Industry Insight Fiji Ports Corporation Limited: Charting a smart, green path for the future Technology A proposed implementation framework for upgrading and improving port operations Supply Chain Will diverted congestion cargo stick?
Construction of the modern, three-berth Westridge Marine Terminal located in the Port of Vancouver on the West Coast of Canada is now more than 75 per cent complete. Throughout the expansion, our existing terminal remains in operation servicing crude oil exports to global destinations and jet fuel deliveries to the Vancouver International Airport. Our highest priorities are the safety of the community, employees and the protection of the environment. For the new marine terminal we will apply improved vapour management processes based upon modern technology that will help preserve air quality. This will employ two new Vapour Recovery Units to capture nearly all of the odorous compounds and volatile organic compound emissions that are produced as oil is loaded into double-hulled tankers. The units will compress, liquefy and cool the vapours and then re-inject them into the vessel being loaded. As a result, even though the expansion will increase terminal operations, emission levels will remain similar. For more information, visit transmountain.com.
WestridgeTransMountain.com
Committed to safety since 1953.
TransMtn
Marine Terminal expansion is nearing completion
September 2022 Volume 3 Issue 3 6 APP COMMITTEEEXECUTIVE 7 EXECUTIVE DIRECTOR’S NOTE By Jane McIvor 8 PORT NEWS News briefs from APP Members 12 INDUSTRY INSIGHT Fiji Ports Corporation Charting a smart, green path for the future 17 PORT UPDATE Port of Redwood City Snapshot of South San Francisco Bay 19 SUPPLY CHAIN Will diverted congestion cargo stick with alternative ports and gateways? By Darryl Anderson, Phil Davies, and Hanh Le-Griffin 24 TRAFFIC MANAGEMENT The Tragedy of the Commons — in ports By Trevor Heaver On the cover and above: The Port of Suva (courtesy Fiji Ports Corporation Limited); Bottom right: GCT Deltaport (courtesy GCT Canada). CONTENTSPACIFIC P RTS 28 PORT MANAGEMENT Wärtsilä Voyage and PortLink Global are connecting the dots across the entire marine ecosystem 30 TERMINALS GCT celebrates 25 years at Deltaport 33 WOODEN INFRASTRUCTURE Environmental focus on treated timbers By Larry Lizotte 35 PORT EQUIPMENT The new Liebherr mobile harbour crane 37 TECHNOLOGY A proposed implementation framework for upgrading and improving port operations 43 ENVIRONMENT How ports can right the ship on industry pollution, emissions By Allyson Browne 45 TRADE ROUTES Mexico is on the move By Gordon Feller 47 APP NEW MEMBERS Tynebridge Solutions Inc. Harman Kemp North America Limited 51 APP MEMBERS 30 12 September 2022 — PACIFIC PORTS — 5
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 ThroughoutAuthorities.our100+-year history, our objectives have remained consistent. With a focus on collaboration, the APP strives to encourage and facilitate best practices professional development through annd strong communications.
Darryl Anderson Allyson Browne Phil Davies Kris English Gordon Feller Trevor Heaver Hanh Le-Griffin Larry Lizotte
REGIONAL REPRESENTATIVES
ASSOCIATION OF PACIFIC PORTS ADVERTISERS Albion Marine Solutions 10 APP Winter Conference ........................................................................ 26 / 36 GCT Deltaport 25 Innovative Manufacturing 11 Interferry Annual Conference ..................................................................... 19 Kongsberg 23 Liebherr BC Port of Skagit....................................................................................................... 9 Taiwan International Ports Corporation 4 Trans Mountain / Westridge Marine Terminal 3 Wiggins Lift Co. Inc. ...................................................................................... IFC Association of Pacific Ports 2022/23 Executive Committee Bobby
and
EDITOR’S NOTE: Due to the international nature of our membership, spelling within each article remains consistent to the country of origin.
Jane McIvor Mike McLellan Doug Winnie
AT-LARGE REPRESENTATIVE
Chris King, American Samoa Department of Port Administration Zoran Knezevic, Port Alberni Port Authority, British Columbia Canada Ian Marr, Port of Nanaimo, British Columbia Canada STAFF Jane McIvor (jane@pacificports.org)
Phone:Advertising323-578-2452
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
conferences, workshops
Philippe Critot (philippe@pacificports.org) Olvera Jr., President Port of Long Beach, California USA
Contents copyrighted 2022 Association of Pacific Ports 300 - 1275 West 6th Avenue, Vancouver, British Columbia Canada V6H 1A6
PACIFIC P RTS
OFFICERS 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
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.
Publisher Association of Pacific Ports Executive Director & Editor Jane McIvor Contributors
6 — PACIFIC PORTS — September 2022
Editorial & Association business Phone: 604-893-8800 Jane McIvor (jane@pacificports.org)
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
Philippe Critot (philippe@pacificports.org)
September 2022 Volume 3/Issue 3
EXECUTIVE DIRECTOR’S NOTE
— Jane McIvor
Momentum is building
It is my sincere pleasure to welcome Fiji Ports Corporation Limited as our newest Port Member! In researching Fiji's ports and their man agement for our Industry Insight in this issue, I can't tell you how impressed I was with what I found. The Fiji Ports Corporation, in place since 2015, has not only been winning accolades for their best practices in environmental steward ship but have been able to report a profit (shared with employees) during the pan demic — especially striking given that a sizeable part of their business (i.e., the cruise industry) was absent! Don't miss our full profile starting on page 12. Welcoming Fiji Ports to the APP is just the latest positive news for the Association in recent months. We're now back on track with our two con ferences per year — Saipan's confer ence will be ongoing when you read this. We've already started on plans for our Winter Conference — Honolulu Hawaii, February 8 to 10, 2023. Watch for details to come out immediately fol lowing our time in Saipan. And in the summer of 2023, we're very excited to head to Long Beach California for our 109th Annual Conference. In addition to resuming our confer ences, Pacific Ports Magazine has been gaining traction and receiving very positive feedback. While the initia tive was developed to help the APP recover lost revenue from the lack of conferences during the pandemic, we'll be continuing to publish at least three per year. It's a great way to fulfill our key mandate of encouraging and shar ing best practices, learning about new technologies and providing insights into relevant issues. With this renewed momentum for the Association, I invite you to get involved. There are more opportunities than ever to share your news and seek feedback from your colleagues. Remember, it's easier to learn from others that it is to reinvent the wheel. And the APP has become a great facilitator of connecting you to resources of knowledge you might not know exist.
APP PORT MEMBERS September 2022 — PACIFIC PORTS — 7
As the second-busiest container seaport in the United States, the Port handles trade valued at $170 billion annually and supports 2.6 million jobs across the nation, more than 575,000 in Southern California, and more than 50,000 jobs — or 1 in 5 — in Long Beach.
Kim B. Puzey, Second Vice President — Port of Umatilla, Oregon USA
Mr. Olvera is joined by both new and returning APP Port Members to the Executive Committee. Before welcoming new members, the Executive said farewell to Dick Dodge, Port of Redwood City Commissioner, who retired after serving 42 years on the Redwood City Harbor Commission. Lorianna Kastrop has been appointed as Mr. Dodge’s replacement on the Committee. Also new this year is Judith Guthertz, repre senting the Port of Guam, and Sara Young and Kevin Ware, sharing duties to represent the Port of Skagit.
PORT NEWS
The full Executive Committee now consists of: Officers Bobby Olvera Jr., President — Port of Long Beach, California Shao-LiangUSA Chen, First Vice President/Treasurer — Taiwan International Ports Corp, Ltd., Taiwan
Judith Guthertz — Port Authority of Guam, Guam USA Kimberlyn King-Hinds, Past President — Commonwealth Ports Authority, CNMI Regional Representatives Shu-Hui Cheng — Taiwan International Ports Corporation, Ltd., Taiwan Sean Clark — Port of Columbia County, Oregon USA Lorianna Kastrop — Port of Redwood City, California USA
As International Vice President (Mainland) of the International Longshore and Warehouse Union (ILWU), Mr. Olvera serves as the Vice President of the Long Beach Board of Harbor Commissioners, holding a position on the Commission since May 2020. He is a fifth-generation long shoreman with a 30-year history in the ILWU. Before his election to ILWU International Vice President in 2018, Mr. Olvera was elected to a variety of positions at ILWU Local 13 in Southern California, the largest ILWU local on the West Coast, which includes the ports of Long Beach and Los Angeles.ThePort of Long Beach is the premier U.S. gateway for trans-Pacific trade and a trailblazer in innovative goods movement, safety, environmental stewardship, and sustain ability.
“Now more than ever, the eyes of the world are upon ports — whether it be for investment in infrastructure, moderniza tion initiatives, new technologies, or issues such as offshore wind, hydrogen use, and electrification,” said Mr. Olvera dur ing his remarks as incoming President at the APP’s Annual General Meeting on July 28. “It’s important for ports to be sharing best practices and learning from each other as well as finding new opportunities that will drive business,” he
Bobby Olvera Jr. elected as new President of APP said. “When business is success ful, our communities and port authorities are successful along with them. The APP is driving that narrative for ports within the Pacific Basin.”
Joe Carrillo — SSA Marine Bobby Olvera Jr.
Thomas Maddison — Republic of the Marshall Islands Port SteveAuthorityRibuffo — Port of Alaska, Alaska USA Sara Young / Kevin Ware — Port of Skagit, Washington USA At-Large Representatives
The Association of Pacific Ports is pleased to welcome Bobby Olvera Jr. as our newly elected President. Representing the Port of Long Beach, California, Mr. Olvera assumes the role following the tenure of Kimberlyn King-Hinds from the Commonwealth Ports Authority, Northern Mariana Islands, hosts of the upcoming APP Annual Conference (September 25 to 28, 2022). “I look for ward to working with APP members in the coming year,” he said adding that “collaboration and communication between us all are essential as we work to further the best interests of our communities and constituents.”
Chris King — American Samoa Department of Port ZoranAdministrationKnezevic — Port Alberni Port Authority, Port Alberni, British Columbia Canada Ian Marr — Port of Nanaimo, British Columbia Canada Associate Member Sub-Committee Representatives Jeannie Beckett — The Beckett Group
8 — PACIFIC PORTS — September 2022
“The rail line is an important economic driver in our county, supporting multiple businesses that employ hundreds of people,” said Sean Clark, the port’s executive director. “We are also aware that by bisecting multiple cities, the rail can present potential challenges.”
Astudy
INDUSTRY BRIEFS Good Jobs for the Skagit Valley Skagit Regional Airport Bayview Business Park La Conner Marina SWIFT Center 15400 Airport Drive, Burlington WA 98233 • www.portofskagit.com • 360 757 0011
recently evaluated rail crossings through out Columbia County and identified what safety improvements can be made in both the short and long term. Several local communities and private businesses joined together to commission the Columbia County Rail Safety and Mobility Study, with the Port of Columbia County repre senting the public-private partnership.
The construction of a grade-separated crossing, or overpass, was analyzed within a half mile of the Gable Road crossing in St. Helens. A concept drawing summarizes the scale and potential impacts associated with an overpass project, at an estimated cost of $61 million. “An overpass is something that we often hear as a possible solution, so we asked what that concept could look like and what it would cost,” said Clark. “A lot more work would need to be done before a project of this magnitude could move forward.”Thestudy proposes a quiet zone at the High School Way crossing in Scappoose, due to the proximity of several schools. Required safety measures for the quiet zone to be approved include the installation of medians or channelization devices, one-way streets with gates, and four quadrant gate systems.
The quiet zone could alternatively extend throughout the city, from Havlik Drive to Crown Zellerbach Road, requiring upgrades to all the crossings located within the zone. An action plan provides near to long-term crossing projects and outlines the next steps. The final report is available at www. portofcolumbiacounty.org.
Many crossings would benefit from a combination of upgrading the crossing conditions and the implementation of passive or active warning devices to restrict movement across the tracks.
Study evaluates rail crossings in Columbia County
The study was divided into two phases. The first phase evalu ated each of the 48 crossings located within the county rail cor ridor and categorized them based on safety, traffic delay, and concerns from the local communities. Phase two developed a matrix of improvement alternatives for each crossing.
INDUSTRY BRIEFS
10 — PACIFIC PORTS — September 2022
William Downe, Chairman of the Board of Trans Mountain, com mented: “We are pleased that Dawn has chosen to join the strong team at Trans Mountain. A community builder with a steadfast commitment to strength ening Canada, Dawn has proven to be a dynamic and thoughtful leader, suc cessfully leading organizations through change and revitalization. We are con fident that her broad-based knowledge, experience, and her background with governments and Indigenous commun ities will be a tremendous asset to Trans Mountain as it completes the expansion project and navigates the next stages of the Company’s future.”
Downe continues, “On behalf of all Board members, I would like to thank Rob Van Walleghem for his leader ship of the Company during this per iod of transition; he will continue in a senior executive leadership role at the company.”DawnFarrell commented: “I am excited to be joining the team at Trans Mountain as it continues its work of completing one of Canada’s most important infrastructure projects. The Trans Mountain Expansion Project has been in planning and construction for the past 12 years and, as it passes the 60% completion mark, I look forward to leading the organization to this Project’s end while steering the next phase of the Company’s future.”
Mrs. Farrell brings over 35 years’ experience in the energy business, hav ing held various senior level positions, including most recently President and CEO of TransAlta Corporation where she led the company’s unprecedented transition away from coal-fired elec trical generation. This was one of the most significant carbon emissions reduction achievements in Canada’s effort to address climate change. As a highly experienced large pub lic company executive, Dawn brings a depth of expertise and significant international business presence to Trans Mountain. Her experience at TransAlta, including three years as Chief Operating Officer, highlights Trans Mountain announces new President and CEO her strong expertise in the execution of complex projects, working with Indigenous communities, and complet ing company-wide cultural transform ation; all important areas of expertise that will benefit Trans Mountain. Mrs. Farrell brings extensive experi ence with capital markets, mergers and acquisitions, and has led the negotia tion and evaluation of a critical, intri cate transaction with government.
The Board of Directors of Trans Mountain Corporation haveannounced the appoint ment of Dawn Farrell to the position of President and Chief Executive Officer and member of the Board of Directors. The appointment will be effective August 15, 2022.
Dawn Farrell Background Dawn Farrell spent over 35 years in the energy business and held a variety of positions including President and CEO of TransAlta. TransAlta is one of the largest investor-owned generation and energy marketing companies in Canada with operations in Canada, the U.S. and Australia, and is a publicly listed company on the TSX and NYSE. As CEO of TransAlta for over nine years, Mrs. Farrell led the transformation of the company to competitive power focused on low-cost, clean, and reli able solutions for large commercial and industrial customers. She is currently the Chair of the Board for The Chemours Company and Portland General Electric. She has held past board positions including the Business Council of Canada, Alberta Business Council, Calgary Stampede, Conference Board of Canada, Mount Royal College/University Board of Governors and Foundation Board of Directors, Fording Coal Income Fund, New Relationship Trust, and Vision Quest Windelectric.
September 2022 — PACIFIC PORTS — 11
75th anniversary and welcome George III to Long Beach, we are proud to continue my family’s legacy of innovation and environmental stewardship, while recognizing our employees as our extended ‘ohana,’ ” said George Pasha IV, President and CEO, Pasha Hawaii. “We are also grateful for our partnership with the Port of Long Beach. Being able to fuel MV George III with natural gas at the Port reflects our shared vision of minimizing our environmental impact, while setting a new standard for ship building in the U.S.”
LNG-powered ships achieve a 99.9% reduction in diesel particulate matter and sulfur oxide emissions, 90% less nitro gen oxides and a 25% reduction in carbon dioxide compared to ships running on traditional fuels.
Port of Long Beach welcomes Pasha Hawaii LNG-powered ship
The Port of Long Beach on Wednesday welcomed Pasha Hawaii’s MV George III, the first container ship powered by liquefied natural gas to refuel on the West Coast. The ship’s LNG-powered engines are dramatic ally cleaner than those of a traditional cargo ship.
Following George III’s inaugural visit to Long Beach, the newly built 774-foot-long ship will begin its maiden voyage to its home port in Honolulu. And there’s another LNG Pasha ship on the the way — the Janet Marie will be the second of two “Ohana Class” container ships to join Pasha Hawaii’s fleet, in the fourth quarter of 2022, in service between Hawaii and the U.S. “Reducingmainland.shipemissions will have a significant and posi tive impact on the region’s air quality,” said Port of Long Beach Executive Director Mario Cordero. “We thank Pasha Hawaii for leading the way in green shipping at the Green Port.”“This is another positive step toward the widespread adoption of alternative fuels in cargo shipping and using cleaner technology to do business at the Port,” said Harbor Commission President Sharon L. Weissman. “Pasha Hawaii shares our long-term commitment for growing sustainably and“Asresponsibly.”wemarkour
INDUSTRY BRIEFS
The vessel was named after George Pasha IV’s late father, George Pasha III. Operating fully on natural gas, the new ves sel surpasses the International Maritime Organization’s 2030 emission standards for ocean vessels, representing the most technologically advanced and environmentally friendly class of vessel to serve Hawaii and one of several that serve Long Beach. Energy efficiencies are also achieved with a state-ofthe-art engine, an optimized hull form, and an underwater propulsion system with a high-efficiency rudder and propeller.
Accommodating Pasha Hawaii’s new LNG-fueled ship aligns with the Port of Long Beach’s dedication to environ mental sustainability and strengthens its commitment to the
Green Port Policy and San Pedro Bay Ports Clean Air Action Plan enacted more than 15 years ago. Those historic actions have led to unprecedented reductions in emissions connected to goods movement as the Port continues to work toward meeting a goal of deploying all zero-emissions cargo-hand ling equipment by 2030 and zero-emissions drayage trucks by 2035.
Charting a smart, green path for the future ...while tourism may be the backbone of Fiji’s economy, it is the Fiji Ports Corporation Limited (FPCL) that is the true facilitator of the country’s economy.
12 — PACIFIC PORTS — September 2022
Photo courtesy Fiji Ports Corporation Limited
The Ports Authority Fiji (PAF) was created in 1975 as a statutory body under Parliament’s Ports Authority of Fiji Act. In 1998, a reorganization created two entities out of the PAF: Maritime and Ports Authority of Fiji (MPAF) and Ports Terminal Limited (PTL).
Port management structure
In context Located about 3,000 kilometres east of Australia and 2,000 kilometres northeast of New Zealand, Fiji’s 333 islands comprise over 18,000 square kilometres in the South Pacific Ocean. The two largest islands account for 87 per cent of total land mass — Viti Levu (with 10,429 square kilometres) and Vanua Levu (5,556 square kilo metres) — as well as the majority of Fiji’s 900,000 residents who speak one of three official languages — English, Indigenous Fijian, and Hindi. In 2020, Fiji’s exports were valued at just over US$800 million, with beverages (water, spirits, and vinegar), mineral fuels, fish, gems and precious metals, and wood making up the top five products. Sugar, cereal, electrical machinery, clothing and accessories and aircraft round out the top 10 exports, accounting for more than 65 percent of overall value of global shipments from Fiji. More than three-quarters of the exports went to the U.S., Australia, New Zealand, China, Japan, and South Pacific Islands.
: INDUSTRY INSIGHT Fiji Ports Corporation Limited
To create a more efficient and inte grated management system, Fiji Ports Corporation Limited (FPCL) began operations in July 2005 under the Seaports Management Act 2005. The Corporation took over wharf assets with Port Terminal Limited becoming a sub sidiary. In 2013, FPCL sold 51 per cent
During this time, port operations fell under a number of government depart ment with agents of overseas shipping companies controlling stevedoring and cargo handling.
At first mention of Fiji, it’s easy to start dreaming of a trop ical paradise with white sand beaches and world-class diving and surfing. And while tourism may be the backbone of Fiji’s economy, it is the Fiji Ports Corporation Limited (FPCL) that is the true facilitator of the country’s economy. As an island nation, of course Fiji is dependent on maritime trade, but the convenient location of Fiji’s ports makes it a major crossroad for ship ping services between North America, Australia, New Zealand, and South Pacific Islands. As the newest Port Member of the Association of Pacific Ports, we thought it useful to profile FPCL to provide insights into Fiji’s seaport and ship repair facilities.
INDUSTRY INSIGHT of shares in PTL to Aitken Spence PLC in a public-private partnership which saw Aitken Spence assume management rights of the Ports Terminal operation in Suva and Lautoka. In late 2015, the Fijian Government divested 59 per cent of its shares in FPCL with the Fiji National Provident Fund purchasing 39 per cent and Aitken Spence purchasing the remaining 20 per cent. Today, FPCL is responsible for the management of local wharves as well as the development and mainten ance of wharf infrastructure; marine services, such as tugs and pilots; landbased services including warehousing, container yard planning, and berthing; andTheproperty.public-private partnership has worked incredibly well. Indeed, in August this year, FPCL Chairman Shaheen Ali announced a $13.4 mil lion dividend to be paid to shareholders as well as a bonus payout of just under $250,000 to be shared by employees. This, despite the fact that there had been no cruise ship visits Fiji during the two years of COVID-19 restrictions. During the announcement of the divi dend, Mr. Ali further noted that, since the public-private partnership began, there had been growth of significant shareholder value growth without any increase in fees or charges. Leading the FPCL is Mr. Vajira Piyasena, CEO since 2011. With the privatisation of Terminal in 2013, after a successful Public Private Partnership and subsequent divestment of FPCL in 2015, he was responsible for provid ing transformational leadership to the organisation at a time of change from a state own entity to a private entity. His professional career spans over 30 years in the maritime industry. He qualified in the U.K. as a Marine
Photo courtesy Fiji Ports Corporation Limited
Vajira Piyasena, Chief Executive Officer Roshan Abeyesundere, Chief Financial Officer
INDUSTRY INSIGHT Chief Engineer and had a seagoing career serving with major international shipping companies. He is a Chartered Fellow of the Chartered Institute of Logistics and Transport (UK), Fellow of the Chartered Quality Institute (UK), Fellow of the Institute of Marine Engineering Science and Technology (UK), Fellow of the Chartered Management Institute (UK) and a Fellow of the Royal Institution of Naval Architects (UK). As the co-founder of a consultancy company established to provide servi ces primarily to the maritime indus try, Mr. Piyasena has worked with over 100 companies in projects comprising of developing integrated management systems, policy development, corporate restructuring, and international busi nessHedevelopment.hasreceived Executive Training from Harvard Business School and Goizueta Business School. In addi tion, he is also a member of the MBA Advisory Committee of the University of the South Pacific and a Member of the Panel of Review for the Fiji Business Excellence Award. In the key position of Chief Financial Officer, Roshan Abeyesundere was appointed in 2017 and is a strategic commercial finance leader passionate in stakeholder value creation and process improvement, community development and capacity building, who has signifi cant international exposure. He is a for mer Group Accountant of New Zealand Post Group. At New Zealand Post he worked as commercial manager for six years, designing and implementing new revenue generating projects. For four years he was CFO of Dispute Resolution Services Limited New Zealand, respon sible for leading finance, IT, risk, prop erty, commercial and administration functions in five major cities in New Zealand. Mr. Abeyesundere has an MBA from Victoria University Wellington; is a Chartered Globe Management Accountant (CGMA), a Charted Marketer U.K. and holds the Chartered Marketing U.K. qualification MCIM. He is also a Fellow member of Chartered Institute of Management Accountants (CIMA) -UK and Certified Practicing Accountant (CPA) – Australia. Facilities FPCL provides primary regulatory oversight for the Ports of Suva, Lautoka, Levuka, Vuda, Malau, Rotuma and Wairiki.
14 — PACIFIC PORTS — September 2022
The Port of Lautoka is Fiji’s largest port for bulk cargo in addition to serving the needs of Western Viti Levu. FPCL provides primary regulatory oversight for the Ports of Suva, Lautoka, Levuka, Vuda, Malau, Rotuma and Wairiki.
Photo courtesy Fiji Ports Corporation Limited
LimitedCorporationPortsFijicourtesyPhoto
• The Port of Levuka is situated on the east coast of Ovalau Island and is primarily a fishing port Levuka’s Cannery managed by PAFCO.
• Also on Viti Levu is the Port of Lautoka, Fiji’s largest port for hand ling bulk cargo, specializing in bulk sugar, molasses, woodchips, petrol eum, and gas. Lautoka services the shipping needs of Western Viti Levu as well as providing another hub for cruise tourism.
• The Port of Suva is the largest and busiest container and general port providing the maritime gateway to the country’s capital city of Suva on the Island of Viti Levu, Fiji’s most populous island. In addition to its cruise terminal, the port provides easy access to major shipping lanes crisscrossing between the U.S., Asia, Australia, and New Zealand.
INDUSTRY INSIGHT
Priorities and future growth
Guided by values of professional ism, progressive leadership, commercial stewardship, corporate citizenship, and strategic innovation, FPCL’s Board of Directors and Senior Management have
Fiji Ships & Heavy Industries Ltd A key subsidiary of FPCL is Fiji Ships & Heavy Industries Ltd. (FSHIL). Strategically located in Walu Bay — adjacent to the International Port of Entry in Suva, FSHIL is a major benefit to international shipping lines as well as local ship owners. Their close prox imity to much of the region’s shipping offers distinct operational and finan cial advantages and FSHIL is regularly commissioned to service international fishing vessels, inter-regional ferries, barges, tourism craft, the governments’ inter-island fleets, and Pacific regional patrolWithboats.three drydock slipways capable of accommodating vessels as long as 65 metres with a 13-metre beam, FSHIL’s facilities undertake refits and conver sions, maintenance, overhauls, and ship repairs, with specialized crafts such as welding, industrial painting, pipe fitting, ship fitting, electrical work, sandblasting, carpentry, and rigging. They also have shipbuilding capabilities.TheHeavy Industries Division has the capacity for steel fabrication up to 300 tonnes and their skilled tradesmen are capable of designing multi-pur pose, roll-on-roll-off, steel-hulled ves sels among other projects. Additional capabilities include pipework, installa tion and repair of deck machinery, steel and aluminum ship construction and repair, electrical services, wooden boat building and repair and the manufac ture of fiberglass boats.
• On Fiji’s second largest island, Vanua Levu, the Ports of Malau and Wairiki provide facilities for the export of molasses (Malau) and logging industry products such as wood chips (Wairiki). The Port of Wairiki is also used as a Port of Entry for Fiji, catering to direct loading and off loading of cargo for Vanua Levu.
committed to a vision of being “the Smart, Green Gateway for trade in the Pacific region”. Reinforcing their vision is the mission statement: “To invest significantly in new and upgraded sea port and ship repair facilities to support and enhance the economic growth and prosperity of Fiji, as well as, providing key economic and lifestyle linkages throughout Fiji and our Pacific region. We will provide expertise to drive regional safety and capacity in respect of maritime infrastructure.” With that mission in mind, FPCL was very pleased to announce the installation of the first Vessel Traffic Management System in the South Pacific — a move that integrates all of the Port’s operational systems. “This is part of our digitization and smart port strategy,” said Roshan Abeyesundere. “The system is designed to provide the Port of Suva with the latest generation traffic management solutions. Features and functionality include such com ponents as control software, radar, surveillance cameras, next generation AIS platforms, communication sys tems, wireless networks, and VHF base stations.”FPCL was also recognized recently at the World Ports Conference in Fiji Ships & Heavy Industries Ltd. — a subsidiary of FPCL — serves both local and international shipping needs.
September 2022 — PACIFIC PORTS — 15
• The Port of Rotuma was declared an official Port of Entry in 2012 to facilitate trade between Rotuma and other islands of Fiji but also with other island countries such as Tuvalu and Kiribati.
INDUSTRY INSIGHT Vancouver for their Green Port Initiative. “The Plan outlines a path way to reduce the Port’s environmental footprint and combat climate change,” said Mr. Vajira Piyasena. “By installing a number of energy efficiency upgrades such as LED lighting, solar PV systems, replacement of a diesel-powered incin erator with an electric incinerator to reduce our carbon footprint, we have achieved an 11 per cent reduction in GHG emissions over the last five years.” Mr. Piyasena added that their goal was to further reduce emissions by 220 tonnes of carbon emissions by 2023 and reach carbon neutral status by 2027. An “energy tracker” has been put in place to monitor progress. The Plan has been so successful that it is being used as a case study for other ports.
Another priority for FPCL is the modernization and upgrade of infra structure at two international ports in Fiji. “We have been fortunate to engage some very competent contractors who are undertaking the modernization of our ports as well as our shipyard infrastructure and capacities,” said Mr. Abeyesundere.Withaneconomy that has showed great resiliency following the COVID19 pandemic, Fiji has seen significant investments that support the FPCL’s goals. Most recently, a new $45 mil lion Central Distribution Centre was announced for Wairebetia, Lautoka. The centre, being built by New World, will streamline the delivery of products for New World stores and will be built based on best practices developed by their partner, Independent Grocers Alliance (IGA), USA. Two other major companies in the Nadi/Lautoka corri dor will also be investing quite signifi cantly in the next couple of months, according to Fiji’s Attorney General, Aiyaz Sayed-Khaiyum who spoke on behalf of the Fijian Government at the ground-breaking ceremony for New World’s new Centre. In welcoming FPCL to the Association of Pacific Ports, President Bobby Olvera Jr., representing the Port of Long Beach, noted the mutual benefits that could be realized for members. “Now more than ever, the eyes of the world are upon ports — whether it be for investment in infrastructure, modernization initia tives, new technologies, or issues such as offshore wind, hydrogen use, and electrification,” he said. “It’s important that we share best practices and learn from each other as well as find new opportunities that will drive business,” he said. “When business is successful, our communities and port authorities are successful along with them. The APP is driving that narrative for ports within the Pacific Basin.”
APP members share a common vision: To provide an efficient, fluid, and cost-effective supply chain in a safe, environmentally sustainable and economically viable manner... We can help. With a focus on collaboration, the APP encourages and facilitates best practices and professional development through networking conferences, technical workshops and strong communications. Building partnerships throughout the Pacific Visit www.pacificports.org to learn more about the benefits of membership. jane@pacificports.orgJaneContact:McIvor | 1+604-893-8800 ASSOCIATION OF PACIFIC PORTS 16 — PACIFIC PORTS — September 2022
The APP is very much looking for ward to working with FPCL to further this goal. PP
The Port of Redwood City has been a maritime champion in California’s Silicon Valley region for more than 100 years. As the only deep-water port in the South San Francisco Bay, the Port of Redwood City’s strategic location and longstand ing history position it as a growing force in the region. We have conducted essential international trade throughout the decades while driving economic growth and serving communities dur ingInemergencies.January2020, the Port of Redwood City Board of Port Commissioners adopted the 2020 Vision — the first in the history of the Port to guide operations and business to meet the needs of our community. Within the first several years of the vision in place, the Port has made strides in diversifying its maritime and recreational efforts. The Port is honored to share highlights of our progress.
PORT UPDATE
A Request for Proposal has been issued for the Port of Redwood City that offers once-in-a-lifetime development opportunities for its recreational waterfront.
Redwood City Ferry Terminal Project In partnership with the Water Emergency Transportation Authority and regional local governments, the Port serves as the lead agency for the future Redwood City Ferry Terminal Project. The project seeks to create a public ferry service to the mid-peninsula with Redwood City representing the south ernmost hub for the San Francisco Bay Ferry system. This potential service will provide a new transportation alterna tive connecting the mid-peninsula to San Francisco and the East Bay, reduce vehicle traffic and enhance emergency preparedness for the movement of first responders and supplies by water after a catastrophic event. The ferry system will also allow residents to plan recreational outings on the bay to San Francisco or Oakland without having to worry about traffic delays or finding and paying for parking.Mostrecently, the ferry business plan was accepted by the Redwood City Board of Port Commissioners in spring 2022. The project is currently advancing with environmental review as well as preliminary design with the hope of construction being completed by 2026. To learn more about the Redwood City Ferry Terminal Project, visit www.red woodcityport.com/ferry
Port of Redwood City Snapshot of South San Francisco Bay In January 2020, the Port of Redwood City Board of Port Commissioners adopted the 2020 Vision — the first in the history of the Port to guide operations...
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Redwood City’s PortFest returns following a two-year hiatus.
The Port is thrilled to host our beloved annual community event, PortFest, fol lowing a two-year hiatus because of the pandemic. PortFest is a free commun ity celebration and waterfront festival that occurs on the first Saturday of each October. The annual event welcomes the community to learn about Redwood City’s maritime heritage and the history of our industrial working waterfront. This year, we were inspired to refresh PortFest’s marketing to re-energize community outreach efforts after the pandemic. The event marketing spot lights family-friendly offerings includ ing live music, children’s recreational activities, food trucks, vendor booths and more for the PortFest’s ‘Day on the Bay Adventures,’ overlooking the San Francisco Bay. On October 1, event attendees will be welcomed to the Port with musical per formances, water tours, local vendors, educational booths, a Kids’ Zone and other activities. Save the date and join in the PortFestfun! offers waterfront enjoyment for everyone. We’re excited to continue the tradition and create new memories as we welcome back our community to the waterfront. Find details on this year’s PortFest at www.redwoodci typort.com/portfest.
The Port is committed to community resilience and acting as a ‘good neigh bor’ to our residents and partners. The Port Sponsorship Program is one way the Port demonstrates its respect and appreciation for local organizations serving our community. The program offers community organizations fund ing opportunities such as event sponsor ship, waiver of permit fees for waterfront events or program and operational sup port. Sponsorship opportunities prioritize events and organizations that are aligned with the Port’s focus on mari time and waterfront recreation activities to enhance the local community. This year, our Port Sponsorship Program awarded six local nonprofit organizations a total of $16,000. The Port Sponsorship Program, along with other Port initiatives, ties together maritime commerce and waterfront recreation to serve the Silicon Valley. It is always an honor to serve our com munity, especially when we can further our industry and support regional resiliency. Learn about the Port Sponsorship Program at typort.comVision,Redwoodtimeto2020supportcommunitythememberforsecurity,tinuesnextcom/port-sponsorship-programwww.redwoodcityport.ThePort’s2020Visionwillguidethe25yearsandensurethePortcontodeliverabalanceofprosperity,sustainabilityandenjoymenttheregion.Weappreciateourfive-BoardofPortCommissioners,CityofRedwoodCity,partnersandmembersforcontinuingtothePort’sendeavorstowardsourVisiongoals.It’salwaysanhonorupliftourcommunitythroughmariprideandwaterfrontrecreation.TolearnmoreaboutthePortofCity,includingour2020pleasevisitwww.redwoodci
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PortFest
PORT UPDATE Waterfront Development Request for Proposal With a focus on diversifying maritime and commercial business, the Port initiated a Request for Proposal (RFP) for a once-in-a-lifetime development opportunity to help reimagine the Port’s recreational waterfront. The Port is a hid den gem located in the heart of Silicon Valley and is ready to be transformed into a world-class waterfront destination with uses that enhance public access and employment along the waterfront. In a region where explosive growth has been the norm over the last several decades, it is unusual to find prime developable land ready for investment. At the Port of Redwood City, there are several acres of waterfront real estate on the San Francisco Bay just waiting to be reimagined. The Port’s objective is to redevelop this site into a new waterfront destination that generates revenues via long-term ground lease arrangements. Community-serving uses with a direct nexus to the site’s proximity to the water were encouraged in the RFP. Options like restaurants, hotels and other vis itor-serving attractions will create wel coming opportunities for residents and tourists.Submissions for the Port’s water front development RFP were due in September. Looking ahead, in 2023, the Port will move forward with selecting a partner and gathering public input on initial amenities and designs. To view the Port’s Waterfront Development RFP, visit rfpspublicnoticeswww.redwoodcityport.com/.
Port Sponsorship Program
By Darryl Anderson, Managing Director Wave Point Consulting; Phil Davies Principal, Davies Transportation Consulting Inc.; and Hanh Le-Griffin Master Planning and Logistics Manager |
Ports & Maritime, Burns & McDonnell North American port congestion and cargo diversion Major North American container ports have experienced major conges tion problems related to the global COVID-19 pandemic. As a result, con tainer shipping volume dropped in the first half of 2020, followed by rapid and sustained high traffic levels as consumer demand for imported goods surged. The Ports of Los Angeles and Long Beach (LA/LB) were most seriously affected. According to the Marine Exchange of Southern California, con tainer ships waiting for a berth hit 109 containerships in early January this year. The number of vessels waiting for a berth has declined significantly since then, but delays related to inland trans port by truck or rail continue. Some shippers have attempted to bypass the West Coast traffic jam by shifting cargo to East Coast ports such as New York/New Jersey (NY/NJ) and Savannah, but these ports are also experiencing vessel and inland delays due to congestion. Vessel delays now appear worse at NY/NJ than LA/LB. A recent NY/NJ press briefing revealed that they were handling 33 percent more In the past 12 months, 20 percent of total vessel calls to the Port of Stockton were diversions to the Port of Stockton from congested U.S. West Coast ports. Ensuring diverted congestion cargo sticks becomes critical as peak shipping season heats up and international trade faces economic headwinds.
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SUPPLY CHAIN
Will diverted congestion cargo stick with alternative ports and gateways?
In the summer of 2022, record North American container ship traffic jams are being reported. Maritime supply chain agility, fluid ity, and reliability are at the forefront of shipper concerns. Pandemic-induced traffic volatility and gateway conges tion have forced industry participants to adapt. Beneficial cargo owners and carriers have responded by diverting cargo to alternative ports, using break bulk facilities, or chartering tonnage to handle the freight. In this article, lead ing port executives share their insights and experience helping shippers and carriers overcome the obstacles of moving goods to market. Ensuring diverted congestion cargo sticks becomes critical as peak shipping season heats up and international trade faces economic headwinds.
September
Photo courtesy the Port of Stockton 2022
Additionally, in response to the domes tic intermodal sector demand for new 53-foot equipment, the Port of San Diego, and their stevedoring partner, Stevedoring Services of America (SSA), acquired the equipment necessary to handle 53-foot new builds for Amazon Prime, CR England, JB Hunt, Walmart among others. Presently, G2, Saga Welco, and US Ocean are averaging 400-500 units per month to address supply chain issue. Port agility drives trade com petitiveness and supply chain value creation For the Port of Stockton, an agile port system is vital to trade competitiveness. Kirk DeJesus stated, “It is critical here in the Central Valley. For example, nearly 95 percent of all fertilizer used in the agricultural industry in the Valley is imported through the Port of Stockton.”
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SUPPLY CHAIN containers than in the same pre-Covid period in 2019. In May, 107 ships had to wait at anchor for a berth in NY/NJ. Without a doubt, Southern California ports were at the North American ground zero for dealing with port con gestion and cargo diversion. Mr. Kirk DeJesus, Port Director, Port of Stockton, noted in the past 12 months, 20 percent of total vessel calls were diversions to the Port of Stockton from congested United States West Coast (USWC) ports. Most incremental cargo at the Port of Stockton is breakbulk commodities previously containerized and new business. For example, two types of cargo diverted to the Port of Stockton are torque tubes (solar panel mounting structure) and auto parts, which were previously con veyed in containers using major USWC coastal port gateways. Both products shifted from containers to breakbulk in response to the container sector chal lenges. Customers benefit from shipping breakbulk through the Port of Stockton with increased control of their supply chain, resulting in vastly improved access to cargo for delivery to market. Several factors have led to the growth of cargo, including congestion in other regional ports, shifting cargo and com pletely new types of commodities at the Port of Hueneme. As a result of the Port of Hueneme’s “speed to market” busi ness model, it remains uncongested and open for business. Traditional commod ities transiting the port include fresh fruit and produce, automotive and high and heavy cargo. In the face of supply chain disruption, the Port of Hueneme has emerged as a solution-oriented hub and launched two new services to Asia. It now handles general department store merchandise and other dry cargoes, including medical supplies, electronics, furniture, frozen meat, musical instru ments, toys, apparel, and paper goods (toilet paper, etc.). High and heavy rose 78 percent so far in 2022 compared to 2021 dues to supply chain disruption. The port also accepted breakbulk ves sels out of Chile, moving citrus that would otherwise go into containers at San Pedro ports. In determining whether diverted congestion cargo volume will stick, reviewing factors that lead to an uptick in exports is helpful. Ms. Kristin Decas, CEO/Port Director of the Port of Hueneme, remarked, “the industry has changed since the Covid pandemic hit. The ocean carriers can move cargo at higher freight rates, and they are still dealing with the disruption of equipment flows and Port closures globally. Our regularly scheduled container vessels don’t cancel vessel port calls on their Port of Hueneme rotation. They arrive each week without any issues and don’t leave export cargo behind.” Consequently, the Port of Hueneme has seen record vol umes for agriculture products such as pears, apples, frozen food products, and stone fruit moving in Southbound trade lanes and the new RO-RO business and charter ships from China. Further, as with imports, some citrus growers from Chile have chartered vessels to the Port of Hueneme to get their fruit to market in an efficient manner.
It is well understood that in shifting economic conditions, agility is vital to supply chain velocity and the time it takes for goods to reach their intended markets. However, the strategic ques tion that must be answered to deter mine whether diverted cargo will stick is to articulate a clear value proposition for the Successcustomer.atattracting diverted cargo at the Port of San Diego is attributable
Several factors have led to the growth of cargo, including congestion in other regional ports, shifting cargo and completely new types of commodities...
The Port of San Diego has also handled one to two extra loader oppor tunity vessels per month since the summer of 2021. The chartered ves sels have imported cargo for Amazon, Home Depot, Lowes, and Walmart.
Greg Borossay, Principal, Maritime Commercial, Port of San Diego, stated, “in response to the supply chain crisis, the Port of San Diego has taken a stra tegic approach towards diverted cargo playing to the strength of our general cargo terminal. Our focus has been on conversion cargo from container to breakbulk, specific container move loaded and empty, and project-related cargo for southern California.” Cargo conversion at the Port of San Diego has recently included a relation ship with Solaris Paper, a significant tissue and toilet paper importer, to route cargo on a break-bulk basis from Indonesia. This importer previously used containers, with all processing taking place overseas in Jakarta. This new supply chain solution using G2 ocean is shifting some of the processing back to the USA. The paper arrives as 13-foot unprocessed rolls; it is moved to Moreno Valley, California, where the product is processed into high-end tis sue and toilet paper.
The Port of Hueneme avoids congestion through operational practices that make sure cargoes don’t idle inside the Port. Photo courtesy of the Port of Hueneme 2022
September
SUPPLY CHAIN
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to maintaining excellent relationships with their existing long-term accounts, including Dole Fresh Fruit. The Port also has strong stevedoring partners in Pasha Stevedoring and SSA that have permitted the Port to be agile in accepting new business while still pri oritizing existing anchor accounts. In addition, the ILWU Local 29 workforce has stepped up to cover the work as well, according to Greg Borossay.
The Port of Hueneme asserts that because they are not a landlord port and operate under a different model called the “Hueneme way” answers the cus tomer value proposition question. Port officials at Hueneme characterize their model to be more like an operational port. Kristin Decas commented: “We work closely with our customers to ensure we have the equipment and deliv ery methods in place to move the cargo without causing congestion at larger ports. We also have the agility to ensure that the truckers, chassis, warehouse, rail, and other supply chain partners are in sync before we accept new cargoes, and we make sure that space off port to receive the cargo is ample so the con tainers, or equipment received from the carriers, don’t idle inside the Port.” As a result, cargo and equipment are quickly routed through the Port’s terminals. Ms. Decas cited another value cre ation opportunity for customers to charter smaller vessels directly from Asia. The Port of Hueneme started see ing its first charter vessels from China for FedEx with 250 53-foot intermodal containers in January 2022. In addition, JB Hunt launched its first service at the Port of Hueneme in July of 2022. The Port is making this work to collaborate closely with its customers to ensure that they have the equipment in place and delivery methods in place to handle and move the cargo without causing conges tion at larger ports.
The Port of Hueneme’s operating model puts eyes on the entire sup ply chain so that it is well positioned to align volume and throughput with capacity. According to port officials, two additional factors make the Port of Hueneme unique and less congested. First, they have always been a 24-7 port, allowing fluidity of cargo moving in and out of the port’s gate. Second, they are connected to over 500 acres of pri vate port processing facilities within eight miles of the port that receive the cargo as soon as it lands here; and for exports as soon as they are delivered for transloading into ocean containers. In other words, when a container arrives at the Port of Hueneme, it moves to one of several distribution facilities outside the gate, where it gets inspected and delivered to the markets in one of the nation’s 15 western states. Hence, there is not a single choke point at the port’s gate trying to push all the cargo into the marketplace. Instead, commod ities move to market from extensions of the port outside the gate, minimizing congestion.Ms.Decas summarized that customer value creation as “speed to market” in a
The Port of San Diego has benefitted from maintaining excellent relationships with their existing long-term accounts, including Dole Fresh Fruit.
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Port agility and environmental sustainability Port agility is essential for trade com petitiveness and a core requirement for environmental sustainability. There is no question that regional ports have a role to play in addressing supply chain issues facing North American ports.
The Port Stockton also maintains close relationships with all stakeholders that support the movement of goods.
“The Port of San Diego has a laser-like focus on environmental priorities and moving cargo smoothly with minimal impact to our local communities. We will continue to look for more oppor tunities to play a greater role in address ing these issues,” Greg Borossay said. An uncongested port such as Hueneme does not have idling trucks or vessels. Also, refrigerated cargo ships plug into shoreside power, allowing them to turn off auxiliary diesel engines while at berth. Hueneme’s Board of Harbor Commissioners recently adopted a resolution to decarbonization and received a $200,000 grant from the California Energy Commission to build a blueprint to zero emissions. Over the past decade, cargo has grown 58 percent and ocean-going vessel emissions are down as follows: SOx – down 97 per cent / PM2.5 down 82 percent / DPM — 85 percent / NOx down 40 percent. As ports continue to invest in new green technologies, they will need sig nificant funding to meet the aggressive
Mr. DeJesus asserted that open com munication allows his organization to remain agile and fully understand customer needs and ensure that their cus tomers are maximizing utilization of all port capabilities. Some of Stockton’s core capabilities include control of its public berths and terminals and ware house service as a landlord to approxi mately 145 tenants with a wide range of service capabilities. Stockton has 14 berths combined with terminal-covered storage and laydown area. In addition, the port owns a wide range of conven tional and zero-emission cargo hand ling equipment. The facilities are jointly served by the UP and BNSF (with a highly service-oriented short line — the Central California Traction Company).
SUPPLY CHAIN
congested supply chain system is vital to their cargo volume growth. For custom ers at her port, it cuts out 15-20+ days of the usual transit time for shippers from China using the port instead of other congested ports. As a result, it reduces the shipper’s overall shipment cost and allows for “hot cargo” to arrive on store shelves in a very predictable and timely manner. Imported and exported agri cultural commodities also find the Port of Hueneme easy to do business with because of equipment availability (e.g., reefers and chassis) and predictable cutoff times for the vessel’s shippers to use.
SUPPLY CHAIN
One insight gleaned from the Port of San Diego was to think carefully and cre atively about supply chain solutions and then target shippers, carriers, and service providers. “Our mantra was what cargo will ‘stick’ and where we can add value with cargo that matches our portfolio goals and objectives,” said Mr. Borossay. Congested diverted cargo will stick when the port acts as a multipurpose logistics hub and alternative gateway. Close customer cooperation by the port authority is key to unlocking the unique customer value proposition. The insights from the port authorities sur veyed in this article demonstrate the benefits to shippers of agile ports that quickly adjust to become part of their client’s supply chain. In addition, the changes brought about by port conges tions have broadened the concept of a gateway to include regional ports.
Conclusions
Looking at successful multipur pose logistics hubs, the evidence from Southern California indicates that they are almost all entrenched in their cli ents’ supply chains. In addition, success ful ones, like the Port of Hueneme, add value to the supply chain by increasing cargoBeyondvelocity.the level of an individual port, in California there is a system of ports that work well together and help each other. Ports specialize in differ ent segments and function in different ways. Each port is unique in its strategic approach and serves as a robust eco nomic engine for its region and the com munities it serves. On a broader scale, as international trade grows, it is imperative that ports are also modernized to handle new cargo flows and can efficiently han dle the large influx of cargoes to sustain GDP growth, according to Ms. Decas. For port policy and decision-makers, future agility requires large-scale invest ment in zero-emission technology — and infrastructure is needed to achieve ambi tious zero-emission goals. In addition, building and training the supply chain workforce merits significant attention to ensure ports have the human capital necessary to support the alternative gate ways and reconfigured supply chains.
new environmental goals they’ve set for themselves and continue to grow jobs and opportunities for companies and the communities they serve.
Beyond the level of an individual port, in California there is a system of ports that work well together and help each other.
: TRAFFIC MANAGEMENT In economics, the tragedy of the com mons refers to a situation is which open access to a publicly available resource results in the depletion of the resource and the utility that it provides. The situation was described in a lecture by William Lloyd in 1833, using farm ers grazing cattle on common land to account for the degradation of the land through over grazing. The title of Garrett Hardin’s 1968 article, the “Tragedy of the Commons”, has been widely accepted as capturing the challenge of managing such resources. The relevance of the con cept has increased as populations and economic growth have placed more pres sure on resources. In marine affairs, overfishing, resulting in the serious depletion of stocks, is fre quently cited as an example of the problem. But the challenge of the commons is not just one of taking something out of the environment. It can also be put ting something in, as in the release of oil slops into the ocean or of CO2 into the atmosphere. When volumes were small and the resilience of nature able to absorb such wastes, the actions were not deleterious. However, as quantities increased the consequences became grave and actions became necessary to deal with the situations. Avoidance of over-exploitation may be achieved where users are a part of a close-knit community with well-defined practices of behaviour. The research of Elinor Ostrom led to the acceptance of opportunities for the local management of common pool resources. She identi fied eight conditions under which effect ive local governance may be practical. The research earned her the Nobel Prize for economics in 2009. Unfortunately, international shipping on the high seas and within ports are not favourable for such governance. Conditions in ports The relevance of the concept of the commons to shipping is founded in the notion of the Freedom of the Seas under which any merchant ship has the freedom to sail in any international waters. It has been extended to provide ships with the right to anchor at any location in territor ial waters when trading in a port except locations excluded for environmental and safety reasons. It should not be surprising that increases of traffic volumes have created congestion problems in the use of marine space where largely free access has always been pre sumed. Changes are or will be necessary in many ports to mitigate or avoid costly consequences. The changes will have to be in mindsets and the use of technologies. Examples are the movement of traffic in congested waterways and the manage ment of demands for anchorage. Vessel traffic services (VTS) to vessel traffic management (VTM)
The Tragedy of the Commons — in ports
The need for and benefits of vessel traffic separation schemes and VTS to enhance the safety of navigation are rec ognized globally and are affected under resolutions of the International Maritime Organization. Generally, vessels arriving on a first-come-first-served basis proceed on routes and at speeds prescribed and monitored by a local authority. In some situations, safety considerations may lead to priorities for certain vessels at certain times. However. advances in information
By Trevor D. Heaver, Professor Emeritus, Sauder School of Business, University of British Columbia
It should not be surprising that increases of traffic volumes have created congestion problems in the use of marine space where largely free access has always been presumed.
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TRAFFIC MANAGEMENT technologies enable improvements in the productivity of such systems. Information sharing involving termin als, pilotage, tug services and vessels provides an effective VTM compar able to the purpose of Rotterdam’s PortXchange system. The needs for safety and efficiency supersede the unconstrained transit of ships. Anchorage Changes in the freedom to anchor are more likely to be controversial. Some anchorage is vital in efficient port oper ations and the prospect of restrictions raises fears of increased costs. Currently, the freedom to anchor, albeit in areas designated for particular types of ships, as in Singapore’s 30 areas in three sec tors, is subject to modest constraints. However, exceptional conditions have led to a few situations where the costs of open access to anchorages have become unacceptable. Examples are: Newcastle, Australia, where the beaching of a previ ously anchored bulk carrier led to a new regime for coal ships in 2010; and the regime for container ships destined for Los Angeles or Long Beach introduced in 2021. Both make use of information technology to monitor the progress of vessels. The regime in Newcastle was associated with agreements along the supply chain which improved perform ance. The same is not evident for the California ports. In the absence of exceptional condi tions that result in such public interventions, reductions in anchorage demand and pressures on anchorages may be achieved best by traders and logistics partners. Two examples suffice. The first is the use of BIMCO’s virtual arrival or just-in-time clause in voyage charter parties which can mitigate the need for anchorage. The second is to mitigate the delay in loading caused by rain, par ticularly in grain trades, for example, in Argentina and British Columbia. Stopping all grain loading for consecu tive rain days can cause the extremes in winter anchorage demand that then take a long time to reduce under peak traf fic flow conditions. In the absence of industry measures, public intervention is likely. This might well be more costly. The need for uncommon strategies Changing conditions need new responses. Public interventions may be needed but corporate changes, as advo cated by Elinor Ostrom, are possible in some circumstances and could well be most cost effective. This is not asking for a massive change of attitudes. We live at a time that responses to changes associ ated with the commons are all around us, from climate change to unfettered access to parks such as Yosemite in California, USA, and regional and national parks in many jurisdictions.
www.PacificPortsConference.com As the half-way point for APP Members on both sides of the Pacific, Hawaii provides the perfect location for our Winter Conference. Join us in Honolulu, Hawaii, this coming February as we provide an engaging agenda with plenty of networking opportunities — in one of the most beautiful spots on earth! APP’s Winter Conference February 8 to 10, 2023 — Honolulu, Hawaii Meet you half-way!
Successful collaboration in the past has enabled the companies to make ports safer and more effi cient, and now they have made the part nership official with Wärtsilä Voyage acquiring PortLink Global.
Wärtsilä Voyage and PortLink Global are connecting the dots across the entire marine ecosystem
A common vision — one of improving operational efficiency, port safety, and environmental sustainability in shipping by reducing greenhouse gas emissions — was central to the acquisition.
“We are combining two highly experi enced teams to achieve this. PortLink, an associate member of the Association of Pacific Ports, has a global customer base with more than 3,500 active users across 20 countries. Its existing work force of approximately 20 profession als will be integrated within Wärtsilä Voyage’s business.”
: PORT MANAGEMENT
The acquisition, which took place in June 2022, will speed Wärtsilä Voyage along its path towards creating an endto-end connected maritime ecosystem in which intelligent port logistics solu tions play a vital, nodal role. A common vision — one of improving operational efficiency, port safety, and environmental sustainability in shipping by reducing greenhouse gas emissions — was central to the acquisition.
The companies have proven to be formidable strategic partners in the past — successfully collaborating on projects including the co-development of a next-generation Port Management Information System (PMIS) for the lar gest Mediterranean and African port, Tanger Med, the Callao Port Authority (Peru) modernization project, and the delivery of Brazil’s first Smart Port Solution at Porto do Açu.
APP: The acquisition of PortLink by Wärtsilä Voyage has made quite a splash in the maritime industry. Can you please start by sharing your take on the impact this acquisition will have on Pacific ports? KE: The marine environment is dynamic, and this is also true for the technology that supports our vibrant industry. The innovation incorporated into our systems is constantly being driven by our clients, and that client base has now expanded. This is good news for Pacific ports, or indeed any port. We recognize that ports have become intricate partner networks that include port authorities, terminals, shipping lines, trucking and logistics compan ies, and off-dock storage providers. To be truly effective, ports and their stake holders must do more than simply adopt technologies on their own. Instead, they must embrace services that make it easier for stakeholders to work together to promote the efficiency of the overall ecosystem.Thatis what Wärtsilä Voyage can help them achieve, and it echoes the purpose of the APP itself — to promote increased efficiency and effectiveness of the ports of the Pacific.
Technology can have profound impacts on the efficiency, safety, and resiliency of port and terminal oper ations. Real-time data sharing, powered by the latest technology such as NaviPort, underpins improved planning of resources such as tugboats, while also reducing congestion and risk of col lisions. This is a valuable proposition for any port but particularly in busy Pacific ports which are vulnerable to congestion and subsequent supply chain disruption.Thetrue power of today’s software algorithms for ports is that they make recommendations that can then be ana lyzed and interpreted, blending software
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APP: How do you see Wärtsilä Voyage positioned to support technology-driven change among Pacific Ports? KE: Wärtsilä Voyage understands that port decarbonization is intrinsic ally linked with digitalization; progress cannot be made on either without the other moving forward in tandem.
The acquisition of PortLink — a leading provider of port efficiency solutions including Port Management Information Systems (PMIS), Port Community Systems (PCS), Pilotage Dispatch systems and Local Port Services (LPS) — will help Wärtsilä to connect the dots across the entire mar ine ecosystem. Its systems are now work ing in tandem with Wärtsilä Voyage’s Navi-Port, Vessel Traffic Management Information Systems (VTMIS), and on-vessel voyage optimization solu tions such as Navi-Planner and Fleet Optimization Solution (FOS). Wärtsilä Voyage takes a holistic approach that enables better shipto-shore coordination. Its Navi-Port software, for example, is the first com mercially available digital platform that connects a ship’s navigation system to the port and automatically enables Justin-time arrivals. Kris English, Head of Product Advisory – Ports, at Wärtsilä Voyage and formerly Chief Innovation Officer at PortLink goes into more detail.“Bringing PortLink into Wärtsilä Voyage isn’t just about expanding port folios. This exciting step strengthens both organizations’ long-term com mitment to deploy modern smart port solutions including Just-In-Time (JIT) and innovative port optimization tools which leverage machine learning and artificial intelligence (AI).
Just-in-Time arrivals will revolution ize how port calls are organized, but we need better regulation to support it because currently contractual arrival times are a barrier to realizing the bene fits. The often-competing interests of owners, operators and charterers remain for now, but they will gradually con verge given new emission regulations and the transparency they will demand on vessel performance. With our solu tions, stakeholders have the same infor mation at the press of a button as soon as a decision is made.
When it comes to the use of AI in port systems, Just-in-Time arrivals are just the beginning. Take Wärtsilä Voyage’s partnership with the Maritime and Port Authority of Singapore (MPA), for example. The collaboration goes beyond Just-in-Time arrivals to foster interoperability in e-Navigation, to nur ture a testbed for Autonomous Surface Ship concepts, and to strengthen secure data exchanges between the port and participating vessels’ shipboard systems to support the wider acceleration of maritime digitalization.
Can you outline the biggest barriers to JIT operations and whether they can be turned into key benefits for smart ports?
KE: Just-in-time arrivals have become a hot topic as ports, terminals, and ship operators awaken to the advantages of reduced fuel consumption and opti mized resource planning. The bene fits are clear; a study by DNV GL in 2018 found that ships spend roughly 37-54 per cent of their time – and 15 per cent of their fuel -- in berth or at anchor. Reducing time spent waiting for a port slot and speeding up port calls would cut fuel use and emissions while improving fleet and port utilization.
Wärtsilä Voyage has been continu ously working on the development of the next generation of PMIS. It has also been showing how the latest PMIS can combine with other cutting-edge technology such as Wärtsilä Voyage’s Navi-Port, to provide ports with a com petitiveTangeradvantage.Medis an interesting case study, showing how Wärtsilä Voyage’s solutions can be used together seam lessly. The largest Mediterranean and African container port benefits from the Navi-Harbour VTS System, comprising the latest Port Management Information System, IALA Advanced Coastal Surveillance Radars, VHF Radio Sub-System, Automatic Identification System, Operator Workstation, Network Systems, Ancillary Equipment and a five-year service and support con tract. This has then been combined with Wärtsilä Navi-Port – taking operational efficiency and port call organization to the next level and reducing congestion andThroughemissions.this integrated, global approach and innovative data hand ling methods, we can ensure seamless maritime traffic control, vessel, and coast monitoring and provide tools to ensure Just-in-Time arrivals. We enable eye-to-eye collaboration between ships and ports and offer coast-to-coast mon itoring and advanced decision support.
And while Just-in-Time arrivals are seen as a critical area for improving port efficiency, digitalization can offer ports more. The algorithms that learn to pro vide increasingly accurate arrival-time estimates in Wärtsilä Voyage’s Ship Traffic Management (STM) system, and the grounding and collision detec tion and avoidance capability of its Advanced Intelligent Manoeuvring (AIM) technology. AIM’s track pre dictor technology collects and analyses information on vessel movements, then forms predictions based on typical ves sel behaviour and provides the navigator action recommendations for avoiding collision threats.
APP: It is known that for smart ports to become established, quality of information and how it is handled play a crucial role. Can Wärtsilä Voyage’s solutions enable this process and support Pacific Ports on that front?
KE: We clearly see many Pacific ports shifting focus from just safety to efficiency and smarter operations, but for some, there is still a long digitaliza tion path ahead which will be unique for each port based on their own driving factors.Wärtsilä Voyage is enabling a smarter, more connected marine ecosystem, with solutions that can solve a huge range of data integrity challenges. Our systems combine cloud-based analytics, AI, and intelligent automation to integrate data, delivering a shared digital platform that enables all stakeholders to exchange data and manage processes from both ship and port. We would be delighted to discuss the challenges our ports here on the Pacific coast face and share our experiences of how we have solved similar problems for ports globally.
PORT MANAGEMENT insights with human reasoning. The transparency afforded by shared data and connectivity brings a wide range of knowledge and expertise to bear on the challenges port operators face in opti mizing their operations, with project managers, analysts, technology innov ators and subject matter experts all con tributing to data-driven decisions. Machine learning also means that today’s analytics tools are self-improv ing. This will take the industry further still. Our systems are not limited to ships and ports but eventually will transcend industry borders to create one seamless and sustainable connected global sup ply chain. At Wärtsilä Voyage, we’re positioned to support ports and their employees on this entire digital journey.
APP: Are there unique solutions Wärtsilä Voyage, now ramped up with PortLink, can offer the industry in terms of smart ports development?
APP: How would you describe the pace of the JIT adoption among Pacific ports?
September 2022 — PACIFIC PORTS — 29
Ports that use these interconnected systems have an intelligent and com prehensive, yet user-friendly system for all aspects of port operations including scheduling, berth management, vessel visits, service requests, resource man agement and more.
:
TERMINALS
As the largest container terminal in Canada — and second largest in North America — Deltaport is a vital link for Canada’s economy. It’s no wonder then that reaching the milestone of 25 years in operation was a cause for celebration — one which included an opportunity for the com munity to visit the terminal and engage with the GCT Deltaport and GCT Canada teams during a Community Open House on June 25, exactly 25 years to the day of the official open ing of Deltaport. The event saw some 2000 community members, supply chain partners, employees, families, and friends come onto the terminal for a day of learning, sharing and celebration In speaking with Mike McLellan, Vice President, Project Development — one of only two employees still working who were present at Deltaport’s opening ceremony in 1997, Pacific Ports Magazine gained great perspective on the terminal’s growth which mirrors the trends of the mari timeHeadquarteredindustry. in Vancouver, Canada, GCT Global Container Terminals Inc. can trace its history back to 1907 in the Port of Vancouver when its predecessor was named Empire Stevedoring Company Limited. Empire operated Centennial Pier in the late 1960s and early 1970s and then later switched to the new modern container terminal Vanterm in 1975. Orient Overseas Container Line purchased Furness Withy in 1980 which included Empire Stevedoring and other con tainer terminal assets in the USA. In 1996, Empire became TSI Terminal Systems Incorporated. Orient Overseas International Limited (OOIL) sold TSI and some of the USA container terminal assets in 2007 to the Ontario Teachers PensionToday,Fund.GCT has three major insti tutional investor-shareholders with majority ownership in Canada — the Ontario Teachers Pension Plan, British Columbia Investment Management Corporation, and IFM Investors based in Australia. Headquartered in Vancouver, Canada, GCT Global Container Terminals Inc. can trace its history back to 1907 in the Port of Vancouver...
30 — PACIFIC PORTS — September 2022
GCT celebrates 25 years at Deltaport
“Not only are these rail semi-automated machines moving up and down and across the seven tracks in a free flow pattern, but they will also stop and reroute themselves when there is a per son or other piece of equipment (all persons and trucks within the railyard are equipped with RFID tags) near their path, enhancing safety by remov ing worker and machinery interaction.
LightingMuscocredit:Photo
“We really noticed an improvement in efficiency when we implemented night gates and the reservation system. Upgrades to our software system and the addition of GPS in outside street trucks make it a lot easier now to track movements.” McLellan noted that as volumes continue to rise, the company is responsive in implementing weekend gates and a graveyard shift if required.
TERMINALS
McLellan continued: “A successful example of increasing our productiv ity and capacity within the same foot print is through our semi-automated railyard. When we first opened, we had approximately 14,000 feet of track with two rail-mounted electric gantries. Today, we have approximately 28,000 feet and eight semi-automated electric rail-mounted gantries with an operator who sits in an ergonomically comfort able office space, safe from the elements. Our railyard capacity has increased by about 50 per cent over the last 10 years.”
Additional changes — such as prime route optimization, which is reducing kilometres travelled by on-terminal equipment, shore power at GCT Deltaport, LED lighting replacements, and putting in EV charging stations
Located 40 kilometres south of Vancouver at Roberts Bank, at the time of opening in 1997, Deltaport encom passed 40 hectares and featured two berths totalling 670 metres in length and was served by four Post-Panamax container gantry cranes. With a cap acity of 600,000 TEUs, the terminal included four loading rail tracks of 3,400 feet, providing capacity for two 7,000-foot double stacked container trains. Intermodal operations were facilitated by two rail-mounted gantries and was (and still is) served by both CN Rail and CP Rail. Today, GCT Deltaport is an 85-hec tare (210-acre), state-of-the-art terminal with a capacity of 2.4M TEUs and sup ported by three contiguous ship berths totalling 1,100-metre (3,609-foot), 12 ship-to-shore cranes, capable of welcoming the largest transpacific con tainer vessels calling on the trade lane.
GCT was recognized for the implemen tation of this system, originating out of the mining industry, with an inter national safety award from the TT Club for Innovation and Safety in 2019. While about 70 per cent of the con tainers are moved by rail, improvements to truck access have been ongoing.
Just one of the beneficial initiatives implemented at Deltaport was the changeover to LED lights.
GCT Deltaport also boasts a seamless ship-to-rail transfer with 8,334 metres (27,350 feet) of on-dock rail. In outlining an example of the growth over the past 25 years, McLellan highlighted that first ship to call Deltaport, the APL President Truman was a 4,260 TEU vessel, compared to the ONE Aquila , the largest vessel to have called GCT Deltaport, which carries 14,052 TEUs. Today, GCT Deltaport handles, on average, about 4,200 boxes on and off — per ship visit. “We’ve come so far in 25 years, from 1,400 boxes from the APL President Truman , in June 1997. We’re continuing to grow and expand through new and innovative projects, handling some of the largest vessels operating in these trade lanes, and I’m very proud of that fact,” McLellan says.
September 2022 — PACIFIC PORTS — 31
Technological advancements have also come in the form of software sys tem upgrades which have completely modernized terminal operations. “The system is integrated into our overall operating system and knows exactly where boxes are in the main yard and in the railyard,” McLellan explained.
Mike McLellan, Vice President, Project Development
You can talk about increases in land, capacity, and ... advances in technology and equipment capabilities, but at the end of the day, it’s really about our people..." Scenes from GCT Deltaport's Community Open House to celebrate 25 years in operation.
TERMINALS for staff, for example — have all had the effect of improving GCT’s environ mental sustainability efforts. “The LED lighting, for example, provides so much more lighting. It’s energy efficient and cost effective but also reduces light pollution while improving visibility. The recent full conversion to LED highmast lighting at GCT Deltaport has a huge impact in reducing light aliasing.” The biggest changes that will be seen at Deltaport are the ones to come with their proposed project, DP4. The initiative will see a fourth berth built at Deltaport, increasing capacity from 2.4M TEU to 4.4M TEUs. “We sub mitted our Initial Project Description to the relevant federal and provincial gov ernment agencies in September 2020 and embarked on a thorough initial review and engagement phase with Indigenous Nations, government, the community and community organiza tions,” said McLellan. “In October 2021, we submit ted our Detailed Project Description. In May of this year, the regulators issued the final Joint Guidelines and Notice of Commencement, moving the DP4 project forward to the Impact Statement Development Phase. This phase includes field studies, analysis, and engagement to inform the Impact Statement and further detail the scope of the project. And, of course, we’ll be engaging and working with Indigenous Nations and the Public throughout this phase to ensure we are reflecting that feedback and knowledge.” Having joined GCT (at the time, Empire Stevedoring) as a summer student in 1976, leading to a full-time job as an export clerk in 1978, McLellan’s perspective on GCT — and Deltaport’s — evolution is a valuable one. “You can talk about increases in land, capacity, and vessel calls as well as advances in technology and equipment capabilities, but at the end of the day, it’s really about our people,” McLellan said in closing out the interview. “The company’s com mitment to our people — to educating them, making sure they’re working in a safe manner and thinking about our impacts — community, sustainability and the environment — speaks volumes about GCT.”
32 — PACIFIC PORTS — September 2022
Environmental focus on treated timbers
September 2022 — PACIFIC PORTS — 33
Timber as a managed resource
Treated timber has been the foundation for marine piers, docks, and structures since the early 1800s. Marine timbers give waterfront construction projects a more natural look that can’t be achieved with alternative materials. Modern treat ing methods and barrier systems help ensure that timber is still a viable option for the design of new construction and ongoing maintenance for existing timber facilities. With environmental issues becoming an increased focus, the treated timber industry has continued to take the necessary steps to meet these important environmental concerns. Wood is a natural renewable resource essentially grown by the sun’s energy. Wood is a managed crop that is vital to the timber industry and is a major driver in our economy. It is in our best interest that the forests and timber lands remain as a viable resource. With climate change being a hotly debated issue, trees inherently help reduce carbon dioxide CO2 in our atmosphere. Trees absorb CO2 and convert it into oxygen. A typical, fully grown tree can absorb around 21 kilo grams of CO2 per year and produce as much as 90 pounds of oxygen per day. Trees utilized in the treated timber industry are among the highest producers of Otheroxygen.alternative building materi als such as concrete, steel, and plastic all produce CO2 in their manufac turing process. Additionally, plas tic products degrade in the marine environment producing microplastics which are consumed by marine life causing a toxic effect that works its way throughout the entire food chain. These negative effects of using recycled plastics are often overlooked and the benefit of using treated timber is often misunderstood.
There are many benefits to applying a coating to wooden piles rather than use an alternative building material such as concrete, steel, or plastic.
Every 10 years, the USDA Forest Service publishes the Resources Planning Act Assessment (RPA), explor ing the status and trends of renewable resources on forests and rangelands in the U.S. The 2020 RPA Assessment is currently under development. A sup porting report published in advance of the assessment shows that since the beginning of this century slight gains in forest land use have occurred. According to the report, gains in forest land use between 1982 and 2012 came from managed cropland. Various studies, such as the Gruber report on Life Cycle Analysis, have illustrated the reduced environmental impact of treated wood versus other building materials. Environmental focus, Best Management Practices (BMPs)
Modern treating methods and barrier systems help ensure that timber is still a viable option for the design of new construction and ongoing maintenance for existing timber facilities.
By Larry Lizotte, Specguard / Marine Fenders International Inc.
WOODEN INFRASTRUCTURE
The treated timber industry has taken important steps to address the environmental concerns surround ing the use of treated timber products. BMPs are recommended guidelines for the production and installation of preserved wood products designed for use in, near, or over water. The guide lines were developed by the supporting organizations through a consensus pro cess, based on research and a core phil osophy of chemical minimization. They are known as the Best Management Practices for the use of treated wood in aquatic and wetland environments. The BMPs for treating processes are separ ate from and in addition to the product standards. There is a shared responsibil ity between the specifier and treater to meet the goal of minimizing the migra tion of the treating chemicals into the environment. The BMPs address the environmental issues starting at the treating plant through the transpor tation, handling, inspection, storage, installation, demolition, maintenance,
The Port of Hueneme has coated the pilings for their boardwalk.
34 — PACIFIC PORTS — September 2022
The American Wood Protection Association (AWPA) is the national standard-setting organization for treated wood in the U.S. and its counterpart in Canada is the Canadian Standards Association (CSA). The consensus standards of these two organizations establish what preservatives and chemical for mulations are appropriate for common applications; set treat ing procedures; establish wood species requirements and testing procedures. In 2020, the standards included spray applied barrier systems for waterborne preservatives. The spray applied system is designed to contain the waterborne preservatives in pressure-treated piles, poles, and timber used in aquatic applications. This is an important step because the new standard addresses the importance of using the cor rect type of product that is most effective regarding elim inating the release of treating preservatives into the marine environment. Prior to the AWPA standards, many inadequate processes and materials were used. There were no guidelines for physical property specification, material requirements, or the correct processing methods. According to the standard, qualified spray applied systems greatly minimize environ mental contamination. Independent studies conducted at Oregon State University (OSU) have shown that the sprayapplied barrier systems are effective at preventing the wood preservatives from leaching into the aquatic environment.
WOODEN INFRASTRUCTURE and disposal of the treated timber products. Using the correct wood preservative is an important part of the BMP process. There are a variety of preservative systems and treated wood products approved for use in or above aquatic and wetland environments. All preservative systems must be approved through a registration and application process to the U.S. Environmental Protection Agency (EPA) and Canadian Pest Management Regulatory Agency (PMRA).
AWPA Book of Standards
The OSU study was undertaken to determine the effect iveness of spray-applied coatings systems on the migration of metal components from ACZA treated marine piling into aquatic environments. The treated / coated pilings were installed November 20, 2015, provided by Thunderbolt Wood Treating in Riverbank, California, and the sprayapplied coating system was provided by Specguard / Marine Fenders International Inc. in Rialto, California. The samples were treated with ACZA and coated with Specguard’s SL08 spray polyurea system. The treatment and spray application were done at Thunderbolt’s facility utilizing BMPs. The report discussed the first 232 days of immersion. The conclu sions, as stated in the report, noted: “The polyurea coating has completely inhibited the migration of copper zinc and arsenic from ACZA-treated pilings in synthetic salt water in a non-circulating environment where metal build-up would be especially critical.” The study results illustrate that sprayapplied coating systems are another tool that allows treated timber to be specified for environmentally sensitive projects. The OSU analysis continues to be an ongoing study. Similar studies are also being conducted at Mississippi States univer sity that have also shown comparable results. Specguard / Marine Fenders International Specguard / Marine Fenders International has been work ing with the timber industry since 1998 when Washington State Ferries specified a test project coating the timber wing walls at their Mukilteo ferry terminal. The project was a test to determine if a spray-applied coating system could be a viable option for encapsulating treated timber. The study was concluded successfully even though much more has been discovered about the process requirements today. Since then, Specguard / Marine Fenders International’s marine grade SL08 spray-applied polyurea system has been used to provide environmental protection on most timber structures on the West Coast. SL08 is frequently specified for use on both tim ber piling and dimensional lumber. Specguard / Marine Fenders International has worked closely with prominent organizations representing the tim ber industry such as the WWPI (Western Wood Preservers Institute) and the AWPA (The American Wood Protection Association) revealing the facts that treated timber is an environmentally sound building material.
Oregon State University (OSU) study
This mode is designed to save fuel or power consumption and to reduce CO2 emissions. During the lifting process, the Pactronic supports the main unit to such an extent that less power is required by the main drive, despite the lifting speeds remaining the same. As a result, absolute fuel or
PORT EQUIPMENT
ith its new mobile harbour crane, Liebherr presents groundbreaking technical developments and updates that make the LHM product series fit for the future. The decisive innovation is the implemen tation of the “Master V” crane control system. Together with an even more effi cient software architecture, this forms the basis for integrating future assistance and partial automation systems into the crane in the long term. Overall, the crane will become much more digital, net worked, and smarter. The position of the outrigger system is now monitored by sensors and thus part of the internal data processing. The use of a new outrigger base in the field only requires a software update by Liebherr and thus offers more flexibil ity. Another practical advantage is the variable use of digital IP cameras for better monitoring of the crane interior as well as the external crane environ ment. The new crane control is sup plied by an independent power circuit. This means that the crane can be con tinuously monitored by cameras and efficiently protected without the crane ignition being activated. New hybrid system — Pactronic 2.0 The Liebherr Pactronic 2.0 hybrid system represents the second generation of a hydraulic drive system using hybrid technology. An accumulator serves as an energy storage and provides support when needed by supplying additional, temporarily stored power. The second generation of the Pactronic offers the operator a choice of two operating modes, depending on the current work situation: Boost mode In this mode, the Pactronic 2.0 acts as a significant power amplifier. Lifting speeds are significantly increased — without the aid of a larger or even additional engine for more power. This massively increases the efficiency of the crane. The LHM together with a Pactronic 2.0 hybrid system provides a reduced cargo-handling time and achieves the same performance param eters as a comparable device with two main units.
Green mode
The new Liebherr mobile harbour crane W
The new LHM is more digital, more efficient and impresses with a modern exterior design. A new crane control system, advanced sensor integration and digital information transmission enable future assistance and partial automation systems.
September 2022 — PACIFIC PORTS — 35
New maritime cabin
Innovation has never looked so good The colour compositions of the latest LHM generation combine the classic Liebherr yellow with new accents in black, grey, and white. The agile-look ing design reflects how long-standing tradition and corporate values combine with advanced technologies. The modern colour scheme gives the machines a distinctive look and instant recognition. The blue accent in the colour compos ition and also the blue E-symbol next to the crane type, give all alternatively powered machines a distinctive look. This allows all future LHM customers to directly com municate advanced and environment ally friendly crane technology to their stakeholders.
The redesign of the LHM operator’s cab focuses on the crane operator. Thanks to the new coupling of control lever and armrest, not only does the driver’s comfort increase, but the con trol of the crane also becomes even more precise and safe. With the new inte grated touch panel, all crane functions can be selected clearly and intuitively, Thanks to the new coupling of control lever and armrest, not only does the driver's comfort increase, but the control of the crane also becomes even more precise and safe. which greatly simplifies the operation of the crane. An integrated bottle cooler provides cool drinks - even on warm days. A revised air-conditioning concept significantly increases the well-being of the operator, whether air-conditioning or heating. It also ensures that fogged windows are quickly dehumidified, thus providing a clear view and more safety.
Meet you half-way! www.PacificPortsConference.com As the half-way point for APP Members on both sides of the Pacific, Hawaii provides the perfect location for our Winter Conference. Join us in Honolulu, Hawaii, this coming February as we provide an engaging agenda with plenty of networking opportunities — in one of the most beautiful spots on earth! APP’s Winter Conference February 8 to 10, 2023 — Honolulu, Hawaii 36 — PACIFIC PORTS — September 2022
PORT EQUIPMENT power consumption and emissions are reduced.Thesecond-generation Pactronic is thus even more closely aligned to the actual needs of the user. By setting the individual lifting height, the power out put of the Pactronic is adjusted accord ingly. The additional energy of the Pactronic is distributed over the entire lifting process. It is also important to note that the new Pactronic reacts to changes in the outside temperature and the accompanying change in pressure in the reservoir, thus further increasing the efficiency of the system.
TECHNOLOGY
Ports are nodal points in the ship ping supply chain network; thus, port sustainability has a domino effect on the entire world’s economy.
The solution: We offer a ‘4D’ next generation security and resource man agement platform which increases com munications, situational awareness and ultimately saves lives. The platform is a patented, Platform-as-a-Service (PaaS) or stand-alone solution providing cus tomers with a location and time-aware, four-dimensional, integration-centric, event-driven tool. This solution for business continuity, disaster recovery and resilience is a solution for integration of all sensors to include: issues climate
• Visualization layer
innovation, communications, physical and cyber security are critical... The four layers of NEC’s Implementation Framework. September 2022 — PACIFIC PORTS — 37
• Integration layer • Application layer
The situation: Physically securing ports against threats of any kind is a challenging and difficult process simply because of the range of physical and cyber threats that need to be addressed. For the most part, overview and development of an efficient SOC without continually increasing boots on the ground and in the SOC is expensive and can be incredibly time consuming. The challenge: The challenge is to provide a system that rationalizes the requirements placed on both the staff in the SOC and personnel patrolling the port itself. The system must have visibility of all potential points of threat; cyber, land, water, air, staff from mul tiple companies, ships without proper training, domestic and international terrorism. Rapid response and effective crisis management is critical.
Addressing issues of sustainability, data management, fuel, climate innovation, communications, physical and cyber security are critical in maintaining efficient, cost-effective goods flow and preventing some of the supply chain challenges that the world has experi enced over the last few years. We will outline an Implementation Framework with new state-of-the-art technologies for deployment within a given port. The four key components of this framework are the:
Improving Port Security Efficiency
• Data analytics layer The visualization layer The visualization layer addresses the issue of ongoing situational aware ness, fatigue in Security Operations Center (SOC) monitors, following welldeveloped protocols and steps in the adjudication of an emergency and pro viding the data and forensic analysis to learn from and improve sustainability and operational security.
• Service vehicle registration • Fire systems • CCTV • Cyber security • RFID • GPS sensors (container monitoring) • Cell phones • Ship movements — related to multitiered geofencing for more finite data and workflow management • Tugboat management aligned with multi-tiered geofencing • Open-source social media integration for overlaid security information and business intelligence A proposed implementation framework for upgrading and improving port operations Addressing
of sustainability, data management, fuel,
• Multi-location roll ups with trend analysis that can be shared with other ports for cost savings and risk reduction • Holistic systems will allow disparate solutions at multiple locations to roll up into a standard solution, allowing easier modification and planning for future solutions that can be added/ subtracted
The integration layer provides ports with the capability to rationally inte grate different systems and applications. It allows a port to utilize existing, legacy systems as they begin to upgrade and modernize specific operational components.
The challenge: Maritime systems are in constant use and highly inter connected, including both stationary (land-based) and mobile (shipboard) infrastructures. The range of data open for attack is significant includ ing Personally Identifiable Information (PII), Protected Health Information (PHI), communications systems, port management systems, on-board ship The integration of disparate technology platforms also creates the ability to deploy multi-factor authentication to increase security of systems.
Adapting Legacy Systems to Accommodate New Technologies
The situation: Ports and ships in the maritime industry are vital points in the global supply chain for food, medicine, consumer goods, fuel, and hundreds of other products. In 2021 alone, supply chain cyber-attacks jumped over 300 percent, strongly supporting the notion that it isn’t IF a cyber-attack will occur, but rather, WHEN, and how well pre pared you will be for such attacks.
• “Middle-ware” platform that allows integration into sophisticated AI-based data analytic tools
The solution: The Univerge Integration Platform (UIP) provided by NEC allows just such a process. UIP provides the “logical” component that twins with the “physical” component of the infrastructure — the 24x7x365 communications system described above. This “middleware platform” allows integrations of any and all tech nologies, including legacy technologies into the platform. It uses business logic (JSON Code) for scripting and triggers to push and pull information through each port component as necessary. From complicated port management systems, to environmental, to security, safety, analytics and more, the UIP will effect ively and efficiently allow data flow, documentation, communication, etc. Because of its versatility, the system also allows new integrations and replace ment integration with a simple “turnon/turn-off” process. The integration of disparate technology platforms also creates the ability to deploy multi-factor authentication to increase security of systems. This effectively offers a force multiplier to the security team.
The application layer essentially rep resents the “plug-ins” to the overall sys tem including existing legacy as well as new software applications for utiliza tion by the staff.
•include:Implementation of a system that is U.S. Safety Act approved and certified
TECHNOLOGY
• Threat vulnerability assessments aligned with local and national threats
• Corporate accountability tool for all employees worldwide.
The integration layer
The situation: Most port environ ments have suffered obtaining the fund ing and other resources necessary to upgrade their legacy systems. Often, integrations of new technologies and leg acy systems are not possible or come at significant cost with the need for signifi cant development resources and time.
• Business metrics can be applied/ visualized with “rules” to allow mul tiple levels of metrics for increased cost effectiveness
The challenge: Without question, the need to upgrade to minimize secur ity threats, to improve port efficiency, traffic flow, and safety and security of staff is at the core of port operations. Given that funds are scarce, a “bridge” between the old and new to avoid a total “rip and replace” is critical. The system needs to permit ports to roadmap the upgrade process, and where necessary, replace existing failing infrastructure without slowing or stopping operations.
The impact/ROI: Typical cost sav ings for UIP versus traditional integra tion coding are in excess of 200 percent. Similar levels of cost savings have been realized in upgrade and change management.
• Predictive analytics available within six months of implementation
The application layer
Cyber security
• Reduce theft by employees and vandalism
38 — PACIFIC PORTS — September 2022
• Increased awareness with less staff ing – longer-term savings with less overhead dollars
The solution allows creation of mul tiple layers of geofences to communicate with vessels at defined distances from port, enhancing the ability of the port to manage the flow of vessels entering and leaving. The integrated security solution monitors guard movement on ground, vehicles, CCTV, etc., from one interactive map with real-time data feeds including streaming video and communications with security person nel. It further allows all data associated with global ports and assets on a single screen with the ability to easily switch between locations and monitor prog ress, issues, etc. The impact/return on investment (ROI): The impact of such measures
• Drone integration and counter measures
TECHNOLOGY management systems, underscoring how serious the challenge ports face in support and preservation of the free flow of goods.
The challenge: While perimeters can be secured via physical barriers, these barriers provide little situational aware ness. The cost of increasing boots on the ground to secure the entirety of perim eters is prohibitive. Situational aware ness is best captured using a Perimeter Intrusion Detection System (PIDS). Typical PIDS’ are comprised of a com bination of sensors and cameras that sense and enable visual verification of physical intrusions along a perimeter. Most of these systems are unintelligent and are tied to the physical environ ment requiring electrical power, wired and/or wireless communications. These systems are further challenged by salty air, changing visibility due to struc tures, foliage, precipitation, dust, fog, and daily and seasonal lighting condi tions. They can be further hampered by inclement weather events, such as hur ricanes, typhoons, or monsoons, and dramatic changes in lighting. Finally, given the size of many ports and area to be protected, the problem of effectively monitoring multitudes of cameras can be almost impossible.
September 2022 — PACIFIC PORTS — 39
The solutions: Many of these challen ges can be overcome with an Intelligent Perimeter Security System (iPIDS). An iPIDS uses state-of-the-art sensing tech nology combined with AI. The sensing technology, optical fiber sensing, uses the analysis of laser light changes from one end of an optical fiber. When there is an environmental change such as sound within proximity of the optical fiber, the light inside the optical fiber changes. By analyzing the received light, the environmental change and its location along the optical fiber can be accurately determined. AI comprises state-of-the-art computer algorithms such as machine learning, deep learn ing and neural networks giving it the ability to analyze the light signals fromThe application layer essentially represents the “plug-ins” to the overall system. Securing ports against threats is not easy, they have numerous access points for both entry and exit, products worth billions of dollars ... and 24x7x365 operational environments.
The impact and/or ROI: • No Capital Expense (CAPEX) for implementation • Security software as a Service busi ness model (SSAAS) • Experience shows that Operational Expense (OPEX) has been decreased by 20 percent • Security operational efficiency increased by 35 percent • Interoperability with legacy platforms • ROI typically in less than two months Physical security The situation: Securing ports against threats is not easy, they have numerous access points for both entry and exit, products worth billions of dollars, thou sands of acres, workers, other populations in the thousands, and 24x7x365 oper ational environments. These threats span everything from vandalism, theft, active shooters, and domestic or international terrorism. Situational awareness is critical in these environments 24x7x365. While much of this is achieved using “boots on the ground” largely at points of ingress or egress, this is often insufficient for the kind of situational awareness necessary to protect against and mitigate such attacks.
The solution: All ports require an advanced Artificial Intelligence (AI) Cyber Defense Platform for multi-threat detection on a real-time basis to prevent cyber-attacks. This must address critical infrastructure security stack includ ing operating systems (OS), networks, applications, Supervisory Control and Data Acquisition (SCADA) control systems and Internet of Things (IOT) device vulnerabilities. A well-defined zero-trust system must cover all devices, users, and policies both inside and out side the organization’s network requir ing all to be authenticated, authorized, and continuously validated for security configuration and posture before being granted access to any part of the port or shipping systems. The cyber secur ity system must provide comprehen sive coverage for applications, security testing, vulnerability managements, compliance automation, and threat detection and response.
• Purchase options are available to be tailored to customer financial goals, examples include NCPA, NASPO, EQUALIS and GSA, etc.
TECHNOLOGY
• Leveraging existing fiber and copper installations to support other port applications described herein. No “Rip and Replace”. Infrastructure CAPEX has been decreased by 30 percent.
• IT and Telecom expense reduction by 30 percent or more.
the iPIDS sensors and over time “learn” what specific light signals signify — human intrusion, gunshot, item thrown over a wall, etc.
• Improving percent.operationalIT/Telecom/Accountingefficiencybyupto75
The challenge: The need to sustain and integrate real-time voice applica tions to other port components to mini mize security threats, to improve port efficiency, traffic flow, and safety and security of staff is at the core of port operations. Legacy voice systems are typically replaced rather than integrated with new technologies. Cost and time are both prohibitive when replacing leg acy systems.
The impact/ROI: NECs Intelligent Perimeter Intrusion Detection
• Providing a single highway for physical and logical components improves reduces downtime and sim plifies maintenance, installation, and integration costs. OPEX has been decreased by 20 percent per year.
• Governance and Compliance with the Chief Information Officer (CIO) oversight framework • Web Portal real-time access
• New Cloud or Premise-based sys tems can integrate with many legacy communications systems
• Experience shows that OPEX has been decreased by 50 percent • Security operational efficiency increased by 65 percent • Interoperability with legacy platforms • ROI typically in less than three months • Communications integrity – 24x7x365 The situation: Ports typically have a variety of legacy stand-alone com munications systems that are voice centric. These have usually been inte grated with wireless/cordless, paging, e911, timeclocks and related communi cations devices, creating a communi cations island environment for voice. Often, voice systems are among the least integrated components of the port due to the slower rate of change of these applications.
• Increased operational efficiency with significant situational awareness and ability to call the right security team to the right place at the right time
• Life Safety, timely location data that helps save lives and aids in meeting U.S. telecommunication standards, Kari’s Law, the Ray Baum Act and other international applicable laws
• Keeping detailed infrastructure information can be used to rebuild in the event of natural and/or man made disasters. Ensure reliable and secure carriers to sup port cloud and voice services
• Resiliency and redundancy
The situation: Ports typically con nect with a single carrier for all cloud The need to sustain and integrate real-time voice applications to other port components to minimize security threats, to improve port efficiency ... and safety and security of staff is at the core of port operations.
The impact/ROI: The impact of such measures include:
The solution: We offer IP based premises and cloud-based communica tions systems which increase communi cations, providing voice connectivity and related management systems. Our Unified Communications Management and Telecommunication Management System (UCMS / TMS), single point of entry solution integrates operations and management of telecommunications networks, data networks, infrastruc ture, Next Generation 911/Enhanced 911 (NG911/E911) location information and operations into a single tool. This includes, Assets & Services Inventory, Call accounting & consolidated billing, Cable & facilities management includ ing physical and logical connectivity, data port management, NG911 & E911/ ALI-Automatic Location Information, Telephones, mobile phones, circuits, radios, network devices, MAC & IP address management, automated VoIP telephone enhanced location informa tion tracking and updating. On-Site Notification (Screen Pop-Up when a 911 call is made, E-Mail, SMS Text notifica tions), Automatic Switch Interface (ASI) voice switch provisioning, Telephone dir ectory, Integrated trouble tickets, work orders and preventive maintenance sched uling. This solution integrates with other systems such as, IT Service Management (ITSM), Enterprise Resource Planning (ERP) systems (Remedy, ServiceNow), Accounting/Ledger systems, General Fund Enterprise Business System (GFEBS/SAP), Voice telephone systems, (Voice over Internet Protocol (VoIP), legacy Time Division Multiplexing (TDM), hybrid VoIP/TDM), Voice Mail systems, Public Safety Answering Point (PSAP) systems and data networks. Specifically, our solution allows the communications infrastructure, physical and logical, to be integrated with and support all port components listed above and below, ensuring cost effective and efficient operational management. This physical infrastructure supports our “logical” infrastructure through the use of the Univerge Integration Platform (UIP) described below.
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and voice services. A carrier outage leaves port operations at the mercy of the carrier for diagnostics, updates, and resolution. Given the volume and criticality of this link, network outages can have outsized impacts on port oper ations and costs.
• Reduce serious injuries and fatalities on a job site by training employees before they are put in dangerous situations
The solution: Immersive technolo gies can be useful tools to test the use of Augmented Reality (AR), Virtual Reality (VR), and Extended Reality (XR). These tools provide unique and efficient opportunities to identify gaps in security, safety requirements, training on equipment, updates, threats to the port, and changes in the environment.
• Decrease liability insurance and workers compensation costs
Virtual reality can be used to train employees prior to performing work on physical equipment or in unsafe condi tions. For example, an employee can be trained on how to perform a potentially dangerous task before ever being in harm’s way.
• Provides increased operational effi ciency and allows accurate tracking of training conducted to meet regu latory requirements
Data analytics layer
The impact/ROI: Typical cost savings for Network Connect versus traditional carrier costs are over all approximately 30 percent. These sav ings do not take into consideration the outage mitigation effects of this service.
September 2022 — PACIFIC PORTS — 41
• Avoiding a disaster — such as the Suez Canal accident — could save hundreds of millions to billions of dollars and resultant impacts to the supply chain and global economy.
AR is a digital overlay of 2D or 3D content onto the physical world typically experienced with a smartphone, tablet or wearable device. Augmented reality can be used to add operational information onto physical equipment on a job site. For example, the employee scans a con trol panel with their phone camera and sees instructions on how to use the equip ment and associated safety requirements.
XR is a universal term inclusive of immersive learning technologies, virtual reality, augmented reality, mixed reality, and spatial computing. This term is used to discuss all immersive technology as there are so many differ ent platforms and hardware that goes into this technology category.
The situation: The range of diverse operations at any given port poses the need for a range of training for security, safety, operations and health person nel. This includes training, developing and effectively transferring institutional knowledge to new employees, among other requirements. Often, quick and easy mechanisms to 3D image sections of the ports and surrounding areas for logistical support, monitoring physical changes of depth and width in chan nels, etc. do not exist. Equally, easy to use change management systems neces sary to ensure that staff and employees, from multiple different companies can quickly and easily be brought up to speed concerning specific anomalies, area restrictions and requirements for entry, etc. are often at a minimum.
TECHNOLOGY
The challenge: Most ports are add ing backup telecommunications carriers to provide redundancy to their com munications systems. In the best-case scenario, a port is minimally exposed to substantial costs for links and sup port of each of the systems. Visibility of operational efficiency, slowdowns, and other problems are seldom available to the customer. This results in no visibil ity of options available to resolve the issue and often extends outages.
The solution: NEC Network Connect is a unique carrier service that provides ports with a single point of access and control of over 375+ carriers, using AI and Machine to Machine (M2M). Its carrier agnostic improves port operations by eliminating outages and downtime at reduced cost. Its AI design automatically manages port con nections on a call-by-call basis, instan taneously moving connections from a failed carrier to another, eliminating outages. Also, Network Connect pro vides unmatched visibility via a realtime portal that allows port personnel to view end-to-end connections and control routing options. Users have visi bility into the carrier network, including setting network alerts, identifying potential network issues, analysis of monthly spend and individual chan nel statistics. Network Connect auto matically monitors and remediates network issues before they interrupt the connection.
The impact/ROI:
VR technology is used to immerse oneself in a virtual world through use of a head-mounted display, completely occluding the view of the physical world.
Occupational safety and training
The challenge: The challenge in these port environments is 1) establish ing and updating data libraries with the information necessary to comply with various regulatory, security, safety and health requirements; 2) providing an easy process to impart the informa tion to staff across multiple disciplines throughout the port.
• Increase retention of information with interactive learning
Perhaps the most significant layer of our proposed implementation frame work is Data Analytics. Data Analytics takes the output from all of the components described above and applies tools to turn this output in to actionable Network Connect provides unmatched visibility via a realtime portal that allows port personnel to view end-to-end connections and control routing options.
The solution: UIP’s integration solution set dramatically increases data transparency and visibility overcoming the challenge of integrating multiple data warehouses. Data from integrated systems is housed on a transaction basis in a single data warehouse which ensures data integrity. With data from multiple sources and applications now in a single data warehouse, analytic tools such as Business Intelligence (BI), Machine Learning (ML) and Artificial Intelligence (AI) become much more efficient and allow ports to produce relevant real-time business specific analytics. Analytics range from sim ply developing key business metrics (improvement in time to offload specific vessels, training metrics for safety and health) against which to measure busi ness progress to sophisticated predictive analytics effectively providing action able information to improve a variety of port operations. UIP is tool agnostic, so existing BI/ML/AI systems can easily be integrated and utilized more effectively.
TECHNOLOGY intelligence to support a port’s shortand long-term business goals.
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The challenge: Discrete systems typically generate single threaded data. Data housed in the multiple applica tions used by ports—fuel consump tion, logistics, equipment control systems, accounting systems and so on, are most often stored in disparate data warehouses creating “Islands of Information”. The downstream impact is that very often, stakeholders don’t have access to reliable actionable data for key port management decisions.
Contact: Doug Winnie Email: Douglas.winnie@necam.com Phone: 214-262-6909
Conclusion The implementation framework presented is highly flexible. It can be implemented on a turnkey basis and incrementally as needed by the port. These solutions can be financed and/or provided to multiple ports from a secure cloud to reduce the cost per port. While we have offered some unique applications and integrations that are state-of-the-art technologies, we have not attempted to be exhaustive in our presentation. There are a wide variety of additional applications that can be brought to bear to improve security, efficiency, and sustainability. These include applications such as biometrics for ingress and egress into specific areas or the port as a whole, weapons detec tion systems, and a variety of IoT device solutions.Welook forward to discussing with you the range of options available and helping to guide you through identifying the best solutions to address your specific port’s challenges.
The situation: Ports, like most other businesses, improve efficiency and pro ductivity by analyzing data and utilizing it to enhance business operations. And, like most businesses, ports are challenged by the range of data available, where the data is housed, and how to mine, analyze and utilize this data. Multiple business units are often creating the same reports for their units, creating redundant reports because they are not visible to the range of units requiring them.
The impact/ROI: Consolidation of data and improved data integrity con tributes to better and more timely deci sion making. Further, there is evidence that consolidating data ultimately saves resources as data retrieval and analysis is simplified. Full ROI results are depend ent on the BI/AI/ML tools being utilized.
Port operations and bunkering infra structure development must focus on electrification and zero-carbon, zero-emission shipping fuels to reduce both air quality pollutants and greenhouse gas emissions — simultaneously improving the air quality in portside communities and reducing the warm ing impact on the planet.
In this critical moment for climate action, ports have an opportunity — and a responsibility — to right the ship and move the industry onto a trajec tory commensurate with the climate emergency.Byleveraging their port state author ity and economic power, and collabor ating with provincial, state and national authorities, ports can accelerate action to achieve zero-emission shipping by 2040. To start, ports must implement mandatory policies for zero emission shipping by 2040, with priorities for renewable electric onshore power, zeroemission ocean-going vessels and harbor crafts, and a sustainable global network of green shipping corridors — as com mitted to under the COP26 Clydebank Declaration.Intheimmediate term, ports must stop all new fossil fuel build-out and reject false solutions like Liquefied Natural Gas (LNG), which is 85-95 percent methane. This fossil fuel will only exacerbate the industry’s effect on global warming, with methane leaking at every stage of the production life cycle. Methane (CH4) is up to 86 times more potent than carbon dioxide (CO2) on a shorter timescale, meaning more warming, faster. Recent research by the European Federation for Transport and Environment on LNG-fueled ships found significant methane slips (leaks) with “alarming repercussions for the climate”.Dueto its climate impact, the LNG market is already showing signs of industry rejection. Investment com panies are ending financing for natural gas projects due to pressure for climate action and public opposition. There is a risk that LNG-related projects will not be bankable in the near future. The World Bank advised countries to pull back from investing in LNG infrastruc ture, saying that fossil gas “is likely to play a limited role in the decarbonization of the shipping sector”. The only place fossil fuels belong is in the ground.
ENVIRONMENT
How ports can right the ship on industry pollution, emissions
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In this critical moment for climate action, ports have an opportunity — and a responsibility — to right the ship and move the industry onto a trajectory commensurate with the climate emergency. A round the world, ports are processing record-high cargo volumes while tackling rec ord congestion, labor shortages, supply chain bottlenecks and cargo diversion. Ships dwell in harbor waiting to unload — only to have cargo sit on docks — and ships return to their port of origin empty.Meanwhile, civilians across contin ents and island nations are battling extreme heat, devastating wildfires, deadly floods, and severe drought — events intensified in severity and fre quency by climate change. The record heat waves are so severe that the UN Secretary General warned that human ity is facing a choice: “Collective action or collective Unfortunately,suicide.”these two realities collide at this precise crossroad — with emissions from shipping multiplying at a time that all industries must be moving toward zero emissions. If shipping were its own country, it would be the sixth largest contributor of climate-warming emissions, ahead of Germany. And on its current trajectory, maritime trade could grow by as much as 150 percent by 2050 over today’s trade volume. This is a far cry from the degree of collective action we need to ensure survival. While industry efforts are underway to decarbonize shipping in compli ance with the International Maritime Organization’s 50 percent reduction by 2050, this goal is severely inadequate to keep global warming under 1.5 degrees Celsius. Absent accelerated action to eliminate emissions, shipping alone could derail concerted efforts to miti gate climate change and achieve the goals set forth by the Paris Agreement.
In the U.S., ports will be soon be able to tap into 3 billion USD of funding under the Inflation Reduction Act (IRA) to reduce air pollution at ports and in the communities that surround them. Beyond this allocation, the IRA will help the U.S. reduce its greenhouse gas emis sions by approximately 40 percent below 2005 levels by the end of the decade. U.S. ports must develop plans and programs eligible for this funding — and they need to start now. Eligible infrastructure projects include electric charging stations and onshore power, or cold ironing sta tions, onsite renewable energy generation and storage systems, and bunkering for zero-emission shipping fuels. Around the world, ports should seek government funding for critical September 2022
By Allyson Browne, Climate Campaign Manager for Ports, Pacific Environment.
Ports and shipping lines have been working together to address greater environmental sustainability. infrastructure development to improve their environmental and public health impact, economic efficiency and resili ency in the wake of our changing cli mate. Beyond public funds, the ports should prioritize private sector invest ments that will further the port’s drive toward a zero-emission future.
Tactics include adopting incentives to reward first movers and accelerate the market, setting common zero-emission policies for At Berth, At Anchor, harbor craft and all ocean-going vessels, and ensuring reliable access to zero-emission infrastructure and fuels. When used in collaboration with other port author ities, ports can send market signals to the shipping value chain that ships must be equipped for the zero-emission future — setting into motion the col lective action required of the industry. Ports around the world are already stepping up to this call to action. This year, Los Angeles and Long Beach passed resolutions calling on their lar gest retailers to transition to 100 per cent zero-emission ocean cargo ships by 2030. These cities house the largest port complex in the Western Hemisphere — the San Pedro Bay Port Complex. Los Angeles and Long Beach are also anchoring the world’s first green international shipping corridor — the LA-Shanghai Corridor — to reduce emissions from one of the world’s busiest cargo routes. The initiative will engage state, local, and international govern ments and industry to reduce greenhouse gas emissions from the movement of cargo throughout the 2020s, includ ing a goal to begin transitioning to zero-carbon fueled ships by 2030. The corridor is part of C40’s Green Ports Forum, which now includes 20 of the world’s leading port cities from every region.Singapore’s Maritime Port Authority recently issued new incentives for Singapore-flag ships under the Green Ship Program, including a 20 percent to 100 percent reduced registration fee. The initiative is one of four programs that comprise the port’s Green Initiative, which dedicated up to 100 million SGD over 5 years. The port also developed a 2050 blueprint, charting ambitious and concrete long-term strategies to build a sustainable Maritime Singapore. In August, Singapore announced a Memorandum of Understanding with the Port of Rotterdam to establish the world’s first and longest Green and Digital shipping corridor, to support the adoption of alternative fuels and to optimize maritime efficiency, safety, and the transparent flow of goods by supporting the use of digitalization. As these ports demonstrate, progress is not only possible — it is essential for the future of our planet. The solutions exist, but they require concerted efforts to deploy at scale and create adequate demand. Through collective action, accelerated ambition, and dedicated investment on electrification, alterna tive fuels and green shipping corridors, ports can transform from hotspots of fossil fuel pollution to thriving hubs of clean energy, clean air and environ mental justice, and set the shipping industry on a path to zero emissions.
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Allyson Browne is the Climate Campaign Manager for Ports with Pacific Environment. Allyson brings over 10 years of experience in renewable energy, climate, and sustainability. Prior to Pacific Environment, Allyson served as Director of Regulatory Affairs & General Counsel for SRECTrade, where she partnered with solar industry and grassroots organizations to advocate for renewable energy policies in a range of jurisdictions, and as Chief of Staff to Jared Blumenfeld for Gavin Newsom’s gubernatorial campaign, where she led a 7-person team to develop policies on a range of climate and energy issues. This year, Los Angeles and Long Beach passed resolutions calling on their largest retailers to transition to 100 percent zero-emission ocean cargo ships by 2030.
ENVIRONMENT
In our global economy, ports hold a unique combination of legal author ity and economic power. In some cases together with their government part ners, ports possess port state authority, which allows them to set the rules and regulations for all vessels calling their port. Through this authority, ports can set myriad policies to drive the adoption of zero-emission technologies and fuels.
Mexico has rebounded swiftly from the pandemic. Much of the country’s economic activity has resumed. As part of the recovery effort, Mexico became the first in Latin America to begin a mass vac cination program. The U.S.-MexicoCanada Agreement, together with large-scale stimulus spending by the U.S. federal government, has helped cement Mexico’s status as a manufac turing center of choice, particularly as lockdowns have affected primary manufacturing sites in Asia. Heavy chemical-consuming industries — like automotive — have been expanding. Chemical traders and pro ducers have reacted quickly to meet emerging demand. As the operating environment has become ever-more complex, automation and digital trans formation have helped to drive chemical-sector improvements in several key areas: efficiency, cost management, safety, and sustainability. Covid-19 caused unpredictable chal lenges, prompting governments to implement severe restrictions to con tain the spread of the virus. This led to a sharp slowdown in global economic growth and trade. As production and consumption declined globally, world merchandise exports contracted in severe spasms. Trade in manufactured goods, fuel and mining products con tracted markedly. The disruption to global trade forced logistics firms to evaluate costs and adapt operations to survive.Consider the chemical sector’s development and growth, which in Mexico has been hampered by supply chain bottlenecks. Before the pandemic hit, the global chemical industry faced a slowdown driven by lower demand and excess capacity. Latin America mirrored these trends, and its chem ical sector entered the pandemic facing shrinking margins, underutilized cap acity, and sluggish demand. Mexico’s chemical industry serves 96 percent of the country’s manufacturing sector, yet only has the capacity to meet around one-quarter of domestic demand due to feedstock scarcity. Pemex, the national oil company, has seen declining pro duction rates of basic petrochemicals and reduced indigenous gas supply, all of which impact the petrochemical sup ply chain and contribute to a $32bn import deficit across Mexico’s chemical industry.Disrupted supply chains and suc cessive global shocks have led to more robust, diversified, and digitized supply chains. Among the many benefits that have come from pushing logistics into the 21st century, the list includes these
as a manufacturing center of choice... The new Trans-Isthmus railway project will connect the Pacific Ocean and the Gulf of Mexico, competing with the Panama Canal for a faster route from the Atlantic to the Pacific. TRADE ROUTES September 2022 — PACIFIC PORTS — 45
The U.S.-Mexico-Canada together largescale stimulus spending Mexico’s status
Agreement,
•eight:Enhanced supply chain visibility • Streamlined choice of transport services • More efficient and reinforced resilience • Enhanced transport and event management • Reduced cost and administrative burden • Increased load factors and asset optimization • New opportunitiesbusiness-generation • Lower emissions and more circular economy benefits Mexico is on the move
with
By Gordon Feller
... has helped cement
Spain is one potential source of funding for the project, and José Luis Ábalos, the country’s minister of pub lic works, signed a Memorandum of Understanding with the State of Oaxaca — through which much of the line will run — regarding cooperation in the fields of infrastructure and trans port. At the meeting, Ábalos referred to the Trans-Isthmus railway and the parallel, tourism-focused Maya Train project as “two issues we will look at with interest”, adding that, “given the experience that Spain has in terms of infrastructure management, we will try to collaborate on these issues”. Although this Trans-Isthmus railway project has attracted less criticism than the Maya Train, there is still opposition from some groups. They have called for more preliminary studies to assess the environmental impact of the projects, as well as a review of effects on indigen ous communities that lie within the development areas. It would appear that public sentiment is positive overall. A referendum on the construction of the two railways — alongside eight other public projects — was held in November last year, with all projects gaining public approval. However, the fact that only 946,000 citizens (out of a population of around 125 million) participating in the vote does not dampen the debate that continues to surround the plans. Controversy notwithstanding, these projects are cornerstones of the strat egy of the administration of President Andrés Manuel López Obrador (aka AMLO), which hailed new infrastruc ture as “integral to Mexico’s mediumtermThegrowth”.country ranked 49th out of 140 countries in terms of infrastructure in the World Economic Forum’s “Global Competitiveness Report”. This high lights the potential to improve in this area. Under the government’s “Nation Project 2018-24 Strategy”, both the inter-oceanic corridor and the Maya Train are listed as priority projects, alongside MXN97.5bn ($5.1bn) of improvements to be made to the road network and various projects to boost water self-sufficiency. According to AMLO, the national government will invest around MXN500bn ($25.3bn) in various infrastructure projects over the course of his term in office. New Ports Caxxor Group, the operating arm of National Standard Finance, a
Coatzacoalcos in the Gulf of Mexico and Salina Cruz on the Pacific, the rail way will be accompanied by a raft of infrastructure projects aimed at creating a trade corridor, including a natural gas pipeline, and road and port upgrades. Construction on the project began in 2019, although pandemic-induced delays have slowed the process. Mexican government officials are confident that the railway will be operational before the end of this year.
The broader multi-modal interoceanic corridor plan also includes the development of eight seaports, two highways, two hydrocarbon projects, two electricity projects and one tele com project. According to the corri dor’s published “Environmental Impact Declaration”, the multi-modal project is expected to be completed after the AMLO administration’s term ends in 2025. A total investment of $11bn will be made between 2019 and 2024, split between 37 social programs and the 16 infrastructure projects.
The idea of linking up the two coasts has been discussed since colonial times, and a rail line was first proposed in the 19th century. The route will pass through some of the least-developed areas of Mexico, which have tradition ally lagged behind the north’s more industrialized states in terms of growth. While successive administrations have attempted to stimulate develop ment in the country’s southern states, these efforts have not met with notable success.Regional authorities from both states have looked to ensure that the benefits of the new project are not concentrated in Salina Cruz and Coatzacoalcos, but rather are spread across the Isthmus. To that end, six industrial development and innovation zones are to be constructed across the area, fueled by improved transport and energy infrastructure. In addition, the State of Oaxaca government’s “Development Program for the Isthmus of Tehuantepec” looks beyond the train as a catalyst for eco nomic growth and includes associated social and economic schemes to boost livelihood outcomes for people and businesses along the route.
Behind this effort is a bid to boost development in one of the coun try’s poorest areas. This explains why Mexico is fast-tracking the construction of this long-awaited railway line con necting the Pacific and Atlantic coasts. To this end, the national Ministry of Communications and Transport was awarded a budget of MXN645m ($32.6m) to kick-start work on the rail way’s development, while the govern ment has allocated some MXN2.5bn ($126.5m) for the overall project, known as the “Multi-modal inter-oceanic cor ridor”. Singapore’s Surbana Jurong will develop the project’s strategic plan.
TRADE ROUTES The Corridor To make goods flow more smoothly, and less expensively, Mexican officials are hoping that a new dry canal will ease the bottlenecks. The new TransIsthmus railway project, created by the government with industry partners, aims to compete with the Panama Canal and draw more trade from Europe, North America, and Asia. This newly created trade corridor would provide an alternate route for those looking to ship goods between the Atlantic and Pacific oceans at a more northerly latitude, thereby improving the competitiveness of logistics. This project aims to link ports along the two coasts of Mexico’s narrowest section of land, known as the Isthmus of ConnectingTehuantepec.thedeep-water ports of
46 — PACIFIC PORTS — September 2022
U.S.-based investment fund, is con structing three new port terminals in Mexico. The group started construc tion in 2020 and have seen delays due to the pandemic. With a total investment expected at $944 million, the ports will be located on the southern border of the Gulf of Mexico and in the south of the country.Thethree projects being led by Caxxor are these: • Puerto Chiapas, with a budget of $264 million for construction and development • Puerto Veracruz, with a budget of $230 million for construction and development • Puerto Soto La Marina, with a budget of $450 million for construc tion and development Caxxor decided that both Puerto Chiapas and Puerto Veracruz would begin their construction first. To make these large-scale projects a success, Caxxor decided to partner with ACXESA to build Puerto Chiapas. (Included in that company’s port folio are passenger terminals, con tainer terminals, multimodal facilities, ports and port operators, bulk com modity terminals and oil terminals.) Caxxor’s primary goal in Chiapas is to increase commercial interchange with Honduras and Guatemala, where National Standard Finance’s subsidi ary is starting to develop two other port terminals. Once constructing and operating, the Chiapas assets will also facilitate commerce with Asia. Puerto Chiapas entails a 400m-long dock, a 65,0000-square-meter warehouse for dry and refrigerated products, in addi tion to a 100,000-square-meter con tainer yard terminal. Additionally, the infrastructure will include a bulk liquid terminal of 1.5 million barrels of fluids and port equipment.
Puerto Veracruz will facilitate trade with European-based economies, which represent a growing propor tion of Mexico’s trade volume with the
It will have a storage capacity for 3.5 million barrels, 10,000 containers in storage and 5,000 in cargo movement.
Nearshoring in Mexico is an increasingly popular prospect for global firms as a result of a shorter supply chain with key consumer markets, duty-free imports, streamlined import/ export processes and more robust intellectual property (IP) rights protection. Against the backdrop of rising wages in China, supply problems in the early stages of the pandemic exposed the fragility of many manufacturers in North America, which relied on Asia as a source of raw materials and outsourced manufacturing. This has led to a diversification of product sourcing and a shift away from long supply chains associated with offshoring in favor of shortened paths to Implementedmarket.in 2020, the U.S.-Mexico-Canada Agreement (USMCA) heavily incentivizes businesses based in the U.S. to take advantage of manufacturing in Mexico, enabling these businesses to gain access to numerous markets with which Mexico has entered into free trade agreements and benefitting from duty-free imports. Mexico has 12 multilateral trade agreements that provide preferential trade access to over 40 countries, making it one of the most open countries in the world for international trade. To further strengthen manufacturing and exporting potential, the USMCA rules of origin require the North America-produced content of a vehicle to be 75 percent, up from rest of the world. The structures being built includes a yard of 100,000 square meters with the capacity for 4,000 con tainers; 500 connectors for refrigerated containers; warehouses with capacity for 50,000 square meters of dry boxes; a storage terminal sufficient to store 1.5 million barrels of D2 diesel and mari timeOncediesel.completed, Puerto Soto La Marina, located in the City of Tamaulipas, will serve the energy and mining sectors. It will be focused on trade flows coming in (and out) of the U.S. West Coast and Central America.
TRADE ROUTES September 2022 — PACIFIC PORTS — 47
The assets being built here also will have 150,000 square meters of ware houses — plus an area dedicated to gas storage. Coessa will be a co-investor at Soto La Marina. (The company owns a large network of convenience stores, gas stations and liquor stores, and it is based in Spain.)
Mexico’s position as a manufacturing center strengthened by the USMCA 62.5 percent, and requires 70 percent of a vehicle’s steel and aluminum to originate in North America. Due to the passage of the USMCA, U.S. companies are afforded much stronger Intellectual property (IP) protection in Mexico than before. IP is critical to the U.S. economy. A growing part of the everincreasing U.S.-China conflict is centered on IP theft perpetrated by Chinese government and corporate entities. This growing problem has become a significant hurdle for multinationals with manufacturing in China. The result has been a push forward for the near-shoring movement, whereby U.S. firms are looking to bring production closer to home base. Labor costs remain low in Mexico, as compared not only to the U.S., but also as compared with its biggest manufacturing competitor, China. In that country minimum monthly wages have steadily risen over the years. Between 2019 and 2020 manufacturing labor costs per hour in China increased from $5.78 to $6.50, whereas Mexico experienced a much smaller rise, from $4.66 to $4.82. Similarly, Mexico captures greater productivity with a 48-hour workweek compared to the usual 40-hour workweek before overtime pay is considered. These factors have driven multinational corporations to increasingly look at Mexico as an attractive nearshore outsourcing partner.
Established in Vancouver BC in December 2021, Tynebridge Solutions Inc. is a relatively new entity, although Hedley, Crawford, and Thompson have known each other and worked together in the industry for over 20 years.
A
PP’s newest Associate Member — Tynebridge Solutions Inc. — has a very straightforward approach to projects: “Pragmatic Innovation”.
Hedley’s 40-year career in the shipping industry started as a marine engineer on various vessel types before being promoted to Chief Engineer and he then embarked on a successful career on land — in the UK with Hedley Engineering Services, fol lowed by a move to Canada in 2000 with Teekay Corp. (as Vice President, Global Marine and Technical Standards), and Seaspan Marine Corp. (as Senior Vice President, Operations).
Ben Thompson is Glasgow University qualified as a Naval Architect and an Ocean Engineer and he has both a technical and commercial background with over 30 years in the regulatory and consulting fields at Lloyd’s Register and British Maritime Technology (BMT). Ben’s most recent position was as Director of Gas Supply Chain at LR Americas.
“They don’t have waterfront access so we’re providing the logistic support to help them develop plans to export the LNG in in ISO containers. The beauty of LNG and ISO con tainers is that you don’t need additional infrastructure. Our work includes creating the design for a new class of ship that would be dedicated to carrying the ISO containers.”
“We work well together, we enjoy a challenge and solving problems, and that’s what keeps us motivated...”
NEW MEMBER PROFILE
An example of the type of project Hedley is referencing is an LNG production facility in northern British Columbia.
“We work well together, we enjoy a challenge and solving problems, and that’s what keeps us motivated,” said Robert Hedley, one of Tynebridge’s founding members. “We’re all very practical guys but with the distinction of thinking outside of the box.” While that may be true, Hedley, along with Stuart Crawford and Ben Thompson, also have some fairly high cre dentials and significant experience to back up that style.
While the LNG industry has been a natural fit for Tynebridge, other projects span across multiple marine sec tors and disciplines. For example, Tynebridge is assisting 4FOLD, the foldable container company, in developing com mercial markets; and another project has them working with a Canadian R&D company to develop a new form of fast vessel. “The vessel is capable of achieving 60 knots, making it ideal for a fast, amphibious rescue vessel for coast guards or navies,” said Hedley. “The R&D company will benefit from our connections, which will allow them to commercialize the vessel and that’s where we come in, we’re able to open up the market for them.”
In addition to being a marine engineer with extensive experience in new ship construction, Stuart Crawford also has an Executive MBA in Shipping and Logistics from the Copenhagen Business School as well as senior manage ment and technical positions with Teekay Corp., Seaspan Corp., and Pioneer Marine. Most recently, he was CEO and President of Clean Ocean LNG, an LNG bunkering trans portation service.
APP welcomes Tynebridge Solutions Inc. Innovative Marine Transportation Solutions Project Management Fleet Management Marine LNG Consulting Services Ship Design & Construction Tynebridge Solutions Inc. Vancouver BC Canada E: info@tynebridge.ca T: +1 778 990 7626
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While the company has been primarily focused on LNG and alternative energy solutions, the experience of the Tynebridge team lends itself well to most any shipping, ship manage ment, and marine transportation logistics project. “Our natural niche has been in providing support to companies in the LNG industry — whether that be ship owners building new vessels or LNG producers looking to establish export facilities and markets,” Hedley said, adding that their large network of subject matter experts is always ready to assist worldwide.
While based in British Columbia, the work of Tynebridge takes them all over the world, and the Tynebridge team are well versed in delivering turnkey marine solutions for different applications, drawing on their collective experience to build, operate and manage tailored shipping solutions for Clients.
NEW MEMBER PROFILE
The Association of Pacific Ports is pleased to welcome Harman Kemp North America Limited (HKNAL) as its newest Associate Member. As an independent Lloyd’s broker specializing in Excess and Surplus insurance (i.e., a form of insurance that covers businesses with high risk or an adverse loss history), HKNAL is well-positioned for the port and ter minal market. “We’re always happy to provide guidance for ports and termin als who require assistance in managing the complexities of insurance coverage,” said Alan Rixon, HKNAL’s Head of International Department. “We have built a strong reputation over 30-plus years of business in the marketplace, managing general agencies and whole sale brokers in the U.S., Canada, New Zealand, and Pacific Islands, including Guam, Australia, and Saipan.” Representing HKNAL with the APP, Rixon’s extensive experience will serve members well. He has worked in insur ance in both U.K. Retail and London Market Wholesale insurance and has enjoyed a variety of roles encompassing the production of business, Insurance Broking start- ups and Management of both Retail and Lloyd’s Insurance Brokers. He joined Harman Kemp in April 2018 forming the International Department following the sale of another Lloyd’s broker where he was Managing Director of the Non Marine division and shareholder. With his long career in insurance and face to face contact with clients around the World, he brings to Harman Kemp experi ence across many disciplines both Non Marine and Marine. He is an Associate of the Chartered Insurance Institute and a member of the Institute of Risk Management.Drawingon Rixon’s knowledge, we asked him to identify the issues and trends of most importance for the port community. “Cyber security is a huge problem,” he said. “The potential aggregation of risk is significant and it’s making life difficult for brokers to find cyber coverage in the market.” He pointed to the Ukraine/Russia conflict as an example of the complexity of risk, as well as the potential threat of ran somware and whether organizations have taken appropriate steps to ensure security. “Underwriters are asking for very detailed information before agree ing to provide coverage – for example, double-security checks with passcodes issued by phone, and proper authoriza tions are becoming essential.”
APP welcomes Harman Kemp North America Limited
— PACIFIC PORTS — 49
As an Associate Member of the Association of Pacific Ports, the Tynebridge team are looking to expand their network and create awareness of their expertise in the marine transpor tation and logistics fields. “Establishing connections with ports around the Pacific Ocean is key when consid ering that LNG exports require import facilities on the receiving end that are capable of unloading the ISO contain ers,” Hedley said, noting that it doesn’t necessarily mean that new high capital infrastructure is required as it is for large scale bulk LNG shipments, “Sometimes a basic berth for a ship with the ability to load the containers onto barges is all that’sTheneeded.”Tynebridge partners look for ward to working with APP Members — not only to offer the services of Tynebridge but to build relationships that can benefit existing clients. “We’re always looking out for opportunities that are mutually beneficial — the APP provides a great forum for learning and networking, and we are looking forward to building on that.”
“Essentially, we are covering all aspects associated with moving their commod ities to market. Whether it’s going to Asia to establish commercial markets for West Coast connections (or vice versa), to the East Coast to apply concepts that have been proven here, or to Europe or anywhere else in the world to build those partnerships that are crucial for a global industry, our expertise and skill set provides many opportunities.”
Another area of exposure that causes concern for insurers is in storage of hazardous goods on port lands. “The explosion in Lebanon in 2020 where a large amount of ammonium nitrate was stored at the Port of Beirut estimated to have caused over a US$1.5 billion September 2022
NEW MEMBER PROFILE
50 — PACIFIC PORTS — September 2022
For more information about Harman Kemp North America, visit www. hknal.com.
Weather-related events are an additional source of risk. “Climate change has increasingly become a source of greater exposures, hence higher premiums..."
• Three months free web banner advertising on pacificports.org as well as six e-news banner ads (with greatly discounted rates for additional advertising).
Are you taking advantage of the many benefits of the APP?
APP MEMBERSHIP BENEFITS
• Discounted rates for advertising in Pacific Ports Magazine.
APP member benefits provide a number of vehicles for you and your colleagues to network, promote best practices and raise awareness of challenges and opportunities.
• Opportunities to present at APP Annual and Winter Conferences.
• Participation on themed panel workshops. To discuss your priorities and ideas, contact Jane AssociationExecutiveMcIvorDirectorofPacificPortsjane@pacificports.org604-893-8800
Call or email Jane McIvor: 604-893-8800 / jane@pacificports.org to discuss.
Industry Representation and Collaboration — in addition to working with like-minded organizations on initiatives that improve facets of your business and the maritime industry, the APP participates in government and industry forums as well as key industry events (e.g., Clean Pacific, GreenTech, Seatrade, Pacific Marine Expo), not only to provide representation for Pacific Ports but also to ensure important information is shared throughout the membership. Networking — through conferences and workshops, the APP provides opportunities for you to meet your counterparts from around the Pacific, learn through the sharing of best practices, and to develop life-long relationships with your peers. Promotional opportunities for Associate Members are also a key part of our agendas through presentations, distribution of materials, and table-top displays designed to heighten awareness of your products and services.
• Submit articles, press releases and activity updates for Pacific Ports Magazine as well as our semi-monthly e-news updates and our frequently updated website. Not a writer? That’s okay, we can help.
in the Pacific have always been known for Earthquakes and Windstorms. As far as rates are concerned, the market has been increasing like every thing else year-over-year, but Rixon felt they were starting to flatten out a bit. “Some areas that have seen double-digit increases for the last few years will start to see smaller increases more in keeping with past Handlingpractices.”business in a number of different ways — e.g., ‘in-house binding authorities’, lineslips and limited binding authorities, and open market — HKNAL has been very successful in securing terms for a variety of different perils. Using ISO wordings for standard property perils, and London forms for other perils such as earthquake, flood, or wind, HKNAL will also use individual wordings that can be tailored to suit the individual risk. “If you’re unsure of whether we would consider an account — whether due to its size, class, loca tion, or loss history — contact us. We’re always interested in speaking with ports and terminals to find out how HKNAL can provide assistance.”
As drivers of economic growth, facilitating trade and generating thousands of jobs, ports of the Pacific Ocean share a common vision: To provide an efficient, fluid, and cost-effective supply chain in a safe, environmentally sustainable and economically viable manner. The Association of Pacific Ports (APP) assists Member Ports in achieving this vision by enabling the sharing of best practices and lessons learned, peer-to-peer networking, and professional development. Supported by Associate Members who provide a diverse range of solutions for both port operations and management, the APP is building partnerships throughout the Pacific.
NEW MEMBER PROFILE insured property loss and resulted in at least 218 deaths and over 7,000 injuries. The market had no control over what was being stored there. I know a num ber of industry underwriters changed their perceptions of ports and terminals and the risks involved in what it being stored.”Weather-related events are an addi tional source of risk. “Climate change has increasingly become a source of greater exposures, hence higher premiums” said Rixon, adding that, areas
ASSOCIATION OF PACIFIC PORTS www.pacificports.org
Communications & Marketing — all members are invited (and encouraged!) to:
Association of BC Marine Industries (abcmi.ca)
EA Engineering, Science and Technology, Inc. (www.eaest.com)
Port of Kaohsiung, Taiwan International Ports Corporation, Ltd.
Reciprocal Members
(www.portofh.org)
Port of Alaska (www.portofalaska.com)
Albion Marine Solutions (albionmarine.com)
International Ship-owners Alliance Canada Kongsberg(internationalshipowners.com)MaritimeCanadaLtd. (www.kongsberg.com)
Law Office of Alan K. Goldstein (https://alankgoldsteinlaw.com)
Lynker (www.lynker.com)
Maritime and Port Bureau, Taiwan R.O.C.
Port(www.cpa.gov.mp/)ofGraysHarbor,
Davies Transportation Consulting Inc. (www.dtci.ca/)
September 2022 — PACIFIC PORTS — 51
Inland Rivers, Ports & Terminals
Innovative Manufacturing Inc. (www.marinetapes.com)
Harman Kemp North America Limited (https://www.hknal.com/)
Liftech Consultants (www.liftech.net)
Port Members
Port(https://hl.twport.com.tw/)ofHueneme,California
YardiWesternTrukTransTheSSAShuttlewagonShey-HardingSchraderSalusReidPortLinkPort(http://polarismaterials.com/)PolarisPavementTheNorthernNEC(https://nauticalconsulting.com)NauticalMatson(www.motcmpb.gov.tw)Navigation(www.matson.com)ConsultingInternationalInc.(www.necam.com)EconomicsInc.(https://northerneconomics.com/)PashaGroup(https://www.pashagroup.com)TechnicalSolutionsInc.(pavementtechsolutions.com)Minerals(previously:EagleRockAggregates)andMaritimeBusinessManagement(www.pm-bm.com)(www.portlinkglobal.com)Middleton,Inc.(www.reidmiddleton.com)ResourcesInc.(www.salusresources.com)Co.Sales,LLC(www.schraderco.com)Associates(www.shey-harding.com)(www.shuttlewagon.com)Marine(www.ssamarine.com)BeckettGroup(www.thebeckettgroup.org)Mountain(www.transmountain.com)TransportationWoodPreserversInstitute(www.wwpinstitute.org)Systems(www.yardi.com)
American Samoa Port Commonwealth(www.portofcolumbiacounty.org)Port(www.portofbrookingsharbor.com)Port(https://fijiports.com.fj/)Fiji(americansamoaport.as.gov/)AdministrationPortsCorporationLimitedofBrookingsHarbor,OregonofColumbiaCounty,OregonPortsAuthority,Northern Mariana Islands
ADELTE Ports & Maritime (www.adelte.com)
FortisBC (www.fortisbc.com)
Association (https://www.irpt.net/) Interferry (www.interferry.com)www.pacificports.org
Port(https://kh.twport.com.tw/en/)ofKeelung,TaiwanInternational
Associate Members
PortPortPortPortMarshallRepublic(www.redwoodcityport.com)Port(https://portalberniportauthority.ca/)PortPohnpeiPortNanaimoPort(https://kl.twport.com.tw/en/)ofLongBeach,California(www.polb.com)PortAuthority,BC,Canada(www.npa.ca)ofNewport,Oregon(www.portofnewport.com)PortAuthority,Micronesia(www.ppa.fm)AlberniPortAuthority,BC,CanadaofRedwoodCity,CaliforniaofMarshallIslands(RMI)PortsAuthority,IslandsofSanDiego,California(www.portofsandiego.org)ofSkagit,Washington(www.portofskagit.com)ofStockton,California(www.portofstockton.com)ofTaichung,TaiwanInternationalPortsCorporation, Ltd.
Liebherr USA, Co. (www.liebherr.com)
Best Best & Krieger Attorneys at Law (www.bbklaw.com)
PortPort(www.portofgraysharbor.com)WashingtonAuthorityofGuam(www.portguam.com)ofHualien,TaiwanInternationalPortsCorporation, Ltd.
Majuro Stevedore & Terminal Company, Inc. Marine Labs Data Systems Inc. (https://marinelabs.io/)
Ports Corporation, Ltd.
Green Marine (https://green-marine.org/)
GCT Global Container Terminals (globalterminals.com)
APP MEMBERS
ASSOCIATION OF PACIFIC PORTS
PortPort(https://tc.twport.com.tw/en/)ofUmatilla,Oregon(https://portofumatilla.org/)ofValdez,Alaska(https://www.valdezak.gov/151/Port)
BNAC Environmental Solutions Inc. (www.bnac.ca)
AM Insurance (www.amibrokers.com)
Business Oregon (https://www.oregon.gov/biz/)
The new LHM Designed for the future of maritime cargo handlingmore digital, more automated and smarter. www.liebherr.com Mobile harbour crane Discover
