Pacific Ports - Volume 2, Issue 3, September 2021

PACIFIC P RTS Volume 2 Issue 3

www.pacificports.org

September 2021

Spotlight

Port activity update

Infrastructure, environmental resilience top priorities for ports

Commonwealth of the Northern Mariana Islands

Strategy

Strong leadership and strategic thinking key for effective governance

Port security

Intelligent port security

ASSOCIATION OF

PACIFIC PORTS

Outside the Box Moving containers is big business, but the Port of Long Beach

thinks outside the box, too. Innovation, sustainability and longterm vision make Long Beach the Port of Choice.

September 2021 — PACIFIC PORTS — 3

PACIFIC P RTS

September 2021

CONTENTS

Volume 2 Issue 3

36 ARMY CORPS OF ENGINEERS USACE programs boost ports’ efforts to address water resource issues

6

APP EXECUTIVE COMMITTEE

7

EXECUTIVE DIRECTOR’S NOTE

By Jane McIvor

8

PORT NEWS News briefs from APP Members

12 GOVERNANCE

APP welcomes Kimberlyn King-Hinds as new President

13 APP WINTER CONFERENCE Spotlight on the Commonwealth of the Northern Mariana Islands

16 STRATEGY

Strong leadership and strategic thinking key for effective governance

24

38 CORROSION REMEDIATION

The mysterious orange slime heading to eat your port

By Daniel Leonard

24 PORT ACTIVITY UPDATE (I)

40 PORT SECURITY

28 PORT ACTIVITY UPDATE (II)

NEW MEMBER PROFILES:

Intelligent port security

By Dr. Giovanni Milione

Infrastructure, environmental resilience top priorities for ports

Port of Alaska: A crucial link for the U.S. in the north Pacific

30 PORT ACTIVITY UPDATE (III) Long Beach celebrates completion of Middle Harbor Redevelopment Project

32 PORT ACTIVITY UPDATE (IV) Port of Portland welcomes new service to Terminal 6

34 MARINE SAFETY

Clear Seas launches interactive mapping dashboard that visualizes marine shipping safety

42 FortisBC 44

Trans Mountain’s Westridge Marine Terminal

46 NEC Corporation of America 47 Davies Transportation

Consulting Inc.

48 HDR Engineering Inc. 50 APP MEMBERS

19 COMPETITIVE TRADE

Port and regional trade competitiveness in an emerging post-COVID world

By Darryl Anderson, Hanh Le-Griffin, and Phil Davies

23 TECHNOLOGY

ADELTE’s Clean-Active Air System solves major challenge for ports

40

On the cover: Port of Saipan (photo courtesy of Commonwealth Ports Authority); Above (top): Port of Guam (photo: Port of Guam); Above (bottom): Stock photo depicting port security.

September 2021 — PACIFIC PORTS — 5

Association of Pacific Ports 2021/22 Executive Committee

PACIFIC P RTS September 2021 Volume 2/Issue 3

Kimberlyn King-Hinds, President Commonwealth Ports Authority, Commonwealth of Northern Mariana Islands

OFFICERS Bobby Olvera, First Vice President/Treasurer, Port of Long Beach, California USA Shao-Liang Chen, Second Vice President, Taiwan International Ports Corporation, Ltd., Taiwan Kim B. Puzey, Third Vice President, Port of Umatilla, OR USA Ian Marr, Past President, Port of Nanaimo, British Columbia Canada

REGIONAL REPRESENTATIVES Dick Dodge, Port of Redwood City, California USA Ying-Feng Chung, Taiwan International Ports Corporation, Ltd., Taiwan Dorothy Harris, Port Authority of Guam USA Doug Hayes, Port of Columbia County, OR USA Robert Larson, Port of Benton, WA USA Steve Ribuffo, Port of Alaska, AK USA

AT-LARGE REPRESENTATIVE James Bing II, Republic of Marshall Islands Ports Authority Chris King, American Samoa Department of Port Administration Zoran Knezevic, Port Alberni Port Authority, British Columbia Canada

STAFF Jane McIvor (jane@pacificports.org) Philippe Critot (philippe@pacificports.org) The APP has been committed to building partnerships, facilitating dialogue, and encouraging best practices for port governance and management throughout the Pacific since it was established in 1913 as the Pacific Coast Association of Port Authorities.

Throughout our 100+-year history, our objectives have remained consistent. With a focus on collaboration, the APP strives to encourage and facilitate best practices and professional development through conferences, workshops annd strong communications.

6 — PACIFIC PORTS — September 2021

Publisher Association of Pacific Ports Executive Director & Editor Jane McIvor Contributors Darryl Anderson Paul Blomerus Phil Davies Dorothy Harris Bikramjit Kanjilal Chris King Zoran Knezevic Don Krusel Hanh Le-Griffin Daniel Leonard Michael Mackesy Dr. Giovanni Milione Paula Miranda Jane McIvor Gary Nelson Frank Proctor Kim B. Puzey Steve Ribuffo Mary Anne Rooney Sarah Smith Jeremy Talbott Martin Westphal Advertising Phone: 323-578-2452 Philippe Critot (philippe@pacificports.org) Editorial & Association business Phone: 604-893-8800 Jane McIvor (jane@pacificports.org)

ASSOCIATION OF

PACIFIC PORTS Contents copyrighted 2021 Association of Pacific Ports 300 - 1275 West 6th Avenue, Vancouver, British Columbia Canada V6H 1A6 Phone: 604-893-8800 / E-mail: jane@pacificports.org The opinions expressed by contributing writers are not necessarily those of the Publisher. No part of this magazine may be reproduced in any form without written permission of the publisher.

EDITOR’S NOTE: Due to the international nature of our membership, spelling within each article remains consistent to the country of origin.

ADVERTISERS American Samoa — Port of Pago Pago.................................................................... 41 APP Annual Conference...........................................................................................10/11 BNAC Environmental Solutions Inc............................................................................ 31 Innovative Manufacturing...............................................................................................8 FortisBC...................................................................................................................................9 Freight Business Journal North America.................................................................. 35 Liebherr................................................................................................................................BC Port of Long Beach.............................................................................................................3 Port of Nanaimo................................................................................................................ 20 Port of Skagit...................................................................................................................... 17 Port of Stockton...............................................................................................................IBC Taiwan International Ports Corporation......................................................................4 Wiggins Lift Co. Inc.........................................................................................................IFC Yardi....................................................................................................................................... 21

EXECUTIVE DIRECTOR’S NOTE

A future beyond COVID

I

f there’s one take-away from this issue of Pacific Ports Magazine, it’s that, despite a world-wide pandemic, ports on the Pacific Ocean have proven they are a resilient bunch.

One only has to read our Port Activity Update articles to see how members have continually stepped up, not just to manage challenges in world supply chain logistics but also to persevere with projects focused on future growth.

Examples are easy to find: The Port of Long Beach not only completed the Long Beach International Gateway — an extraordinary bridge that has been built to last for at least 100 years — but

also the recently opened Long Beach Container Terminal, a 300-acre facility that features the highest standards in design and environmental practices that can be found anywhere in the world. The Port of Guam has a number of projects underway that address infrastructure resiliency and will result in significant upgrades to its facilities.

Both the Port of Hueneme and the Port of Stockton have embarked on plans that chart a pathway to zero-emission operations. The Port of Alaska is nearing completion of its new Petroleum / Cement Terminal. And the list goes on.

These accomplishments and plans demonstrate that there is a future beyond COVID. Port leaders and industry stakeholders are anticipating future needs that address infrastructure improvements, environmental sustainability, and eficient maritime operations among other priorities.

While no one really knows how long COVID might be with us, port projects that are underway as well as those that are planned prove we haven’t lost sight of the bigger picture. Given these ambitions, I for one am very excited about the future.

— Jane McIvor

APP PORT MEMBERS

September 2021 — PACIFIC PORTS — 7

PORT NEWS

Sara Young starts as Port of Skagit Executive Director

S

ara Young is the new Executive Director at the Port of Skagit, having officially taken over the leadership role on September 1. Patsy Martin, long-time Executive Director of the Port, has now retired but will stay on through September in an advisory role to the Port Commission and her successor.

Sara Young has been with the Port of Skagit for 14 years, serving in a variety of roles including Planning & Environmental Manager, Airport Manager, and Director of Planning and Facilities. Sara holds a Master’s degree in Soil Science from the University of Idaho, and earned her MBA from Washington State University. Her experience and education will certainly help her lead the diverse work of the Port of Skagit, which includes the operations and advancement of Skagit Regional Airport, Bayview Business Park, La Conner Marina, the SWIFT Center, Watershed Business Park, the Port’s property in Conway, as well as opportunities in rural broadband and value-added agriculture.

Sara Young, new Executive Director for the Port of Skagit.

“I’m very excited to take on this new role, and see where the Port will go next,” said Young. “We have an excellent team in place, and the Port of Skagit is well positioned to meet the challenges and opportunities ahead of us.”

Growing up in Marblemount, and then working in environmental and conservation fields early in her career has given Sara a deep appreciation for the landscape of the Skagit valley and its future. Her 14 years of experience with economic development, and specifically her work in rural broadband on the local and state levels, has equipped her with both the understanding and motivation to bring even more opportunities to Skagit County businesses and residents.

“One of the hallmarks of a successful public entity is that it develops future leaders from our local people already within the organization,” Port Commissioner Kevin Ware explained. “We grow our own here, and we are fortunate to have a very capable professional like Sara Young on staff who is highly experienced, can advance into this position, and lead in the same direction established by Patsy Martin.

The result of all that will be a very seamless transition of leadership.”

Sara’s new role as the Port’s Executive Director has been part of the succession plan for the past two years, to provide a smooth and effective transition in leadership with Patsy Martin’s retirement. The Port of Skagit works to bring economic development opportunities to the community and takes great pride in its promise to provide excellence in public service and leadership within a business landscape that inspires success and enhances the quality of life in Skagit County.

8 — PACIFIC PORTS — September 2021

INDUSTRY BRIEFS

Port of Redwood City elects Port Commission officers

A

t the August 11 Port of Redwood City’s Board of Port Commissioners meeting, the Board voted to elect three incumbent commissioners to officer positions.

Commissioners Richard Claire, R. Simms Duncan, and Richard Dodge will assume leadership roles at the Port, making key decisions on priorities, strategies, budgets and operations, along with board members Ralph Garcia and outgoing chairperson, Lorianna Kastrop. The Port of Redwood City would like to thank Commissioner Kastrop for her leadership and adaptability during the pandemic.

Richard Claire, appointed as the new chairperson, will continue his tenure on the Port Commission dating back to 2007.

He holds deep roots in leadership roles for the Redwood City community. Before joining the Port Commission, he served 21 years on the Redwood City Council, including four as mayor.

R. Simms Duncan is serving his second term as the vice chair on the Port Commission. He brings over 20 years of post-MBA business experience to his leadership position.

Duncan is also president of the Board of CityTrees — a Redwood City-based non-profit.

Richard Dodge joins the leadership duo as secretary on the Port Commission. His Port leadership began in 1980 and has been reappointed eight times since. As a past president and current regional coordinator of the Association of Pacific Ports, Dodge contributes a breadth of maritime knowledge while serving the Port community.

“I am pleased to step into the leadership role alongside Commissioners Duncan and Dodge and am grateful to Commissioner Kastrop’s leadership this past year,” said Claire.

“The Board of Port Commissions strives to support our maritime community and continuing the work of our predecessors.”

Richard Claire, R. Simms Duncan and Richard Dodge

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REGISTER NOW! ASSOCIATION OF

PACIFIC PORTS

APP Annual Conference in San Diego October 24 to 27, 2021 | InterContinental San Diego Hotel Reconnecting and Building Anew Whether reconnecting with old friends and colleagues, or building new relationships, the APP Conference provides the perfect opportunity. Our program offers many opportunities to network, share experiences and best practices, and learn about the current issues and trends for ports today.

For more information contact Jane McIvor: jane@pacificports.org | 604-893-8800 We’re looking forward to seeing you!

Visit www.pacificportsconference.com for more details and updates 10 — PACIFIC PORTS — September 2021

APP CONFERENCE

APP Conference highlights

F

inally! The APP Conference is almost here and we’re very excited about the program developed — lots of networking opportunities, a strong agenda, and the chance to experience San Diego — one of the most vibrant waterfronts on the North American West Coast. While we can’t detail all of the sessions in this short page, here are some highlights that are sure to entice you into joining us.

Fascinating speakers

Read our interview with Don Krusel (page 16) and you’ll understand why Krusel’s presentation is sure to hold the most take-aways for Port Commissioners and Senior Executives. Krusel’s advice on how to build an effective strategic plan is based on the well-documented success he’s achieved during his career which includes leading the Port of Prince Rupert back from the brink of bankruptcy to become the fastest growing port in North America.

As Capital Programs Executive for the Port of Long Beach, Duane Kenagy was a key player in the infrastructure planning and execution that brought the Long Beach International Gateway Bridge to fruition.

The Conference also features a strong contingency of government representatives, including Gus Hein, Gateway Director, Mid-Pacific Region for the U.S. Maritime Administration who, in addition to providing an update on MARAD activities for all relevant regions, is leading a Town Hall-style session — Looking to the Future — that will include an open discussion about the priority goals for building America’s economy and infrastructure back better.

NOAA representatives Kate Quigley and Lauren Knapp are following up from their very successful APP webinar this past spring with Economic Valuation and Guidance for Ports and Port Projects; and Theresa Stevens with the U.S. Army Corps of Engineers joins Sarah Pautzke (Lynker)

and Zach Hughes (Salus Resources) to assist ports in navigating their way through environmental permitting processes.

And Fleet Admiral Sponsor PortLink representatives Kris English and Evgeny Vdovin join with Yoss Leclerc (International Harbour Masters Association) to discuss “The Fifth Revolution for the Marine Industry.”

Networking

One of the main goals of the APP Conference has always been to provide oppotunities to network and build relationships and this year’s Conference is no exception. In addition to the Welcome Reception, the Gala Dinner and the much anticipated boat tour of the San Diego Port Harbor, we’ve planned for a special Business-to-Port Speed Dating session that will help attendees develop new relationships within the port community.

If you haven’t yet registered, time is running out! Visit PacificPortsConference.com for many more details!

Thanks to all of our sponsors!

September 2021 — PACIFIC PORTS — 11

: GOVERNANCE

APP welcomes Kimberlyn King-Hinds as new President

T

he Association of Pacific Ports is very pleased to welcome Kimberlyn King-Hinds as our newly elected President. Representing the Commonwealth Ports Authority (CPA), Northern Mariana Islands, King-Hinds assumes the role following the tenure of Ian Marr from the Port of Nanaimo. “I’m looking forward to leading the APP and working with everyone to improve our port community through sharing knowledge and resources to benefit the communities we serve,” she said in accepting the position at the APP’s Annual General Meeting on July 29, 2021.

As Chair of the CPA Board of Directors, King-Hinds has had a distinguished career balancing the practice of law in the Commonwealth of the Northern Mariana Islands and serving the public in various capacities.

Currently in private practice addressing areas of family law, probate law and general civil litigation, King-Hinds is also currently the conflict counsel for the NMI Settlement Fund and Legal Counsel for the Tinian Mayor’s Office.

King-Hinds also currently devotes numerous hours serving the people of the CNMI on various government advisory boards and non-profit organizations.

The Commonwealth Ports Authority was created in 1981 and tasked with managing and operating all the airports and seaports throughout the Northern Marianas. CPA is responsible for three airports (Saipan International Airport, Tinian International Airport, and Benjamin Taisacan Manglona International Airport) and three seaports (Port of Saipan, Port of Tinian, and Rota West Harbor) on the islands of Saipan, Tinian and Rota.

King-Hinds is joined by both new and returning Port Members to the Executive Committee. Before welcoming new 12 — PACIFIC PORTS — September 2021

members, the Executive said farewell to Patsy Martin who will be retiring as Executive Director of the Port of Skagit at the end of September; and to Joe Stuveysant, President and CEO, Port of San Diego who has stepped down to focus on priorities at the Port.

New to the Committee this year is Stephen Ribuffo, Director, Port of Alaska; Doug Hayes, Executive Director, Port of Columbia County; and Zoran Knezevic, President and CEO, Port Alberni Port Authority.

ASSOCIATION OF

PACIFIC PORTS The APP 2021/22 Executive Committee OFFICERS President

First Vice President/Treasurer Second Vice President Third Vice President Past President

Kimberlyn King-Hinds Commonwealth Ports Authority, Northern Mariana Islands Bobby Olvera – Port of Long Beach Shao-Liang Chen – Taiwan International Ports Corporation Kim B. Puzey – Port of Umatilla Ian Marr – Port of Nanaimo

REGIONAL REPRESENTATIVES

Dick Dodge – Port of Redwood City Ying-Feng Chung – Taiwan International Ports Corporation Bob Larson – Port of Benton Steve Ribuffo – Port of Alaska Doug Hayes – Port of Columbia County Dorothy Harris Port of Guam

AT LARGE

James Bing II – Republic of Marshall Islands Port Authority Chris King – American Samoa Port Administration Zoran Knezevic – Port Alberni Port Authority

:

APP WINTER CONFERENCE

Spotlight on the Commonwealth of the Northern Mariana Islands

B

reathtaking beaches … small Island, big history … world’s best destination for diving …

These are just a few of the phrases you’ll come across when searching for information about the Commonwealth of the Northern Mariana Islands (CNMI), the destination of the APP’s 2022 Winter Conference, location of the Port of Saipan and home to APP’s new President, Kimberlyn King-Hinds. It’s only fitting then, to shine a spotlight on the CNMI in anticipation of the APP’s coming year of activities.

A primer on the CMNI

The Northern Mariana Islands has a rich history that can be traced as far back as 2000 BC with settlers arriving from the Philippines and Indonesia. Known as Chamorro, it was these early residents who built the giant pillars of latte stones that have survived to this day.

Claimed as a Spanish territory in the early 16th century by Portuguese explorer Ferdinand Magellan (sailing under a Spanish flag), the Islands received their modern name in 1668 as a tribute to Spanish king Philip IV’s widow, Maria Anna.

Saipan at night.

The Northern Mariana Islands has a rich history that can be traced as far back as 2000 BC with settlers arriving from the Philippines and Indonesia.

At the turn of the 19th century, the Islands fell under German control before serving as a Japanese outpost during World War I and World War II. During one of the most significant battles of WWII — the Battle of Saipan — the U.S. defeated Japanese troops and established a strategic base for U.S. forces.

Following Japan’s defeat, the U.S. was entrusted to administer the Islands as part of the United Nations Trust Territory of the Pacific Islands. During the 1970s, NMI achieved commonwealth status with the U.S. While a new government and constitution were partially put in place in 1978, it wasn’t until 1986 that the Islands officially fell under U.S. sovereignty with the NMI constitution becoming fully effective at that time.

Today, the Commonwealth of the Northern Mariana Islands consist of 14 islands, running north-south over

roughly 375 miles. Guam, that chose to remain as a separate territory, lies to the south. The Islands are found about 1,500 miles east of the Philippines, and mid-way between Japan and New Zealand. To the east of the Islands lies the Marianas Trench – the deepest point in the world’s oceans.

Lightly populated through the northern islands, the three southern-most islands — Saipan, Tinian, and Rota — make up the majority of CNMI’s population and economic activity. As the largest island and with more than 90 percent of the CNMI population (estimated at approximately 52,000 in 2021), Saipan serves as the capital and seat of the government.

With tourism as the main contributor to the CNMI economy, impacts from the pandemic as well as Typhoon Soudelor in 2015 and Super Typhoon Yutu in 2018 have been significant.

Pre-dating the pandemic, the CNMI

SPOTLIGHT ON CNMI had already recognized the need for an economy that was diversified beyond tourism. In 2019, an ambitious economic and infrastructure strategy outlined steps to build and grow new industries such as agriculture, technology, and high-end tourism.

The Commonwealth Port Authority

At the heart of the CNMI economy is the Commonwealth Ports Authority (CPA). Created in 1981, the CPA manages and operates all airports and seaports on Saipan, Tinian, and Rota.

They are governed by a seven-member Board of Directors appointed by the Governor, with the advice and consent of the Senate of the Commonwealth Legislature. The Board appoints the Executive Director to carry out the goals and objectives of the Authority and to oversee its day-to-day operations and management.

The Port of Saipan.

14 — PACIFIC PORTS — September 2021

As current Chair of the CPA Board of Directors, and President of the Association of Pacific Ports, Kimberlyn King-Hinds is actively advancing both the mission of the APP as well as exploring opportunities that will serve to improve the CPA and further the CNMI and its residents. “Through the promotion of efficiency and effectiveness in ports across the Pacific, we can work together to share knowledge and resources to the benefits of the communities we all serve,” she said.

With Executive Director Christopher Tenorio in charge of a dedicated and enthusiastic staff, the CPA plays an important role in the CNMI economy. Projects that speak to continual improvements — and indeed the rebuilding of infrastructure damaged by Typhoons Soudelor and Yutu — are well documented in the 2019 CNMI Comprehensive Economic Development Strategy Update and

highlight initiatives that work to better serve the growing facilities of all three ports and all three airports.

Starting with a look at the Port of Saipan, the facility encompasses 2,600 linear feet of berthing space with a 22-acre container yard and amenities that include dockside lights for nighttime operations, refrigerated containers outlets with a backup power source, a seawater fire-fighting system, two fuel storage facilities, three freight forwarding companies and three shipping agents, improved navigational aids and repositioned harbor buoys to mark the safest route into port with the assistance from the U.S. Coast Guard.

The Port of Tinian has three finger piers available for berthing plus a small boat ramp. There is one stevedoring company available at the Tinian harbor plus a fuel bulk plant operated by Mobil Oil. Rota West Harbor has eight 22-foot boat slips with quarantine, customs and

Photo courtesy of the CPA

SPOTLIGHT ON CNMI

Photo courtesy of the CPA

Rota West Harbor. immigration services available as well as one stevedoring company and two storage companies.

The Saipan International Airport can accommodate wide-bodied aircraft on a runway that is 8,700 feet long, 150 feet wide with a parallel taxiway and connecting taxiways. Amenities include immigration and customs processing with direct flights arriving from Japan, Korea, Hong Kong, China, Guam, and the Philippines; 24-hour operating air traffic control and aircraft rescue fire-fighting personnel/equipment plus a major dutyfree concessionaire; six car rental companies; and an experienced caterer providing service for flight kitchen and restaurants.

The Tinian International Airport serves inter-island travel from Saipan, Rota, and Guam, and can currently accommodate single engine aircraft with capacity of up to nine passengers.

The runway is 8,600 feet in length with a parallel taxiway and two connecting taxiways at each runway end.

Rota’s Benjamin Taisacan Manglona International Airport offers inter-island travel from Saipan and Guam. Current aircraft at the Rota Airport includes a Navajo aircraft with capacity of up to eight passengers. The runway is 7,000 feet long and 150 feet wide, capable of

handling 737s or 727s with restricted landing and takeoff load. The terminal can accommodate 100 passengers at any given time.

With the APP Winter Conference being planned for late January/early February, attendees can expect comfortable temperature ranges of between 75 to 82 degrees Fahrenheit — perfect for golf, diving, a tour of port facilities and other excursions that highlight the beauty of Saipan and the Northern Marianas Islands.

Stay tuned for more details!

Tinian Harbor.

Commonwealth Ports Authority Board of Directors: Kimberlyn King-Hinds, Chair Pete P. Reyes Roman T. Tudela Thomas P. Villagomez Barrie C. Toves Joseph M. Diaz Ramon A. Tebuteb

Photo courtesy of the CPA

September 2021 — PACIFIC PORTS — 15

: STRATEGY

Strong leadership and strategic thinking key for effective governance

W

hen Don Krusel took over as President and CEO of the Prince Rupert Port Authority in the 1990s, the Port’s fortunes had, for over 75 years, been inextricably linked to the health of resource industries such as forestry, fisheries, coal, and grain. Downturns in those sectors and competitive disadvantages in supply chain logistics translated into slumps in the Port’s bulk and general cargo business. During a particularly difficult stretch in the late 1990s, Krusel even recalls discussions with the Board of Directors to declare bankruptcy. So, how did a port that was close to bankruptcy at the turn of the 21st century manage to become the fastest growing North American port by 2010? While timing, world markets and economic trends all played a role, strategy and leadership were at the heart of the transformation. Two attributes Krusel holds in spades.

As this year’s keynote speaker for the Association of Pacific Ports Annual Conference, Krusel’s advice to Port Commissioners and Senior Executives on how to rise above routine business planning and develop a true strategic direction for the future of their port is something that will be of great interest.

Krusel’s success in transforming the Port of Prince Rupert wasn’t just a oneoff lucky break. Following his retirement from the West Coast port, Krusel started receiving calls from a number of port and port-related executives looking for strategic advice. One of those calls came from Mario Girard, CEO at the Port of Quebec. “He was at the birth of a very interesting project,” said Krusel.

“Similar to Prince Rupert, Quebec is mainly focused on bulk products and Mario had a vision of bringing containerization to the port. After a few initial consultations and a presentation to the 16 — PACIFIC PORTS — September 2021

...how did a port that was close to bankruptcy at the turn of the 21st century manage to become the fastest growing North American port by 2010?

Board to describe the steps we took in Prince Rupert, I was brought on as Managing Director for the project.”

Known as Project Laurentia, the development of a container terminal at the Port of Quebec was not just about putting in some concrete and gantry cranes. “This was so much more than that,” Krusel said. “It was about creating a whole new supply chain. That’s why we called it Project Laurentia rather than the ‘Port of Quebec Container Terminal Project’. We wanted to emphasize that this was a much bigger vision about more than just the port.

That’s kind of the strategic thinking that ports need to practise.” Indeed, Krusel assisted in attracting an international operator and investor for the project — Hutchinson Ports — and additional necessary components for developing a new supply chain for the East Coast through the Port of Quebec.

For inland transportation, CN Rail not only came in as a willing participant, but the project marked the first time they committed to become an investor in port infrastructure. They are now a joint venture partner with Hutchinson in the investment and development of the terminal.

While the project has been held back because of environmental regulations, Krusel believes the concept and argument for a deep water, big ship container terminal on the St. Lawrence River is strong and it’s only a matter of time before a container terminal will be developed in Quebec City to satisfy trade demands on the East Coast of Canada.

As keynote speaker at this year’s APP Conference, Don Krusel will share his insights on successful strategic planning.

Both the Port of Prince Rupert and the Port of Quebec stand as good examples of how strong leadership and effective governance can come together to develop strategies that can, quite literally, change the course of a port’s future. Krusel notes that understanding the difference between strategic planning and business planning is key.

“All of us can easily get absorbed by the ‘busy-ness’ of day-to-day activities and we very quickly fall into the quicksand of being too busy to deliver a strategic plan,” he said. “You end up chopping down trees as quickly as you can to stack up the firewood, but you really don’t see the impact of what you’re doing on the forest. And then suddenly, you’ll get confronted with something like COVID-19 or a sudden surge or decline in traffic and before you know it, it’s time to get back into the strategic

STRATEGY planning cycle again. So rather than being a major focus, the strategic plan starts to take on a ‘check-the-box’ routine — and innovative strategy never emerges from a check-the-box process.”

Krusel went on to say that the result ends up being tweaks to an operational plan that was developed years previous.

“True strategic planning can only occur once you’ve removed yourself from the quicksand. It means rising above the day-to-activities and taking a broad view of the marketplace, evaluating it, and determining where your organization is going to fit. The magnetism of that day-to-day activity sucks you away from that broad view and therefore it’s very difficult to create the future — rather, the future is creating you.”

To demonstrate the inherent dangers of such strategic planning, Krusel points to the automotive industry as an example. “A port that has built a business model on the movement of

“...The magnetism of that day-to-day activity sucks you away from that broad view and therefore it’s very difficult to create the future —rather, the future is creating you.” automotive parts needs to consider the future of that industry,” he said.

“What does the future look like for the internal combustion engine and the traditional manufacturing of vehicles?

While internal combustion engine vehicles have thousands of parts, the electric engine has much fewer. There are going to be big changes in the movement of auto parts in the future.

Are you rising high enough above today’s traditional industry to consider the impact on your own business when it changes?”

Liquid bulk ports should also be considering the long-term impact of efforts to move away from oil and gas “How many terminals that rely solely

on moving oil and gas are considering what the future looks like 20 or 30 years from now? They should be developing a strategy now so that they can evolve along with the transition that is inevitably going to happen.”

Krusel recognizes that it’s always easier to ‘say you should’ and quite another thing to actually carry out an effective strategy development process.

He further recognizes that acquiring a board or commission that includes all of the desired skills and knowledge can be difficult given the limited control a port has over the appointment process.

“Unlike other organizations that have a process of seeking out specific skill sets and experience to augment their board,

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STRATEGY appointments to port boards and commissions will often have a connection to the current governing body and will therefore be more politically minded rather than business-minded.” The process is even more pronounced when port commissioners are elected. “Often, the commissioner will run on a platform that may or may not fit with the long-term vision of the port.”

Regardless of a board’s make-up however, Krusel believes their main role should be to ensure proper leadership and a proper strategy are in place.

“Leadership and strategy are inextricably linked. You can’t have a good strategy without good leadership and good leadership is founded on a good strategy,” he said, adding that it is up to the CEO to deliver both. “As long as

the board maintains the confidence and trust in the constant delivery of that strategy, they should allow the CEO to continue to drive the process.”

He went on to say that it’s up to the CEO to keep the board focused on strategy. Board packages need to be structured with this in mind. “Keep the dialogue and discussion on the goals and objectives within the strategy. The more you talk about daily operations, the more board members will respond to that and get caught up in the minutia of day-to-day activities. But the more you talk about strategy and are able to report on progress, the conversation will naturally gravitate to that. And the more dynamic and innovative the strategy is, the more you’ll draw your board into it.”

First things first though, coming up with that bold, innovative strategy can be a challenge. Krusel has advice for that as well. “Some leaders aren’t really ‘strategy’ people or may be too caught up in current operations to see the bigger picture. It’s okay to admit that. If it’s a large corporation, they might want to consider a Chief Strategy Officer or bring in a strategic advisor during the annual review to facilitate the process.”

And while having a bold strategy is key, communications is just as essential.

“You must be able to effectively communicate the strategy and if you do that, especially if you’re thinking about the next generation, you’ll be able to draw strong talent to the organization, people who are excited about where the organization is heading.”

Building partnerships throughout the Pacific 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.

Visit www.pacificports.org to learn more about the benefits of membership.

Contact: Jane McIvor jane@pacificports.org | 1+604-893-8800 18 — PACIFIC PORTS — September 2021

ASSOCIATION OF

PACIFIC PORTS

:

COMPETITIVE TRADE

Port and regional trade competitiveness in an emerging post-COVID world

By Darryl Anderson, Managing Director Wave Point Consulting, Hanh Le-Griffin Director, Ports & Marine Terminals Hatch Engineering, and Phil Davies Principal, Davies Transportation Consulting Inc.

S

hifting economic conditions, customer expectations, the emergence of new technologies and environmental regulations are constant pressures facing ports and their customers. Moreover, confronting logistics and transportation challenges is required for increased port and regional trade competitiveness. During this heightened uncertainty and renewed optimism, insights are needed now more than ever to navigate the currents in a rapidly changing post-COVID world.

Maritime cargo and industry trends

insights are needed now more than ever to navigate the currents in a rapidly changing post-COVID world. through the stages of lock-down or economic openings. As a result, there is port congestion, capacity constraints and record-high container ocean shipping rates.

Surging global container volumes has placed extreme pressure on supply chains. Several Pacific coast ports reached a critical point with an urgent requirement for near-dock storage space to relieve stress on maritime terminals.

With some ports experiencing nearrecord or record import container volumes, improving cargo fluidity became critically important when the on-time service reliability of the container sector deteriorated.

Infrastructure gaps were exposed by COVID-induced shipping congestion.

The local conditions at each port are driving the need for these facilities. In 2020, a surge yard last opened at Pier S in Long Beach. In addition, the Northwest Seaport Alliance (NWSA) of Seattle and Tacoma is opening a second surge yard for beneficial cargo owners, container lines, and terminal operators who need logistics facilities to store containers and chassis temporarily. In the quest to find a suitable location, operators of surge yards are exploring sites that are preferably served by rail, whether with a Class 1 railway carrier and inland or major inland rail gateways such as Chicago.

Photo source: Port of Long Beach

In the container sector, the 2008 recession had long-term impacts on North American container intermodal traffic.

United States ports saw a pronounced shift from international (IPI) traffic to domestic (transloaded) traffic for ocean imports. IPI traffic did not recover until 2018. The impact of the change since the start of COVID on the major gateways is two-fold. Southwest (LA/Long Beach) and Northwest (Northwest Seaport Alliance) regional ports were affected by stagnation in the IPI market and rising Western Canadian (Prince Rupert and Vancouver) and Northeast (New York/New Jersey & Norfolk) regional market shares.

To date, the reaction to COVID disruptions has been a continuation of long-term trends in West Coast ports’ container market shares. However, there are also some record-breaking container traffic volumes at some ports as the pandemic lingers. In addition, following the onset of the COVID-19 disruptions, demand surges have arisen as various nations and regions cycle

During this heightened uncertainty and renewed optimism,

The Port of Long Beach has been setting new records for monthly throughput for over a year (above, the new Long Beach Container Terminal).

September 2021 — PACIFIC PORTS — 19

COMPETITIVE TRADE Break-bulk and project cargo outlook is rising as we enter more fully into an emerging post-pandemic world.

Renewable energy, oil, gas and infrastructure projects, and an unbalanced container shipping supply chain combine to demand. However, vessel routing, port congestion, rising rates, truck, equipment, and driver shortages complicate the inland movement of cargo.

The auto industry continues to grapple with ongoing supply chain

issues, most notably a shortage of semiconductors, steel shortages, backlogs at ports, etc. The sector is seeing the most significant challenges to their supply chain that they have experienced in decades. The implication is that delayed demand will put more pressure on logistics and transport systems going forward.

The dry bulk sector market shows optimism because commodities such as iron ore and coal, and minor bulks such

SHIPPING SOLUTIONS AT TWO DEEP SEA TERMINALS LINKING VANCOUVER ISLAND’S ECONOMY TO THE WORLD. • The Port of Nanaimo ships 18 different Vancouver Island products to 25 ports in 14 countries.

• Short-sea shipping to Vancouver with capacity to handle containers, bulk, break bulk, heavy lift and project cargoes.

• Enhanced infrastructure providing versatility and efficiencies for diverse cargo and vessel solutions and to meet a growing container business both locally and globally.

LOCAL BENEFITS — GLOBAL REACH

For Cargo and Terminal oppportunities, please contact: Jason Michell, VP - B.D. (250) 734-3457 JMichell@npa.ca www.npa.ca

20 — PACIFIC PORTS — September 2021

100 PORT DRIVE, NANAIMO, BC

as aggregates and limestone are likely to help fuel the market. However, geopolitical tension, trade irritants (especially in the agricultural sectors), economic growth, the capacity of logistics infrastructure, the impact of COVID on crew changes and vaccination levels in importing countries creates ongoing challenges and port congestion.

New research from brokers Braemar ACM reveals that more dry bulk shipments are impacted by port congestion than ever before. Therefore, the demands placed on port and government officials to quickly find suitable vessel anchorage locations to deal with vessel congestion and maintain support from coastal communities are not without challenges.

A key question for port officials to answer is how to enhance port and regional trade competitiveness in an emerging post-COVID world. Answers to this question will play out differently for major ports and gateways compared to regionally significant ports.

Logistics practices and infrastructure

The cargo types, volume and traffic density that characterize the major ports and gateways suggest that the mid-term outlook is for continued intense pressure on port-related logistics infrastructure to improve fluidity and heightened public concern for ports to deal with the environmental impacts of cargo traffic.

There will also be a continuing need for more warehouses and distribution centers near large ports and urban areas.

Solutions to meet the logistics demands generated by truck trips and the need to deal with congestion are paramount.

Enhancing the supply chain resiliency at major ports involves developing near-dock support facilities, the use of information systems and security in the mid-term.

While the commercial behavior of Class 1 railways greatly influences the competitive position of gateway ports, supply chain resiliency for both bulk

COMPETITIVE TRADE and containerized cargo is impacted by events causing disruptions to rail service far beyond the maritime terminal. For example, in early July, a small British Columbia community fire damaged two nearby tracks operated

by Canadian Pacific Railway Ltd. and Canadian National Railway Co. While Canadian railways have long had winter operating plans, and ports have procedures to deal with weather events, the fire in the interior of B.C. makes one wonder if proactively dealing with the possible impacts of wildfires need to become part of industry’s best practices.

Due to a record heatwave, the Canadian Federal Transport Minister ordered a 48-hour stop to rail transport in parts of British Columbia and also ordered other precautions against wildfires, including reduced train speeds.

While the order was put in place as an interim measure, officials have been

The cargo types, volume and traffic density that characterize the major ports and gateways suggest that the mid-term outlook is for continued intense pressure on port-related logistics infrastructure... working with railway companies to permanently incorporate these fire risk reduction measures.

While coastal and logistics facility resiliency planning will increase in importance over the longer term, the long lead time for infrastructure approval required for port modernization means that specific issues must be addressed. The design of new facilities to ensure the resiliency of ongoing operations from the impacts of sea-level rise must be considered. However, due to the long-term nature of the problem, retrofitting existing facilities is not typically worthwhile.

Following the disruption of port operations by Hurricane Sandy in 2012, the Port Authority of New York/New Jersey issued Climate Resilience Design Guidelines. The guidelines incorporate climate change projections (particularly sea-level rise) into the full range of port authority engineering and architectural design standards to supplement applicable building code requirements.

For regionally significant ports, an important question to ask is whether cargo congestion can generate growth opportunities. In some instances, worldwide port congestion and supply chain interruptions can lead to opportunistic

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COMPETITIVE TRADE cargo growth at regionally significant ports. For example, in June 2021, 140 containers were barged from Seattle’s T30 pier to Fraser Surrey Docks. In July, the Port of Everett received the breakbulk cargo ship Eemslift Nadine that was carrying 64 import containers for Rad Power. While Rad Power chartered the Eemslift Nadine, available cargo space was shared with a machinery company whose cargo will be unloaded at Long Beach. Also, Rad Power had to arrange to purchase containers outright, rather than using containers that were owned by the shipping company.

New infrastructure investment requires consistent baseload cargo flow to improve project economics.

Examples include the Port of Nanaimo Vehicle Processing Centre and the Port of Hueneme expanding cold chain facility and agriculture trade. In late 2020, the Port of Hueneme was the first U.S. Pacific Coast port to provide on-dock

The Port of Nanaimo’s new Vehicle Processing Centre.

22 — PACIFIC PORTS — September 2021

cold treatment that allowed it to bring in blueberries from Peru under a pilot program. Project success required collaboration with the USDA, CDFA, and Ventura County Agricultural Commissioner. In early September, a leading real estate firm, NorthPoint Development, and The Port of Coos Bay signed a Memorandum of Understanding to create a multimodal container facility on the North Spit of Coos Bay. The parties estimate the facility will move more than one million 40-foot containers a year using the Coos Bay Rail Line.

For regionally significant ports, operations are business development.

Therefore, simplifying governance and resolving the question of who has the authority to effectively make commercial and operational decisions to deal with rapid changes in the marketplace that are essential as infrastructure development.

Conclusion

The takeaway message is that port authority officials, BCOs, logistics service providers, and shipping companies must deal with the short and mid-term cargo needs related to congestion issues.

However, it is also becoming increasingly apparent that commercial and environmental pressures will require executive leadership and stakeholder collaboration: made even more challenging by COVID19 public health requirements. Whether maritime industry officials, governments and stakeholders have the time and energy to address both short-term and long-term needs essential for regional trade competitiveness remains to be seen. With the right focus, people, and technical resources we remain confident that the maritime logistics sector can contribute to robust and sustainable improvements that benefit everyone engaged in international trade and the communities across the nations we exist to serve.

Photo courtesy of the Port of Nanaimo

TECHNOLOGY

ADELTE’s Clean-Active Air System solves major challenge for ports

A

s governments around the world shift to policies that strive to bring back air and sea travel, ports have been challenged to find solutions that will mitigate the transmission of COVID-19 during that crucial operation of embarkation and disembarkation. Fortunately, ADELTE has anticipated the need for a clean and healthy environment inside passenger boarding bridges (PBB) and aircraft and have recently released AD300 CleanActive Air System.

“The system actively cleans and purifies conditioned air inside airport and seaport passenger boarding bridges as well as aircraft,” said Martin Westphal, Group Marketing Director for ADELTE. “We developed this solution over the past year and have installed the system in two new seaport passenger boarding bridges for cruise terminals — one in Kobe, Japan, and the other in Boston, Massachusetts.“ He added that the AD300 CleanActive system can be installed in all existing rooftop units and pre-conditioned air systems whether these are manufactured by ADELTE or another OEM equipment supplier.

“The system actively cleans and purifies conditioned air inside airport and seaport passenger boarding bridges as well as aircraft...”

The AD300 Clean-Active is based on “Cold Plasma” technology, which has been applied extensively over the last four decades. Cold Plasma is a mixture of ionized elements consisting of a large number of energized particles, such as ions, electrons, free radicals, molecules, and neutral atoms. An ionizing effect is obtained as a result of an electrical field generated by voltages of 3000V obtained via dielectric barrier discharge and applied to a metal mesh exposed directly to the flow of air to be treated.

“The AD300 Clean-Active is a safe and natural purification system,” Westphal said. “It does not use or produce any type of chemical that could cause health risks and can be used while passengers are inside the treated spaces.

Cold Plasma technology has been tested extensively in various industries including food, pharmaceutical, and hospitals, for example.”

For both seaports and airports, AD300 Clean-Active actively purifies the air supply to passenger boarding bridges. Integrated into rooftop units, the system eliminates viruses and bacteria from the air and from surfaces inside the PBB, whilst ensuring an optimum distribution of clean purified air, even when the tunnels are opened at both ends. The AD300 system is equally effective inside aircraft when used in combination with pre-conditioned air systems.

And of course, the AD300 CleanActive Air System has been tested and certified by a number of professional agencies, including TÜV Rheinland, one of the world’s leading testing service providers whose certification confirms that a product meets defined criteria and defined safety-relevant aspects.

To find out more about the AD300 Clean-Active Air System, please contact: mwestphal@adelte.com

September 2021 — PACIFIC PORTS — 23

PORT ACTIVITY UPDATE

Infrastructure, environmental resilience top priorities for ports

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hroughout the pandemic, ports around the world have worked hard to ensure crucial supply chain links are maintained while keeping operations as safe as possible. Even with the enormous efforts required for this, many are still finding the time to pro-actively plan for the future with key infrastructure improvement projects, environmental sustainability, and other initiatives that will position them well for future growth and opportunities.

As is tradition, the APP’s recent Annual General Meeting provided an opportunity for members to update their colleagues and peers on activities.

For example: • Ports & Harbor Director Jeremy Talbott with the Port of Valdez reported that it’s been a great year for the salmon fishery;

provided an opportunity for members to update their colleagues and peers on activities. allocated to this sector. He also was pleased to report on the success of Bill 19 that passed through the Oregon Legislature to allow the Department of Corrections to transfer surplus property to the Port at no cost. The result was an extra 140 acres being transferred.

Here’s a snapshot of how other Port Members have fared over the past year:

as strong exports and two new log customers (one intercoastal and the other for exports).

• In addition to a ribbon-cutting ceremony for the recently completed upgrade to Pier 5, Paula Miranda, General Manager with the Port of Newport, highlighted an increased interest in wave energy on the Oregon coast, including a partnership between the Port and Oregon State University for research and contact from companies looking to use the Port’s facilities for projects related to wave energy;

American Samoa – Department of Port Administration (DPA)

• Kim B. Puzey, General Manager with the Port of Umatilla, said they have seen unprecedented growth in data centers with several hundred acres of industrial property being

Photo courtesy the Port of Newport

• Port of Grays Harbor Executive Director Gary Nelson said it had been a very good summer with a very active Westport Marina as well

As is tradition, the APP’s recent Annual General Meeting

On Thursday, July 1, 2021, the Port of Newport celebrated the official opening of the Port Dock 5 access pier. Above: Port of Newport Commission President Jim Burke cuts the ribbon. The new pier is 168 feet long, with the gangway adding an additional 85 feet.

24 — PACIFIC PORTS — September 2021

Director Chris King was pleased to report that American Samoa remains free of COVID-19 — one of a handful of places in the world that has been untouched by the pandemic.

Borders were expected to be opened

by September 13 with proof of vaccination required for all travelers. The DPA will continue to implement safety protocols, including no crew disembarkation from visiting ships for the foreseeable future.

In other news for the DPA, the Ofu, Manu’a Airport Runway Reconstruction Project got underway following a Groundbreaking Ceremony in March this past year. As of the end of August, demolition of the old concrete runway had been completed and preparation of the subgrade and base course layers was 75 percent complete.

The DPA also launched a Port Electronic Ticketing System to streamline ticketing and boarding processes for ferry operations for Manu’a and other neighboring islands in the South Pacific region.

Photo credit: Natalia Palamo, Engineer, DPA

PORT ACTIVITY UPDATE

Construction continues on the Concrete Runway Reconstruction Project at Ofu Airport, Manu’a.

Demolition of the old concrete runway has been completed. Preparation of the subgrade and base course layers is 75% complete, and the pouring of concrete has already started.

Port Alberni Port Authority

Photo source: San Group

Port Alberni Port Authority’s CEO, Zoran Knezevic was pleased to announce that an agreement, effective July 1, sees San Group manage all shipping-related activities at Berth 3 and adjacent terminal facilities and yard.

Port Alberni Port Authority (PAPA) is partnering with San Group to apply to the National Trade Corridors Fund for support in upgrading shipping facilities including dock infrastructure improvements, new loading cranes, reach stackers, storage, and conveyor systems. San Group has invested more than $100 million over the last four years to establish three new facilities in Port Alberni,

including a 300,000-square-foot plant, made up of seven inter-connected buildings that produce more than 30 products.

Also happening at Port Alberni Terminals, Knezevic reported that the Independent Seafoods Canada Corporation had expanded its offloading area adjacent to Berth 1 and was enjoying successful operations of both of its factory fishing vessels; and Thunderbird Spirit Water is in the process of completing all equipment installations to operate its fresh water bottling plant at full capacity. Western Canada Marine Response Corporation (WCMRC) has also opened its new

Port Alberni Port Authority has partnered with San Group, a B.C. forest company that will now manage all activities at Berth 3.

warehouse and office facility this past May with their marina at Water Street expected to be in use for their response vessels this fall.

At the China Creek Campground & Marina, occupancy continues to break previous records as the facility has become a major attraction for those seeking the authentic West Coast experience, thanks in part to marketing partnerships with BC Ferries Vacations, Arbutus RV, and Wind Rider Kiteboarding School. New last summer and already seeing high demand is the Coho Cabanas’ “glamping” small-cabin experience; and continued scuba diving and use of the Alberni Inlet Trail are both seeing active summers.

The Dock+ Port Alberni Food Hub has been having a very positive impact on the Port Alberni community.

Knezevic noted that it has been instrumental in creating dozens of new jobs and the availability of such facilities with commercial ice, a blast freezer and cold storage has also played a role in attracting new tuna fleet vessels to the community to offload and re-supply with locally-purchased provisions.

With a partnership in place with the Tseshaht First Nation, the Hupacasath First Nation and the City of Port Alberni for Clutesi Haven Marina, PAPA continues to explore ways to make improvements to the guest experience beyond the traditional recreational fishers. This includes new picnic tables, shelter, signage, and other cultural, educational, artistic and environmental components. The mobile food vendor “pod” continues to enjoy high levels of customer interest and numerous inquiries from interested new entrepreneurs have been received. Unfortunately, delays due to COVID-19 have greatly restricted the ability of many interested vendors to join this year.

On a final note, Knezevic reported that a new Search and Rescue boathouse was recently located at Tyee Pier.

September 2021 — PACIFIC PORTS — 25

PORT ACTIVITY UPDATE

Photo source: Port of Guam

The Port Authority of Guam has a number of projects underway that address infrastructure resiliency and will result in significant upgrades to facilities.

As a vital part of Guam’s economic infrastructure ... modernization has been a key strategy for the Port’s Board Members and staff...

Port Authority of Guam

With the recent approval of three grants, the Port Authority of Guam is anticipating a busy time ahead. As a vital part of Guam’s economic infrastructure — handling more than 90 percent of the Island’s total imports — modernization has been a key strategy for the Port’s Board Members and staff, and these new grants will go a long way to ensure that the resiliency of the Island’s commerce is secure.

Looking at the largest project first, Board Member Dorothy Harris, reporting on behalf of the Port Authority of Guam at the APP’s recent Annual General Meeting, provided an overview of the “Installation of a Fuel Pipeline System for F1 Pier and Gold Pier Connectivity Project.” Estimated at a total cost of just over $3 million, the Port will receive $2.4 million from the U.S. Department of Commerce’s Economic Development Administration and will invest just over $600,000 of its own funds.

The project involves the installation of a robust fuel pipeline system that will allow connectivity between the Port’s

26 — PACIFIC PORTS — September 2021

only two fuel wharves, F1 and Golf Piers respectively. Considered a mitigation and resiliency initiative, the project will ensure that bulk fuel, jet fuel, and diesel fuel distribution and delivery remains uninterrupted for the island of Guam in the event that either pier is impacted by natural or man-made incidents. Port Authority of Guam General Manager Rory J. Respicio said this initiative was a priority for Governor Lou Leon Guerrero and Lt. Governor Josh Tenorio as they wanted to safeguard these assets to ensure uninterrupted distribution of fuel products for all the people of Guam.

“From an economic standpoint, this project is a feasible concept as it ensures that there is continuity of commerce in Guam and the surrounding region should either pier become inoperable,” said General Manager Rory J. Respicio.

“We are collaborating with Tristar Terminals Guam Inc. and Mobil Oil Guam facility managers for the execution and completion of this critical and important project.” All petroleum products are periodically shipped to Guam via fuel tankers and unloaded at both

F1 and Golf Piers. This mitigation project will ensure redundancy and continuity in fuel distribution and achieve port resiliency in times of emergencies impacting either wharf.

F1 Pier and Golf Pier are assets that are very valuable to the PAG and Guam as a whole. All efforts are constantly implemented to ensure that these wharves are operational. The risk of either pier impacted by a natural or man-made incident would have a rippled economic effect on the entire island community.

This project will ensure continuity of business and operations and thus will be a benefit not only to the terminal operators but also to everyone that calls Guam their home.

Two additional grants related to port security were also recently approved by the Department of Homeland Security.

The first is a $200,000 grant will be added to the Port’s own $50,000 to acquire a radar intrusion and vessel tracking system; and another $165,000 grant will go toward the acquisition of a transportation work identification credential system which will be topped up by the Port for a total cost of $220,000.

The Port is also working with the U.S. Army to develop a Memorandum of Understanding that would establish a partnership with the Port to provide assistance and the use of port capacity

PORT ACTIVITY UPDATE

Port of Hueneme

Commissioner Mary Anne Rooney reported that the Port was faring well during COVID-19. She was delighted to note that they had held 52 food distribution events where over one million pounds of food had been distributed to 35,800 local families who have been disproportionately affected by the Pandemic.

In June, the Port celebrated the completion of their deepening project and, with a harbor depth of 40 feet, will be looking to attract new classes of vessels that can now be accommodated.

Rooney also noted that the Port was working on a number of environmental issues, including an initiative she termed a “zero-emission avocado” — products would arrive on electric ships, be unloaded with electric cranes, and delivered to their destination by electric trucks. Shortly after Rooney’s report at the APP Annual General Meeting, it was announced that the California Energy Commission would be funding the Port’s “blueprint project” known as SPARC (Sustainable Power Advancement & Resiliency for our Community). The project was created to chart a pathway to zero emission operations which is the Port’s overall long-term goal for air quality improvement and climate change adaptation.

The plan will include potential costs

Photos courtesy Port of Hueneme

for storage of equipment and potential future military operations as well as serve U.S. Navy vessels as an alternative to their own port. Discussions to date have included an orientation to provide the U.S. Government with an indication of current port capacity.

As if the above was not enough to keep the team at the Port Authority busy, the Board is discussing a CCTV Surveillance System and Access Control System Replacement Project and Preventative Maintenance Services and are also issuing a Request for Proposal for a management contract for the Port’s gantry cranes.

The Port of Hueneme’s stevedoring companies currently have three hybrid cranes which are zero emission cargo handling equipment to further the Port’s zero emission initiatives.

The path to zero emissions: The Port’s Chief Operations Officer Christina Birdsey, CEO & Director Kristin Decas, and Commissioner Jess Herrera stand in front of a zero-emission hydrogen fuel-cell truck. estimates and timelines for the transition to a zero-emission Port operation.

Additional activities at the Port include participation in vaccinations for crew. Rooney also told AGM attendees about a recent incident in which Port partner Brisco Tug & Barge assisted with keeping the President Eisenhower vessel away from the California coast when it suffered engine failure.

Rooney was very optimistic about the

future and the priority that the Biden Administration was putting on infrastructure and port development. “We have strong support from our Congress and look forward to exploring opportunities,” she said.

More port updates are scheduled for the upcoming APP Annual Conference — October 24 to 27, 2021 in San Diego. For more details, visit www. pacificportsconference.com.

September 2021 — PACIFIC PORTS — 27

PORT ACTIVITY UPDATE Port of Alaska

A crucial link for the U.S. in the north Pacific

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s one of 17 commercial strategic seaports for the United States Armed Forces, the Port of Alaska plays a key supporting role for the U.S. Army in the north Pacific. The Port is also a crucial access point when it comes to ensuring food security for Alaskans in the event of a major disaster. It’s no wonder then, that infrastructure resiliency is a constant focus for Director Steve Ribuffo. “We have three missions here at the Port,” Ribuffo said.

“Commerce to generate revenue, support for the Department of Defense, and disaster response and recovery.”

And while Ribuffo continues to work his way through a Modernization Plan that identifies a number of projects that will bolster the Port’s facilities, the question of whether Alaska’s legislators can convince Washington to invest in in the State’s infrastructure in a timely manner remains to be seen.

Sectioned into five phases, the Port of Alaska Modernization Program addresses the needs of Anchorage’s waterfront area and, in a larger scope, the needs of the entire State. Phase 1 — currently underway, on track and on budget — deals with construction of the replacement of the Petroleum / Cement Terminal (PCT); Phase 2 will address stabilization of the north extension and construction of replacement cargo docks; and Phases 3 through 5 will continue the redevelopment of the northern extension as well as upland expansion for the Port’s Terminal 3.

While Phase 1 is almost complete, and the Phase 2 permitting and design effort is about to start, timing for completion of the entire Program may likely take a decade or more. “We’re very conscious of the need to ensure there is funding in place as we move forward with the phases, but we also must ensure we have the budgets to properly maintain that infrastructure in the future,”

28 — PACIFIC PORTS — September 2021

Sectioned into five phases, the Port of Alaska Modernization Program addresses the needs of Anchorage’s waterfront area and, in a larger scope, the needs of the entire State.

Ribuffo said, adding that the business case for each project is developed so that facilities are not “overbuilt” for current demand but still be flexible enough to easily expand in the long term.

Progress

“We’re in the second year of construction for the Petroleum / Cement Terminal and ahead of schedule,” Ribuffo said. “There’s one piece of the project that’s disconnected from the facility itself—relocation of a utility boat floating dock—which still requires work on permits with the US Army Corps of Engineers and the National Marine Fisheries Service, but that process is not slowing down the construction of the PCT.” With all of the in-water work (e.g., pile driving) complete, the Port is currently setting pile caps on top of 12-foot diameter monopile mooring and breasting dolphins before adding the catwalks that will connect them. Concurrently under construction are two vertical structures on the dock — a hose tower and a control building. “Because of the extreme tides we can get here, the hose tower allows for 75-foot-long hoses that are flexible enough to accommodate any swings in tides and still remain connected to the ship. The control building will house shut-off valves and emergency response controls,” Ribuffo said. “We’re also installing the fendering system at the front of dock and the breasting dolphins, and hooking up the power and water,” he said, noting that all of the fuel plumbing is in place and being tied into the lines into the existing valve yard.

“If we stay on schedule, we’ll be done by the end of November and be able to have a ribbon-cutting ceremony in early December to declare the terminal operational,” said Ribuffo. He noted that the new terminals will be smaller than what currently exists. “For major capital projects like this, you need a business case that is affordable. When we looked at the requirements needed to satisfy the known business we have and the predictable demand for petroleum (we don’t export it so it’s fairly easy to calculate future volumes), and balance that with the challenge of being able to cover the cost of the debt as well as future budgeting for maintenance, it doesn’t make sense to build more than we can afford.” Having said that however, Ribuffo was quick to add that there is the ability to expand the size of the facility in the long term should forecasts change.

Ribuffo went on to say that the cement part of the PCT is a relatively easy piece as all the cement offload equipment is mobile and simply needs to be relocated to the new facility. Once complete, the new dock is 1,500 feet closer to the storage dome which will greatly increase the speed for offloading cement.

Concurrently with this effort, Ribuffo and his team are starting on Phase 2 of the Modernization Program — the cargo docks. “It will take about two to three years to get all of the permitting done and we have about two years of design work that will be done concurrently,” he said, adding that some of the land-side work can be done in parallel, including relocating the Port’s offices

PORT OF ALASKA as well as some earth work at the north end of the port to remove fill that will provide for more room for cargo ships to maneuver. The construction phase for the cargo docks is estimated to last eight to 10 years but Ribuffo is hoping that ways to cut that timing down will be found as they go through the design process.

Financing

Despite the recent passage of a threetrillion-dollar infrastructure package for the United States, competition for funding will be tough, not just amongst the various transportation modes — road, rail, airports, bridges, etc. — but also between ports. “Alaska has always been challenged when it comes to securing federal dollars,” said Ribuffo. He commended Alaska’s Senator Murkowski on a recent video produced to highlight the importance of the Port of Alaska as well as Anchorage’s Mayor Dave Bronson’s work with Alaska’s Governor, congressional delegation, and mayors of communities who benefit from the

Port. “Everyone recognizes our need — especially given the severe corrosion issue we have with all our docks — it’s always a challenge navigating the politics of funding and competing with other states who have a much louder voice in Washington.”

Another consideration in funding is the question of how to spread the cost beyond residents in the port’s immediate jurisdiction. “If you compare us to other ports, like LA/Long Beach or another large coastal port, the cargo going through that port will be going to and from multiple destinations throughout the U.S. and around the globe, so the cost for infrastructure projects can be shared with users well beyond the port’s own area. Because this Port serves Alaska almost exclusively, the tax burden for Alaskans would be tremendous without federal funding.”

Urgency

While the Modernization Program is meant to bring the Port’s facilities up to modern-day standards, the urgency for the Program to be done as quickly

Construction of the Port of Alaska’s Petroleum / Cement Terminal is almost complete.

as possible lies in the fact that there is a severe corrosion problem that is very possibly “single-digit years away” from potentially shutting down parts of the dock that won’t be able to withstand heavy loads. It’s an issue that keeps Ribuffo up nights. “Of all the state and federal emergency response plans developed for Alaska, I have yet to see one that doesn’t assume the Port of Alaska is going to be there as part of the recovery infrastructure. Yet, we are as vulnerable as any other piece of infrastructure in the State — even more so given the condition of the docks.”

Given that half of Alaska’s freight comes in through the Port — and all of the U.S. Army’s equipment and materials sent to and from training locations outside of Alaska – the Port’s infrastructure is crucial to the State’s functionality. And while progress is being made, Ribuffo worries that time is not on their side. “It’s definitely a challenge — mitigating the corrosion impacts on the docks to ensure Alaska is ready for whatever comes in the future is becoming more and more urgent as each year passes.”

Photo courtesy Port of Alaska

September 2021 — PACIFIC PORTS — 29

PORT ACTIVITY UPDATE

Long Beach celebrates completion of Middle Harbor Redevelopment Project

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ong Beach Container Terminal (LBCT) and the Port of Long Beach held a grand opening Aug. 20 to celebrate the completion of the Middle Harbor Redevelopment Project. The modernization project has transformed two aging terminals into one of the world’s most technologically advanced container terminals.

LBCT at Middle Harbor is a 300acre facility powered almost entirely by electricity that can handle up to 3.3 million TEUs (twenty-foot equivalent units) annually. On its own, it would rank as America’s sixth-busiest container port.

“This engineering marvel sets a new standard for international shipping, goods movement and many other industries, said Port Executive Director Mario Cordero. “It is a global model of efficiency and sustainability.”

From concept to construction, LBCT and the Port partnered to develop this state-of-the-art terminal. The process has taken about the same number of years it takes a student to get from preschool to college, with LBCT functioning as a working terminal the whole time. “We chose to do the right thing the right way. We can proudly and confidently state we are the cleanest container terminal in North America,” said LBCT CEO Anthony Otto.

Built in three phases, LBCT represents an investment of nearly $1.5 billion in infrastructure by the Port and another $700 million in cargo handling equipment, highly sophisticated computer and software systems, and workforce training by LBCT. Now that the final phase is opening, LBCT has more than double the capacity of the two terminals it replaced.

“Efficiency is everything,” said Otto.

“We designed the yard so that we can move more TEUs per acre.”

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Long Beach Container Terminal at Middle Harbor is a 300acre facility powered almost entirely by electricity that can handle up to 3.3 million TEUs annually.

Highlights include a 4,200-foot long wharf where up to three 14,000TEU ships can plug into shore power and be worked simultaneously; 14 of the world’s first tandem-lift dualhoist ship-to-shore cranes, each of which can discharge or load four TEUs at the same time and handle up to 35 container moves per hour; 102 electrified automated guided vehicles that transport containers between the docks and the yard; and 72 electric automatic stacking cranes that manage container staging, priorities and movements. Next-generation technology streamlines container moves by allowing the terminal to stage and stack inbound, outbound and empty containers together; and advanced computer systems optimize every move each piece of equipment makes in coordination with every other piece of equipment.

LBCT also has the on-dock rail yard capacity to move more than one million TEUs annually. Consisting of eight working tracks and four storage tracks operated by five rail mounted electric gantry cranes, the rail yard is one of the world’s largest, where over 1-mile-long trains can be built on-site, allowing up to 35 percent of containers to be transported by rail. On the trucking side, the terminal has two gates, 37 dedicated truck lanes with kiosk connectivity to the terminal’s service system, and space for additional staging to avoid traffic congestion and bottlenecks.

Nearly 200 pieces of cargo handling equipment — ship-to-shore cranes, automated guided vehicles,

and stacking cranes — run entirely on electricity and make up the largest zero-emissions fleet on any marine container terminal in the world. The only diesel equipment LBCT uses is a small fleet of yard tractors, the cleanest available Tier 4 models, to transport containers to and from the on-dock rail yard. LBCT deployed the tractors because their zero-emissions counterparts have yet to become commercially available. Meanwhile, Long Beach Container Terminal at Middle Harbor is serving as a testing ground for allelectric utility tractor rigs and an allelectric top handler.

The Port’s environmental policies and mitigation measures shaped the framework for the new terminal’s cleanest available equipment and sustainable operations. Middle Harbor’s environmental impact report was prepared during the creation and adoption of the 2005 Green Port Policy and the original 2006 Clean Air Action Plan. The lease was finalized in 2012 in the wake of the 2010 CAAP Update.

As the Port’s first comprehensive terminal redevelopment project in the wake of its environmental covenants, Middle Harbor was the test case for how to move forward to balance business and sustainability. The project’s successful completion represents change that goes way beyond clean infrastructure and equipment.

Given the amount of power the terminal needs, mitigation measures included those aimed at reducing energy consumption. LBCT invested in cranes that have regenerative power

PORT ACTIVITY UPDATE capabilities on down cycles and solar panels throughout the facility. Also, vessels calling at the terminal are required to use low-sulfur fuel, reduce vessel speeds to 12 knots within 40 nautical miles of Point Fermin, and plug in 100 percent of container ships at berth to shoreside electric power — a lease condition more stringent than California’s requirement to plug in 80 percent of all container, cruise and refrigerated or reefer vessels at the state’s largest ports.

By investing in all-electric automated guided vehicles, LBCT went above and beyond the emissions reduction measures stipulated in the project’s environmental impact report and incorporated into the terminal’s lease. “We were required to meet environmental standards higher than anyone else in the country and we embraced it,” said Otto, who praised the leadership and vision of LBCT’s longtime owner, OOCL, for accepting the challenge of creating a near zero-emissions terminal. Midway through construction, China COSCO Shipping acquired OOCL, which forced the 2018 sale of LBCT. The new owner, Macquarie Infrastructure Partners, shares OOCL’s commitment to the environment, said Otto. “A very good company bought a very good terminal and continues to invest in zeroemissions operations. This includes buying four more electric ship-to-shore cranes and another electric on-dock rail crane.”

While all LBCT’s cranes and offroad vehicles are next-generation versions of traditional cargo handling equipment, one terminal feature is entirely new: the battery exchange and charging building. The three-story structure is where each automated guided vehicle swaps out its spent 12-ton battery for a fully charged one.

The automated exchange takes about five minutes, allowing the vehicle to immediately return to service while the used battery gets the full eight hours it needs to recharge.

The state-of-the-art Long Beach Container Terminal has set a high standard for other ports to follow.

As the Port’s first comprehensive terminal redevelopment project in the wake of its environmental covenants, Middle Harbor was the test case for how to move forward to balance business and sustainability.

Five structures on the site are built to gold Leadership in Energy and Environmental Design standards for sustainable design, construction and use, which include water and energy conservation and reuse of recycled materials. Four have already earned gold LEED certification: two operations buildings, the crane maintenance facility and the chassis repair shop.

Gold certification is pending for the fifth structure, LBCT’s administration building.

Middle Harbor is also driving economic growth beyond the Port. The additional cargo moving through the terminal is generating an estimated 14,000 new jobs across the nation.

The new terminal is proof that the port industry can increase efficiency, reduce pollution and boost the economy.

“We’ve shown it can be done,” said Otto. “We are almost a decade ahead of where the Port of Long Beach and California want all marine container terminals to be in 2030.”

September 2021 — PACIFIC PORTS — 31

PORT ACTIVITY UPDATE

Port of Portland welcomes new service to Terminal 6

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year and a half after weekly container service returned to the Port of Portland’s Terminal 6 – thanks to South Korea-based carrier SM Line — more container service is coming to help address critical supply chain issues for local businesses, farmers and growers, and consumers.

The new business at Terminal 6 includes: • An SM Line expansion that will add two additional vessels per month; • An additional weekly container service operated by MSC, the second-largest carrier in the world; and • New private charter vessels and domestic 53-foot containers.

“Terminal 6 is productive and busy at a time of economic recovery that is so important to our regional economy,” said Dan Pippenger, chief operating officer at the Port of Portland.

“That wouldn’t have been possible without SM Line committing to the Portland market and the hard work of all the workers on site. In the last year, longshore workers endured a pandemic, an unprecedented wildfire season and snowstorms — and through it all, they kept goods and products moving in and out of the region. While these new services won’t solve supply chain issues overnight, they will help local businesses find alternative shipping options in our region.”

This additional container service also brings more goodpaying maritime, warehouse and trucking jobs to the region. ”ILWU Local 8’s membership is excited about the progress that the Port has been making in marketing its facilities and infrastructure,” said Mike Stanton, president of ILWU Local 8. “The Local fully supports the Port’s mission to partner with Industry to create jobs and community prosperity for the greater State of Oregon and the Columbia River Region.”

Addressing supply chain struggles

In 2020, the Pacific Northwest’s connection to the global supply chain was more evident than ever. From toilet paper

Despite global supply chain disruptions, SM Line weekly service to Portland in 2020 was consistent and productive.

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“In the last year, longshore workers endured a pandemic, an unprecedented wildfire season and snowstorms — and through it all, they kept goods and products moving in and out of the region.” shortages to months-long delays for appliances, both consumers and businesses struggled to get the daily supplies they needed. These impacts continue to be felt today.

While varied, the most common goods arriving to Oregon in containers include auto parts, furniture, bedding and lighting, and footwear and apparel. Hay and animal feed, agricultural commodities, and wood and paper products are the most common items leaving Terminal 6.

SM Line partnership grows

In 2020, SM Line brought weekly container service back to Portland for the first time in more than four years. Despite global supply chain disruptions, the service was consistent and productive in 2020, resulting in the Port’s highest container traffic total since 2014.

Because of the early success of this partnership, SM Line is expanding their operations in Portland. In addition to their weekly container vessel call, which continues, SM Line is beginning a new intermodal rail service via the Union Pacific railway to Chicago in 2021. The carrier will also bring in additional loader vessels every other week to handle local cargo. Including all of these options, SM Line will load at least six vessels every month.

“We thanks to the leadership of Port of Portland and Governor Kate Brown being presented their willingness to bring weekly container service back to Portland when they were in Seoul in 2019. And also very special thanks to longshore workers for their hard work to keep our PNS (Pacific North-West Service) fluid during an unprecedented period of pandemic and supply chain disruption. All communities’ support makes SM Line’s successful introduction to Oregon market as the first carrier calling to Portland,” said Kwang Kuk Choi, managing director at SM Line.

“But we do not stop here. We are pleased to contribute to the resolution of the supply chain constraints in the west coast of the United States through Portland. Portland is an important strategic port for our company, constantly pioneering new markets. SM Line will develop and provide competitive logistics solutions that cover both the sea and inland through partnership with the Port of Portland.”

PORT ACTIVITY UPDATE Welcoming MSC to Portland MSC’s Santana route — launched in 2020 — will start calling Portland with a weekly Transpacific service in midSeptember. MSC has the largest container fleet to ever come to Portland and marks only the second time in nearly 15 years that the Port has secured a second weekly Transpacific partner.

Two other things make the Santana route compelling for local shippers. It’s an express service with only four port calls (Yantian - Shanghai - Portland Tacoma - Yantian). Portland is also the first port-of-call on this route. Most Transpacific services stop at two or three ports in North America before Portland, with most of the cargo getting unloaded on that first port call.

Regional importers will now have the fastest transit times from Asia on the market.

Chartered vessels help alleviate West Coast port congestion With many ports and inland container yards continuing to experience record congestion, large shippers have opted to use charter vessels to get their goods in a timely fashion. Three shippers are bringing their products to Terminal 6 on chartered vessels. Vessels

New business at the Port of Portland includes two additional SM Line vessels per month as well as an additional weekly container service operated by MSC and new private charters and domestic 53-foot containers

With many ports and inland container yards continuing to experience record congestion, large shippers have opted to use charter vessels to get their goods in a timely fashion. began arriving in mid-August and will continue to discharge 600 containers every three weeks. These are one-off

vessel calls and not part of a regular service.

Similarly, eight vessels containing 53-foot domestic containers — rather than the standard 20-foot size — will call at Terminal 6, starting in August and running through 2022. Each vessel will have 200-300 containers to unload.

BNSF extends intermodal service

BNSF Railway has signed on to handle intermodal containers between Seattle, Tacoma and Terminal 6.

In June, BNSF Railway also signed a one-year contract to handle intermodal containers between Seattle, Tacoma and Terminal 6. This continues to be a time-saving alternative for some shippers who face delays from truck congestion at ports to the north. BNSF has been handling containers through Terminal 6 since January 2018.

September 2021 — PACIFIC PORTS — 33

MARINE SAFETY

Clear Seas launches interactive mapping dashboard that visualizes marine shipping safety

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n online dashboard developed by the Clear Seas Centre for Responsible Marine Shipping (Clear Seas) based in Vancouver, British Columbia, provides a comprehensive, first-of-its-kind publicly available picture of marine shipping incidents and accidents in Canadian and U.S. waters.

“Simply put, we need to be able to look to what happened in the past to anticipate and prevent what could happen in the future,” says Paul Blomerus, Clear Seas’ Executive Director. “By learning from previous events, we’ll be able to better assess risk, and help ensure safer, more responsible marine shipping.”

To create the Marine Incidents and Accidents dashboard, Clear Seas accessed more than 140,000 reports of vessels involved in marine events, which were filtered to create a spatial dataset of cargo ships, tugboats, cruise ships and ferries involved in occurrences over a 10-year period from January 2009 to December 2018.

The dashboard focuses on events involving commercial shipping, so fishing vessels (both commercial and non-commercial), government vessels, pleasure craft, and other types of vessels are not included in the dataset.

While Clear Seas is focused on issues related to commercial marine shipping traffic, the visibility and importance of ferries and cruise ships justifies their inclusion in this dataset. For some parts of the country, smaller passenger vessels make up a significant amount of traffic and incident reports. In the future, a more comprehensive analysis that includes these vessel types may be completed.

The dashboard and the project’s summary report are available on the Clear Seas website (clearseas.org).

Of the 5,220 vessels involved in incidents or accidents that occurred in 34 — PACIFIC PORTS — September 2021

This powerful new resource enables users to analyze trends, learn from past events, better assess risk, and helps build a safer and more responsible marine shipping industry. this period, 157 were considered serious. “This relatively small number of serious incidents over the span of a decade should reassure Canadians that we have a safe maritime transportation system and robust regulations in place,” Blomerus says.

Public opinion surveys conducted for Clear Seas show that the safety of commercial marine shipping is a key concern for Canadians. This is especially true when it comes to commercial vessels carrying hazardous materials or oil as either cargo or fuel. Results and an analysis of a 2020 public opinion survey conducted by the Angus Reid Institute and Clear Seas on the topic of marine perceptions in Canada are available on the Clear Seas website (clearseas.org).

And the threat of pollution from an accident doesn’t just come from Canadian waters. Some of the heaviest marine shipping traffic areas such as the Salish Sea and Great Lakes include both Canadian and U.S. territory. “With changing winds and tides, disabled ships and pollution don’t respect international boundaries,” says Blomerus.

For this reason, the project team pulled together data from the Transportation Safety Board of Canada (TSBC), the U.S. Coast Guard and the U.S. National Transportation Safety Board. The creation of the dataset that forms the dashboard is an important development in collating and charting North American maritime incidents and accidents in a common format and presenting those results on a map.

Blomerus says that the power of the Clear Seas dashboard means that

Paul Blomerus, Executive Director, Clear Seas a range of users — from a member of the public to a professional risk analyst in the marine industry — can use it to understand trends and distributions in any area of interest. “We hope this will help users understand the breadth and scope of marine incidents and accidents in Canada, and in doing so contribute to a safer marine environment,” he says.

Kim Baird, a member of Clear Seas’ board of directors and former Chief, Tsawwassen First Nation sees it being of great use to Indigenous Peoples along Canada’s coastal areas. “As First Nation communities and organizations increase their participation in marinerelated matters, having accessible data to fully understand shipping impacts to their territories is crucial.”

From a marine industry perspective, Serge Le Guellec, President & General Manager, Transport Desgagnés and a Clear Seas board member, sees a similar benefit. “Providing information on maritime incidents and accidents which occurred in Canadian waters serves a clear purpose: ensuring that trends are

CLEAR SEAS identified, that causalities are understood, that lessons learned are shared with all stakeholders and that Safety Management Systems are strengthened to prevent re-occurrence,” he says. “Sharing information with the public via Clear Seas’ new Incidents and Accidents dashboard is therefore a matter of trust and transparency for

the industry and is core to Clear Seas’ raison d’être.”

Clear Seas is a not-for-profit independent research centre funded by Canada’s provincial and federal governments as well as industry. It provides impartial information on marine shipping in Canada to policy makers and the public. Its mandate is to

initiate and interpret research, analyze policies, identify best practices, share information, and facilitate dialogue.

The organization’s research agenda is defined internally in response to current issues, reviewed by a research advisory committee, and approved by a board of directors. All reports are available at clearseas.org.

Dashboard highlights: • The different types of marine incidents and accidents, and vessels involved in such events in and around Canadian waters.

• The number of vessels involved in marine incidents and accidents in Canadian and transboundary waters over the course of a decade.

• The regions where higher numbers of marine incidents and accidents have occurred historically.

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www.fbjna.com September 2021 — PACIFIC PORTS — 35

: ARMY CORPS OF ENGINEERS

USACE programs boost ports’ efforts to address water resource issues

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ne notable session at this year’s Annual Conference is “The Environmental Permitting Process.”

Lynker’s Sarah Pautzke and Zach Hughes, Salus Resources Inc. are joined by Theresa Stevens, US Army Corps of Engineers (USACE) to assist in taking the mystery out of the Environmental Permitting Process. Stevens’ presentation — USACE Regulatory 101, Nuts and Bolts — will be a great road map through the Corps’ regulatory permit process, provide relevant information, and help in getting through the permit process efficiently. Pautzke and Hughes, both leaders in supporting clients who are faced with the challenge of meeting requirements of such acts as the Endangered Species Act and the Marine Mammal Protection Act, will provide useful and insightful guidance for conference attendees.

While Stevens will be providing an overview of the regulatory landscape, the USACE has a number of programs that are useful to highlight as a supplement to Stevens’ presentation. These programs provide opportunities for local governments, states, tribes, and non-governmental entities to partner with the USACE to help solve their water resources problems described herein. The USACE has a breadth of technical and planning capabilities and experience in solving the nation’s most complex water resources problems. But large-scale studies and construction of huge infrastructure is not the answer to all problems. The programs described below are designed to scale support to the level of complexity and problems, targeting solutions to the needs of non-federal partners. Some programs, like the Continuing Authorities Program, include the ability to construct recommendations coming out of the initial feasibility study phase. While other programs,

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such as the Floodplain Management Services, and Planning Assistance to States, don’t include construction and are focused on providing technical support to analyze problems and support local decision makers and resource managers.

A brief introduction to the type of work each program can support, and how they work, is below. Interested partners are furthermore invited to reach out for additional information, or to discuss whether any of these programs may be a good fit for your needs.

Continuing Authorities Program

The U.S. Army Corps of Engineers’ Continuing Authorities Program (CAP) is a group of nine water resource-related authorities contained in several different laws. The purpose of the CAP is to plan, design, and construct water resources projects of limited scope and complexity that, because of their limited cost (total federal expense per project not exceeding $10 million), do not require project-specific authorization from Congress. Example projects include: • streambank and shoreline erosion protection of public works and non-profit public services, • beach erosion and hurricane and storm damage reduction, • navigation improvements, • flood damage reduction, • and aquatic ecosystem restoration, among others.

All projects in this program include a feasibility phase and an implementation phase. Planning activities, such as development of alternative plans to achieve the project goals, initial design and cost estimating, environmental analyses and real estate evaluations are performed during the feasibility phase to develop enough information to decide whether to implement the project. The feasibility phase is initially federally funded up to $100,000, and all additional study costs are typically shared 50-50 with a non-federal project partner and the USACE. The final design, preparation of contract plans and specifications, permitting, real estate acquisition, project contracting and construction, and any other activities required to construct or implement the approved project are completed during the implementation phase. The USACE and the nonfederal sponsor typically share implementation phase costs 65% federal, 35% non-federal. The federal costs per project for both phases (feasibility and implementation) are generally limited to $10 million.

Regional CAP Production Center — The Regional CAP Production Center (RCPC) was established in 2015 to support each of the four South Pacific Division districts (Albuquerque,

ARMY CORPS OF ENGINEERS Los Angeles, Sacramento, and San Francisco) by efficiently and effectively completing CAP feasibility studies. The team at the RCPC has broad expertise in planning, engineering, environmental resources, and economics, and has the ability to utilize experts in other disciplines as needed.

Floodplain Management Services

The Corps’ Floodplain Management Services Program provides communities with a full range of technical and planning services to support effective floodplain management. Under the program, the Corps supports state, tribal, regional, and local governments with both riverine and coastal flood challenges.

Work under this program empowers communities to better understand their risks of flooding and develop plans to communicate and manage that risk.

For example, the USACE can work with communities to develop or interpret site-specific data on flood hazards or obstructions to flood flows; flood formation and timing, flood depths and elevation; floodwater velocities; and the extent, duration, and frequency of flooding. The Corps can also support communities in post-wildfire flood hazard assessments and mitigation planning.

Because the Floodplain Management Services program enables the Corps to execute this work at no direct charge to a local community, it creates an excellent opportunity for the Corps to work with partners who don’t otherwise have the financial resources for a cost-share.

The Corps can also work with federal agencies and private persons under the Floodplain Management Services program—however services for these groups require a cost-recovery or fee basis.

Past examples of services and projects using the Floodplain Management Services program include: • Understanding flood hazards and risk

• Floodplain Delineation / Flood Hazard Evaluation • Urbanization Impact Studies • Inventory of Flood Prone Structures • Hydrologic, Hydraulic and Sediment Transport Modeling • Flood risk communication, planning, and management • Flood Warning/Preparedness • Preparation of guides and pamphlets to convey floodplain information and nature of flood hazards • Outreach materials and events for communities, localities, and other public entities to foster public understanding of floodplain hazards.

• Development and evaluation of alternatives (solutions) to reduce flood risk • Nonstructural flood risk management • Floodplain management plans • Post-wildfire assistance • Modeling (hazard assessment) • Development of risk mitigation measures • Flood After Fire toolkit

Planning Assistance to States

The Corps offers two types of planning assistance through Planning Assistance to States (PAS): Technical Assistance and Comprehensive Plans.

The typical timeframe for completing work under PAS is 12 to 24 months.

Technical Assistance — The Corps can provide Technical Assistance to enhance the water-related planning efforts currently underway by states, tribes, territories, and other governmental organizations. For example, they can collect data and conduct hydrologic, economic, or environmental risk analyses to support an entity’s hazard mitigation plan, ecosystem restoration plan, water resources management plan, long-term recovery plan, climate action plan, etc. Technical Assistance activities through the PAS program are

cost shared with the study partner (50 percent).

Comprehensive Plans — Comprehensive Plans provide a vision for addressing water resources challenges in the context of developing, utilizing, and conserving the water and related resources within drainage basins, watersheds, and their ecosystems. Comprehensive planning typically covers a large geographic area and a long-term planning horizon.

Typical water resources problems and opportunities addressed in comprehensive water resource plans can include flood risk management, water supply, water conservation, environmental restoration, water quality, hydropower, erosion, navigation, fish and wildlife, cultural resources, and environmental resources.

Examples of past studies and activities completed under Planning Assistance to States include: • Watershed planning • Flood risk management • Surface and groundwater quality • Environmental Conservation and Restoration • Water supply and demand • Wetland delineations • Stream assessments • GIS mapping

More information

The USACE San Francisco District website (https://www.spn.usace.army. mil/Missions/Projects-and-Programs/) includes a great deal more information on the above programs and others.

USACE staff are also available to discuss particular details: Regional CAP Production Center: Thomas Kendall: 415-503-6822 / Thomas.R.Kendall@usace.army.mil Floodplain Management Services and Planning Assistance to States: Jessica Ludy, (415) 503-6621 / Jessica.J.Ludy@ usace.army.mil, or Jonathan Vivanti, (213) 452-3809 / jonathan.d.vivanti@ usace.army.mil September 2021 — PACIFIC PORTS — 37

: CORROSION REMEDIATION

The mysterious orange slime heading to eat your port

By Daniel Leonard, P.Eng, Vice President, Westmar Advisors Inc.

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peak to the Director of the Port of Alaska, Stephen Ribuffo, and he will tell you all about the horrors of a mysterious orange slime that is slowly and methodically eating his port.

“Not to put too fine a point on it, you’ve got a lot of ugly in your future — costly and ugly.”

The technical term for the reaction that causes the slime is accelerated low water corrosion (ALWC), which is a form of microbial induced corrosion (MIC). In simple terms, ALWC is caused by a form of bacteria that is thought to be brought from port to port in vessel ballast water and attaches to steel in a narrow band at the lowest level of the tidal range.

The bright orange slime that appears on the surface of the steel is the result of the bacteria producing sulphuric acid that will eat through the steel at a rate up to 10 times faster than saltwater, or two mm/year (5/64 inch/year). When many of the steel sheet piles and steel pipes found in a port have a thickness of only 12.5 mm (1/2 inch), bacteria that can eat through those elements in less than 10 years is a serious threat.

The orange slime, or bloom, covers a black corrosion product that, when removed, reveals shiny pitted steel. The fact that it is possible to see shiny carbon steel in saltwater shows how aggressive the corrosion is.

Although the phenomenon has been identified in numerous ports around the world, from Scotland to Australia, and from Canada’s Arctic to the southeast U.S. in North America, the reason for why it is in one port instead of another remains a mystery. While many scientists are reasonably certain that it is transferred from one port to another by vessels, other scientists believe that it is 38 — PACIFIC PORTS — September 2021

In simple terms, ALWC is caused by a form of bacteria that is thought to be brought from port to port in vessel ballast water... also found naturally in waterways that have the right combination of nutrients.

In addition to Alaska, ALWC has now been confirmed at a port in northern B.C. and there are concerns that it could soon be found in other ports on the West Coast.

Dealing with invasive species is not a new problem for international and domestic shipping. The International Maritime Organization’s International Convention for the Control and Management of Ships’ Ballast Water and Sediments was adopted in 2004 and requires vessels to exchange ballast water in open ocean before entering a new country that has ratified the convention. As well, there have been additional rules in the Great Lakes for several years to attempt to prevent the spread of mussels. But under the existing regulations outside of the Great Lakes, smaller vessels transiting within Canada have been exempted from any ballast water regulations. Now, Transport Canada is proposing new regulations that, by 2024, would require vessels over 50m in length to meet the requirements of the international convention and vessels under 50m would be required to make the best efforts to meet the convention.

But what can be done if ALWC already has a foothold in your port?

The Port of Alaska is currently spending about USD two million per year installing bolted steel jackets over steel pipe piles with severe corrosion.

Each jacket costs about USD 32,000 and is intended to restore vertical load

carrying capacity. There are mixed opinions on whether the jackets will perform as well as the original piles in a large earthquake. The remediation costs for sheet pile bulkheads are higher than the steel jackets for pile structures, requiring more expensive and complex solutions.

There are other potential rehabilitation solutions depending on the amount of corrosion that has occurred: running a substantial electric current through the steel structures to make them the cathode of an electrochemical cell; applying a non-corrosive protecting coating such as epoxy or cementitious mortar; installing a non-structural, non-corrosive barrier between the steel structure and the water such as PVC sheet piles; or welding plates over top of the corroded zones.

Cleaning away the ALWC requires that workers have extensive protection measures to avoid ingesting bacteria and becoming infected with a blood disorder called leptospirosis.

A significant challenge to implementing a mitigation scheme is the location of the problem — the very lowest tidal elevation. There are only a few hours every year where the structure where ALWC is attacking is above the water level. Various movable and modular cofferdam systems have been developed to allow workers to apply coatings underwater and, in some cases, divers install the repairs. These measures can add significant cost to any mitigation scheme.

CORROSION REMEDIATION A significant challenge to implementing a mitigation scheme is the location of the problem — the very lowest tidal elevation.

There are currently no regulatory requirements to plan for a future with ALWC; it is up to each owner and each design engineer to decide whether precautions or preventive measures are appropriate. With all the changes currently being considered in new regulations to deal with climate change and earthquakes, such as sea level rise, storm surges, changing weather intensity, and increased maximum credible earthquake, something like ALWC can easily be overlooked. Based on the recent experiences at the Port of Alaska, the business case justifying making an investment in prevention at the design level is clear.

Daniel Leonard is an experienced senior engineer, project manager, and executive with a demonstrated history of working across several sectors in the consulting industry with a primary expertise in port planning and marine structures. He can be contacted at 1 604 770 4787 / dleonard@westmaradvisors.com.

Photo courtesy Daniel Leonard, Westmar Advisors

Regardless of the mitigation option, owners and their asset management contractors require education about what to look for to correctly identify if ALWC is present. Early identification provides time to employ a lower cost mitigation measure.

In some cases, ALWC does not present as shown in a textbook and so samples of the corrosion or steel coupons are taken and sent to a lab for verification.

The worst potential outcome is complete replacement, like was required for a dock on the North coast of Quebec. Several steel sheet pile cellular structures built in 1971 were found to have ALWC in 2003 and no feasible rehabilitation options were available due to the extent of the corrosion. New, concrete caissons were installed offshore of the steel structures in 2007 so that the steel structures could be left to fully corrode safely.

For new structures, several precautions can be incorporated into design. Uncoated steel structures can be avoided altogether or pre-wired so that an induced cathodic protection system can be added easily later. But the yearly costs of electricity and maintaining the system can be high. If steel is being used, robust coating systems can be applied to the exposed surfaces of the steel. Several marine structures in B.C. for instance, including Vancouver Convention Centre West, have a polyethylene coating on the steel pipe piles that was applied at a factory and is what is often used for protecting buried oil and gas pipelines. The polyethylene coating is so robust that marine contractors have had to use woodworking routers in the field to remove the coating so pipe sections can be welded together. There is also a new grade of steel called AMLoCor that has been developed to lower the rate of corrosion from saltwater and ALWC.

Photo sourced from Port Technology International

Accelerated low water corrosion (ALWC) caused by a form of bacteria can corrode steel at a rate up to 10 times faster than saltwater.

Left unchecked, ALWC can become a costly challenge for ports to replace their infrastructure.

September 2021 — PACIFIC PORTS — 39

: PORT SECURITY

Intelligent port security

By Dr. Giovanni Milione, Optical Networking and Sensing Department NEC Laboratories America, Inc.

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hysically securing ports against threats is not easy. Ports can comprise cargo that is worth billions of dollars, thousands of acres of land, populations in the thousands, and numerous access points that see thousands of entries and exits per day and at all times of the day. Physical threats could be anything, including theft, vandalism, active shooters, and domestic or international terrorism. As such, physical security requires situational awareness for 24 hours a day, seven days a week, and 365 days a year.

While physical security budgets can be tens of millions of dollars annually, they largely fund boots on the ground, i.e., guns, guards, and gates. These resources must be predominantly focused on access points, where most port activity is, leaving perimeters vulnerable. While

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While perimeters can be secured via physical barriers, barriers do not provide the required situational awareness. perimeters can be secured via physical barriers, barriers do not provide the required situational awareness. The cost of increasing boots on the ground to secure the entirety of perimeters can be prohibitive.

A perimeter intrusion detection system (PIDS) comprises a combination of sensors and cameras that sense and enable visual verification of physical intrusions along a perimeter. A PIDS can provide the situational awareness required to secure a port perimeter.

Many types of sensors and cameras can be used in a PIDS. Canonical

sensors include radar, microwave, lidar, accelerometers, geophones, visible, and thermal. While each sensor has its advantages and disadvantages, canonical sensors are archaic.

They are unintelligent and tethered to the physical environment, i.e., they require electrical power, wired or wireless communication, and line of sight.

The greatest challenge to such sensors is the physical environment. PIDS are greatly affected by salty air, changing visibility due to precipitation, dust, fog, and daily and seasonal lighting conditions. Furthermore, inclement weather

PORT SECURITY events such as hurricanes and lightning can affect the system.

Additionally, ports can be adjacent to public or residential areas. Also, effectively monitoring multitudes of cameras can be almost impossible.

These challenges can be overcome using intelligence.

NEC’s Intelligent PIDS (iPIDS) uses state-of-the-art sensors in concert with artificial intelligence.

Optical fiber sensing is a state-of-the-art sensing technology where laser light is transmitted and received at 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. For example, if an optical fiber were mounted along a perimeter fence and an intruder were to cut, climb, or lift the fence, the intruder’s location could be instantly detected with an accuracy of a few feet. As optical fibers are made of glass, in contrast to canonical sensors, along the perimeter, optical fiber sensing does not require electric power, wired or wireless communication, line of sight, and is immune to electromagnetic interference.

Furthermore, optical fibers sensing can sense over up to 50 miles of optical fiber. Additionally, the same optical fiber that is used for sensing can be used for communication, e.g., communication with video cameras.

Artificial intelligence (AI) comprises state-of-the-art computer algorithms such as machine learning, deep learning, and artificial neural networks. AI can intelligently analyze signals from sensors of a PIDS. For example, traditional sensor signals are analyzed using basic rules such as thresholds — if the signal is above or below a certain level, an alarm is or is not generated. AI can analyze and count the number of times the sensor’s signal is above or below a threshold over a period of time. Additionally, AI can learn complex signal patterns associated with environment and intrusion and then discriminate the environment from the intrusions. AI can be applied to both optical fiber sensing and video. It can give sensors intelligence to do the work of humans and do work that humans would otherwise not be able to do. Ultimately, AI can force multiply boots on the ground.

NEC’s Intelligent PIDS uses optical fiber sensing, video cameras and artificial intelligence which optimizes the probability of detection and nuisance alarm rate. Via visualization on a centralized dashboard in a command center, intrusions are shown on an aerial map, and an alert is instantly generated when the intrusion is detected. Further analysis can be done to determine whether the detected intrusion is a threat.

Security officers can monitor the entire perimeter for alarms from one station. GIS tracking, automated alarms, two-way audio, incident reporting and live video streaming can be done from mobile applications that tie state-of-the-art security technologies into one unified solution and control center.

NEC’s system has undergone field trials at an airport in the southeastern United States where it was subject to seasonal Caribbean hurricanes, aircraft taking off, landing, and taxiing on an adjacent runway, vehicles on an adjacent road, and personnel and vehicles along the perimeter working, wildlife such as birds, cats, and lizards climbing on the fence. The system was also tested at an Asian seaport with 40-mile-perhour winds. The system was able to effectively discriminate intrusion and the environment.

In conclusion, port security is challenging but by using intelligence, security can be force multiplied. Intrusion can be identified over the entire perimeter and situational awareness can be provided for 24 hours a day, seven days a week, and 365 days a year in extreme environmental conditions.

Dr. Giovanni Milione is a senior researcher in the Optical Networking and Sensing Department at NEC Laboratories America, Inc. in Princeton, NJ. He received his B.S. in Physics from Stony Brook University, M.A. in Physics from CUNY the City College of New York, M. Phil. in Physics from the CUNY Graduate Center, and Ph.D. in Physics from the CUNY Graduate Center/the City College of New York. He is also a U.S. military veteran, serving in the Iraqi and Afghanistan Wars. For information about NEC’s PIDS, contact Dr. Milione’s colleague, Michael Mackesy at 858.467-7770 / michael.mackesy@necam.com.

PORT of PAGO PAGO

PORT OPERATIONS

PORT OPERATIONS

• Naturally deep-water harbor.

• Dock Space o Container Dock: 1,112ftx55ft, D35ft o Main Dock: 400ftx55ft, D35ft o Inter-Island Dock: 90ftx40ft, D25ft o Fuel Dock: 406ftx45ft, D40ft o Service Wharf: 300ftx75ft, D25ft • 4.5 acre Contai ner Yard • 40,000sqft Warehouse • Bulk Cargo: Fuel, LPNG • Harbor Tug Assist Service • Tug Iseul a, 3000hp • Tug Sailel e, 1500hp • Inter Island Ferry Services • Inner Harbor Anchorage for Yachts • Yacht/Pleasure Craft Marina Facilities • Dry Dock Facilities • USDA Meat Inspectors • Net Repair Yard • Tuna Cannery/Docks – Star Kist Tuna • Small Boat Harbors: Auasi, Aunuu, Faleasao, Ta’u, Ofu.

• Dock Space • Container Dock: 1,112ftx55ft, D35ft • Main Dock: 400ftx55ft, D35ft • Inter-Island Dock: 90ftx40ft, D25ft • Fuel Dock: 406ftx45ft, D40ft • Service Wharf: AIRPORT OPERATIONS 300ftx75ft, D25ft •• Pago Pago International Airport 4.5 acre Container Yard (PPG) – Tutuila Island 700-acre publicWarehouse airport • oo 40,000sqft Rwy 5/23: 10,000ft x 150ft o o o

Rwy 8/26: 3,800ft x 100ft Elevation: 32 ft. / 9.8 m Distance From city: 6 miles SW of Pago Pago, AS Time Zone: UTC -11 Surface: Concrete/grooved ARFF Station Hot Fire Training Ground

AIRPORT OPERATIONS o o o o

Pago Pago International o 18 acre public airport Airport (PPG) – Tutuila o Dimensions: o Rwy8-26: 200 x 60 ft. / 610 x 18 m Island o Elevation: 9 ft. / 2.7 m o Distance From city: 1 mile SE of Ofu • 700-acre Village, AS public airport o Time Zone: UTC -11 Concrete/grooved • oo 6 Surface: miles SW of Pago Pago, AS ARFF Station

• Ofu Airport (Z08) - Manua Islands

Airport Manua •Ofu Fitiuta Airport(Z08) (FAQ) –- Manua Islands Islands o

34 acre public airport

o o o o

Time Zone: UTC -11 Surface: Concrete/grooved Weight bearing capacity: ARFF Station

Rwy 12/30: 3200 x 75 ft. / 975 x 23 m • oo 18-acre public airport Elevation: 110 ft. / 34 m city: .1 mile SE of • o 1 Distance mile Village, SEFrom of Ofu Fitiuta AS Village, AS

Fitiuta Airport (FAQ) – Manua Islands • 34-acre public airport • .1 mile SE of Fitiuta Village, AS

over

“In the Global Market, American Samoa will become the hub of the Pacific Island region.”

“In the Global Market, American Samoa will become the hub of the Pacific Island region.”

Locted in South Pacific Ocean, in the heart of Polynesia, Pago Pago Harbor is one of the world's largest natural harbors, and it is also considered one of the best and deepest deepwater harbors in the South Pacific Ocean or in Oceania as a whole.

Pago Pago Harbor is over 400 feet (120 m) deep and two miles (3.2 km) long, with over 2,700 linear

Located in South Pacific Ocean, in the heart of Polynesia, Pago Pago Harbor is one of the world’s largest natural harbors, and it is also considered one of the best and deepest deepwater harbors in the South Pacific Ocean or in Oceania as a whole.

Pago Pago International Airportfeet is capable of and accommodating of dock space, numerous anchorage for the over 1,000 ports calls consisting of any size of commercial aircraft. sites When combined, our seaports cruise, cargo, military, fishing, workboats, yachts pleasure throughout and airports make the movement of and cargo and crafts people to andthe year. Pago Pago International Airport is from American Samoa easy because strategic midpoint capable ofofits accommodating any size of commercial aircraft. When combined, our for several shipping and air routes between the U.S. West seaports, and airports make the movement of cargo and to and and from other American Coast, Honolulu Hawaii, Australia, Newpeople Zealand Samoa easy because of its strategic midpoint pacific nations. for several shipping and air routes between the U.S West Coast, Honolulu Hawaii, Austrailia, New Zealand and other pacific

We are here to We are here to serve serve you!

Visit us at americansamoaport.as.gov

americansamoaport.as.gov

September 2021 — PACIFIC PORTS — 41

: NEW MEMBER PROFILE

FortisBC

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he Association of Pacific Ports is pleased to welcome FortisBC as its newest Associate Member.

In joining the Association, FortisBC director of low carbon transportation and LNG business growth Sarah Smith sees a great opportunity in being able to share their experiences in the liquefied natural gas (LNG) industry as well as engage with members to identify their needs, especially in the training and handling of LNG. “We’re looking forward to working with marine vessel operators in the Port of Vancouver, across North America and internationally to safely advance the use of LNG in marine applications,” said Smith. “We have an opportunity to develop BC as an LNG bunkering hub, presenting a great economic opportunity for the province, and capturing the environmental benefits of lowering greenhouse gas (GHG) and air

contaminant emissions associated with marine transportation.”

As a Canadian-owned, B.C.-based company with approximately 2,550 employees, FortisBC delivers natural gas, electricity, and renewable energy solutions to more than 1.2 million customers in 135 communities throughout the province. They own and operate approximately 50,182 kilometres of natural gas transmission and distribution

Expansion of the Tilbury Liquefied Natural Gas Facility in Delta, British Columbia, will allow FortisBC to meet the growing demand for clean energy.

42 — PACIFIC PORTS — September 2021

pipelines, 7,335 kilometres of electric transmission and distribution power lines, and two LNG facilities — the Mt. Hayes facility located inland on Vancouver Island, and the Tilbury Island facility in Delta, B.C. It is FortisBC’s Tilbury facility that will be of most interest to APP members.

In operation since 1971, the Tilbury LNG facility was originally built to produce and store LNG to ensure energy needs of its customers were met during periods of high demand during the winter. Since 2016, the facility has also produced LNG for marine transportation including vessels in the fleets of BC Ferries and Seaspan Ferries. The custom-built on-board tanker trailerto-ship bunkering operation was the first of its kind in North America, allowing simple drive-in, on-deck refuelling. To ensure safe and efficient implementation of this new approach to fueling, FortisBC also develops and delivers the training and certification materials required of third-party drivers who operate the LNG marine tanker trailers. Today, BC Ferries has five LNG-fueled vessels in operation and Seaspan Ferries has two, with two more going into service this year.

Since commencing on-board LNG bunkering operations, FortisBC has completed over 3000 individual bunkering events.

The company made history yet again in 2017 when it produced LNG for the

FORTISBC first shipment of Canadian LNG to China, using ISO containers. “LNG produced at FortisBC’s Tilbury facility is some of the cleanest in the world,” said Smith, pointing to an analysis commissioned by FortisBC that quantifies how B.C. LNG could reduce global GHG emissions. “The study highlights the benefits of reducing global GHG emissions by exporting B.C. LNG produced at FortisBC’s Tilbury facility to industrial consumers in China. A lifecycle analysis shows that using LNG from FortisBC’s existing Tilbury facility to replace heavier carbon fuels in China can reduce up to 800,000 tonnes of GHG emissions per year.”

The benefits and advantages of LNG speak directly to FortisBC’s ambitious goal of reducing their customers’ greenhouse gas emissions by 30 per cent compared to 2007 levels by the year 2030.

Dubbed the 30BY30 target, the target recognizes the importance FortisBC has placed on innovating, diversifying, and collaborating for a more sustainable future. Smith highlighted four key areas of focus for an achievable, affordable path to meaningful emissions reduction: • Investing in low and zero carbon vehicles and infrastructure in the transportation sector.

• Supporting the continued growth of renewable gases in reaching CleanBC’s target 15 per cent of total annual gas supply.

• Positioning B.C. as a vital domestic and international LNG provider to lower global greenhouse gas emissions.

• Increasing investment in conservation and energy efficiency programs and developing innovative energy solutions for homes, businesses and industry.

There is anticipated increased interest in using LNG for marine fleet operators on the West Coast of North America and in Asia due in part to new international environmental regulations

The benefits and advantages of LNG speak directly to FortisBC’s ambitious goal of reducing their customers’ greenhouse gas emissions by 30 per cent compared to 2007 levels by the year 2030.

Since 2016, FortisBC has produced LNG for marine transportation including vessels in the fleets of BC Ferries and Seaspan Ferries. The custom-built on-board tanker trailer-to-ship bunkering operation was the first of its kind in North America, allowing simple drive-in, on-deck refuelling. requiring cleaner marine fuel alternatives. FortisBC has a total pool of $100 million available for eligible marine operators who are entering into a long term LNG supply contract with FortisBC, to pay for a portion of the incremental capital cost associated with acquiring LNG-powered vessels.

The proposed Tilbury Pacific Marine Jetty adjacent to FortisBC’s Tilbury LNG facility could further the global shift to lower carbon energy by delivering lower carbon fuel to a new generation of coastal and trans-Pacific ships.

The Tilbury Pacific Marine Jetty is proposed by the Tilbury Jetty Limited partnership, which is to be jointly owned by Fortis LNG Jetty Limited Partnership and Seaspan. The project is currently completing an environmental assessment under the direction of the B.C. Environmental Assessment

Office, which is expected to conclude later this year. If approved, construction could begin in 2022 and be in limited service for marine LNG fuelling as early as 2023. The jetty would enable FortisBC-produced LNG to be directly loaded on to customers’ LNG bunker vessels.

With valuable insights into the handling of LNG, the APP is excited to have this knowledge resource available for Port Members and terminal operators.

“LNG can help reduce emissions in the marine industry safely, affordably and quickly. Because of that, it’s a key factor in our 30BY30 target,” said Smith.

“We look forward to engaging with APP members to achieve our mutual emissions reductions goals for a more sustainable marine industry.”

For more information about FortisBC, visit: FortisBC.com/marine.

September 2021 — PACIFIC PORTS — 43

: NEW MEMBER PROFILE

Trans Mountain’s Westridge Marine Terminal

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ith the Trans Mountain Pipeline Expansion Project (Expansion Project) now well underway, the West Coast marine terminal for the pipeline — Westridge Marine Terminal — is also making great progress toward completion and feels the time is right to join with ports around the Pacific Rim. “As our new terminal comes to fruition, we see great opportunities to expand our perspective beyond Burnaby/Vancouver and become part of the larger ports’ community,” said Bikramjit Kanjilal, Director of Burnaby and Westridge Terminals, Trans Mountain. “We look forward to learning about the best practices and the innovations of other jurisdictions and we are pleased to share our own experiences.” And given the nineyear process of the Expansion Project, Kanjilal and his team will have many insights that could prove useful for APP members.

It would be impossible to provide a worthy summary of the entire journey the Expansion Project has followed with just a few short words affordable in this news release. The twists and turns of the approval process saw a four-year public consultation and regulatory review with the Government of Canada; the launch of legal appeals from First Nations, municipalities, and environmental groups; a shut down followed by a reconsideration process from Canada’s National Energy Board (now the Canada Energy Regulator); the purchase of Kinder Morgan’s interests by the Canadian Government, and other challenges that have been overcome

in multiple jurisdictions as the linear infrastructure project is under construction in Alberta and BC. It’s a fascinating story and we encourage you to read more about the process at www.transmountain.com.

To match the increased capacity that comes with the pipeline expansion, the Westridge Marine Terminal expansion includes a new dock complex with three berths (increased from one), a utility dock to moor tugs, boom boats and emergency response vessels, additional delivery pipelines and an extension of the land along the shoreline to accommodate new equipment. “At this point, we are making great progress in

Expansion of the Westridge Marine Terminal includes a new dock complex with three berths to accommodate the Trans Mountain Pipeline Expansion Project.

44 — PACIFIC PORTS — September 2021

NEW MEMBER PROFILE the Lower Mainland where the first two berths will be in service by the end of December 2022 and the third berth later in 2023,” said Kanjilal, adding that the dock layout, developed in conjunction with the Vancouver Fraser Port Authority, the Pacific Pilotage Authority and BC Coast Pilots Ltd., will accommodate Aframax-size tankers — the same size currently permitted in Vancouver Harbour albeit with more frequent visits.

With a track record of zero spills from tanker operations at its present single-berth facility since 1956, it’s evident that a robust marine safety regime has been a key priority for Trans Mountain for over 65 years. That regime includes working closely with Transport Canada, the Canadian Coast Guard, Pacific Pilotage Authority and Vancouver Fraser Port Authority who share responsibility for establishing, implementing and monitoring regulations and practices for oil tankers in Vancouver Harbour; engaging highlytrained and qualified pilots to ensure tankers navigate local waters safely; and confirming that visiting vessels follow strict, internationally accepted build, manning, maintenance and operating quality standards mandated by the International Maritime Organization and Canadian Shipping Act, and verified by Class Societies.

Additionally, marine spill response plans are in place through a partnership with the Western Canada Marine Response Corporation (WCMRC) — Western Canada’s federally mandated spill Response Organization (wcmrc. com) — to ensure quick action in the event of a spill. As part of the terminal expansion, this partnership will see WCMRC expand its own capabilities with a $150-million investment in new operational facilities, more equipment, and more staff.

Even with the high standards already in place for safe operations, Trans Mountain has proposed even greater risk controls and enhancements as the

Even with the high standards already in place for safe operations, Trans Mountain has proposed even greater risk controls and enhancements... new terminal and its operations come online. These include expanding the escort area of laden tankers to cover the entire shipping route from Vancouver to the Pacific Ocean, including the Juan de Fuca Strait; extending the pilot disembarkation area further west from its current location off Victoria; and applying enhanced situational awareness techniques such as safety calls by pilots and masters, notices to industry issued by Pacific Pilotage Authority, tactical use of escort tugs along the shipping route, and supporting a boating safety engagement and awareness program with Indigenous Groups led

by Transport Canada and the Pacific Pilotage Authority.

With the significantly larger terminal and expanded operations, Westridge Marine Terminal sees growing their network outward to encompass the larger community of ports around the Pacific Ocean as a logical next step.

“We believe being a part of the APP will allow us to develop relationships with the destination ports that our

shippers (Canadian oil producers) may see opportunities in, given their future improved access to global tidewater,” said Kanjilal. He further noted that, while safety is always their top priority, trying to bring environmental considerations into their own operating standards — to follow new developments and new information — is all a part of their efforts to continually improve operations. “Understanding what other jurisdictions are doing in this regard will be very worthwhile.”

In return, Kanjilal agreed that their own experiences will be of value to APP members looking to understand large infrastructure project management, permitting processes, public consultation initiatives, as well as efforts to collaborate with government and other stakeholders.

The APP looks forward to working with the Trans Mountain team from both perspectives.

For more information about Trans Mountain and Westridge Terminal, please visit www.transmountain.com.

Aerial view of progress being made on Trans Mountain’s Westridge Marine Terminal.

September 2021 — PACIFIC PORTS — 45

: NEW MEMBER PROFILE

NEC Corporation of America

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ith over 120 years of technology leadership, NEC delivers one of the industry’s strongest and most innovative portfolios of communications, analytics, security, biometrics, digital transformation and infrastructure services and solutions. NEC Corporation of America is a wholly-owned subsidiary of NEC Corporation, a global technology leader headquartered in Tokyo, Japan with a presence in 160 countries and $29 billion in revenues.

“NEC has the ability to provide ports with new approaches in how communications and IT services are delivered and managed,” said Michael Mackesy, Manager, Network Connect.

“We look forward to collaborating with APP members and lending our extensive experience to achieve more flexible, secure and responsive work environments.”

Established in 1899 as the Nippon Electric Company in Japan, NEC has been a trailblazer in the development of new communications and electronic technologies. Starting with the production, sales, and maintenance of telephones and switches (the electrical component that can connect or disconnect the conducting path of an electrical circuit), NEC’s growth over the next 100 years saw its expansion into phototelegraphic equipment, cable manufacturing, radio communications and radio-broadcast equipment, televisions, as well as the integration of computers and communications. Often the frontrunner in introducing new technologies, NEC created the first digital signal processor and one of the first personal computers. In its more recent history, NEC was commissioned to build a super-fast undersea data transmission cable linking the United States and Japan in 2014.

46 — PACIFIC PORTS — September 2021

As the number of connected devices continue to multiple and the quantity of data collected and analyzed from them improve, NEC’s IoT (Internet of Things) capabilities as a powerful change agent strengthens too.

Today, NEC provides integrated solutions that include advanced recognition systems, analytics, artificial intelligence, cloud and cloud data management, communications platforms, data networking, physical security redundancy to name just a few.

As the number of connected devices continue to multiple and the quantity of data collected and analyzed from them improve, NEC’s IoT (Internet of Things) capabilities as a powerful change agent strengthens too. “Already IoT is creating new digital platforms as well as emerging business and social models,” said Mackesy. “These are being built on transformational advances that can offer both economic and environmental benefits.”

He went on to describe responsive networked ecosystems that are steadily more aware and connected and the benefits of artificial intelligence for ports. “The gathering and analysis of synchronized information in support of real-time predictive and actionable information as well as shared knowledge solutions that enhance access and usage on individual and group levels are driving enhanced performance and

efficiencies for ports,” Mackesy said.

“Connected processes save time, reduce costs and increase collaboration.”

As technology continues to redefine how organizations operate, success is increasingly becoming defined by the speed in which change is made and opportunities are managed.

Whether an emerging business model or a potential break in the market it comes down to having the resources to act quickly and the confidence to do things differently. To assist, NEC Financial Services offers a full portfolio of financing and leasing options.

“A port’s complete technology environment – from hardware to software and everything in between – can be easily financed,” said Mackesy, adding that NEC works with clients individually to customize the best package for their needs.

For more information about NEC Corporation of America and how it can help forge a path forward for your own company, give either of us a call: Michael Mackesy, 714 394-2750, Michael.mackesy@necam.com or, Doug Winnie, 323 203-7413 doug. winnie@necam.com.

:

NEW MEMBER PROFILE

Davies Transportation Consulting Inc.

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he APP is very pleased to welcome Davies Transportation Consulting Inc. (DTCI) as our newest Associate Member. With over 35 years of experience as a transportation economist, Founder and Principal Philip Davies brings a wealth of knowledge to the Association.

“We specialize in drayage, port operations, goods movement and land use, intermodal facilities and shortline railways, and economic analysis and program review,” he said when asked about the services of DTCI. Indeed, a quick review of Davies’ website shows numerous examples of large and complex projects that encompass transportation economics, logistics, social impacts, environmental issues, and technology.

Davies established DTCI in 2010 following a career that included 18 years as a Senior Economist with Transport Canada as well as senior positions in the Potash Corporation of Saskatchewan, the IBI Group, and Halcrow Consulting. He also served as Research Manager for the Federal/Provincial Task Force appointed by the Canadian and British Columbia governments to investigate port efficiency and industrial relations issues related to the withdrawal of services by drayage drivers.

Since starting his consulting career, Davies has completed over 80 projects — 48 of these as Project Manager. These have included major studies for clients such as Saudi Railway Organization, Transport Canada, the British Columbia Ministry of Transportation, the Ports of Los Angeles, Long Beach, Vancouver, Prince Rupert, Seattle, and Portland (and, currently the Northwest Seaport Alliance), local governments, and private sector clients.

A key strength to Davies’ business model is the flexibility and customization of teams to fit project requirements. “We frequently collaborate with senior consultants who are specialists in their fields,” he said. “For example, Wave Point Consulting’s Darryl Anderson has extensive experience in transportation, real estate and economic development sectors, and Norm Hooper of Hooper Engineering, who uses his experience from a 40-year career in the railway industry to provide planning, investigation and construction support services.”

Davies added that, while sometimes he will be the lead contractor for a project, he is equally comfortable working in a sub-contract capacity. “The key is understanding the project deliverables first and then bringing in those with the experience and the relevant skills,” he said, noting that he has worked both with large, multi-national firms as well as sole consultants with a strong background in the discipline required. “The goal is always the same — to produce solid research, assessments, and/or recommendations that will provide our clients with the insights and knowledge required to make sound decisions.” Davies’ diverse and extensive portfolio stands as a testament to his capabilities.

Recent examples of Davies’ work include leading a multi-disciplined team for the Ports of Los Angeles and Long Beach to analyze the effects of implementing a Clean Truck Fund Rate (CTFR) on the local drayage market and port traffic as part of the larger Clean Trucks Program under the Clean Air Action Plan Update. Another project — the North Shore Sea Level Rise Port Economic Impact Analysis — saw DTCI working as a subconsultant to address vulnerability and risk relating to Vancouver Fraser Port Authority properties on the North Shore, and to estimate potential economic impacts of disruptions to the goods movement system.

While many of the projects have focused on port trucking and port operations, DTCI’s expertise extend well beyond the port environment. Last year, DTCI was engaged by Forestry Innovation Investment (FII) to increase its understanding of the shipping and logistics options available to industry when approaching new Asian markets including India, Pakistan, Vietnam, Indonesia, and the Philippines. Davies was tasked with identifying and addressing transportation cost differentials among supply regions; optimizing domestic logistics prior to export; and optimizing shipment characteristics and logistics practices to improve the competitiveness of British Columbia lumber exports.

Davies noted that projects are often geographically based and, because of this, will take into consideration the many sectors within the transportation industry as well as the resources and cargoes that flow through the region, providing a big-picture analysis into the full supply chain. “For example, we’re just finishing up a project in the Interior of British Columbia that provided an assessment of transportation infrastructure as well as warehousing assets and freight opportunities,” he said.

Other projects have included economic impact, feasibility, and forecast studies for regional airports as well as land use and industrial development analyses. One particular project saw Davies work for the Saudi Railway Organization to undertake an economic analysis, provide an assessment of the market, and offer options for infrastructure improvements that would improve their service.

Given his passion for, and knowledge of, the multi-modal transportation industry, Davies will be a great resource for members faced with issues in the sectors under his purview.

Here at the APP, we’re excited to welcome Philip to the Association and look forward to working with him to share his experiences and expertise with members.

September 2021 — PACIFIC PORTS — 47

: NEW MEMBER PROFILE

HDR Engineering Inc.

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he APP is pleased to welcome HDR Engineering Inc. back!

Upon rejoining, HDR’s Frank Proctor, Maritime Market Sector Leader for the Pacific North West, noted that he was looking forward to participating in the APP’s efforts to build relationships and create networks among Pacific Ports. “HDR Engineering works with ports of all sizes to provide a wide range of services, including economics and finances, engineering, environmental services, planning, project delivery, research and much more,” he said, adding that the HDR team strongly believes that collaboration is the best way forward for any endeavor. Indeed, a quick review of HDR’s history, the expertise and experience they bring to each project, and their well-established corporate values demonstrates the benefits they bring to the APP’s membership.

Background

Established in 1917, the Henningson Engineering Company began providing civil engineering services to build

water works, sewer systems, streets and electric plants in Omaha, Nebraska. For the next three decades, Henningson’s growth throughout the U.S. Midwest and their expansion of services saw them become an established expert in projects as diverse as municipal power and light plants, street designs, swimming pools, grain elevators, schools, and even a courthouse. In 1946, H.H. Henningson brought on partners Charles Durham and Willard Richardson to become officially known as Henningson, Durham & Richardson, Inc. (HDR).

The latter half of the 20th century saw HDR take on even larger projects as it gained an international foothold.

In addition to offices across the U.S., the company grew its presence in

Providing program maanagement, construction site supervision, quality assurance and review of the detailed design, HDR recently completed the first phase of the Hugh K. Leatherman Terminal in North Charleston, South Carolina.

48 — PACIFIC PORTS — September 2021

countries like Spain, South Korea, and Italy as well as Brazil and France. While they were purchased by Bouygues SA, France’s largest construction company, in 1983, they were returned to U.S. ownership by 1996. By 2004, its current structure of an entirely employeeowned company was established.

The projects completed by HDR in the 21st century speak to the range of services and expanse of global coverage now offered. Working in over 200 locations in 13 countries, including Australia, Canada, China, Germany, Mongolia, Qatar, and the United Arab Emirates, and over 10,000 employees, HDR has built their reputation through numerous industry awards for their bridges, buildings, streets, and public utility infrastructure projects.

Ports, Marine and Coastal Engineering

When it comes to the maritime industry, HDR is one of the world’s leading facility planning and design firms. The magic of their success is the way they integrate a diverse skill set and custom-fit team into every project.

“With engineering services provided on more than 450 marine terminals across the world, our knowledge is deep,” said Proctor, “and ranges from ship docks to shoreline protection, dredging and industrial facilities, plus unique projects such as the berthing of historic ships.

We offer significant experience planning and designing container terminals and have the top tier freight rail experts to complement that work.”

Proctor went on to highlight the specialized maritime expertise of HDR. “Performing port-related work requires a unique understanding of vessel, cargo load/offload and yard operations,” he said. “Port facilities, wharf design and inland ports all require specialists who understand the dynamic conditions and specific needs of each facility. The

NEW MEMBER PROFILE community of consultants that specializes in the delivery of these types of challenging projects is relatively small, and we are proud to be among the elite providers of these services.”

Whether large or small, ports around the world are realizing the advantages HDR brings with their expertise that ranges from infrastructure development, dredging, project management, and coastal, geotechnical and construction engineering, to regulatory and environmental analysis, economic market and demand studies, grant writing and facility and master planning.

Tracking to values Since its beginning, HDR has adhered to a set of values that are at the

foundation of their success. Values such as “live the network” ensures the right people with the right skills, expertise, and experience are matched to each individual client and project, “push boundaries” to continually further their efforts in providing leading-edge processes and project deliveries, and “design smart” that calls for a tailored approach to each situation have become part of HDR’s DNA. “Listen first,” and “hold ourselves accountable” highlight their approach to understanding the root and complexity of projects and their drive in finding the best solutions for their clients.

For over 100 years, HDR Engineering has been committed to

these core sets of values and, along with their philosophy of inclusion, diversity, and equity as well as their support of community organizations through the HDR Foundation for educational, health, and environmental initiatives, it’s no surprise that HDR is a leading engineering firm around the world.

For APP Port Members, the opportunity to learn through HDR’s experience and knowledge, provides a major benefit. We look forward to working with Proctor and the entire Port and Maritime Division to take advantage of their expertise.

For more information about HDR, visit www.hdrinc.com.

APP MEMBERSHIP BENEFITS Are you taking advantage of many benefits of the APP? Call or email Jane McIvor: 604-893-8800 / jane@pacificports.org to discuss.

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.

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.

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.

Communications & Marketing — all members are invited (and encouraged!) to: • 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.

• Three months free web banner advertising on pacificports.org as well as six e-news banner ads (with greatly discounted rates for additional advertising).

• Discounted rates for advertising in Pacific Ports Magazine.

• Opportunities to present at APP Annual and Winter Conferences.

• Participation on themed panel workshops.

Contact Jane McIvor (jane@pacificports.org / 604-893-8800) to discuss your priorities and ideas.

ASSOCIATION OF

PACIFIC PORTS

www.pacificports.org September 2021 — PACIFIC PORTS — 49

APP MEMBERS Port Members

Associate Members

Port of Alaska (www.portofalaska.com)

ADELTE Ports & Maritime (www.adelte.com) Albion Marine Solutions (albionmarine.com) AM Insurance (www.amibrokers.com) American Samoa Office of Disaster Assistance & Petroleum Management Best Best & Krieger Attorneys at Law (www.bbklaw.com) BNAC Environmental Solutions Inc. (www.bnac.ca) Davies Transportation Consulting Inc. (www.dtci.ca/) FortisBC (www.fortisbc.com) GCT Global Container Terminals (globalterminals.com) HDR Engineering (www.hdrinc.com) Innovative Manufacturing Inc. (www.marinetapes.com) International Ship-owners Alliance Canada (internationalshipowners.com) Liebherr USA, Co. (www.liebherr.com) Liftech Consultants (www.liftech.net) Lynker (www.lynker.com) Majuro Stevedore & Terminal Company, Inc. Maritime and Port Bureau, Taiwan R.O.C. (www.motcmpb.gov.tw) Matson Navigation (www.matson.com) Midstream Lighting (www.midstreamlighting.com) Nautical Consulting International Inc. (https://nauticalconsulting.com) NEC (www.necam.com) Northern Economics Inc. (https://northerneconomics.com/) Pavement Technical Solutions Inc. (www.pavementtechsolutions. com) Polaris Minerals (previously: Eagle Rock Aggregates) (http://polarismaterials.com/) PortLink (www.portlinkglobal.com) Reid Middleton, Inc. (www.reidmiddleton.com) Salus Resources Inc. (www.salusresources.com) Schrader Co. Sales, LLC (www.schraderco.com) Shey-Harding Associates (www.shey-harding.com) Shuttlewagon (www.shuttlewagon.com) SSA Marine (www.ssamarine.com) The Beckett Group (www.thebeckettgroup.org) Trans Mountain (www.transmountain.com) Truk Transportation Western Wood Preservers Institute (www.wwpinstitute.org) WSP USA (https://www.wsp.com/) Yardi Systems (www.yardi.com)

American Samoa Port Administration (americansamoaport.as.gov/) Port of Benton, Washington (www.portofbenton.com) Port of Brookings Harbor, Oregon (www.portofbrookingsharbor.com) Port of Columbia County, Oregon (www.portofcolumbiacounty.org) Commonwealth Ports Authority, Northern Mariana Islands (www.cpa.gov.mp/) Port of Grays Harbor, Washington (www.portofgraysharbor.com) Port Authority of Guam (www.portguam.com) Port of Hualien, Taiwan International Ports Corporation, Ltd. (https://hl.twport.com.tw/) Port of Hueneme, California (www.portofh.org) Port of Kaohsiung, Taiwan International Ports Corporation, Ltd. (https://kh.twport.com.tw/en/) Port of Keelung, Taiwan International Ports Corporation, Ltd. (https://kl.twport.com.tw/en/) Port of Long Beach, California (www.polb.com) Nanaimo Port Authority, BC, Canada (www.npa.ca) Port of Newport, Oregon (www.portofnewport.com) Pohnpei Port Authority, Micronesia (www.ppa.fm) Port Alberni Port Authority, BC, Canada (https://portalberniportauthority.ca/) Port of Portland, Oregon (www.portofportland.com) Port of Redwood City, California (www.redwoodcityport.com) Republic of Marshall Islands (RMI) Ports Authority, Marshall Islands Port of San Diego, California (www.portofsandiego.org) Port of Skagit, Washington (www.portofskagit.com) Port of Stockton, California (www.portofstockton.com) Port of Taichung, Taiwan International Ports Corporation, Ltd. (https://tc.twport.com.tw/en/) Port of Umatilla, Oregon (https://portofumatilla.org/) Port of Valdez, Alaska (https://www.valdezak.gov/151/Port)

Reciprocal Members Association of BC Marine Industries (abcmi.ca)

ASSOCIATION OF

PACIFIC PORTS

www.pacificports.org

50 — PACIFIC PORTS — September 2021

Green Marine (https://green-marine.org/) Inland Rivers, Ports & Terminals Association (https://www.irpt.net/)

WATER

AIR

WILDLIFE

SOIL + SEDIMENTS

COMMUNITY ENGAGEMENT

We have a vision of a modern, clean, bustling Port we can all be proud of.

WELCOME TO THE PORT OF TOMORROW. When it comes to sustainability at the Port, we practice what we preach. In 2018, we became the fastest Port to ever receive �reen �arine certi�cation for environmental stewardship. We recently purchased a zero-emission forkli �eet to accompany our zero-emission railcar mover. We also conducted an emissions inventory and we are developing a zero emission blueprint and reduction strategy to help us reduce future air emissions even further. e more we do re now, the more we will all bene�t in the years to come.

SUSTAINABILITY

Your Business.

Our Passion.

Our constant further development serves the goal of being able to handle your cargo even more efficiently in the future. liebherr.com

Liebherr maritime cranes