The past, present, and future of The Pasha Group
Resilience
A useful or confusing concept?!
Smart Ports
Smart ports are on the rise
Pull-out reference guide
The Port of Long Beach is committed to being the world’s first zero-emissions port by 2035. We’re at the forefront with the hemisphere’s most advanced cargo terminal and expanded electric and rail infrastructure.
Westridge Marine Terminal’s (WMT) updated state-of-the-art facilities will ensure efficient and safe vessel turnaround while also expanding loading capacity to meet global oil demand.
Upgrades include a new three-berth dock complex with fenders treated to inhibit marine growth, new vessel approach systems for safer docking and a Trelleborg dynamic mooring system to ensure vessels are moored safely in all marine conditions. Each berth contains two loading arms and a third arm that is part of WMT’s improved vapour management technology. The new dock layout and orientation allow loaded ships to depart efficiently, while our weather monitoring system continuously measures wave height, visibility and wind conditions.
Our existing terminal in the Port of Vancouver on Canada’s West Coast continues its crude oil exports to global destinations along with jet fuel deliveries to Vancouver International Airport.
For more information, visit transmountain.com/westridge-marine-terminal.
February 2023
Volume 4/Issue 1
Publisher
Association of Pacific Ports
Executive Director & Editor
Jane McIvor
Contributors
Scott Beatty David Bolduc
Ruben Duran Gordon Feller
Courtney Flathers Blane McGuiness
Jane McIvor Konrad Mech
Shao-Liang Chen, First Vice President/Treasurer, Taiwan International Ports Corporation, Ltd., Taiwan
Kim B. Puzey, Second Vice President, Port of Umatilla, OR USA
Judith Gutherz, Port Authority of Guam, Guam USA
Kimberlyn King-Hinds, Past President, Commonwealth Ports Authority, CNMI
Shu-Hui Cheng, Taiwan International Ports Corporation, Ltd., Taiwan
Sean Clark, Port of Columbia County, OR USA
Lorianna Kastrop, Port of Redwood City, California USA
Thomas Maddison, Republic of the Marshalls Islands
Port Authority, Marshall Islands
Steve Ribuffo, Port of Alaska, AK USA
Sara Young / Kevin Ware, Port of Skagit, Washington USA
Falenaoti Loi-On Fruean, American Samoa Department of Port Administration
Zoran Knezevic, Port Alberni Port Authority, British Columbia Canada
Ian Marr, Port of Nanaimo, British Columbia Canada
Jane McIvor (jane@pacificports.org)
Philippe Critot (philippe@pacificports.org)
The APP has been committed to building partnerships, facilitating dialogue, and encouraging best practices for port governance and management throughout the Pacific since it was established in 1913 as the Pacific Coast Association of Port Authorities.
Throughout our 100+-year history, our objectives have remained consistent. With a focus on collaboration, the APP strives to encourage and facilitate best practices and professional development through conferences, workshops annd strong communications.
Emily Sinclair Dr. Fabian Steinmann
Advertising
Phone: 323-578-2452
Philippe Critot (philippe@pacificports.org)
Editorial & Association business
Phone: 604-893-8800
Jane McIvor (jane@pacificports.org)
Contents copyrighted 2023
Association of Pacific Ports 300 - 1275 West 6th Avenue, Vancouver, British Columbia Canada V6H 1A6
Phone: 604-893-8800 / E-mail: jane@pacificports.org
The opinions expressed by contributing writers are not necessarily those of the Publisher. No part of this magazine may be reproduced in any form without written permission of the publisher.
EDITOR’S NOTE: Due to the international nature of our membership, spelling within each article remains consistent to the country of origin.
There are a couple of old sayings that drive home the point I'd like to make in this issue of Pacific Ports Magazine: No man is an island; and it takes a village to raise a child. Both can aptly describe the interdependence needed for industries, and none more so than the port sector of the marine industry.
Take a moment to consider all the people, products, and services it takes to ensure an efficient, fluid, and cost-effective supply chain. Many are reflected in our Associate Member roster — terminal operators; shipping lines; legal and insurance services: manufacturers of cranes, security systems, and weather
monitoring technologies; environmental, infrastructure, and recruitment consultants to name just a few. If just one of these “links” in the chain is missing, we are all impacted. It behooves us to support each other and to build relationships — like the ones we are building through our conferences — so that should the unexpected happen, we’re not spending time finding the correct person or company who can provide a solution.
With this in mind, it’s great to see such a strong turnout at our Winter Conference in Hawaii, the midway point of the Pacific Ocean. The at-capacity registration list reflects the strong desire and demand for forums that foster the development
of relationships, not just among our Port Members but for all who are committed to maintaining a strong supply chain.
And while building relationships is a key mandate for the APP, the strength of our agenda, and the relevance of the information being provided by presenters, is equally important. Providing that fine balance between professional and relational development is the cornerstone of APP conferences.
Just like needing a village to raise a child, it takes an entire industry to contribute to the success of ports. And there’s no better forum than the APP conferences.
— Jane McIvor
As environmental champions, the Port of San Diego continues to improve air quality and reduce greenhouse gas emissions on and around San Diego Bay. For the first time, two cruise ships can now simultaneously use shore power in San Diego rather than running their diesel engines while at berth. Previously, only one cruise vessel could plug in. In early January, the Disney Wonder and the Insignia were the first two cruise vessels to use shore power at the same time in San Diego.
The Port is committed to being a good neighbor. Having two shore power outlets at the cruise ship terminals will result in at least a 90 percent overall reduction of harmful pollutants (while the ships are docked) such as Nitrous Oxides (NOx) and Diesel Particulate Matter (DPM) as well as a reduction in greenhouse gas emissions. The Port is also meeting California Air Resources Board (CARB) regulations that require essentially all cruise ships calling on California ports to use shore power beginning January 1, 2023.
The Port invested $4.6 million to complete this project and worked with Cochrane Marine, LLC to purchase equipment and for construction management, coordinating, testing, and
commissioning. San Diego County-based Baker Electric, Inc. installed Port-provided electrical equipment and removed, replaced, and terminated medium voltage cables.
The Port installed its first shore power outlet at the cruise terminals in 2010, making it among the first ports in California to have shore power available for cruise ships.
Doubling shore power at the cruise terminals is among many electrification efforts underway in support of the Port’s Maritime Clean Air Strategy (MCAS), the most ambitious clean air strategy of its kind in the state, and likely in the entire country. The MCAS and its “Health Equity for All” vision represents the Port’s commitment to environmental justice, specifically cleaner air for everyone who lives, works, and plays on and around San Diego Bay.
Expanding shore power at the cruise terminals is among many of the Port’s clean air efforts. Other initiatives the Port is pursuing or are underway include:
• Installation this year of two all-electric Konecranes Gottwald Generation 6 Mobile Harbor Cranes (first allelectric cranes to operate in North America) to replace the diesel crane at the Tenth Avenue Marine Terminal;
• The first all-electric tugboat in the U.S. will be in operation on San Diego Bay this year in partnership with Crowley. The Port is building a shoreside charging station to support the eTug;
• A new shore power system at the National City Marine Terminal;
• An emissions capture and control system (otherwise known as a bonnet) from Clean Air Engineering –Maritime, Inc. (CAEM), which will be able to connect to ships that are not shore power capable and reduce their emissions while at berth.
• Transitioning all cargo handling equipment at the Port and 100 percent of short-haul cargo trucks that serve the Port’s terminals to zero emissions by 2030 – the State’s requirement is by 2035.
• Infrastructure improvements including a 700 KW solar PV system with storage and microgrid at the Tenth Avenue Marine Terminal; and
• Innovative technology along Harbor Drive to smartly manage cargo truck traffic passing through Barrio Logan and National City.
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Doubling shore power at the cruise terminals is among many electrification efforts underway...
The Port of Long Beach marked its second-busiest year on record by moving 9.13 million twenty-foot equivalent units in 2022, allowing for a return to normal operations while once again serving as the nation’s leading export seaport.
The Port ended 2022 with 9,133,657 TEUs moved, down 2.7% from 2021, which remains the Port’s most active year in its 112-year history.
Imports declined 4.9% to 4,358,789 TEUs, while exports totaled 1,414,882 TEUs, down 1.6%. Despite the slight decline, the Port of Long Beach remained the nation’s leading export port for a second consecutive year, for loaded TEUs. Empty containers processed through the Port decreased a narrow 0.14% from a year earlier to 3,359,986 TEUs.
“Cargo is moving smoothly as we move past the economic effects of COVID-19,” said Mario Cordero, Executive Director of the Port of Long Beach. “In 2023, we will continue to invest in digital and physical infrastructure projects, focus on market share and develop long-term improvements that will strengthen our competitiveness and keep goods moving efficiently.”
“Despite the challenges of the last two years, we have focused on longtime customer relationships and invested in projects that put us closer to a zero-emissions future,” said Long Beach
Harbor Commission President Sharon L. Weissman. “In the year ahead, we will collaborate with our skilled workforce, industry partners, and communities surrounding the Port to build upon those improvements and secure our position as the Port of Choice for trans-Pacific trade.”
A rise in online purchases and aggressive efforts to transfer long-dwelling cargo off the docks bolstered trade moving through the Port during the first half of 2022, with monthly cargo records in January, February, March, April, June and July.
Consumer spending cooled by summer due to rising prices driven by inflation, while vessel transfers between the San Pedro Bay ports and a shift in imported goods toward the Gulf and East coasts contributed to a softening of cargo volume during the second half of 2022.
The easing returned the Port to normal operations by year’s end. Economists are forecasting a further decline in cargo volumes through 2023 as consumers shift their purchases to services over goods.
Trade was down 27.9% in December compared to the same period in 2021 with 544,104 TEUs moved. Imports dropped 32.6% to 241,643 TEUs while exports increased 1.6% to 115,782 TEUs. Empty containers were down 33.7% to 186,680 TEUs.
The Port Authority of Guam conducted its third annual employee survey which showed overwhelming job satisfaction among its employees.
The anonymous survey conducted earlier this month allowed participants to speak their truths on various categories involving their work experience at the Port. A total of 306 out of 346 employees completed the survey which is an 88% response rate.
“When the Leon Guerrero Tenorio administration first came into office, we were directed by the Governor and Lt. Governor and our board to prioritize the employees by addressing their work conditions, including providing fairness, transparency and accountability in all that we do,” said General Manager Rory J. Respicio. “This employee survey provided our
co-workers an opportunity to anonymously rate different levels of our agency as it assessed what they value most in their employment and provided them an opportunity to make positive suggestions for improvement.”
The general survey results showed overwhelming positive responses in the areas of job satisfaction and revealed that employees believe that morale is at an all-time high. Ninety-eight percent of responses feel positive about their overall work experience with 93% feeling they receive the information they need to perform their duties, while a remarkable 97% of all employees who took the survey feel a sense of accomplishment from their work. Ninety-six percent feel that management and supervisors know their job well and 95% recognizes employees for their good work performance and communicates on how
an individual’s job performance can be improved.
Compared to the 2021 survey, results show and average increase of 1.8% in positive responses in all categories revealing an overall improvement in the Port’s organizational climate.
“Twenty-twenty two was a busy year for the Port. We’ve accomplished so much, but there is still more to do to upgrade our sea port,” said Respicio. “I want to thank the employees who took this survey as an 88% response rate is pretty amazing. We are very pleased and humbled with the results of this survey. It validates that we’re doing the right things and making considerable progress here while increasing morale as well as openness and transparency.” Respicio added. “We are excited to see what 2023 will bring for us at the Port.”
Fresh off record-setting attendance at their recent event in Seattle, Interferry is preparing to head Down Under for the 47th Annual Interferry Conference in Hobart, Tasmania, Australia from November 4 – 8, 2023. Hosted by ferry operator and President’s Sponsor Spirit of Tasmania, this conference marks a return to Australia for the first time since the conference was held in the Gold Coast in 2002. As the trade association representing the ferry industry worldwide, the Interferry conference is renowned for attracting top-level decision makers from a wide array of international companies including ferry owners and operators; shipbuilders; designers and engineers; equipment suppliers and manufacturers; and many other related fields.
The conference will be held at the Hobart Convention and Exhibition Centre (HCEC). Located within the conference hotel — The Hotel Grand Chancellor Hobart — the HCEC is the largest purpose-built conference and events facility in Tasmania and promises to be a fantastic venue. The conference will offer many networking opportunities, including coffee breaks and Happy Hours held in the HCEC. Sponsors and exhibitors will enjoy a flexible and open exhibition area in which to display their products and services.
Other networking opportunities and events include pretours to Port Arthur and Bruny Island; partner tours to Bonorong Park & Puddleduck Vineyard; the Sunday Welcome Reception at the Henry Jones Art Hotel and Atrium; the Monday Networking Reception at AURA; and the Farewell Dinner at Wrest Point which will include a Variety Show and Casino Night. Last but not least, the Technical Tour hosted by Incat and its founder — and Interferry board member — Robert Clifford will be a must-attend event and a fitting finale for the conference.
The Call for Speakers will be announced this Spring as the Interferry team begins to develop another outstanding Speakers Program. Among the many timely topics will be sessions and presentations concerning Onshore Power Supply (OPS) and the quest for zero-emissions, as well as the very popular Ferry Leaders Panels that close each conference day. Other topics typically include vessel project presentations highlighting a wide range of innovative ship designs for small to large ferry operations using a variety of power and fuel options. A Regulatory Update from Regulatory Affairs Director Johan Roos is always part of the program, along with the Interferry AGM.
Sponsor commitments have been brisk as companies are keen to participate and support Interferry and the ferry industry as well as promote their businesses. There are still a variety of sponsorship options available for those who act quickly.
For complete conference information, check out InterferryConference.com. Follow Interferry on LinkedIn and @InterferryOrg on Twitter for updates and subscribe to the mailing list via the website.
The critical first phase of the Port of Grays Harbor’s Westport Marina Modernization Project will kickoff in 2023 thanks to Community Project Funding dollars secured by Congressman Derek Kilmer in the federal 2023 fiscal year budget.
The Westport Marina is the hub of tribal, commercial, charter and recreational fishing on Washington’s Coast. Ranking 10th in the nation for commercial seafood volume with more than 132 million pounds landed, and 14th in the nation for commercial seafood value landed at $71.5 million, the activities at the Westport Marina and its uplands support nearly 2,300 jobs and over $227 million in business revenue every year in rural Southwest Washington.
The Port recently completed the Westport Marina Modernization Plan, which is the roadmap for the strategic and phased replacement of the Westport Marina floating dock infrastructure. The current float configuration and infrastructure of the Marina was constructed nearly 50 years ago and includes 550 slips designed for users of that era.
The $750,000 will be used for design of the first phase of float modernization and reconfiguration and will strategically focus on replacing the moorage infrastructure in greatest need of replacement, floats 11, 15, 17 and 21. Home to the largest vessels in the marina, the replacement of these docks is essential to providing adequate moorage to the large commercial fishing vessels operating out of the marina. This funding plays a critical role in the final design, engineering, and permit-ready requirements in making this a construction-ready project.
“We are so grateful for Congressman Kilmer’s work in securing this funding for the Westport Marina Modernization Project,” said Port of Grays Harbor Commission President Tom Quigg. “Community Project Funding at this critical early stage supports the important work of designing a facility to serve our commercial and recreational users for generations. As one of the top seafood landing ports in the United States, the Port is very proud of the role the Westport Marina plays in supporting thousands of jobs in coastal southwest Washington.”
Kongsberg Gruppen is a frontrunner in shaping the maritime future by developing new opportunities throughout the ocean space. To continue this journey, KONGSBERG has started the process of establishing Sensors & Robotics as a new business area. The area has until now been a division under Kongsberg Maritime.
Kongsberg Maritime and Sensors & Robotics will be managed as two separate business areas from 1st of January 2023. KONGSBERG will provide restated historical financial figures for the two business areas when the businesses are successfully separated, and prior to first external reporting of Sensors & Robotics – during 2023.
“The market development and trends we see accelerating, both for Kongsberg Maritime and Sensors & Robotic, require tight approach and focus. Establishing a new business area, and at the same time focusing Kongsberg Maritime, will make us even more agile and unique, and strengthen our business as whole,” says CEO in KONGSBERG Geir Håøy.
The new business area aims to grow through intensified development of advanced underwater sensor technology and solutions within underwater acoustics, sonars, marine and vessel robotics, and positioning systems.
“The world is currently experiencing several challenges related to climate, energy, food supply, and security. It is KONGSBERGs commitment to
utilize our knowledge and technologies to develop sustainable innovations directed towards solutions and concepts solving,” says CEO in KONGSBERG Geir Håøy.
Accelerating growth in underwater technology In recent years, Sensors & Robotics has experienced strong growth delivering advanced ocean sensor technology and solutions to both commercial customers and governments world-wide. The technology is among others utilised in markets such as research, naval, fishery and offshore energy. The area’s core technologies include underwater acoustics, fish finding technology, marine and vessel robotics, and positioning systems for safe navigation and operations.
February 8 to 10, 2023
Honolulu, Hawaii
For over 80 years, the Pasha name has been well-rooted and wellrespected in American business. Through three generations of “Georges,” the company has grown from a single service station to a diversified empire of global logistics and transportation services. And through it all, the Pasha name has maintained a reputation that is based on the company’s core values of excellence, honesty and integrity, innovation, and teamwork. It is an honor to have The Pasha Group as one of APP’s newest Associate Members. Their experience and leadership provide many insights into our industry.
Much has been written about the rise of The Pasha Group over the years, and www.pashagroup.com provides a succinct history, but it’s worth noting the context of the company’s evolution to truly grasp the extent of growth over the last eight decades.
While The Pasha Group was founded in 1947, the story actually begins five years earlier when George W. Pasha Jr.
Through three generations of “Georges”, the company has grown from a single service station to a diversified empire of global logistics and transportation services.
purchased the “Flying A” service station and began offering storage of privately owned vehicles in San Francisco for World War II personnel who were assigned overseas. This led to the incorporation of the first Pasha business, Pasha Overseas Automobile Processing Company. From there and over the next 30 years, the company added:
• Pasha Truckaway to transport customer vehicles across California to port facilities;
• the first independent automotive port processing on the West Coast;
• auto-processing operations at Pier J at the Port of Long Beach;
• Pasha Services (today Pasha Automotive Services);
• Maritime Services International (later becoming Pasha Maritime Services); and
• the acquisition of AFI Worldwide Forwarders (now Pasha Relocation Services).
The growth didn’t stop there. Through the 1980s and 1990s, Pasha Maritime Services opened an omni terminal for breakbulk, containers and other cargoes at the Port of Los Angeles, and added steel products to their stevedoring services. Pasha Automotive Services opened a new facility in San Diego; Pasha Distribution Services was created to provide total logistics management for finished and pre-owned vehicles via an extensive overland transportation network throughout North America; Pasha Hawaii was formed to operate ocean car/truck carriers for the Mainland/Hawaii trade lane.
The 21st century saw a continued expansion for The Pasha Group and its subsidiaries. Pasha Hawaii added
a second ocean cargo vessel to its fleet and the company acquired Horizon Lines, Inc’s. Hawaii trade lane which included four containerships and Hawaii Stevedores, Inc. The company also launched new auto-processing facilities for Pasha Automotive Services; and in 2018, announced a joint venture with the State of Hawaii to construct the Kapalama Container Terminal on Oahu.
No background on The Pasha Group would be complete without recognizing the legacy of founder George W. Pasha, Jr. and the subsequent generations of “Georges” who continue to build on that legacy. Pasha Jr. started his career at the age of 17 in the automotive industry before working as a machinist in one of Seattle’s shipyards and then returning to the auto industry. The first acquisition made by George Jr. was the Velie Automobile Agency in Vancouver, B.C., in 1928. When Velie discontinued the manufacture of its autos, he relocated to the San Francisco Bay Area and eventually purchased the Flying A Service Station across the street from Fort Mason in San Francisco, the true root of today’s company.
As a young boy, George W. Pasha, III began working at the Flying A as a mechanic and parts runner, as well as running a drive-away service, and picking up and delivering POVs belonging to troops deployed in and out of Fort Mason. He joined the company in earnest after graduating from the University of San Francisco and, by the early 1960s, began expanding the company’s reach, adding automobile processing facilities, as well as stevedoring services for vessels. Taking on the role of CEO in 1970, George III expanded the company even further, including the establishment of Maritime Services International which quickly grew from just the automotive import industry into breakbulk terminal and stevedoring operations, with additional locations added on both the West and East Coasts.
Current President and CEO, George W. Pasha IV, assumed the leadership role in 2008. He spent his childhood summers working in various departments of the company, and, after obtaining his Bachelor of Science in Economics and working in the finance industry, returned to the family company in 1985. Roles have included Vice President and then President of the Transportation division, as well
as President and Chief Operating Officer of The Pasha Group.
In true family-business fashion, George’s siblings also worked for the company during summer vacations — sisters Maureen and Mary Jane, and brothers Michael and John — and played key roles from the 1990s onward. Janet Pasha, George’s mother, and wife of George Pasha, III, was also involved in the company for many years, serving as Vice President of Personnel and later as Vice President, Public Relations. Michael Pasha, George’s younger brother, currently serves as Vice President of Pasha Hawaii, overseeing the company’s over-highand-wide division. John Pasha, the youngest sibling, serves as Senior Vice President of Pasha Automotive Services.
Today, with five divisions synergized to act as a single-source supplier for trade, The Pasha Group’s success can be attributed to a set of principles first established with George Jr. —delivering excellence to customers and expecting the same from employees; acting with honesty and integrity in all that they do; recognizing that to move forward as a company and as individuals,
Pasha Hawaii has made — and continues to make — substantial investments in vessels, equipment, technology, infrastructure, and talent.
innovation is paramount; and to continually demonstrate teamwork. Just as important, the Pashas have always viewed their employees as an extension of their ‘ohana (the Hawaiian word for family) and have treated them as such from day one.
Here’s a brief overview of current operations:
Pasha Hawaii — Complemented by Pasha’s other divisions, Pasha Hawaii provides an integrated shipping network in the Mainland/Hawaii trade lane. This network is supported by seven U.S.-flag, Jones Act-qualified vessels: five containerships, a pure car/ truck carrier, and a combination container/roll-on/roll-off (ConRo) vessel.
Automotive and Trucking —
Pasha Automotive Services provides port-processing for manufacturers of new autos and rental car fleets. Pasha Distribution Services provides trucking for new and used autos throughout the continental U.S. Sea-Logix, LLC and Pasha Trucking provide port drayage services at East and West Coast ports.
Maritime Services — Pasha Stevedoring & Terminals performs terminal management and stevedoring for all cargo types at the Ports of Los Angeles, San Diego, and San Francisco, CA; and Grays Harbor and Longview, WA. Hawaii Stevedores, Inc. provides terminal management and stevedoring services in all commercial ports in the state of Hawaii.
Pasha Transportation & Support Services (PTSS) — Pasha provides domestic and international freight forwarding, logistics, and NVOCC (non-vessel operating common carrier) services for shippers of U.S. Government and DoD-sponsored household goods and general cargo.
There are a number of initiatives implemented by The Pasha Group in recent years that are worthy of a more in-depth look.
Pasha Hawaii has made — and continues to make — substantial investments in vessels, equipment, technology, infrastructure, and talent. In 2018, The Pasha Group announced a $1 billion investment program for their Hawaii service platform to support the Hawaii/mainland trade. This includes two “Ohana-class” LNG-powered container ships. The first vessel — the M/V George III — celebrated its inaugural call to the Port of Long Beach this past August. Home-ported in Honolulu, the vessel operates on natural gas and surpasses the International Maritime Organization (IMO) 2030 emission standards for ocean vessels, representing the most technologically advanced and environmentally friendly vessel to serve Hawaii. Energy efficiencies are also achieved with a state-of-the-art engine, an optimized hull form, and an underwater propulsion system with a high-efficiency rudder and propeller. Delivery of the second vessel — the M/V Janet Marie — is expected soon. The company is also engaged in the modernization of existing vessels which are rotating through dry dock refurbishments and container replenishment programs.
The other significant investment under Hawaii Stevedores, Inc. (a subsidiary of The Pasha Group), is the new Kapalama Container Terminal. The project features an 84-acre cargo yard and 1,800 linear feet of new berthing space in Honolulu Harbor at Piers 41, 42, and 43. When complete, KCT will be the most efficient port in Hawaii, providing an actionable roadmap for
transitioning the state’s port and maritime industries to zero-emission technologies. The terminal is expected to be complete in 2024.
In October 2022, the U.S. Department of Transportation Maritime Administration announced a $47.3 million grant award through the Port Infrastructure Development Program (PIDP) to the State of Hawaii Department of Transportation for the Kapalama Container Terminal –Gaining Regenerative and Efficient Energy Needs (KCT-GREEN) project. The $47.3 million in PIDP funding will be matched by $92 million from Hawaii Stevedores, Inc. to go toward electrified ship-to-shore cranes, regenerative energy storage, microgrid battery energy storage system, a solar power system for the terminal building, a micro wind turbine, electric vehicle supply equipment systems, state-of-the-art gate systems, weigh-in-motion scales, an RFID (radio frequency identification) inspection system, and a customs radiation portal monitor system.
Another notable partnership for The Pasha Group involves Pasha Stevedoring & Terminals, the Port of Los Angeles, the California Air Resources Board (CARB), and MARAD’s Maritime Environmental Technical Assistance Program (META). In 2016, PST and the Port of Los Angeles launched the Green Omni Terminal Demonstration Project, a full-scale, real-time demonstration of zero and near-zero emission technologies at a working marine terminal. At full build out, it will be the world’s first marine terminal able to generate all of its energy needs from renewable sources. As part of the project, Pasha will integrate a fleet of new and retrofitted zero-emission electric vehicles and cargo-handling equipment into its terminal operations and demonstrate the latest generation of advanced technology for capturing ship emissions from vessels unable to plug into shore power at berth. With the goal of making the Pasha terminal a more
sustainable and resilient facility that can operate independently off the grid in the event of a power loss, the project also features a microgrid that includes solar generation, battery storage and an energy management system to maximize usage.
The project was funded in part by a $14.5 million grant from CARB as well as a $1.5 million cooperative agreement with MARAD, announced in the Spring of 2022, to incorporate additional green energy sources, outfit three ship-to-shore container cranes with regenerative braking capability, and an 18 kW WindWall micro turbine that will be installed on top of one of these three ship-to-shore container cranes — the first WindWall micro turbine to be used in commercial application.
Circling back to The Pasha Group’s core values noted earlier in this article, it’s evident to see these values running through all facets of the company’s
In 2016, PST and the Port of Los Angeles launched the Green Omni Terminal Demonstration Project, a full-scale, real-time demonstration of zero and near-zero emission technologies...
operations. Indeed, in the past year alone, The Pasha Group has been recognized for their commitment to environmental sustainability, customer satisfaction and performance excellence, and safety, as well as demonstrating their ongoing commitment to the communities in which they serve.
In November 2022, the Pasha Hawaii Fleet was recognized with Certificates of Environmental Achievement by the Chamber of Shipping of America. “These awards celebrate the dedication to environmental excellence of our seafarers and the company personnel ashore who operate their vessels to the highest standards” said Kathy Metcalf, President of CSA. George W. Pasha, IV, added, “We take our environmental
stewardship responsibility seriously and are extremely proud of our captains, crew members, and operations staff for their ongoing commitment to safety and environmental responsibility at sea and ashore. We are honored to be recognized among this list of esteemed vessels and crews.”
In August 2022, Pasha Hawaii was rated the #1 Ocean Carrier and recognized with the top Quest for Quality Award by Logistics Management magazine and Peerless Research Group, whose annual survey has been regarded in the transportation and logistics industry as the most important measure of customer satisfaction and performance excellence. Pasha Hawaii received the top weighted overall score for domestic and
...in the past year alone, The Pasha Group has been recognized for their commitment to environmental sustainability, customer satisfaction and performance excellence, and safety...
international ocean carriers and excelled with top marks across all the attribute categories — on-time performance, value, information technology, customer service, and equipment & operations.
And in July 2022, Pasha Hawaii was recognized for consistently making safety a priority at the Chamber of Shipping of America (CSA) Annual Devlin and Safety Achievement Awards on June 30, 2022, in New Orleans. Pasha Hawaii received a company award for its vessels operating without a lost-time incident for 52 consecutive years, along with awards for the following vessels: SS Horizon Pacific - 22 years without a lost-time incident, SS Horizon Reliance — 20 years without a lost time incident, and SS Horizon Spirit — 10 years without a lost-time incident.
In addition to consistently being recognized by Hawaii Business Magazine as one of the top 100 companies in Hawaii for charitable giving, Pasha Hawaii also provided an opportunity of a lifetime for nearly 100 maritime academy cadets from the California State University Maritime Academy, U.S. Merchant Marine Academy, and Maine Maritime Academy. Working side by side with 39 professional seagoing officers and crew members aboard the Training Ship Golden Bear (TSGB), managed by Pasha Hawaii and owned by the U.S. Department of Transportation Maritime Administration (MARAD), cadets and midshipmen were able to apply skills learned in the classroom to real-life experiences aboard an operating vessel.
For The Pasha Group, the future looks as bright — if not brighter — than the past. With the completion of the KCT anticipated for 2024, Pasha Hawaii’s sister company, Hawaii Stevedores, will see significantly improved cargo handling productivity and capabilities. Through the use of technology and world-class design, KCT will serve as one of the Hawaii’s most efficient operating terminals. One of the many benefits to the local community will be to incorporate an on-dock container to barge operation that will eliminate more than 50,000 truck moves from local streets/ highways for neighbor island transfers.
Pasha Hawaii’s significant investment in new natural gas-powered vessels and the retrofitting of existing vessels will ensure a modern fleet capable of servicing the mainland/Hawaii trade for many more generations to come.
Combined, these two initiatives alone show the continued momentum for The Pasha Group and its future.
Can’t wait to see what’s next… PP
Over the past decade, resilience has become one of the latest buzzwords in multiple industries. There is a great interest from organizations around the globe to integrate the concept of resilience into their operation. However, what do you have to do to become more resilient? There are multiple ways to increase operational resilience and that is where the challenge lies — Resilience means different things to people. For some, it is a synonym for reliability, robustness, or stability; for others, it is a synonym for flexibility, rebound, or survivability. For me, the concept of resilience combines all of those characteristics and, depending on the context, different features are required. In quiet times, an organization may prioritize reliability to minimise the risk of internal breakdowns but the focus shifts when a disruption occurs, and the priority becomes the recovery of the operation. Resilience can be viewed as the outcome of actions and conditions and is created during various phases of the operation. Instead of thinking of resilience as ONE THING, it might be helpful to break down the concept into various themes.
The first theme that influences the potential for resilience is the System Design. The design of a system describes the setup of the operation and its embedded buffer capacity. For decades, one of the main drivers has been efficiency, and we have gradually removed the system’s slack resources. Most processes were centered around the “Just-In-Time” principle and efficiency was improved, which led to a brittle structure. In a brittle system, small deviations could lead to disruptions, which again could quickly affect other parts of the operation. In addition, due to the high efficiency
and limited available buffer capacity, accumulated delays and backlogs in the system can take a long time to be processed. Resilience in that context means the management of production and safety tradeoffs and ensuring sufficient buffer capacity is incorporated. Tradeoffs arise due to finite resources and each organization needs to decide what “sufficient buffer capacity” means for them. A higher utilization of the system may require an investment in resources to closely monitor the processes, immediately spot deviations and respond accordingly. Another key enabler for achieving resilience is having a holistic view on the interconnected nature of port operations. Do we know all of the bottlenecks in our operation and are we aware of all the interfaces with other stakeholders? Bottlenecks could be the number of berths, port cranes or storage space but also custom clearance processes, hinterland connectivity or staff shortage may
limit the capacity at a port. The latest IAPH Risk and Resilience Guidelines for Ports includes an extensive list of factors that could affect the operation at a port. Some of the bottlenecks are outside the port’s control and resilience cannot be achieved in isolation. Hence, collaboration and engagement with other stakeholders are vital in achieving resilience across the entire port operation.
Once we have defined the processes, it is of utmost importance to implement an audit system which regularly checks whether the current standards still meet the desired performance. Local adaptations of processes may begin to erode some of the safety margins. The phenomenon has been described as “Practical Drift”. Professor Scott A. Snook first mentioned practical drift as “the slow steady uncoupling of local practice from written procedure” which eventually causes breakdowns in the operation. Resilience in that context
There are multiple ways to increase operational resilience and that is where the challenge lies — Resilience means different things to people.
means having the ability to identify and counteract those adaptations, ultimately increasing the reliability and stability of the operation. In addition, regular checks can also help identify changes in the environment which could affect the risk profile. Those audits help assess whether existing processes and barriers are sufficient for emerging threats.
The potential for a resilient operation can also be generated through the System Preparedness theme. This theme is concerned with the creation of foresight and taking proactive actions. It requires close monitoring of available information and the ability to translate early signs of danger into safety concerns. An organization is able to anticipate risky situations and prepare for short-term disruptions. The goal is to temporarily increase the buffer capacity in order to handle an expected disruption. The increase in buffer capacity can be achieved by either taking on additional resources or compromising the performance. Expected severe weather may limit the movement within a port or high winds could reduce the maximum height for stacking containers. Adjusting the functioning prior to disturbance achieves a state of readiness and preparedness.
The third theme is System Response. Despite thorough horizon scanning and proactive actions, a system needs to be able to respond to disruptions, especially to unexpected disturbances. Depending on the severity of the disturbance or level of impact on the operation, the response varies. For regular threats or events occurring frequently enough, a port could develop standard response procedures that help contain the failure and continue with the rest of the operation, which follows the principle of robustness. However, for some events, no exact pre-planned response
is available and the organization needs to adjust procedures when faced with such a scenario, requiring some level of flexibility. This type of event may have a low probability but potentially catastrophic effects. Resilience in that kind of incident refers to the ability to contain the damage and rebound from the disruption. The response most likely involves multiple stakeholders and an effective governance structure for coordination and communication is essential. Regular training with other organizations strengthens the interface and ensures staff from different parties are used to working together and there is a common workflow understanding. Besides regular and irregular threats, Professor Ron Westrum used “Unexampled Events” as a third category of events. A response to an unexampled event requires an extension of the adaptive capacity to avoid failure. In an event of this category, the organization is trying to avoid losing control and regain some level of stability by shifting to an emergency configuration. In addition, the priority is to restore critical linkages between systems to provide a minimum level of service.
The last of the four resilience themes describes System Change and is linked to bouncing forward and be
better prepared for a similar event in the future. Organizations should take the time and reflect on the things that could be improved but also on what worked well to preserve good practices for future events. Learning may include the introduction of new barriers or protocols, changes in procedures, or increasing certain resources. It is vital that learning and updates do not occur in isolation and are shared with other stakeholders as it may influence their way of working. Seemingly improvements to the operation could bring unintended side-effects on different parts of the system. Therefore, a system analysis and risk assessment need to be conducted to ensure a safe implementation of the learning. The System Change theme also includes proactive change that occurs without a disruption taking place. Examples could be the drive for greenhouse gases reduction or longterm adaptation to rising sea levels.
As this short article showed, resilience is a multi-facet concept and the lack of a clear definition may confuse people. However, by breaking down it into themes, and thinking in terms of System Design, System Preparedness, System Response, and System Change, resilience will hopefully become a useful concept. Various tools and principles can support organizations to create the potential for resilience through those four themes. If you have an interest in the subject and want to discuss further, please contact me at f.steinmann@cranfield.ac.uk.
Dr Fabian Steinmann is a researcher at the Safety and Accident Investigation Centre of Cranfield University. Fabian’s research focuses on resilience in the aviation and maritime industry, and his PhD thesis analysed the UK air transportation system. His thesis provided empirical evidence of where and how features of resilience are already being used in the operation and highlighted opportunities for organizations to implement the concept of resilience. Fabian regularly attends the meetings of the UK Industry Resilience Group, a collaboration between airlines, airports, air traffic control and the regulator in the UK. With the aviation industry’s interest in resilience increasing, Fabian’s research area proved to be topical and also applicable to many disciplines and sectors. Therefore, Fabian was invited to speak at the 2022 IAPH World Ports Conference in Vancouver and share his thoughts on resilience.
Organizations should take the time and reflect on the things that could be improved but also on what worked well to preserve good practices for future events.
Pull-out reference guide
www.portofalaska.com
2000 Anchorage Port Road, Anchorage, AK 99501 USA
T: 907-343-6200
E: portofalaska@anchorageak.gov
Key staff
Stephen Ribuffo, AMPE, Port Director (Steve.Ribuffo@anchorageak.gov)
John Daley, Port Modernization Program Engineering Manager (John.Daley@ anchorageak.gov)
Commissioners
Ron Ward, Chair | Garret Wong, Vice Chair | Kevin Mackey | Christopher Manuculich | Paul Mehler | Mike W. Robbins | Peggy Jean Rotan | Scott Selzer | Aves Thompson
americansamoaport.as.gov
PO Box 656, Pago Pago, AS 96799 USA
T: 684-633-4251
Key staff
Falenaoti Loi-On Fruean, Director (falenaoti.loionfruean@pa.as.gov)
www.portofbrookingsharbor.com
16330 Lower Harbor Road
PO Box 848
Brookings, OR 97415 USA
T: 541-469-2218
Key staff
Port Manager (info@portofbrookingsharbor.com)
Travis Webster, Harbormaster (travis@portofbrookingsharbor.com)
Commissioners
Richard Heap, President | Joseph Speir, Vice President | Sharon Hartung, Secretary/ Treasurer | Larry Jonas | Kenneth Range
www.portofcolumbiacounty.org
Main Office: 100 E Street, Columbia City, OR 97018 USA
Mailing Address: PO Box 190, Columbia City, OR 97018 USA
T: 503-397-2888
General email: inquiries@portofcolumbiacounty.org
Key staff
Sean Clark, Executive Director (clark@portofcolumbiacounty.org)
Commissioners
Robert Keyser, President | Chip Bubl, Vice President | Chris Iverson, Second Vice President | Brian Fawcett, Treasurer | Nancy Ward, Secretary
www.cnmiports.com
PO Box 501055, Saipan, MP 96950 CNMI
T: 670-237-6500
Key staff
Christopher S. Tenorio, Executive Director
Jerra Cing, Port of Saipan Manager (jerra.cing@cnmiports.com)
Antonio L. Borja, Tinian Ports Manager (alborja@cnmiports.com)
Directors
Kimberlyn King-Hinds, Chair | Roman T. Tudela, Vice Chairman | Thomas P. Villagomez, Secretary | Joseph M. Diaz | Pete P. Reyes | Ramon A. Tebuteb | Barrie C. Toves
FIJI PORTS CORPORATION LIMITED
www.fijiports.com.fj
1 Tofua Street, PO Box 780
Suva, Fiji
T: 679-892-8301
E: info@fijiports.com.fj
Key staff
Vajira Piyasena, Chief Executive Officer
Roshan Abeyesundere, Chief Financial Officer
Board of Directors
Shaheen Ali, Chair | Tupoutua'h Baravilala | Niranjwan Chettiar | Vilash Chand | Iqram
Cuttilan | Parakrama Dissanayake | Tevita Kuruvakadua | Vijay Maharaj | Ashnil Prasad
PORT OF GRAYS HARBOR
www.portofgraysharbor.com
111 South Wooding Street, PO Box 660 Aberdeen, WA 98520-0141 USA
T: 360-533-9528
Key staff
Gary Nelson, Executive Director (gnelson@portgrays.org)
Leonard Barnes, Deputy Executive Director (lbarnes@portgrays.org)
Commissioners
Phil Papac | Stan Pinnick | Tom Quigg
PORT AUTHORITY OF GUAM
www.portguam.com
1026 Cabras Highway, Suite 201, Piti, Guam 96915
T: 671-477-5931
Key staff
Rory Respicio, General Manager (rrespicio@portguam.com)
Dominic G. Muna, Deputy GM, Operations (dgmuna@portguam.com)
Directors
Francisco G. Santos, Chair | Dorothy P. Harris, Vice Chair | Dr. Judith P. Guthertz | Chonchita S.N. Taitano
HONOLULU / STATE OF HAWAII PORTS
451 Atkinson Drive, Honolulu, HI 96814 USA
T: 808-949-4161
Key staff
Dustin Dawson, Division Director (ddawson@hawaiilongshore.org)
Edwin Hayashi, Vice Division Director (ehayashi@hawaiilongshore.org)
PORT OF HUALIEN, TAIWAN INTERNATIONAL PORTS CORPORATION, LTD.
https://hl.twport.com.tw/
No.66 Hai-An Road, Hualien City, Hualien County 970, Taiwan
T: 886-3-8325131
E: business@twport.com.tw
Key staff
Pai-Feng Wang , Vice President & CEO
Board of Directors
Hsien-Yi Lee, Chairman | Shao-Liang Chen, President
PORT OF HUENEME
www.portofh.org
333 Ponoma Street, Port Hueneme, CA 93041 USA
T: 805-488-3677
Key staff
Kristin Decas, CEO & Port Director (kdecas@portofh.org)
Andrew Palomares, Deputy Executive Director, CFO/CAO (apalomares@portofh.org)
Commissioners
Mary Anne Rooney, President | Jess Herrera, Vice President | Celina Zacarias, Secretary | Jason Hodge | Jess Ramirez
PORT OF KAOHSIUNG, TAIWAN INTERNATIONAL PORTS CORPORATION, LTD.
https://kh.twport.com.tw/en/
No.62.Linhai 2nd Road, Gushan District, Kaohsiung, 804002 Taiwan
T: 886-7-5612311
E: business@twport.com.tw
Key staff
Chin-Jung, Vice President and CEO Directors
Hsien-Yi Lee, Chairman | Shao-Liang Chen, President
PORT OF KEELUNG, TAIWAN INTERNATIONAL PORTS CORPORATION, LTD.
https://kl.twport.com.tw/en/
No.1, Chung-Cheng Road, Keelung 202202, Taiwan
T: 886-2-24206100
E: business@twport.com.tw
Key staff
Chwan-Kai Kao, Vice President & CEO
Board of Directors
Hsien-Yi Lee, Chairman | Shao-Liang Chen, President
www.polb.com
415 W. Ocean Boulevard, Long Beach, CA 90802 USA
T: 562-283-7000
Key staff
Mario Cordero, Executive Director (mario.coredero@polb.com)
Dr. Noel Hacegaba, Deputy Executive Director, Administration and Operations (noel.hacegaba@polb.com)
Commissioners
Sharon L. Weissman, President | Bobby Olvera Jr., Vice President | Bonnie Lowenthal | Frank Colonna | Steven Neal
PO Box 109, Majuro, MH 96960
Republic of the Marshall Islands
Airport T: 692-247-7612
Seaport T: 692-625-7613
Key staff
Thomas Maddison, Executive Director (tmaddison37@gmail.com)
Directors
Kessai H. Note | Stephen Phillip | Ladie Jack | Larry Hernandez | Anjojo Kabua | Loreen Bigler | Fred Pedro | Biten Lanki | Jerry Nahan
www.npa.ca
Box 131, Nanaimo, BC, V9R 5K4 Canada
T: 250-753-4146
Key staff
Ian Marr, President & CEO (imarr@npa.ca)
Mike Davidson, Chief Operating Officer (mdavidson@npa.ca)
Jason Michell, Vice President, Business Development (jmichell@npa.ca)
Directors
Donna Hais, Chair | Captain Fred Denning, Vice Chair | Michelle Corfield | Doug White III | Barbara Coe | Jeet Manhas | Shiva Dean
www.portofnewport.com
600 SE Bay Blvd, Newport, OR 97365 USA
T: 541-265-7758
Key staff
Paula Miranda, General Manager (pmiranda@portofnewport.com)
Aaron Bretz, Director of Operations (abretz@portofnewport.com)
Commissioners
Jim Burke, President | Gil Sylvia, Vice President | Walter Chuck, Secretary/Treasurer | Jeff Lackey | Kelley Retherford
www.ppa.fm
P.O. Box 1150, Kolonia, Pohnpei State 96941 Federated States of Micronesia
T: 691-320-2793
Key staff
Grilly Jack, General Manager (grilly.jack@ppa.fm)
Directors
Limanman Helgenberger, Chair | Quincy Lawrence, Vice Chair | Brandon Tara, Secretary | Sihna Lawrence | Joseph Saimon | Aurelio Joab | MaryAnn Eperiam
www.papa-appa.ca
2750 Harbour Road, Port Alberni, BC, V9Y 7X2 Canada
Telephone: 250-723-5312
Key staff
Zoran Knezevic, President and CEO (zknezevic@papa-appa.ca)
Mike Carter Vice President of Operations (mcarter@papa-appa.ca)
Directors
Shelley Chrest, Chair | Jeff Cook, Vice Chair | Allan Haggard | Dennis Jonsson | Cynthia Dick | Arne Elias
PORT OF REDWOOD CITY
www.redwoodcityport.com
675 Seaport Boulevard, Redwood City, CA 94063-5568 USA
T: 650-306-4150
Key staff
Kristine Zortman, Executive Director (kzortman@redwoodcityport.com)
Rajesh Sewak (rsewak@redwoodcityport.com)
Linda Alvarado (lavarado@redwoodcityport.com)
Commissioners
Ralph Garcia, Chair | Lorianna Kastrop, Vice Chair | Stan Maupin, Secretary | Richard Claire | Nancy C. Radcliffe
PORT OF SAN DIEGO
www.portofsandiego.org
P.O. Box 120488, San Diego, CA 92112-0488 USA
T: 619-686-6200
Key staff
Joe Stuveysant, President/CEO (jstuveysant@portofsandiego.org)
Robert “Bob” DeAngelis, VP/CFO (rdeangelis@portofsandiego.org)
Michael LaFleur, VP / Maritime (mlafleur@portofsandiego.org)
Commissioners
Rafael Castellanos, Chair | Sandy Naranjo, Vice Chair | Danielle Moore, Secretary | Dan Malcolm | Ann Moore | Frank Urtasun | Michael Zucchet
www.portofskagit.com
15400 Airport Drive, Burlington, WA 98233 USA
T: 360-757-0011
Key staff
Sara Young, Executive Director (sara@portofskagit.com)
Scott Peterson, Director of Business Development and Real Estate (scott@portofskagit.com)
Commissioners
Dr. Kevin E. Ware | Steven Omdal | Mahlon
www.portofstockton.com
PO Box 2089, Stockton, CA 95201 USA
T: 209-946-0246
Key staff
Kirk deJesus, Director(kdejesus@stocktonport.com)
Steve Escobar, Deputy Port Dir., Real Estate & Dev. (sescobar@stocktonport.com)
Jason Katindoy, Director of Maritime Operations (jkatindoy@stocktonport.com)
Melanie Rodriguez, Assistant to Port Director (mrodriguez@stocktonport.com)
Commissioners
Anthony Barkett, Chair | Michael Patrick Duffy, Vice Chair | R. Jay Allen | David B. Atwater | Gary Christopherson | Stephen Griffen | William R. Trezza
CORP.
https://tc.twport.com.tw/en/
No.2, Sec. 3, Zhongqi Road, Wuqi Dist., Taichung City 43501 Taiwan
T: 886-4-26562611
E: business@twport.com.tw
Key staff
Rong-Cong Chen, Vice President & CEO
Board of Directors
Hsien-Yi Lee, Chairman | Shao-Liang Chen, President
www.portsauthoritytonga.com
P.O Box 144, Vuna Road, Ma’ufanga, Nuku’alofa Kingdom of Tonga
T: (+676)23168
Key staff
Alo Maileseni, CEO (alo.maileseni@tongaports.to)
Directors
Dr. Ngongo Kioa, Chair | Michael Bloomfield, Deputy Chair | Toimoana Takataka | Fakahau Valu | Sione Havea Taione | Soakai Motuapuaka | Etuate Sakalia
Larry Aikins
Hugh Anderson
Mike Avent
Walt Barham
Elizabeth Blanchard
Dan Buell
Antonio Camacho
Jack Chong-Gum
Bill Clark
Mario Cordero
Jack Castle
Stanley Daily
Richard Dodge
Thomas Fujakama
PORT OF UMATILLA
www.portofumatilla.org
PO Box 879
Umatilla, OR 97882 USA
Telephone: 541-922-3224
Key staff
Kim B. Puzey, General Manager (kimpuzey@uci.net)
Commissioners
Jerry Simpson | Kurt Bendixsen | Jerry Baker | Jerry Imsland | Robert J. Blanc
PORT OF VALDEZ
www.valdezak.gov/151/Port
PO Box 787
Valdez, AK 99686 USA
T: 907-835-4564
Key staff
Jeremy Talbott, Ports & Harbor Director (jtalbott@valdezak.gov)
Commissioners
Stu Hirsch, Chair | Tim Bouchard | Trevor Milch | Alan Steed | Colleen Stephens | Mark Swanson | Andrea West
Mike Giari
Byron Hanke
Dave Hunt
Bob Jennings
Joe Johnson
Ieske Iehsi
Frank Kitchell
Stan Kurowski
Robert Larson
Susan Lew
Ken Maddison
Brad Madelung
Chris Marshall
Fugo Matsuda
APP RECIPROCAL MEMBERS
ASSOCIATION OF BC MARINE INDUSTRIES
www.abcmi.ca
201 – 2527 Beacon Avenue, Sidney, BC V8L 1Y1 Canada
T: 778-430-2264
Alex Rueben, Executive Director (alex@abcmi.ca)
GREEN MARINE
www.green-marine.org
Quebec, Canada: Véronique Trudeau, Program Manager
T: 418-558-9832 / E: veronique.trudeau@green-marine.org
Seattle, USA: Eleanor Kirtley, Senior Program Manager
T: 206-409-3943 / E: eleanor.kirtley@green-marine.org
Robert McCrorie
Edward Millan
Lewis Miller
Bill Mills
Robert Penner
Lisa Pomasl
Dr. Claire Poumele
Melvin Shore
Patrick Trapp
Lonnie Washington
Don White
Miriam Wolff
James Wright
John Chung-Chuang Wu
INLAND RIVERS PORTS & TERMINALS
www.irpt.net
4625 Lindell Boulevard, Suite 200-#2179, St. Louis, MO 63108 / T: 618-468-3010
Aimee Andres, Executive Director (aandres@irpt.net)
INTERFERRY
www.interferry.com
Canada: Mike Corrigan, CEO
T: 250-888-0215 / E: mike.corrigan@interferry.com
Sweden: Johan Roos, Director of Regulatory Affairs
T: 46-707-930790 / E: johan.roos@interferry.com
ADELTE
www.adelte.com
Headquarters: Avenida Josep Tarradellas nº20, 4th Floor
08029 Barcelona Spain
USA office: 405 Atlantis Rd, Building A, Suite 206
Cape Canaveral, FL 32920
E: asivilla@adelte.com
Key contact
Martin Westphal, Group Marketing Director (mwestphal@adelte.com)
ALBION MARINE SOLUTIONS
www.albionmarine.com
Suite 304 – 800 Carleton Court
Delta, BC V3M 6Y6 Canada
T: 604-529-8488
Key contacts
Sergiy Yakovenko, Director (sergiy.yakovenko@ albionmarine.com)
AM INSURANCE
www.amibrokers.com
J&G Commercial Center
Suite 113F, 215A Chalan Santo Papa Street, Hagatna, Guam 96910
Mailing address: P.O. Box 2797, Hagatna, Guam 96932 USA
T: 671-477-2632 / 671-477-2642
Email: contact@amibrokers.com
Key contacts
Annmarie Muna, President & General Manager (amuna@amibrokers.com)
Tricia Granillo, VP/Marketing Manager (tgranillo@amibrokers.com)
THE BECKETT GROUP
www.thebeckettgroup.org
8715 Randall Dr NW, Gig Harbor, WA 98332 USA
T: 253-905-8904
Key contact
Jeannie Beckett, Principal (jbeckett@thebeckettgroup.org)
BEST BEST & KRIEKER LLP
www.bbklaw.com
300 South Grand Ave, 25th Floor
Los Angeles CA 90071 USA
T: 213-787-2569
Key contact: Ruben Duran (ruben.duran@bbklaw.com)
BNAC ENVIRONMENTAL SOLUTIONS INC.
www.bnac.ca
1260 Cliveden Avenue, Delta, BC V3M 6Y1 Canada
T: 1-877-566-2622
Key contacts
Chris Richardson, Founder (chris@bnac.ca)
Alana Richardson, Customer Relations (alana@bnac.ca)
BUSINESS OREGON
www.oregon.gov/biz
775 Summer St NE #200, Salem, OR 97301 USA
T: 503-949-1710
Key contact
Courtney Flathers, Ports Program Policy Coordinator (courtney.flathers@biz.oregon.gov)
DAVIES TRANSPORATION CONSULTING
www.dtci.ca
1101-1205 West Hastings Street
Vancouver BC V6E 4T7 Canada
T: 604-764-9303
Key contact
Philip Davies, Principal (pdavies@dtci.ca)
EA ENGINEERING, SCIENCE, AND TECHNOLOGY, INC., PBC
www.eaest.com
2200 6th Ave #707, Seattle, WA 98121 USA
T: 206-452-5350
Key contact
Richard Price, Program Manager (rprice@eaest.com)
FEDERATED SHIPPING COMPANY
PO Box 914, Kolonia, Pohnpei, VM 96941
T: 510-231-2200
Key contact
Freddy Olter (freddy.olter@gmail.com)
FORTIS BC ENERGY INC.
www.fortisbc.com
16705 Fraser Highway
Surrey, B.C. V4N 0E8 Canada
T: 604-576-7000
Key contact
Sarah Smith, Director, Low Carbon Transportation & LNG Business Growth (sarah.smith2@fortisbc.com)
Arvind Ramakrishnan, Senior Manager, LCT & LNG Business Growth (arvind.ramakrishnan@fortisbc.com)
GCT GLOBAL CONTAINER TERMINALS
www.globalterminals.com
Head Office: Suite 610, The Landing
375 Water Street, Vancouver, BC
V6B 5C6, Canada
T: 604-267-5200
Email: info@globalterminals.com
Key contact
Jennifer Perih, Manager, Corporate Affairs (jperih@ globalterminalscom)
HARMAN KEMP NORTH AMERICA LTD.
www.hknal.com
140 Fenchurch Street
London, UK EC3M 6BL
T: +44 (0) 207 782 0537
Key contact
DAlan Rixon, Head of International (arixon@hknal.com)
INNOVATIVE MANUFACTURING INC.
www.marinetapes.com
Head office: 861 Derwent Way
Delta, B.C. V3M 5R4 Canada
Toll-free: 1-888-467-7325
Or: 604-876-0777
Key contact
Adam Eweida, Manager, Marine Products Division (adam@innovativemfg.ca)
KONGSBERG MARITIME CANADA LTD.
www.kongsberg.com
1598 Kebet Way
Port Coquitlam, BC V3C 5M5 Canada
T: 604-464-8144
Key contact: Konrad Mech, Sales Director – Coasts, Ports, Inland Waterways (konrad.mech@km.kongsberg.com)
LAW OFFICE OF ALAN K. GOLDSTEIN
www.alankgoldsteinlaw.com
P.O. Box 2595
Napa, CA 94558 USA
T: 415-870-5127 and 314-609-3404
Key contact
Alan Goldstein, Attorney and Owner (alan@ alankgoldsteinlaw.com)
LIEBHERR USA, CO.
www.liebherr.com
15101 NW 112th Avenue, Hialeah Gardens, FL 33018 USA
T: 305-817-7500
Key contacts
Torsten Paas (Torsten.paas@liebherr.com)
Jonathan Luikens, Senior Sales Manager (jonathan.luikens@liebherr.com)
LIFTECH CONSULTANTS INC.
www.liftech.net
344 20th Street #360, Oakland, CA 94612-3593 USA
T: 510-832-5606
Key contacts
Erik Soderberg, President, Principal (esoderberg@liftech.net) Sugiarto Loni, Principal (sloni@liftech.net)
LYNKER
www.lynker.com
West Coast and Pacific Office:
740 Moowaa Street, Suite G, Honolulu, HI 96817 USA
Corporate Headquarters: 202 Church Street, SE / Suite 536, Leesburg, VA 20175 USA
T: 855-596-5371
Key contact
Sarah Pautzke, Scientist (spautzke@lynker.com)
MAJURO STEVEDORE & TERMINAL CO.
PO Box 1018, Majuro, MH 96960 RMI
T: 692-625-3369
Key contact
Charles Stinnett, Managing Director (charles@mstcormi.com)
LTD
www.marineandcivil.com.au
U9/41-43 Higginbotham Rd
Gladesville, NSW 2111 Australia
T: 1800-000-626
Key contact
Blane McGuiness, Executive Manager – Engineering (blanem@marineandcivil.com.au)
www.marinelabs.io
2A-4476 Markham Street
Victoria, BC V8Z 7X8 Canada
T: 778-817-1198
Key contact
Scott Beatty, CEO (scott.beatty@marinelabs.io)
Colin Bishop, Sales Engineer (colin.bishop@marinelabs.io)
www.motcmpb.gov.tw
No.1, Ln. 1, Sec. 3, Heping E. Road, Da’an Dist., Taipei City 10669, Taiwan
T: 886-2-8978-2790
Key contacts
Mr. Weng (ycweng@motcmpb.gov.tw)
Ms. Huang (lyhuang@motcmpb.gov.tw)
Hsieh-Lung, Yeh, Director-General (director@motcmpb.gov. tw)
MATSON
www.matson.com
Guam: 1026 Cabras Hwy, Suite 115, Piti, Guam 96925
T: 671-475-5961
Honolulu: 1411 Sand Island Pkwy, Honolulu, HI 96819 USA
T: 808-848-1211
Key contacts
Vic Angoco, Sr. Vice President, Pacific Region (vangoco@matson.com)
Lek Friel, Container Operations Manager (lfriel@matson.com)
INTERNATIONAL
www.nauticalconsulting.com
207-15025 Victoria Ave.
White Rock, British Columbia Canada V4B 1G2
T: 778-863-0026
Key contact
Captain Brian Tuomi, Principal (briantuomi@ nauticalconsulting.com)
NEC
www.necam.com
702 East 5th Avenue
Escondido, CA 92025 USA
T: 714-394-2750
Key contact
Douglas Winnie, Senior Account Manager, (douglas.winnie@ necam.com)
NORTHERN
www.northerneconomics.com
PO Box 110914
Anchorage, AK 99511-0914 USA
T: 907-274-5600
Email contact form: https://northerneconomics.com/ contact
Key contact
Marcus Hartley, President and Principal Economist
Mike Fisher, Vice President and Principal Consultant
THE PASHA GROUP
www.pashagroup.com
4040 Civic Center Drive, Suite 350
San Rafael, CA 94903 USA
T: 415-927-6400
Key contact
President & CEO — George Pasha, IV (George4@pashanet. com)
PAVEMENT TECHNICAL SOLUTIONS
www.pavementtechnicalsolutions.com
Main office: 43133 Huntsman Square, Ashburn, VA 20148
T: 703-858-5875 / E: ptsvirginia@pavementtechsolutions.com
Hawaii: 94-1221 Ka Uka Boulevard, #108, Box #321
Waipahu, HI 96797
T: 808-672-2690 / E: ptshawaii@pavementtechsolutions.com
Key contact
Brian Orandello, President/CEO
MANAGEMENT
www.pm-bm.com
Grand Montreal area, Canada
T: 438-825-1234
Key contact
Emmanuel Polman (emmanuel.polman@pm-bm.com or info@pm-bm.com)
REID MIDDLETON INC.
www.reidmiddleton.com
728 134th St SW #200, Everett, WA 98204 USA
T: 425-741-3800
Key contact
Willy Ahn, Ph.D, PE, LEED AP, Director, Waterfront (wahn@ reidmiddleton.com)
SALUS RESOURCES INC.
www.salusresources.com
5475 Moonlight Drive Milton, FL 32570 USA
T: 850-736-6204
Key contact
Zach Hughes (zach.hughes@salusresources.com)
www.schraderco.com
514 State Ave Suite 202, Marysville, WA 98270 USA
T: 425-377-1550
Key contact
Tom Spear, Principal (tom@schraderco.com)
SHEY-HARDING EXECUTIVE SEARCH
www.shey-harding.com
PO Box 67, Seal Beach, CA 90740 USA
T: 562- 799-8854
Key contacts
Susan Dvonch, Managing Partner (sue@shey-harding.com)
Jeff Dvonch, Partner (jeff@shey-harding.com)
SSA MARINE
www.ssamarine.com
1131 SW Klickitat Way, Seattle, WA 98134 USA
T: 206-623-0304
Key contact
Joe Carrillo, SSA Pacific-Northern California operations (Joe. Carrillo@SSAMarine.com) - Direct: 209-420-5693
TRANS MOUNTAIN
www.transmountain.com
General Inquiries About the Pipeline System or Expansion Project
T: 866-514-6700
E: info@transmountain.com
Key contact
Corporate Office and Reception
T: 800-535-7219
TRUK TRANSPORTATION COMPANY (TRANSCO)
PO Box 99, Chuuk, FSM 96942
T: 691-330-2143
Key contacts
Myron Hashiguchi, President/CEO (transco@mail.fm)
Gideon Bisalen, General Manager (transco@mail.fm
TYNEBRIDGE SOLUTIONS INC.
www.tynebridge.ca
5634 Westhaven Court
West Vancouver, BC V7W 1T6
T: 778-990-7626
Key contacts
Robert Hedley, President (robert.hedley@tynebridge.ca)
Ben Thompson (ben.thompson@tynebridge.ca)
WESTERN WOOD PRESERVERS INSTITUTE
www.preservedwood.org
12503 SE Mill Plain Blvd #205, Vancouver, WA 98684 USA
T: 360-693-9958
Key contacts
Ryan Pessah, Director of Government Relations (ryan@ wwpi.org)
Jeff Keller, Executive Director (jeff@wwpi.org)
Irecently participated in an American Society of Civil Engineers live webinar given by Collins Engineers’ Barritt Lovelace. Barritt presented his experience with the use of drones and Artificial Intelligence for bridge inspection. Many of the requirements and challenges of bridge inspection also hold for port infrastructure, for instance, the condition and defects of concrete decks and piles, the amount and rate of corrosion on steel structures, and the condition of coatings. During the discussion, Barritt mentioned he used an online tool called ChatGPT to help draft a presentation for a technical university. ChatGPT is a beta product from a company called OpenAI. Their
website says Chat GPT is designed for optimizing Language Models for Dialogue.
“We’ve trained a model called ChatGPT which interacts in a conversational way. The dialogue format makes it possible for ChatGPT to answer follow-up questions, admit its mistakes, challenge incorrect premises, and reject inappropriate requests. ChatGPT is a sibling model to InstructGPT, which is trained to follow an instruction in a prompt and provide a detailed response.”
As a sales director, I have to communicate effectively with clients to
learn their needs, and then explain the features and benefits of our solutions for numerous maritime applications. This can be challenging when the market is conservative, multiple stakeholders are involved, and budget cycles are long. Any tool that can help me do my job faster and more effective is worth learning about. So, I took Chat GPT for a test drive. Below you will find my Q and A with ChatGPT. Have a read — at first glance it’s fascinating. Then consider my comments at the end. I think this technology still has a long way to go. Another point to note is that ChatGPT
Any tool that can help me do my job faster and more effective is worth learning about.
has a resubmit button. So, I assume if you click the resubmit button the software will generate a different response. I went with the first response given, just as if I was speaking with a live person.
Q: My name is Konrad. I work with Civil Engineers in the Maritime sector. Tell me a little about yourself and how you can help professionals like me do my job better.
A: Hi Konrad, nice to meet you. I am an artificial intelligence trained to assist with a wide range of tasks, including answering questions and providing information on a variety of topics. As a language model, I can help you find information and clarify concepts related to your work as a civil engineer in the maritime sector. I can also help you with research and information gathering, as well as offer guidance on best practices and industry standards. Please let me know if you have any specific questions or if there is anything else I can assist with.
Q: That was very helpful. Here is another question. Several trends are driving change in the Maritime sector. These include autonomous vessels with no crew, larger vessels which require infrastructure change on shore, fewer workers entering
the maritime labour force, sea level rise, new fuels to decarbonize the maritime industry, and geopolitical conflict. How do you think these changes will impact the industry — will it grow or wither?
A. These changes are likely to have a significant impact on the maritime industry. The increasing use of autonomous vessels could lead to fewer jobs for crew members, but could also reduce operating costs for shipping companies and make shipping more efficient. Larger vessels may require infrastructure changes on shore, such as the expansion of ports and the construction of specialized loading and unloading facilities. Fewer workers entering the maritime labor force could also lead to a shortage of qualified professionals, which could impact the industry’s growth.
Sea level rise is also a major concern for the maritime industry, as rising sea levels could impact the operation and maintenance of ports and coastal infrastructure. Additionally, the need to decarbonize the industry by transitioning to new fuels could also lead to significant changes in the way the industry operates. Geopolitical conflict could also disrupt shipping routes and trade, which could impact the industry’s growth and stability.
Overall, it is difficult to predict the
exact impact these changes will have on the industry, but they are likely to lead to significant changes in the way the industry operates and could have both positive and negative impacts on its growth and stability.
Q: OK, so lots for decision makers and policy experts to consider. My next question is this: Political tensions are rising between the United States of America and People’s Republic of China. At the same time, Port of Long Beach and Shanghai are cooperating on Green Shipping Corridors in order to decarbonize emissions from maritime shipping traffic. Please comment on how to reconcile the dilemma between political and economic priorities.
A. It is not uncommon for political tensions to exist between countries while still maintaining economic ties. In the case of the Port of Long Beach and Shanghai, their collaboration on green shipping corridors demonstrates that it is possible for economic interests to transcend political differences. Decarbonizing the maritime industry is a global challenge that requires cooperation and collaboration between countries. By working together to develop solutions that reduce emissions from shipping traffic, the Port of Long Beach and Shanghai are able to advance their mutual economic interests while also addressing a major global challenge.
There are a number of ways in which countries can reconcile political and economic priorities. One approach is to focus on areas of mutual benefit, such as addressing environmental issues or promoting trade and economic development. Countries can also work to build relationships and establish channels of communication that allow for the resolution of disputes and the continuation of economic cooperation. In some cases, international organizations and institutions, such as the United Nations or the World Trade Organization, can play a role in mediating disputes and facilitating cooperation between countries. Ultimately, finding ways to balance political and economic priorities requires
careful negotiation and the ability to find common ground and work towards shared goals.
Q: That makes sense. But as you know, nation states can have significant differences within their borders that can create long-term outcomes for better or worse. Can you define what is the key ideological difference between the political philosophies of former Canadian Prime Minister Stephen Harper and current Prime Minister Justin Trudeau, and which ideology has a bigger impact on the longterm economic trajectory for Canada?
A. Stephen Harper and Justin Trudeau represent different political parties and have different ideologies. Stephen Harper was the leader of the Conservative Party of Canada and held office as Prime Minister from 2006 to 2015. During his time in office, Harper pursued a more conservative approach to policy, including a focus on fiscal conservatism, reduced government spending, and lower taxes.
Justin Trudeau is the leader of the Liberal Party of Canada and has been Prime Minister since 2015. Trudeau’s political philosophy is generally more liberal, and he has pursued policies that reflect this ideology. This includes a focus on social justice, equality, and environmental sustainability.
It is difficult to determine which ideology has a bigger impact on the longterm economic trajectory for Canada, as both approaches have their own advantages and disadvantages. A conservative approach may prioritize fiscal stability and lower taxes, which could be beneficial for economic growth. On the other hand, a liberal approach may prioritize social and environmental issues, which could also have positive long-term economic benefits. Ultimately, the most effective approach will depend on the specific economic and social conditions of the country and the goals and priorities of its leaders and citizens.
Q: Yes, it’s difficult to determine - that was a very balanced response, but real life rarely is. Speaking of real life and the
intersection with analytics, if all major league sports teams are now using data analytics to select their player rosters and climb up the standings, does Money Ball create any competitive advantage at all for any team going forward?
A: Data analytics has become an increasingly important tool in sports, and many professional sports teams, including Major League Baseball (MLB) teams, use data analytics to help make decisions about player personnel and strategy. The use of data analytics in sports, often referred to as “Moneyball,” refers to the use of statistical analysis to evaluate and compare players, with the goal of finding undervalued talent and making better decisions about player acquisitions and deployment.
While the use of data analytics in sports can certainly provide a competitive advantage, it is not a guarantee of success. Other factors, such as team chemistry, coaching, and player development, also play a role in a team’s success. Additionally, as the use of data analytics becomes more widespread, it may become more difficult for any one team to gain a significant advantage over its competitors. In other words, while the use of data analytics can certainly help a team improve its performance, it is not a panacea and other factors will continue to play a role in a team’s success.
Q: Thanks for that. Now back to a serious question about the maritime industry. Container vessels have become enormous. Container capacity has increased from a few thousand to today’s vessels which carry 25,000 Total Equivalent Units. Plans are on board for 35,000 TEU ships. But these enormous ships have knock-on effects for shore-based infrastructure. Ship-to-shore cranes must be increased to reach across the beam of these vessels. Mooring points must be up-sized to deal with the increase in wind loads due to the huge sail area of the ships. 10,000 more trucks must enter and exit the container yards to take away and bring in these containers. Ports must secure more storage area to store
empty containers for return to their ports of origin. Neighbourhoods object to the exhaust from idling trucks on local streets. Ironically, these ports continue to grow despite the pressures of limited urban space around them. Has vessel design reached its peak, or will vessels continue to grow?
A. The size of container vessels has increased significantly in recent years, and plans for even larger vessels are being developed. The main drivers behind the trend towards larger vessels are economic efficiency and cost savings. Larger vessels can carry more cargo and have lower operating costs per unit of cargo compared to smaller vessels. However, as you mentioned, the increasing size of container vessels also has a number of negative impacts on shore-based infrastructure, including the need for larger ship-to-shore cranes, larger mooring points, and more storage space for empty containers. Additionally, the increase in truck traffic to and from ports can cause congestion and air pollution in nearby neighborhoods.
It is not clear if vessel design has reached its peak or if vessels will continue to grow. The trend towards larger vessels may be limited by the constraints of existing infrastructure and the costs of upgrading or building new infrastructure to accommodate larger vessels. Additionally, there may be environmental and social impacts that need to be considered, such as the carbon emissions of larger vessels and the impact on communities near ports. Ultimately, the future size of container vessels will depend on a variety of factors, including economic considerations, technological advances, and the constraints and opportunities presented by existing infrastructure.
Q: OK, now let’s have some fun. I am going to give you two options. I would like you to choose one and give me one sentence why you made that choice. OK?
A. Sure, I’m happy to help. Please go ahead and give me the two options and I will do my best to choose one and provide a reason for my choice.
Q:
• Porsche or Ferrari.
• Fendi or Prada.
• Scrambled eggs or Granola.
• Spinach or Kale.
• Diamonds or Sapphires.
• White or Dark chocolate.
• Yin or Yang.
• Up or Down.
• Switzerland or Thailand.
• Black Hole or Supernova.
• France or Argentina.
A: Here are my choices and reasons for each pair of options:
• Porsche or Ferrari: Porsche, because I prefer the design and performance of Porsche vehicles.
• Fendi or Prada: Prada, because I like the classic and timeless style of Prada’s designs.
• Scrambled eggs or Granola: Scrambled eggs, because I find them to be a more versatile and satisfying breakfast option.
• Spinach or Kale: Spinach, because I prefer the flavor and texture of spinach over kale.
• Diamonds or Sapphires: Sapphires, because I like the deep blue color of sapphires.
• White or Dark chocolate: Dark chocolate, because I prefer the richer and more intense flavor of dark chocolate.
• Yin or Yang: Yin, because I find the concept of yin and yang to be interesting and balance is important.
• Up or Down: Up, because I prefer to move in an upward direction.
• Switzerland or Thailand: Thailand, because I like the warm climate and diverse culture of Thailand.
• Black Hole or Supernova: Black
Hole, because I find the concept of a black hole to be more interesting and mysterious.
• France or Argentina: France, because I like the culture, food, and wine of France.
Q: Wow, thank you for that - it was fast. By the way, please forgive me for being so rude, I should have asked this right at the beginning, but what is your name?
A: That’s okay, no need to apologize. I am just an artificial intelligence trained to assist with tasks and answer questions, so I don’t have a name in the same way that a human does. You can just call me Assistant if you like. Is there anything else I can help with?
Q: Yes, Assistant. This has been very enjoyable. One last question: which team will win the 2023 World Series?
A: I’m sorry, but as an artificial intelligence, I don’t have the ability to predict the future or the outcome of specific events such as the World Series. However, I can provide information and analysis on the teams and players involved in the competition, as well as historical data and trends that may be relevant. Please let me know if you have any specific questions or topics you would like to know more about.
Q: That’s OK Assistant, I was just curious — I’m more of a Rugby fan myself. Have a great day.
A: You’re welcome, Konrad. I’m glad I could help answer your questions. If you have any other questions in the future, don’t hesitate to reach out. Have a great day!
My first impression of this tool is it is very impressive. The responses are grammatically correct, and they are very fast. In some cases, the software started responding immediately after I submitted the question. In some of the more complicated responses, it paused
for a few seconds while it sorted out the response.
On more detailed review, though, it has a long way to go before it is truly “intelligent”. While the responses are grammatically correct, at the end they come across as being rather flat – like a pundit or expert witness afraid of taking a firm stand on an issue.
The software makes extensive use of mirroring. This is a technique used by interviewers to confirm understanding of questions. This is done by taking key clauses from the question and embedding them in the response. In this way the interviewer can confirm the respondent understood the question, and confirm the response is appropriate to the question. The software then adds in a supporting fact from its database. If you review the response to my questions about port infrastructure, or the increase in size of container ships, you will see this in play. But in the end analysis, the response adds very little to the information that was in the original question.
Another point is when asked for an opinion, the software declines to take a stand. The software presents two differing points of view, and then says either could play out. The either-or questions I put to the software (Fendi or Prada) make it look like the software does take a stand — but examine the responses more closely, and then substitute in the other word, and the response reads just as well. Even Diamonds or Sapphires works this way — there are red sapphires (not blue), and there are blue diamonds.
In the end analysis, I would consider this a fantastic tool to assist in a first draft of a Level 100 or 200 university paper, or for a quick article that doesn’t have to go too in-depth. But for firm business decisions, this technology doesn’t provide any answers that stand up, if the user wants actual answers.
Conclusion: we humans who make our livelihoods making tough choices still have jobs.
On more detailed review, though, it has a long way to go before it is truly “intelligent”.
China’s state-controlled company, China Merchants Ports (CMPorts), officially opened their smart port project in Mawan (located in western Shenzhen) in November 2021, making it mainland’s first 5G-enabled container terminal.
The project was initially launched in 2015, when CMPorts signed a “strategic cooperation framework” with the French-based operator CMA CGM. The focus was on the widening of the Tonggu Channel and conversion of four multipurpose vessel wharves into two berths — each of them ultimately able to accommodate ultra-large containerships.
Mawan’s port features autonomous trucks using digital perception radar
The port’s facelift covers 983,600 square metres, with a wharf length of 1.93 km and a designed annual throughput capacity of three million TEUs.
sensor solutions from U.S. digital imaging radar specialist Uhnder Corporation. These sensor solutions enable trucks to operate safely, even in rain, fog or dust. The port’s facelift covers 983,600 square metres, with a wharf length of 1.93 km and a designed annual throughput capacity of three million TEUs.
CMPorts announced that Mawan was the first smart port upgrade that used China-based technologies. The project focused on the port’s conventional dry bulk/general cargo terminals.
It features nine elements, including these: CMCore (a terminal operating system developed by CMPorts); China Merchants ePort; CMPorts’ integrated customer service platform; blockchain; artificial intelligence.
With automated operations, CMPorts' claims that the Mawan Port could reduce nitrogen dioxide emissions by approximately 1,350 tonnes annually, reduce carbon monoxide emissions by approximately 450 tonnes annually, and reduce sulphur dioxide emissions by approximately 15 tonnes.
Various technologies are needed if a port aims to attain one of the key elements of a smart port: automatic sensing of port information; integrated information analysis and automatic processing; or intelligent feedback to port operations. Among the many features of such a system, the list must include:
• Intelligent image tracking system
• Big data analysis simulation
• Real time surveillance
• AI autonomy assessment
• Tracking intruders
• Around-the-clock automatic alerting
Back in 1993, it was the Port of Rotterdam Authority which was the
pioneer of automated container terminals and automation in ports operations management. Complementary investments followed in infrastructure, information and communication technology and digital networks to support the new modes of operation. Today, there are 48 automated ports around the world. And the Port of Rotterdam is now the busiest container port in Europe, with a total container throughput of 14.5 million 20-foot container units per annum.
Enthusiasts, who today are praising smart ports, do so because they have seen the real-world impacts, which are net positive. The benefits include the leveraging of existing technologies already available at the port. The upside
for those embracing the smart port concept is that they have improved business processes in ways which maximize the use of space, time, money, and natural resources. This is contributing to greater operational efficiencies, expanded energy efficiencies, heightened safety and security, plus improved environmental sustainability. Modernizing maritime trade with appropriate smart port features can help ports address some of their key risks, while at the same time helping them to reduce the costs of goods and services — all while driving economic growth.
A growing body of evidence suggests that both the potential and the promise for such technology initiatives is straightforward: they can contribute to those strategies which are already in place, especially the ones which aim to improve trade logistics, build resilience to external shocks, and deepen regional cooperation and integration.
has become possible
“wins”The Port of Rotterdam was a pioneer in implementing automated equipment (above: ECT container cranes and automated guided vehicle).
It has become possible to achieve short-term “wins” by implementing technology innovations and new techpowered business process solutions. Those wins are important in the here and now. Consider, for instance, how ports are coping with climate change. Port budgets are being shifted in ways that will, ultimately, make facilities less vulnerable to climate-induced natural hazards — including typhoons. Such events do lead to costly vessel traffic disruptions. They significantly impact the reliability of the logistics chain. With more accurate weather data and better prediction models (based on artificial intelligence), port authorities are being alerted more promptly to potential threats to port operations. This, in turn, allows for better mitigation measures, and for enhancing emergency preparedness. (See sidebar).
A shift towards the smart port ensures that the waste of space, time, money and natural resources can be reduced, and, perhaps one day, wholly eliminated. The smart ports concept started with one leading purpose: harnessing advanced technologies to improve the port, support trade, enhance resiliency, and enable more inclusive economic growth.
This vision is tempered by a host of practical limitations. Achieving techenabled levels of port maturity and port sophistication is not something which can happen overnight. The transformations which are part and parcel of the smart port journey is gradual, and it is comprised of many incremental steps.
Digitization of ports can bring about process efficiencies in and between ports. Such efficiency reaps multiple benefits, especially in the realm of reduced operational costs. This enhances the competitiveness of individual ports. However, it may not be realistic to expect all ports to embrace (or event to survive) the Age of Digitization. The chance of survival depends on how well the port can share digital information within a system of connected logistics supply chain and ports.
The smart ports concept started with one leading purpose: harnessing advanced technologies to improve the port, support trade, enhance resiliency, and enable more inclusive economic growth.
In a white paper, the Port of Rotterdam identified these four levels of “digital maturity” for a port and the extended network which they call “the port’s cargo community”:
Level 1: Digitization of individual activities in the port
At this level, individual organizations operating inside the port digitize their processes in such a fashion that they work more efficiently. This happens by, for example, implementing a terminal management system to digitize the administrative and financial processes. Digitization and automation of the port operations facilitates data collection, which enhances greater costefficiencies, safety, and environmental sustainability.
Level 2: Integrated systems in a port community
Once individual activities in the port have been digitized, the next step in the digital maturity is the digital exchange of information within the port community. This exchange leads to reliable, efficient, and paperless dataflows, resulting in more efficient port operations. The focus in this level is related to securely sharing data. Cybersecurity and cyber resilience are, of course, going to be key.
Level 3: Logistics chain integrated with hinterland
At this level, the hinterland four players (importers, exporters, logistics hubs, domestic transporters) are involved in digital communication with the port community. This integration promotes sharing of real-time information on freight and vessel movements, facilitating better planning.
Level 4: Connected ports in the global logistics chain
The port and its hinterland connections are extended to other ports around the world, forming a global network of interconnected ports. This network will allow further reductions of inefficiencies in the global logistics chains by optimizing the use of port capacities and achieve shorter, more reliable transit times.
The evolutionary process which leads to becoming a smart port can be divided into five steps:
1. Data capture
2. Collaboration
3. Decision support
4. Learning
5. Digital transformation
What exactly are the drivers pushing ports to adopt the technologies which, if successfully utilized, will make them a smart port? Here are the six most important drivers:
• Operational efficiency — Using smart technologies to increase productivity will help reduce operational costs and relieve congestion of vessels arriving and/or trucks leaving.
• Asset management — Technologies (such as the least expensive ones, sensors) that better monitor structural health or ways in which maintenance requirements can be minimized will result in reduced operational costs.
• Business resilience — Tools can be used to strengthen commercial business operations, to invest wisely in crisis management and business continuity, to be responsive to changes in port traffic and customer demands, and to provide robust service continuity (such as cybersecurity) and staff capability and training.
• Safety and security — Specialized equipment, technologies, and systems can be applied to take over standard repetitive tasks, which will help increase operations safety. The same principle applies to smart security systems to reduce labor-intensive activities. There is a long list of such activities, one of which is container screening.
• Energy efficiency — Operational costs and environmental impacts are lessened by being more energy-efficient, particularly with electrification or on-site power generation. Energy efficiency does not mean reduced functionality.
• Environmental management —
Following international global climate agreements, such as those that came out of the 2015 United Nations Climate Change Conference in Paris, governments at all levels (national,
regional, and local) look toward ports to contribute to the reduction of greenhouse gas emissions and other air pollutants. Port authorities are, therefore, compelled to adopt strategies which will make their operations more environmentally friendly. During the past few decades, global experience with smart-port initiatives
has allowed logistics experts and port executives to come to one key conclusion: smart systems integrated into port operations and management can, in fact, help improve port efficiency — and that they do create economic value. Smart ports are indispensable components of economic resilience and recovery through trade.
Gordon Feller has worked for more than four decades at the intersection of global trade and technology innovation. Upon arriving in Silicon Valley in 1983 he began work, from inside the executive suite, to develop ambitious projects aimed at solving some of the world’s most complex problems. Current and past clients include World Bank, IHS Markit, World Economic Forum, Ford Motor Co. Toyota, The Financial Times of London, The Economist Group, Apple, The Rockefeller Foundation, numerous national governments (Germany, Canada, US), Reuters, and many others. From 2010 to 2017, he served as Director at Cisco Systems HQ. He founded Meeting of the Minds in the 1990s, stitching together a global leadership network which is enabling the adoption of new policies and systems. Gordon was appointed by the Obama/Biden White House to serve on the US Federal Comm. established by The US Congress. He currently serves as a Global Fellow at the Smithsonian Institution. Gordon sits on numerous corporate and non-profit boards. His first published article appeared in a journal published by the World Policy Institute (NYC) in 1979. Since then he’s published 450+ magazine articles. (Twitter: @GordonFeller)
Pacific ports are vulnerable to different kinds of natural hazards. Ports in the Pacific need to be better climate-proofed and mitigate any impact caused to the surrounding environment. Pacific ports are particularly vulnerable to climate change, and associated risks are increasing. At the same time, the port itself can harm surrounding environments, particularly during an expansion. Pacific ports are now being exposed, on an ever-increasing basis, to a wide range of worsening climate-related hazards such as tropical cyclones, floods, droughts, storm surges, and sea level rise. This creates adverse effects on ports, and it impacts the surrounding environment in several of the following ways:
Disruption of Freight and Passenger Loading/Unloading — This is caused by a sea level rise, as a result of the expansion of seawater and melting glaciers and ice caps due to warmer climate. The usability of wharves is adversely affected as higher sea levels increase the likelihood of overtopping and flooding. Seasonal swell intrusion can also present such operational risks to ports.
Damage to Port Infrastructure —The rise in atmospheric carbon dioxide levels has also increased the amount of carbon dioxide dissolved in seawater, increasing its acidity. As a result, port infrastructure faces increasing risk of corrosion damage. Further, many of the ports in the Pacific are under a constant threat from tropical cyclones, whose frequency and strength climate change also appears to be affecting. According to the most recent computerbased models, while cyclone frequencies may remain unaffected, the strengths will increase, accompanied by stronger wind and larger wave.
Damage to Local Fishing and Tourism — Rising water temperature and acidity causes great stress to shellfish and corals, which rely on non-acidic minerals for their strength. This could lead to coral bleaching, and it will become more difficult for the marine environment to fully recover from it if the sea acidity and temperature continue to rise. As the corals are the nurseries and refuge for many reef fish and an important tourist attraction, it will have a negative impact on local fishing and tourism.
Changes in Cyclone Paths and Cyclone Strength -- In general, increased temperatures are expected to result in increased strength rather than increased frequency of cyclones and weaker but still destructive severe tropical storms. Paths may also change. These are also affected by the El Niño–Southern Oscillation (ENSO) cycle, and the effects of global warming on ENSO are still unclear. The designs of port infrastructure assets in the Pacific need to take these into consideration. For instance, deck levels will need to be higher and extra corrosion protection will be needed to prevent damages caused by more acidic and warmer seawater in the future. In addition, equipment must be mobile or mounted in a way which allows it to resist overtopping waves.
For domestic wharves to prepare for the projected sea level rise, the wharf needs to be raised, but raising it too high would compromise efficient use of such infrastructure by vessels with low freeboard. As such, designs may need to be developed allowing the deck to be raised at a later date. A second approach is to increase the use of roll-on/rolloff (ro-ro) vessels for domestic interisland trade since these vessels can use ramps which can be extended inland as sea level rises.
Most port authorities and harbor districts operate under a “Board-CEO form of government”, in which the elected or appointed harbor commissioners directly hire and oversee one top-level employee (the Port Director/CEO) to function as a CEO and administer the day-to-day activities of the port. Other local governments employ a similar system, whether it be city council hiring a city manager, a school board of trustees hiring a superintendent or a special district board of directors hiring a general manager.
These systems rely on the delicate balance between the elected (or appointed) body setting the policy priorities of the government and the staff employees implementing those policy priorities at the direction of a chief executive or administrative officer. This power dichotomy may be encapsulated in an ordinance or a board policy or resolution that sets up a system in which the elected officials are generally prohibited from approaching agency employees “except for the purposes of inquiry”.
This article examines the legal framework and practical applications of the Board-CEO form of government (and its analog forms for entities other than ports) and offers suggested best practices for elected or appointed officials and staff to ensure the smooth and successful operation of your port.
Under this form of government, the port CEO holds office at the pleasure of the elected body. The CEO generally hires and fires all other employees, usually with the exception of legal counsel,
which also reports directly to the elected body. This policy is based on the principle of separation of powers, which ensures that the elected officials and the CEO can perform their duties without unnecessary interference from one another. More importantly, this separation of powers makes clear to staff that they are accountable only to the CEO. This gives employees the certainty of having just one ultimate boss, the CEO, as opposed to the entire elected body, or any individual member of it.
The job of the elected or appointed body, then, is to legislate and to create the vision and set forth the policies that should guide the CEO’s work. That is not to say, however, that elected officials are without any rights under the system. For example, under the First Amendment, elected officials are protected when, in their capacity as board members, they intercede on behalf of their constituents. In 2000, a federal court held the elected officials were protected from any liability when they acted as “ombudsmen” for their constituency. The court noted that this type of advocacy was vital to representative government. Another case held that elected officials may respond to inquiries regarding agency projects under their First Amendment rights. This recognizes, of course, the crucial role that board members play in receiving and transmitting vital information to the staff and their colleagues.
Practically speaking then, what does this suggest for the manner in which elected or appointed officials manage their relationships with staff? Principally, all involved should have a thorough knowledge and clear understanding of the rules. Additionally, here are five best practices to use today in your work.
1. If there are concerns about an item on a board agenda, criticize the project or the process, NOT the people.
2. Do not publicly criticize staff.
3. Do not mistake partisanship for advocacy. There is a difference between making policy and the dayto-day business of your entity.
4. Remember that you are part of a team – do not ask a staff member to research an issue for you and then spring it on your fellow elected or appointed board members.
5. Protect staff from public attacks. Recognizing the tensions that can exist within a system meant to produce the most public good, and remembering the rules as they apply to the day-to-day work in our service to our constituencies, is likely the best way to ensure that the public good does indeed come to fruition.
For more information about managing relationships in a Board-CEO type structure, contact Ruben Duran at ruben.duran@bbklaw.com or (213) 787-2569.
Ruben Duran represents exclusively public agencies as a partner in the Municipal Law and Government Policy & Public Integrity practice groups of BBK. He provides both general counsel services and special counsel in the areas of New Markets Tax Credits, elections law, real estate, and complex conflicts of interest and open government issues. He serves as city attorney for the cities of Fontana and Ontario, general counsel to the Oxnard Harbor District, and the Crescent City Harbor District in Del Norte County. He is also board counsel to the Southern California Association of Governments and serves as Chair of the California State Bar Board of Trustees.
Green Marine has much to celebrate as it marks 15 years as the leading environmental certification program for North America’s maritime industry with more than 450 members as participants, maritime associations, partners and supporters. Thanks to the voluntary, dedicated efforts of the ship owners, port and Seaway authorities, terminal operators and shipyard managers involved, major strides have been achieved in improving air, water and habitat quality.
Responding to emerging issues with the membership’s guidance, Green Marine has added eight performance indicators to its original six over the years to take up new challenges that include addressing underwater noise, improving the safety and sustainability of ship recycling, and charting the way for ports to further improve their community relations. A lot of this has also been influenced by the more than 90 supporters from environmental, scientific and governmental organizations invited to discuss emerging issues and their potential solutions directly with the industry members.
Consistently taking an inclusive and collaborative approach, Green Marine has changed how the industry approaches environmental matters. There’s still healthy competition, but the industry’s leadership has realized the environmental, social and economic advantages of working together on common sustainability issues. It leads to a fuller understanding of maritime transportation’s various logistical challenges, produces better results and, thereby, return on investments in time, money, labour and other resources.
Frank Camaraire, Director of Climate Change Policy at BC Ferries, is among those who praise Green Marine’s
networking value. On congratulating Green Marine on 15 years, he says it’s been a great way for BC Ferries “to develop a robust environmental program… reduce our environmental footprint, foster a culture of continual improvement, and exceed regulatory compliance.”
Isabelle Brassard, Fednav’s Senior Vice President, Logistics and Sustainable Development, notes that Green Marine’s focus on “continual improvement is just as fundamental today as when the program was launched 15 years ago.”
As is often the case, it took a crisis to gather forces. A few industry leaders initially met following public outcry about the introduction of aquatic invasive species through ballast water into the St. Lawrence Seaway and Great Lakes navigational system. While the maritime industry has generally strived to do better when it knows better, the AIS issue brought intense media attention. As Ray Johnston, Green Marine’s past president, recently noted: “We knew, and kept telling media, that marine transportation was actually greener than other modes,
but that story wasn’t getting across. We realized it wasn’t enough to simply keep repeating this… We had to find ways to clearly demonstrate it.”
Green Marine arose from a small group of industry CEOs making a real commitment to having their company operations go beyond regulations on six prioritized issues, and clearly demonstrate their progress on each of these fronts in a transparent, measurable way. After lengthy discussions, it was decided to establish four levels of increasingly demanding criteria beyond Level 1’s monitoring of regulations in a true commitment to continual improvement.
The program’s framework is one of Green Marine’s biggest successes. It holds the industry’s participants to the same rigorous standards. However, it gives new participants some time to familiarize themselves with the extensive requirements at each level, while also obliging them to continue to improve year over year until they achieve Level 2 best practices for all their applicable performance indicators. Participants continue to subsequently improve, bringing the latest overall annual performance average to 3.0.
Consistently taking an inclusive and collaborative approach, Green Marine has changed how the industry approaches environmental matters.
Green Marine’s framework adapts well to new challenges. When ports called upon the program to better gauge their progress in community relations, Green Marine ventured beyond its existing scope into the Social Sciences to find ways to fairly assess efforts that can be more challenging to measure in terms of results. With a quickly rising number of shipyard operators in the program, Green Marine is now developing criteria specifically for these participants that originally shared the performance indicators created for terminal operators. The overall program is reviewed on a regular basis to ensure that all of its criteria remain sufficiently challenging at each level beyond regulations and in light of new science, technologies and industry best practices.
The framework’s success is largely due to the involvement of the program’s four regional advisory committees, working groups established to explore specific issues, as well as the regular input from the more than 90 supporters representing governmental, scientific and environmental interests. In fact, it’s why, after a global survey of existing programs, the not-for-profit Surfrider Foundation Europe sought to license the model to launch Green Marine Europe in 2020. This collaboration is already proving to be mutually beneficial with our two organizations working in tandem but keenly aware of geographical and regulatory differences.
As for the AIS issue, Green Marine’s participating ship owners, along with others, advanced solutions by trialing mid-ocean ballast exchanges that subsequently became mandatory and have proven highly effective. Participants have also tried out different ballast water treatment systems before they became compulsory to install. Ahead of regulations, Green Marine has furthermore expanded its criteria to include ways to address biofouling.
Yet another key example of Green Marine’s industry-based collaboration
is with Transport Canada towards standardizing the approach to measuring greenhouse gas emissions at ports. After successful voluntary trials of the Port Emissions Inventory Tool by Green Marine participants in Canada and the United States, Green Marine licensed the PEIT in 2016 for its entire port membership to use without cost as a mean to achieve the program’s Level 4 GHG performance indicator requirements.
Green Marine is again charting a new course when it comes to decarbonizing maritime transportation. The 2022 program includes the reduction targets that ship owners must achieve to surpass the International Maritime Organization’s 2050 GHG reduction goals.
Participants have already significantly lowered GHG and other air pollutants since Green Marine’s inception through fleet renewal, vessel retrofits, optimized voyage planning, improved waste management, shoreside plug-in power, electrically powered equipment, and other strategies. However, the route towards decarbonization is the start of an entirely new era of unprecedented challenges for the industry. It requires extensive investment in the research, development and testing of cleaner sources of energy to establish their feasibility for various maritime conditions and types of operations, as well as an evolution in market forces to subsequently provide these sources on the large scales required.
Although daunting, Green Marine’s membership has accepted this challenge knowing that it’s only possible if clear markers of progress toward the ultimate objective are laid out. It is why extensive discussions were held to determine the steps required to meet this lofty goal.
As a result, Green Marine now requires ship owners to achieve a 2.4 per cent annual GHG reduction to obtain the certification program’s highest Level 5 ranking for this performance indicator. Here, too, is where Green Marine’s strengths come to the fore. Green Marine calls upon key industry representatives, technology innovators, and environmental, scientific and governmental experts within the membership to share applicable knowledge and experience. Now with Green Marine Europe onboard, there’s also greater insight as to what is being done across the Atlantic as well as in other areas where European vessels regularly operate.
Green Marine’s participants have established a strong culture of sharing their direct experience with environmental innovation and best practices to benefit the industry as a whole. As a result, there’s less ‘reinventing of the wheel’ with participants relating, for example, their experience with cleaner energy sources, such as hydroelectric shore power, liquid natural gas and most recently biofuels, which all constitute key interim steps to reducing emissions on the route to decarbonization.
Decarbonization and underwater noise weren’t even common terms when Green Marine set out to change the way maritime transportation’s key players collaborated on environmental issues 15 years ago. There’s no doubt that the next 15 years will bring about even greater change as the organization’s membership works to further advance environmental excellence. Here’s to the next 15 years and onward!
For more information about Green Marine, visit:
www.green-marine.org
...the route towards decarbonization is the start of an entirely new era of unprecedented challenges for the industry.
With just over five years in business, Victoria-based MarineLabs is becoming increasingly popular with ports, pilots, and various stakeholders. “Our sensor technology that measures ocean waves and wind at extremely high resolution is then transmitted to ports and maritime operators for decision-making on weather,” said CEO Scott Beatty. This helps to optimize port and vessel operations as well as to provide a marine safety component and operational efficiency when used to bring ships into channels and approaches that are outside of a port’s protected area.” And, as MarineLabs’ network of sensors expands and data becomes more detailed, the system is proving useful for forecasting the impacts of climate change on coastal infrastructure and much more.
With a Master’s and PhD in Mechanical Engineering focusing on Ocean Wave Energy and Ocean Engineering, CEO Dr. Scott Beatty’s decision to establish MarineLabs – realtime coastal intelligence for marine domain awareness — was the logical next step. Possessing both the vision and the skills, Beatty set about creating the core technology that monitors wind and waves.
The key hardware that feeds the MarineLabs’ CoastAwareTM platform is a self-powered, bolt-on, sensor unit that can be easily mounted on buoys and
transmit every wave and every gust of wind. On their cloud platform, the data is accumulated and accessed by clients through a subscription-based account with a slick user interface. Their API ensures the data can easily work with any existing system, whether it be a website, GIS, or vessel traffic systems.
The appeal of CoastAwareTM for organizations like ports, pilots, government, and research agencies cannot be understated. Most notably, as a subscription-based service, clients are not burdened with maintenance costs. The ability to receive real-time information in high resolution (as much as four
...as MarineLabs’ network of sensors expands and data becomes more detailed, the system is proving useful for forecasting the impacts of climate change...
times faster than traditional government weather services) is especially useful for pilots trying to make a go/no-go decision for service or for ports managing just-in-time arrivals.
The value of CoastAwareTM for ports is equally enticing. “Many ports are moving toward real-time or predictive modelling for issues like dynamic under-keel clearance,” said Beatty. “CoastAwareTM is a powerful tool that allows them to plug in data that validates the modelling.”
Beatty noted that discussions with the marine industry have been invaluable throughout the development of their technology. “We talk to ports and learn about their needs and identify the gaps that exist. In addition to discussing the best locations for sensors, we are also able to tailor the information. We ensure the information can be integrated and communicated with the port’s existing systems but also used on mobile devices.”
He highlighted the benefits of using existing buoys in the area to eliminate the need for the port getting into the buoy business. “Instead of the port having to buy the hardware, deploy the buoys, and become buoy maintenance experts, they are simply charged a subscription fee for the data. MarineLabs mounts the sensor units to existing buoys and Aids to Navigation and the port is provided access to the data.” He added another benefit is that the more sensor units mounted on AtoN around a port, the better. “If one sensor goes offline, we have built in redundancy with additional sensors in the area so that no matter what, data will still be available to support port operations. Right now, we have a fleet that is from the Atlantic Coast of Canada across to Prince Rupert and all the way down to Vancouver, BC. Our uptime overall is 95 percent versus typical government run buoy data that is in the range of 75
percent uptime. And our goal is to drive that to 99 percent.”
“While continuing to expand our network as more and more ports come on board, the data becomes more useful over the long term,” Beatty said when asked about how MarineLabs can assist with climate change. “As more statistics are collected, we’re able to better forecast what climate change is going to do to coastlines. This in turn helps ports adapt to issues like sea level rise. Having statistics available is helpful when considering investments in new infrastructure or critical upgrades. There is a huge value to having the data that can convince governments to invest.”
While computer modelling for coastal engineering is the traditional method for predicting changes, Beatty noted that direct measurements provide more certainty when it comes to planning for coastal protection as a result of climate change. He pointed to examples of coastal resilience planning in the Port of Vancouver’s Burrard Inlet where there is erosion occurring. “There’s a concern that continued shipping through that waterway will cause more erosion. So, we’ve been able to directly measure the drivers of erosion from increased traffic.” Interestingly enough, the results showed that recreational boating was having more of an impact on erosion than commercial shipping traffic. “We were able to extract out vessel wakes, using our
“As more statistics are collected, we’re able to better forecast what climate change is going to do to coastlines. This in turn helps ports adapt to issues like sea level rise..”
vessel-wake analysis tool, from the background wind waves and then categorize them and link them to AIS data from ships and connect specific wakes to vessels.”
Other examples of how the data is being put to good use involved the development of new terminals. “We are
currently deploying units for the collection of wind and wave statistics so that new terminals for LNG along the B.C. Coast can be effectively designed. Sensors are being put in place now so that in a year, we’ll have built up a catalogue of statistics that can help toward the design of the terminal.”
MarineLabs made the news last February when they reported on measuring a 17.6-meter rogue wave in the waters off Ucluelet, B.C. This was the most extreme rogue wave ever recorded. However, Beatty was quick to note that the company is so much more than just “a wave company”.
“Typical government buoys will provide updated information once every hour and that usually involves summaries of sea states. We’re extracting megabytes of data that allows us to go through every single wave undulation and every single wind gust and report more effectively,” Beatty said. “Because of that high resolution, we are able to develop a methodology for rogue wave risk assessment. Depending on the character of the seas, we are able to produce a Rogue Wave Risk Index that is similar to an Avalanche risk index with low, medium, and high-risk warnings.”
As MarineLabs continues to evolve, Beatty pointed out that uses for the sensor data evolve along with it. “For example, directional wind can be equally or more important as wave reporting,” he said. “Wind can significantly impact the operations of ships and pilots, and port operators are actually more interested in this. And vessel wake analysis is another area that can assist greatly in developing marine policies, especially those related to recreational marinas and determining speed limits for vessels. For small ports and harbors, if vessel wake is an issue, they should talk to us. We have the world’s first turnkey vessel wake analysis.”
As to the future, Beatty believes the value of the data being generated by MarineLabs will only increase. “In the five short years we have been in business, we have discovered more ways to assist ports than we ever could have imagined in those early days. And as more and more uses for the data are realized, we know our work will continue to increase in importance for the maritime industry.”
Depending on the character of the seas, we are able to produce a Rogue Wave Risk Index that is similar to an Avalanche risk index...
The Association of Pacific Ports is pleased to welcome (back!) Business Oregon as our newest Associate Member. With one in six jobs in the State attributable to port activity, Oregon’s Economic Development Agency — Business Oregon — places a high priority on working with the 23 public ports in Oregon to support economic development initiatives. “We are involved in all sorts of public infrastructure investments with the aim of supporting economic development in the state,” said Courtney Flathers, Business Oregon’s Ports Program Policy Coordinator. “We also support private businesses through tax incentive programs, innovation, entrepreneurship, and global recruitment, for example.”
As the key point person for ports, Flathers works with colleagues across the agency to facilitate projects that fall under the Port Planning and Marketing Fund as well as the Port Revolving Loan Fund.
The Port Planning and Marketing Fund provides grants of up to $50,000 (with 25 percent matching funding) to assist ports with their strategic business plans (a state requirement) or any other marketing or planning process — for example, feasibility studies, new infrastructure project planning, or a marketing project. Flathers noted that the parameters of the grant are broadly defined.
The Oregon Port Revolving Fund allows ports to apply for loans to help with projects such as pre-planning or design work as well as construction. “This fund is also quite broadly defined,” said Flathers. “Essentially, a port can apply for a loan for any project that the port is legally authorized to undertake. They do however need to have their business plan in place and up to date.” With a cap of $3 million on borrowing, Flathers went on to say that
Business Oregon is working on modernizing the statute for this program and recapitalizing the fund in the 2023 legislative session, recognizing that there is a gap between the size of the loan and the needs of ports.
While the support that these two funds provide can’t be overstated, they are not the only way Business Oregon works to facilitate economic development for ports. “We host a virtual training program on a monthly basis that features various speakers and agencies who join to share information on a wide range of topics of interest to ports – this can range from permitting information to updates on offshore wind development and many topics in between.”
Business Oregon also has a lobbyist in Washington, DC, who advocates on behalf of public ports. “A lot of that work is focused on funding and policy issues, including federal appropriations and working with U.S. Army Corps of Engineers.”
And if that’s not enough to keep Flathers busy, the State of Oregon also owns a dredge. “The State Legislature purchased a dredge in 2015 and, while Business Oregon is technically the owner, we contract with the Oregon International Port of Coos Bay to
maintain and operate it. The state provides funds to pay for the maintenance costs.” Flathers oversees the Oregon Public Ports Dredging Partnership, a voluntary group that provides guidance and oversight over the use of the state dredge. This includes the annual process for soliciting applications from ports in need of dredging in a particular year.
Priorities on the horizon for Flathers and Business Oregon include working with the University of Oregon’s Institute for Policy Research and Engagement on an economic impact and needs assessment for ports. Work started over this past summer and will continue through to mid-2023. “It’s a significant project we’re undertaking but very important to allow us to help ports in the way they need,” she said. “The last study was done in 2014 so this will give us an updated picture on infrastructure and capital needs. Many ports have infrastructure that is nearing its end of life and this study will give us a good idea of what’s needed so we can make a strategy from there.”
APP is indeed very pleased to welcome Business Oregon as a returning member and looks forward to working with Courtney to assist in her efforts to support Oregon ports.
The Association of Pacific Ports is pleased to welcome our newest Association Member, Marine & Civil Maintenance Pty Ltd (MCM). First established over 20 years ago, MCM is a market leader in the field of complex structural repair, maintenance, and refurbishment projects of large civil infrastructure.
“We’re excited to share our technology and services with APP Members,” said Blane McGuiness, Executive Manager, Engineering. “We’re able to pro-actively mitigate the need for large-scale remedial work by mitigating the corrosion process in large concrete structures.” This, plus their commitment to environmentally sustainable practices, illustrate the ingenuity and innovation behind the success of the company.
Headquartered in Sydney, Australia, with offices in Melbourne, Central Queensland and Fiji, MCM’s team of 65 staff — 15 engineers, 10 senior supervisors and the balance a mix of administration, skilled labour, dive crews, bridge and wharf carpenters, and plant operators — have an enviable track record when it comes to the delivery of technically challenging rehabilitation projects.
“Our systems are aligned to work on operational facilities which may handle containers, bulk grains, dangerous liquids or passenger liners and as such, we are adept at coordinating multiple stakeholders, shipping schedules and tidal movements seamlessly to ensure client expectations are met across all KPIs: time, budget, safety, quality and environmental impact,” said McGuiness, highlighting the work done with the Port of Melbourne as an example.
“We’re able to pro-actively mitigate the need for largescale remedial work by mitigating the corrosion process in large concrete structures.”
The project included the repair and electrical upgrade to the existing embedded concrete and submerged water anode cathodic protection systems under a design and construct approach; installation of cabling and new Omniflex TR units with remote monitoring capability; and concrete repairs — all while providing a low-impact worksite through MCM Greentech initiatives including portable off-grid solar-powered site offices and lunchrooms, the reuse of redundant CP power units for temporary energizing tests, and the centre piece technology the MCM GreenTech Shield.
While the U.S. is a new market for them, McGuiness noted that senior employees of the company have worked across a number of projects in countries such as China, Finland, Brazil, New Zealand and Papua New Guinea. “The technology works very well on infrastructure that has required de-icing so countries with colder climates benefit greatly.”
Part of MCM’s strategy in accessing new markets abroad includes sourcing partners already in those markets to provide training of local engineering teams along with the technology and support. Local partners in turn would contribute their knowledge of compliance regulations and on-site labour.
As mentioned above, MCM’s proprietary technology — GreenTech Shield — mitigates corrosion in marine structures allowing ports to avoid expensive rebuilds. “It’s a cost-effective method that extracts chlorides from concrete,” explained McGuiness. “The cost of remediation of marine infrastructure can become relatively expensive when you consider operations interruptions. When you consider the MCM GTS however, we can extend the service life of the structure, with significant cost efficiencies, while as port operations continue uninterrupted.”
MCM are experts in electrochemical treatment and have used their expertise and experience to develop a more refined method of electrochemical protection to extract chlorides, mitigating the need for costly concrete repairs.
As McGuiness described it, the chemistry has been around for years, but MCM has made it more useable. “Environmental factors that were undesirable have been removed — for example, the use of dosing chemicals and fibrous spray materials that are unsuitable for tidal and splash zones. As soon as you put it on, it would get washed out and the chemicals and fibre would leach into the water.” MCM’s
system is constructed with a patented self-contained laminate system that consists of electrolyte-retention membranes, conductive adhesives, and encapsulated high-efficiency anodes.
The system was developed over the past three years and was initially trialed onsite during their work with the Port of Melbourne. “They were happy to let us install this on their site, and we then had it verified by the University of New South Wales. It’s very much a dataled approach — we take a lot of baseline data showing the level of corrosion activity and then we test after applying the system and extracting the chloride so you can then see how much is left in the structure.”
The testing revealed a significant reduction of chlorides following application, falling to almost zero after a couple of weeks. “After treatment there is negligible corrosion,” said McGuiness. “We’ve used diagnostic equipment to measure what’s happening as the process progresses and it shows significantly reduced levels of oxygen, and chlorides.
While protection can last up to 25+ years, McGuiness noted that pro-active management was key to maintaining infrastructure over the long term. “We develop a maintenance program tailored to the clients service life expectations, so the design life leads maintenance programs following initial application.”
The MCM strategy can also provide assurances of costs for budgeting. “Repairing a wharf via conventional concrete repairs, or the installation of a Cathodic Protection System all at once can be an expensive proposition that will require a significant capital outlay. With our system and a planned maintenance plan, you can start with the areas of most concern and then budget for known costs year over year. For boards and commissions, the idea is especially appealing — having a long-term maintenance plan alleviates the need for facing emergency budget shortfalls,” said McGuiness, adding that planned maintenance means avoiding
operational shutdowns and impacts on supply chain logistics.
Another unique offering from MCM is their refurbishment of site buildings for on-site offices that are fully solar powered. Launched three years ago, the initiative provides for a complete environmental suite of on-site services. “We provide off-the-grid site amenities,” said McGuiness. “The site offices are repurposed electrical containers that have been retrofitted and turned into fully furnished, air-conditioned offices with
windows and solar panels. They also have rainwater capture, so they are entirely off the power grid.”
This is just one more initiative that speaks to MCM’s commitment to innovation and reducing waste. This, plus their international engineering accreditations and their well-documented success delivering on technically challenging wharf and jetty rehabilitation projects, stands as a testament to the standards APP members can expect as MCM rolls out the technology to an international market.
Port of Alaska (www.portofalaska.com)
American Samoa Port Administration (americansamoaport.as.gov/)
Port of Brookings Harbor, Oregon (www.portofbrookingsharbor.com)
Port of Columbia County, Oregon (www.portofcolumbiacounty.org)
Commonwealth Ports Authority, Northern Mariana Islands (www.cnmiports.com)
Fiji Ports Corporation Limited (https://fijiports.com.fj/)
Port of Grays Harbor, Washington (www.portofgraysharbor.com)
Port Authority of Guam (www.portguam.com)
Honolulu / State of Hawaii Ports
Port of Hualien, Taiwan International Ports Corporation, Ltd. (https://hl.twport.com.tw/)
Port of Hueneme, California (www.portofh.org)
Port of Kaohsiung, Taiwan International Ports Corporation, Ltd. (https://kh.twport.com.tw/en/)
Port of Keelung, Taiwan International Ports Corporation, Ltd. (https://kl.twport.com.tw/en/)
Port of Long Beach, California (www.polb.com)
Republic of Marshall Islands (RMI) Ports Authority, Marshall Islands
Nanaimo Port Authority, BC, Canada (www.npa.ca)
Port of Newport, Oregon (www.portofnewport.com)
Pohnpei Port Authority, Micronesia (www.ppa.fm)
Port Alberni Port Authority, BC, Canada (https://portalberniportauthority.ca/)
Port of Redwood City, California (www.redwoodcityport.com)
Port of San Diego, California (www.portofsandiego.org)
Port of Skagit, Washington (www.portofskagit.com)
Port of Stockton, California (www.portofstockton.com)
Port of Taichung, Taiwan International Ports Corporation, Ltd. (https://tc.twport.com.tw/en/)
Ports Authority Tonga (www.portsauthoritytonga.com)
Port of Umatilla, Oregon (https://portofumatilla.org/)
Port of Valdez, Alaska (https://www.valdezak.gov/151/Port)
ADELTE Ports & Maritime (www.adelte.com)
Albion Marine Solutions (albionmarine.com)
AM Insurance (www.amibrokers.com)
The Beckett Group (www.thebeckettgroup.org)
Best Best & Krieger Attorneys at Law (www.bbklaw.com)
BNAC Environmental Solutions Inc. (www.bnac.ca)
Business Oregon (https://www.oregon.gov/biz/)
Davies Transportation Consulting Inc. (www.dtci.ca/)
EA Engineering, Science and Technology, Inc. (www.eaest.com)
Federated Shipping Company
FortisBC (www.fortisbc.com)
GCT Global Container Terminals (globalterminals.com)
Harman Kemp North America Limited (https://www.hknal.com/)
Innovative Manufacturing Inc. (www.marinetapes.com)
Kongsberg Maritime Canada Ltd. (www.kongsberg.com)
Law Office of Alan K. Goldstein (https://alankgoldsteinlaw.com)
Liebherr USA, Co. (www.liebherr.com)
Liftech Consultants (www.liftech.net)
Lynker (www.lynker.com)
Majuro Stevedore & Terminal Company, Inc.
Marine & Civil Maintenance Pty Ltd. (www.marineandcivil.com.au)
Marine Labs Data Systems Inc. (https://marinelabs.io/)
Maritime and Port Bureau, Taiwan (www.motcmpb.gov.tw)
Matson (www.matson.com)
Nautical Consulting International Inc. (https://nauticalconsulting.com)
NEC (www.necam.com)
Northern Economics Inc. (https://northerneconomics.com/)
The Pasha Group (https://www.pashagroup.com)
Pavement Technical Solutions Inc. (pavementtechsolutions.com)
Port and Maritime Business Management (www.pm-bm.com)
PortLink (www.portlinkglobal.com)
Reid Middleton, Inc. (www.reidmiddleton.com)
Salus Resources Inc. (www.salusresources.com)
Schrader Co. Sales, LLC (www.schraderco.com)
Shey-Harding Associates (www.shey-harding.com)
SSA Marine (www.ssamarine.com)
Trans Mountain (www.transmountain.com)
Truk Transportation
Tynebridge Solutions Inc. (www.tynebridge.ca)
Western Wood Preservers Institute (www.wwpinstitute.org)
Association of BC Marine Industries (abcmi.ca)
Green Marine (https://green-marine.org/)
Inland Rivers, Ports & Terminals Association (https://www.irpt.net/)
Interferry (www.interferry.com)
The conference will be held at the Hobart Convention and Exhibition Centre (HCEC). Located within the conference hotel – the Hotel Grand Chancellor Hobart –the HCEC is the largest purpose-built conference and events facility in Tasmania and promises to be a fantastic venue. The conference will offer many networking opportunities, and sponsors and exhibitors will enjoy a flexible and open exhibition area in which to display their products and services.
Check the conference website often and follow our social media accounts for news and updates about registration; accommodations; speakers and sessions; networking and social events; and sponsorship.
“On behalf of Spirit of Tasmania, I look forward to welcoming you to Hobart, Tasmania in November 2023 for the 47th Annual Interferry Conference.”
Bernard Dwyer – CEO/MD, Spirit of
Tasmania
