Mr. Speaker, the Royal Canadian Navy, or RCN, continues to meet needs at home and to support Canada's international commitments abroad. For example, the RCN is able to meet high-readiness requirements for deploying frigates annually, two per coast, while maintaining a minimum level of personnel on other ships and shore establishments to support force generation objectives.
However, as with any platform, as equipment ages, more maintenance is required to keep vessels operational and, with age, costs of maintenance and spare parts also increase. These increased costs, to sustain operational capacity, are putting significant pressure on existing maintenance budgets. Further, capability challenges are compounded by recruitment challenges across the Canadian Armed Forces, or CAF, including the RCN. In addition, and aside from challenges in the international security environment, the COVID-19 pandemic has had a significant effect on the CAF and the RCN, both from an equipment perspective, due to fragile supply challenges resulting in contract delays, and from a people perspective, in terms of the RCN’s own personnel management and, more broadly, at shipyards for skilled labour.
As outlined in Canada’s Defence Policy, “Strong, Secure, Engaged”, National Defence is making significant investments to renew and modernize the Royal Canadian Navy by investing in six Arctic and offshore patrol ships, fifteen Canadian surface combatants, and two joint support ships. Together, these ships will play a critical role in protecting Canada’s maritime domain, including in Canada’s Arctic waters, and in contributing to international missions with allies and partners.
National Defence has received four of six Arctic and offshore patrol ships, with the fifth planned for delivery in December 2024 and the sixth in December 2025. These vessels will significantly enhance the RCN’s capabilities and presence in the Arctic, allowing the RCN to better uphold Canada’s Arctic sovereignty.
The Canadian surface combatant, or CSC, project will replace the Iroquois-class destroyers and the Halifax-class frigates with a single class of vessels; delivery is expected to begin in the early 2030s, with full delivery by 2050.
As the RCN awaits the delivery of the CSC capability, the Halifax-class frigates are continuing to be deployed on operations, including under Operation NEON to conduct surveillance operations and identify maritime sanctions evasion activities in the Indo-Pacific. However, the frigate fleet is beyond the originally expected design life and given the age of the vessels, between 27 and 35 years, there has been a significant increase in the length of necessary maintenance periods and higher associated costs.
The Halifax-class is a major component of the national shipbuilding strategy’s third pillar, which is Repair, Refit and Maintenance. Under this pillar, the Government of Canada has contracts in place with the three large shipyards to execute the extensive docking work periods required to sustain the class. Additionally, Defence is working with marine industry partners to implement a risk-based program for the Halifax-class to ensure that they continue to operate safely into the future.
Further, the procurement of two joint support ships, or JSSs, in 2025 and 2027 will contribute to the defence of Canada and international security by providing crucial at-sea replenishment capabilities. In the interim, and to address the retirement of the Protecteur-class auxiliary oiler replenishment vessels, the RCN has contracted the interim auxiliary oiler replenishment ship to provide support until the JSSs are delivered.
At the same time, the CAF is experiencing a shortfall in personnel. That is why National Defence and the CAF are undertaking a period of reconstitution; that is, to prioritize efforts to recruit and train personnel and to make the organization stronger and more effective.
To address personnel shortages, the RCN continues to work with the chief of military personnel to develop policies and programs that improve recruitment and retention. One example is the Naval Experience Program, or NEP, which aims to increase the intake of recruits and attract a new generation of Canadians to serve in the RCN.
More specifically, the program offers Canadians the opportunity to experience life as a sailor for a one-year contract and provides them with exposure to a variety of naval trades before deciding if a career in the RCN is right for them. The program will also help the RCN to identify and address inefficiencies in its current human resources process.
To date, 98 candidates are enrolled with 400 prospects in the recruiting process, helping to address the RCN’s requirement of 1,200 new enrollees each year. The NEP has other benefits: it has engaged the naval reserve divisions in recruiting for the regular force, it has tripled the number of potential applicants at recruiting centres who ask about the navy, and through the program, the navy is enrolling three times as many visible minorities and indigenous Canadians through the NEP than previously. It has forced the RCN to better manage all its personnel on the basic training list, which is beginning to deliver an improved experience for all trainees.