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BC Ferries And Beijing: A Case Study In Policy Blindness

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From the Frontier Centre for Public Policy

By Scott McGregor

Scott McGregor warns BC Ferries’ contract with a Chinese state-owned shipbuilder reveals Canada’s failure to align procurement with national security. It is trading short-term savings for long-term sovereignty and strategic vulnerability.

BC Ferries’ recent decision to award the construction of four new vessels to China Merchants Industry (Weihai), a state-owned shipyard under the Chinese Communist Party (CCP), is a cautionary tale of strategic policy failure. While framed as a cost-effective solution to replace aging vessels, the agreement reveals a more critical issue: Canada’s persistent failure to align vital infrastructure procurement with national security and economic resilience.

The situation goes beyond transportation. It is a governance failure at the intersection of trade, security, and sovereignty.

Outsourcing Sovereignty

China Merchants Industry is part of a sprawling state-owned conglomerate, closely connected to the CCP. It is not merely a commercial player; it is a geopolitical actor. In China, these organizations thrive on a unique blend of state subsidies, long-term strategic direction, and complex corporate structures that often operate in the shadows. This combination grants them a significant competitive edge, allowing them to navigate the business landscape with an advantage that many try to replicate but few can match.

The same firms supplying ferries to BC are also building warships for the People’s Liberation Army Navy. That alone should give pause.

Yet BC Ferries, under provincial oversight, proceeded without meaningful scrutiny of these risks. No Canadian shipyards submitted bids due to capacity constraints and a lack of strategic investment. But choosing a Chinese state-owned enterprise by default is not a neutral act. It is the consequence of neglecting industrial policy.

Hybrid Risk, Not Just Hybrid Propulsion

China’s dominance in shipbuilding, now over 60% of global orders, has not occurred by chance. It is the result of state-driven market distortion, designed to entrench foreign dependence on Chinese industrial capacity.

Once that dependency forms, Beijing holds leverage. It can slow parts shipments, withhold technical updates, or retaliate economically in response to diplomatic friction. This is not speculative; it has already happened in sectors such as canola, critical minerals, and telecommunications.

Ordering a ferry, on its face, might seem apolitical. But if the shipbuilder is state-owned, its obligations to the CCP outweigh any commercial contract. That is the nature of hybrid threats to security: they appear benign until they are not.

Hybrid warfare combines conventional military force with non-military tactics (such as cyber attacks, disinformation, economic coercion, and the use of state-owned enterprises) to undermine a target country’s stability, influence decisions, or gain strategic control without resorting to open conflict. It exploits legal grey zones and democratic weaknesses, making threats appear benign until they’ve done lasting damage.

A Policy Void, Not Just a Procurement Gap

Ottawa designed its National Shipbuilding Strategy to rebuild Canadian capability, but it has failed to scale quickly enough. The provinces, including British Columbia, have been left to procure vessels without the tools or frameworks to evaluate foreign strategic risk. Provincial procurement rules treat a state-owned bidder the same as a private one. That is no longer defensible.

Canada must close this gap through deliberate, security-informed policy. Three steps are essential for the task:
Ottawa should mandate National Security reviews for critical infrastructure contracts. Any procurement involving foreign state-owned enterprises must trigger a formal security and economic resilience assessment. This should apply at the federal and provincial levels.
Secondly, when necessary, Canada should enhance its domestic industrial capabilities through strategic investments. Canada cannot claim to be powerless when there are no local bids available. Federal and provincial governments could collaborate to invest in scalable civilian shipbuilding, in addition to military contracts. Otherwise, we risk becoming repeatedly dependent on external sources.

Canada should enhance Crown oversight by implementing intelligence-led risk frameworks. This means that agencies, such as BC Ferries, must develop procurement protocols that are informed by threat intelligence rather than just cost analysis. It also involves incorporating security and foreign interference risk indicators into their Requests for Proposals (RFPs).

The Cost of Strategic Amnesia

The central point here is not only about China; it is primarily about Canada. The country needs more strategic foresight. If we cannot align our economic decisions with our fundamental security posture, we will likely continue to cede control of our critical systems, whether in transportation, healthcare, mining, or telecommunications, to adversarial regimes. That is a textbook vulnerability in the era of hybrid warfare.

BC Ferries may have saved money today. But without urgent policy reform, the long-term cost will be paid in diminished sovereignty, reduced resilience, and an emboldened adversary with one more lever inside our critical infrastructure.

Scott McGregor is a senior security advisor to the Council on Countering Hybrid Warfare and Managing Partner at Close Hold Intelligence Consulting Ltd.

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China still squeezing rare-earth exports despite U.S. pact

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Quick Hit:

Weeks after agreeing to ease restrictions, China continues to stall rare-earth magnet exports, causing Western manufacturers to scramble for critical components and raising fears that Beijing is weaponizing its supply chain leverage.

Key Details:

  • Applications for rare-earth magnet exports are being delayed or denied despite a U.S.-China agreement to resume trade.
  • Western firms report that supply remains critically low, with some forced to redesign products or ship components by air to avoid shutdowns.
  • China’s approval process demands sensitive commercial data, fueling concerns of industrial espionage and political pressure.

Diving Deeper:

Despite pledging to ease export restrictions on rare-earth magnets in a deal with the United States earlier this month, China continues to strangle the flow of these critical components, leaving Western industries on edge and trade tensions simmering.

Western companies say the situation has barely improved since China’s Ministry of Commerce promised to accelerate export license approvals. In practice, approvals remain rare, applications take weeks to process, and many are outright rejected. The bottleneck is hitting manufacturers hard—particularly automakers and electronics producers—who rely on China’s near-monopoly of the world’s most powerful rare-earth magnets.

“It’s hand to mouth—the normal supply-chain scrambling that you have to do,” said Lisa Drake, Ford’s VP of industrial planning for EVs. Though she acknowledged some improvement, she made clear the shortages are forcing operational gymnastics to avoid production halts.

The restrictions stem from export controls Beijing implemented in April, shortly after President Donald Trump imposed heavy tariffs on Chinese goods. While China claimed the license system was meant to regulate military-use exports, the real-world effect has been a sharp drop in rare-earth magnet shipments to the U.S.—down 93% in May compared to last year.

Although the White House announced that China had agreed to resume exports in exchange for reduced U.S. restrictions on certain American goods, the ground reality tells a different story. Export licenses are now limited to six months, and applicants must submit highly sensitive commercial details—such as magnet integration designs and buyer contacts—raising red flags for many Western firms. When companies decline to provide such data, licenses are often denied or stalled for 45 days or more.

“Yes, the export restrictions have been paused on paper. However, ground reality is completely different,” said Neha Mukherjee of Benchmark Mineral Intelligence, citing chronic bureaucratic delays.

Chinese officials claim they’ve approved “a certain number” of licenses, but industry insiders say approvals favor large, state-backed magnet companies. Smaller Chinese producers are suffering under the export squeeze and some are trying to collaborate with foreign buyers to bypass restrictions—such as promoting less-powerful magnets not subject to the controls.

However, these substitutes are often inadequate for high-performance applications like automotive motors, AI servers, and defense systems. Some manufacturers have begun redesigning their products, while others are resorting to expensive airfreight to keep assembly lines alive. As one U.S. importer put it, “These are the things you don’t hear about, how much money it is taking to keep these factories running, you know, limping along.”

Meanwhile, Europe is growing more vocal. Germany’s top industry association recently called on its government to challenge Beijing’s tactics, warning that “licensing procedures must not be used as a means of exerting political pressure.”

All signs point to a calculated effort by Beijing to maintain leverage over the West—despite public commitments to ease trade. With China controlling 90% of global supply for these crucial materials, the U.S. and its allies are now forced to confront a familiar truth: when it comes to rare earths, China holds the cards, and it’s not afraid to play them.

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TRUMP TARIFFS: GE Appliances brings washer manufacturing back from China

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Quick Hit:

GE Appliances is reshoring its washer manufacturing operation from China to Louisville, Kentucky in a $490 million move expected to create at least 800 new jobs.

Key Details:

  • The company will relocate production of more than 15 washer models to its sprawling Appliance Park campus in Louisville, where it already builds top-load washers and dryers.
  • GE Appliances expects to hire at least 800 full-time employees as part of the expansion, which will add the equivalent of 33 football fields of production space.
  • CEO Kevin Nolan said the move aligns with the “current economic and policy environment” and reflects a broader strategy to “make appliances as close as possible to our customers.”

Diving Deeper:

GE Appliances announced Thursday it will move most of its washer production out of China and bring it home to the U.S., investing nearly half a billion dollars in expanding its Appliance Park operations in Louisville, Kentucky. The strategic reshoring decision comes as U.S. policy increasingly favors domestic manufacturing and as companies respond to shifting global supply chain realities.

“With this investment, we are bringing laundry production to our global headquarters in Louisville because manufacturing in the U.S. is fundamental to our ‘zero-distance’ business strategy,” said GE Appliances President and CEO Kevin Nolan. “This decision is our most recent product reshoring and aligns with the current economic and policy environment.”

The $490 million investment will focus on Building 2 at Appliance Park, where more than 15 new washer models will be assembled, significantly boosting the company’s clothes care footprint. The added capacity brings GE’s total laundry production space at the Kentucky facility to the size of 33 football fields.

“This move puts our production closer to our designers, engineers and consumers so we can build our most innovative laundry platforms right here in the U.S.,” said Lee Lagomarcino, vice president of clothes care at GE Appliances.

Kentucky Governor Andy Beshear applauded the decision, calling it a major boost for the state’s manufacturing base. “This investment strengthens one of our vital Kentucky assets and underscores our state’s reputation as America’s destination of choice for advanced manufacturing and job creation,” Beshear said.

The reshoring announcement follows a broader trend under President Donald Trump’s economic agenda, which includes imposing tariffs to incentivize companies to relocate production back to American soil.

Appliance Park currently employs roughly 8,000 workers and has been the centerpiece of the company’s U.S. operations. Over the last 10 years, GE Appliances has invested $3.5 billion into domestic manufacturing, with facilities in multiple states. The company says the washer production shift to Kentucky will be completed by 2027.

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