually, but they also emit 370,000 tonnes of atmospheric pollutants annually. Furthermore, BCFC intends to build three new aluminum catamaran vessels that will increase fuel consumption by 25%. There is a better way. If BCFC can afford to construct three new vessels, then it can afford to finance alternative technology.
BCFC should invest its financial and engineering resources into developing alternative energy sources. The most viable alternative over the long haul is to develop a Ballard fuel cell for vessels; an alternative non-fossil fuel that produces only water as a by product. BCFC argues that they have neither the financial resources nor the political support to pursue this technology, and that the government of British Columbia demands an aluminum shipbuilding industry. The government of British Columbia should get on board and support the development of a Ballard fuel cell for vessels. This would create a new leading industry, reduce contamination associated with diesel engines on vessels, and reduce consumption of dwindling natural resources.
The biggest untapped resource that BCFC does have is its human resource. BCFC argues that it does not have the financial budget to support a large staff of environmental stewards, hence it trains senior management. "Environment Training 101" focuses on compliance of legislation and potential penalties; this tactic is intimidating and the message to the employees is clearly "clean up your act or else". There is a better way. Environmental stewardship does not only have to come from the top down, but rather can also come from the bottom up. Individuals can make a difference by offering their ideas or taking action. An excellent example of how individuals do make a difference is illustrated by some of the innovative ideas of the employees of Canadian Airlines, such as the recycling initiatives or the elimination of halon discharges from fire extinguishers during practise drills (Metcalfe, 1997). The success to the Canadian Airlines environmental stewardship is the employee driven solutions; this is the key.
The key for BCFC is to develop employee incentive programs; create an employee of the month award or offer a financial award for innovative solutions to environmental concerns. The best suggestions come from talking to individuals during the vessel audits and terminal audits (Rudzki, 1997). The employees may have innovative solutions about reducing the solid waste stream from the kitchens, or better handling of harmful substances at the terminals. The employees are the biggest untapped resource that BCFC does have.
Big and small, the captains of the BCFC need to take their caps in hand and get on board with the deck hands to clean up with the changing times. Everyone is responsible for practising environmental stewardship and creating a sustainable future.
References:
Written for Royal Roads University ES301 Sustainability Lecture Series: From Theory to RealityR. Hamilton. December 3, 1997. Seminar. "B.C. Ferries: Environmental Department." B.C. Ferries Corporation. Royal Roads University. Victoria, BC.
M. Metcalfe. November 10, 1997. Seminar. "The Environment - Inching Ahead." Canadian Airlines International. Royal Roads University. Victoria, BC.
A. Rudzki. December 3, 1997. Seminar. "B.C. Ferries: Environmental Department." B.C. Ferries Corporation. Royal Roads University. Victoria, BC.
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