CONTENT P O R T S TA F F
executive director
deputy director
c h i e f
Paul Aucoin Roy Quezaire
o p e r at i n g o f f i c e r
director of a d m i n i s t r at i o n
airport director
Dale Hymel, Jr. Cindy Martin
Vincent Caire
director of business development
executive counsel
director of finance
director of o p e r at i o n s
director of human resources
s p e c i a l
Melissa Folse Grant Faucheux
projects officer
director of trade development
Linda Prudhomme
Mitch Smith Tamara Kennedy
Joel T. Chaisson
Lee “Buddy” Amedee
port of south louisiana 171 Belle Terre Blvd., P.O. Box 909 LaPlace, LA 70069-0909 www.portsl.com Phone: (985) 652-9278 | Fax: (504) 568-6270 globalplex intermodal terminal Phone: (985) 652-9278 a s s o c i at e d t e r m i n a l s
Phone: (985) 233-8545 The Port of South Louisiana is a member of the Ports Association of Louisiana. To become an associate member of PAL and to help further the maritime industry in Louisiana, please visit PAL’s website at www.portsoflouisiana.org or call the PAL office at (225) 334-9040.
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director ’ s
L og
overview around the port St. Charles Parish
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whats new
Meet the Plant Manager Brett Woltjen
Meet the Parish President Larry Cochran
Pin Oak Terminals
Under the Bridge Run5K
Louisiana Department of Economic Development
Canal Barge Company
company profile The Plains All American St. James Terminal updates and improves, keeping the facility viable in an ever-advancing market
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company profile The Louisiana Oil and Gas Association represents the best interests of the state’s marquee industry
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published by renaissance publishing llc
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company profile SEACOR AMH port people Paul Beier continues to make a positive impact in his adopted south Louisiana home hosts port map
editor art director
account executive
Melanie Warner Spencer Antoine Passelac Marni Demelo
To advertise call Marni at (504) 830-7240 or email Marni@myneworleans.com.
110 Veterans Memorial Blvd., Ste. 123, Metairie, LA 70005 (504) 828-1380 • www.myneworleans.com
final frame Copyright 2016 The Port Log, Port of South Louisiana, and Renaissance Publishing LLC. POSTMASTER: Send address changes to Port of South Louisiana, Post Office Box 909, LaPlace, LA 70069-0909. No part of this publication may be reproduced without the consent of the owner or Publisher. The opinions expressed in this publication are those of the authors and do not necessarily reflect the view of the magazine’s managers, owners or publisher. The Port Log is not responsible for unsolicited manuscripts, photos and artwork even if accompanied by a self addressed stamped envelope.
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DIRECTOR’S LOG
T
he Mighty Mississippi is, in my opinion, the nation’s greatest natural resource…when properly managed. Sean Duffy, Executive Director of Big River Coalition, has done an excellent job of creating awareness of the river’s grave situation, but it’s time the rest of us get serious about maintaining the channel at a proper depth. High water this winter and depth restrictions have once again brought to the forefront the importance of having a fiftyfoot channel. As a matter of fact, as of January 30, 2016, the Associated Branch Pilots of the Port of New Orleans announced the maximum draft recommendation for all vessels transiting Southwest Pass (SWP) is reduced to 41 feet. The Associated Federal Pilots and Docking Masters of Louisiana placed the same restriction as of February 4, 2016 due to continued shoaling in SWP. Currently, there are two hopper dredges in place near the mouth of the Mississippi River: one at Head of Passes; the other, two to three miles above Head of Passes (Cubit’s Gap). The U.S. Corps of Engineers (USACE) is desperately trying to secure or free up dredges to respond to the crisis in SWP. The USACE is slated to begin dredging in the area of SWP in late February while two other dredge contracts, one for a hopper dredge and one for a cutterhead dredge, are in the process of being awarded. Industry cutterhead dredges G.D. MORGAN and E.W. ELLEFSEN and industry hopper dredge B.E. LINDHOLM should all be in place at SWP at the time of this publication’s release.
Seaports deliver vital goods, provide essential services, create critical jobs, and support local and national economic growth. United States’ seaports generate nearly $4.6 trillion in total economic activity and more than $321 billion in federal, state, and local taxes, an amazing return on the roughly $2 billion annual Federal appropriations for navigation channel construction and maintenance. International trade accounts for more than a quarter of the nation’s GDP, allowing America’s seaports to support 13 million high-paying jobs. According to a Mississippi River deepening feasibility study, being conducted and underway by the U.S. Army Corps of Engineers, a deeper river would create $11.5 billion in benefits from lower export/import costs and would create 16,911 jobs with $849.5 million in income for American workers. The five Louisiana deep water ports –Port of South Louisiana, Port of New Orleans, Port of Baton Rouge, St. Bernard Port, Harbor & Terminal District and Plaquemines Port, Harbor and Terminal District– together comprise one of the largest port complexes in the world. In order to remain competitive in the world economy once the Panama Canal deepening project is complete, we must maintain a 45-foot channel depth and, ultimately, dredge to 50 feet or more. It is vital to the local, state and U.S. economy. Thanks to Louisiana Congressmen Garret Graves and Cedric Richmond, in fact, our entire congressional delegation, and Department of Transportation Chairman Bill Shuster, the message seems to finally be getting out. However, we have to be certain that the message reaches the entire membership of the U.S. House and Senate. We must continue to increase awareness that the U.S. Army Corps of Engineers needs more dredges and more funding. If you are reading this, I would like to ask you to contact as many members of Congress as possible. Not just the members of the Louisiana delegation; they are the ones leading this battle on Capitol Hill. Express to them the importance of maintaining a 50-foot channel in the Mississippi River. As is with so many of our state’s natural resources, maintaining a 50-foot channel is vital not only to Louisiana, but also to our country.
D. Paul Robichaux president
Joseph Scontrino executive vice president
Louis Joseph treasurer
Stanley Bazile s e c r e ta r y
P. Joey Murray vice president
Paul G. Aucoin Executive Director
Robert “Poncho” Roussel vice president
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OVERVIEW
T R A N S P O R TAT I O N CENTER OF THE AMERICAS The state legislature established the Port of South Louisiana in 1960 to promote commerce and industrial development along the 54-mile stretch of the Mississippi River that runs through the St. Charles, St. John and St. James tri-parish region. s t eel p roduct s 3 .8 (1 % )
1 2 . 6 (4 % )
soybean 45. 4 ( 15. 6%)
84.0
80.5
ores / phos p hat e
71.9
o t her 2 .3 (< 1 % )
69.2
7 .6 (3 % )
69.2
coal / li g n i t e /cok e
68.4
64.1
69.5
64.6
2 6 . 4 ( 9 %)
63.5
chemic al/ f ertilizers
75.9
69.7
2 0 1 5 t o ta l t h r o u g h p u t ( i n m illio n s h or t t o n s )
72.2
84.5
78.5
m aize 36. 1 ( 12. 4%)
2. 7 ( < 1%)
5 6 . 9 ( 1 9 %)
69.3
2015
73.2
2014
58.0
61.7
2013
wh eat 3. 2 ( 1. 1%) Sorgh um + rice
p e trochemic al
2012
12. 3 ( 4. 2%)
56.1
anim al feed
2011
N U MB E R O F V E SS E L C A L L S : 2 , 1 5 4 N U MB E R O F BA R G E M O V E M E NTS : 2 8 , 1 7 9
port of south louisiana 2 0 1 5 t o ta l t h r o u g h p u t ( in millions of s h ort tons )
CR U D E OIL 8 1 .5 ( 28%)
EXPORTS
DOMESTIC SHIPPED
IMPORTS
DOMESTIC RECEIVED
mission
p h ilosop h y
facilities
The port is charged with a mission to promote maritime commerce, trade and development, and to establish public and private partnerships for the creation of intermodal terminals and industrial facilities.
The port’s philosophy of development is to entice companies to set up regional operations within its boundaries. The port serves primarily as a “landlord” port to more than 30 grain, petroleum and chemical companies. The exception to this is the port-owned world-class intermodal Globalplex facility and the new SoLaPort facility.
Within the port’s jurisdiction, there are seven grain elevators, multiple midstreaming operations, more than 40 liquid and dry-bulk terminals, the Globalplex Intermodal Terminal and the Port’s Executive Regional Airport.
governance The port is under the jurisdiction of the state of Louisiana and authorized by the state constitution. A seven-member board of commissioners directs the port; all of them are unsalaried. Four members are appointed by the governor, with one member representing each of the associated parishes and one at-large member; the remaining members are appointed by the presidents of each parish.
world ’ s largest port district The ports of South Louisiana, New Orleans, Baton Rouge, St. Bernard and Plaquemines make up the world’s largest continuous port district. They are responsible for moving onefifth of all U.S. foreign waterborne commerce.
port area The port covers a 54-mile stretch of the lower Mississippi River between New Orleans and Baton Rouge. The port begins at river mile 114.9AHP near the Louis Armstrong New Orleans International Airport and winds through St. Charles, St. John the Baptist and St. James parishes. It continues north to river mile 168.5AHP just north of the Sunshine Bridge.
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A R O U N D TH E P O R T
Under the Bridge Run 5K United Way Hosts 20th Annual Under the Bridge Run 5K, Offers Free Registration
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ULING, LA— United Way of St. Charles is hosting its 20th Annual 5K Under the Bridge Run on Saturday, April 9, 2016, presented by Norco Manufacturing Complex (NMC) and copresented by Valero St. Charles Refinery. Due to ongoing construction on the Hale Boggs Bridge, this year’s race will be under the bridge on the levee jogging path near the West Bank Bridge Park in Luling. “The 20th Annual Under the Bridge Run is being held on Saturday, April 9th at 8:30am and will be a non-competitive 5K run/walk where participants can enjoy a day of healthy, family-friendly fun alongside their friends and neighbors. We’ll still have
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the same great post-race party with free food, drinks and live music. And the best part—it’s 100% FREE,” stated John Dias, Executive Director of United Way of St. Charles. “In celebration of our commitment to the health of our community as well as the 20th anniversary of our Bridge Run, this year’s race is completely free! We’re even giving away a limited number of free 20th Anniversary Under the Bridge Run t-shirts the day of the race on a first arrival basis. T-shirts can also be pre-ordered through online registration with a donation of $5 or more to the United Way of St. Charles now through March 19th. We’re excited to offer a limited number of free race medallions to
B y A manda O rr
finishers as well.” NMC General Manager, Brett Woltjen, expressed his excitement about partnering with the United Way. “As a newcomer to the area, I am pleased to see our commitment to the community, as well as to the wellness program here at our Site. It’s a perfect fit for our employees to participate in an opportunity that brings our neighbors together in a fun, health-related event.” To register for the race, visit www.uwaysc. org or register in person at the United Way office, 13207 River Road in Luling. On-site registration is also available at the West Bank Bridge Park in Luling on race day, Saturday, April 9th, starting at 7:00 a.m.
After the Under the Bridge Run, United Way of St. Charles is hosting post race activities at the West Bank Bridge Park in Luling until 12 p.m. Admission to the post race festivities is also free. Attendees can enjoy live music, food, drinks, beer, inflatables and much more. The United Way of St. Charles Under the Bridge Run is part of the Louisiana Bridge Run Series, which also features the Allstate Sugar Bowl Crescent Connection Race and the Huey P. Long Bridge Run. Participants who finish in all 3 races will receive a commemorative series finisherâ&#x20AC;&#x2122;s medal and are eligible for additional awards. Last year, over 2,500 runners and walkers participated in the Bridge Run. The Bridge Run is held each year to raise awareness of and funds for the United Way of St. Charles. United Way of St. Charles is a nonprofit organization that works to create lasting changes in St. Charles Parish by funding agencies and developing programs that target education, income and health. To register for the Under the Bridge Run or for more information, visit www.uwaysc. org or call 985-331-9063. â&#x20AC;˘
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W H AT ’ S N E W
MEET THE PLANT MANAGER Joining the Team B y william kalec
Brett Woltjen Leads Norco Manufacturing Complex as New General Manager
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rett Woltjen doesn’t hesitate when asked about his recent appointment as Norco Manufacturing Complex (NMC) General Manager and relocation to Louisiana. He settled in just in time for King Cake, Carnival, and the opening of the Bonnet Carre Spillway in early January, Woltjen was quickly introduced to a few facets of life in the Pelican State. It’s not all that new to him, however. Growing up in St. Louis, Missouri, Woltjen is familiar with the ups and downs of the Mississippi River and is no stranger to Louisiana State University. “Our oldest daughter graduated from LSU in 2012,” he says. “Given all the time we have spent in Louisiana visiting Kelly at school, attending games in Death Valley and visiting our many friends here, Louisiana feels like home to us already.” A 30-year Shell/Motiva employee, Woltjen is enthusiastic about his NMC assignment. “The Norco Manufacturing Complex is very well respected within the company and industry,” he
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emphasizes. “I have visited here many times and have always valued and respected what the site has accomplished. NMC is known for a family atmosphere where everyone works hard, does the right thing, does it well and knows how to celebrate success the way only southern Louisiana people can.” Prior to his current position, Woltjen served as Production Manager for Motiva Enterprises Port Arthur Refinery, leading the newly expanded site to its full integrated capacity, with strong positive cash flow and outstanding health, safety and environmental performance. His previous experience in such areas as operations, maintenance and project engineering throughout Shell, including Health, Safety, Security and Environmental General Manager on a global basis provide unique experiences for guiding NMC in a period of growth and change. He points to the Louisiana Integration Project as an exciting investment opportunity for the site and Louisiana. The multi-phased project will connect NMC and the Motiva Convent refinery through a series of pipelines. Additionally, modifications to the sites’ hardware will enhance the strengths of each refinery. “Our executive business leaders are demonstrating their confidence in NMC by
continuing to make such strategic investments in the site,” Woltjen notes. Generating margin and continuing to grow the site is a significant responsibility for the new General Manager, but for Woltjen safety is first and unquestionably most important. “My first priority is continuing and building on the health, safety, and environmental excellence NMC has recently demonstrated,” he says. “I take tremendous pride in working for a company that has the clear priority of placing safety absolutely first in everything we do while producing products essential for our society. My father and grandfather worked in manufacturing and my mother was a nurse. They reinforced for me the importance of protecting life, respecting the environment and taking pride in manufacturing excellence. Perhaps the most rewarding aspect of my career has been the opportunity to be a part of the leadership of a company making a positive difference in the lives of employees and their families.” A sports enthusiast, with a strong preference for SEC college football, Woltjen often tells people that working within oil refineries/chemical plants is the best team sport ever invented – with the exception of football, of course. “You work with a team of people on something vital to our society, utilizing your unique knowledge and skills with endless opportunities to learn and grow. It’s challenging, complex and satisfying,” he comments. “I am looking forward to continuing that team effort within the site.” St. Charles Parish residents, especially those in the Norco community, can expect to see Woltjen in the neighborhood, participating in area festivals and activities and encouraging feedback about site operations. “It is important to be a welcome member of the local community, to have a strong positive impact on the parish while maintaining an open and interactive relationship with our neighbors, community leaders, contractors and employees,” he says. “And what a great opportunity to enjoy southern hospitality and the great food that comes along with it.” •
W H AT ’ S N E W
M E E T T H E paris h P resident Not Your Politician’s Politician B y wil L iam K alec
St. Charles Parish President Larry Cochran determined to keep region on right track
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s a politician, St. Charles Parish President Larry Cochran is a bit different — in a good way. Cochran is straightforward and doesn’t talk for the sake of talking. He’s not a career politician; rather Cochran is a blue collar guy who worked two decades as an electrician and network technician for the St. Charles School Board and spent 25 years as a volunteer fire fighter, the majority of that time serving as chief. “I’m probably the most unassuming Parish president you have ever met, because this was never the plan,” Cochran says. “But when you see your neighbors in a time of need — going through the things I saw as a volunteer firefighter — that instinct to help and that leadership bubbles up. And so you look around and try to answer, ‘How can I affect the most change’?” In November 2015, Cochran — who spent close to a decade on the St. Charles
Council — defeated opponent Terry Authement in a run-off to replace departing Parish president V.J. St. Pierre, Jr. Cochran quickly appointed former parish councilman Billy Raymond as chief administrative officer and filled out the rest of his staff including several holdovers from St. Pierre’s regime. During his time on council, Cochran played a part in the completion of the East Bank levee, the installation of guardrails along Airline Highway, turn lanes created on St. Rose Avenue along with continued upgrades and improvements to St. Charles’ overall drainage system. Cochran is working to keep the Parish capable of handling the unpredictability of Mother Nature by emphasizing the drainage infrastructure even further and pushing for the completion of the West Bank Protection Levee. “It’s levee, levee, levee,” Cochran answers when asked the biggest issues he’d like to address in the still-infant stages of his first term. “When you live where we do, that’s always an issue. But it’s also quality of life. It’s attracting businesses and conveniences that other areas like ours have and enjoy. And that doesn’t
mean running out the small businesses. It’s about strengthening them. It’s providing a quality of life so that we don’t have to take our dollars across parish lines.” To bring industry and retail into St. Charles, Cochran plans to streamline the permit and license process, believing fewer hurdles to leap over will make the parish more desirable to businesses. Cochran also plans to be proactive in recruiting pillars of economic growth to the area, along with maintaining and nurturing the relationship the parish has with the Port of South Louisiana — the largest tonnage port in the Western Hemisphere. As Cochran said, “The Port of South Louisiana has always been vital to our parish because it’s really our connection to the rest of the globe.” As Cochran strives to make good on all of his campaign platforms, he wants to do so with great transparency and communication. As his own website states, “Larry believes that the most important voice is the community’s voice.” So with that established, Cochran encourages interaction from his constituents during his tenure. “It’s the people that make this place a great place to work and live,” says Cochran. “We’re rural, but we’re not. So as we grow and as we prosper, we’ll never lose those small-town ideals and community values. Things will change and we want them to change for the better, but as that happens, you don’t stray from who you are.” •
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W H AT ’ S N E W
A SITE TO BEHOLD Nestled within the Port District, Pin Oak Terminals offers logistical solutions B y W illiam K alec
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irst rule of business: It’s all about location, location, location. Well, with that established, it’d be hard to imagine a better spot for Pin Oak Holdings to build a state-of-the-art liquid and chemicals terminal than the 431 acres it picked along the Mississippi River near the Port of South Louisiana. Once it’s completed – target date is around summertime 2017 – the Pin Oak Terminals will be the new gold standard for all subsequent storage facilities around the globe to match. Equipped to handle 10 million barrels of crude oil, refined products and chemicals, the site provides direct transportation access to rail, unit train, pipeline and barge on the property. “It’s an exciting time,” says C. Michael Reed, CEO of Pin Oak Terminals. “We’ve started the foundation on the first four tanks and have multiple bids out to contractors for all phases of the buildout. The whole facility has been diagramed to meet customer demand. It’s adaptable to the needs of different customers or customers that do business in multiple products. They have needs that need to be met. Using the latest, greatest technology, we feel this facility will do just that. “In the end, what our clients are looking for is a place that ensures good quality of their products in storage,” Reed continued, later. “They want to maintain inventory records and control losses. And they’re looking for ways to cut logistics costs – for a facility capable of handling multi-loads, or load products at high rates, or provide solutions for them to change the product in a tank very easily.” Located at mile marker 144.1 of the Mississippi River, Pin Oak Terminals will have two Aframax ship and connecting barge docks located along the deepest sections of the water, perfectly suited to reach export markets. A total of 11 pipelines that carry multiple products run through
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the grounds, as do two Class I railroads. The expansiveness of the Pin Oak property could allow for the construction of a full unit-train loop, which would permit the handling of two unit-trains without clogging up use of the railroad’s mainline. Once completed and fully staffed, Pin Oaks will offer tenants a menu of services including but not limited to offloading, storage, heating, blending and transfer of crude oil, refined products, VGO, NAPTHA, base oils, chemicals, ethanol and vegoil. “The biggest strength of a facility is its modal capability. There’s no question,” Reed says. “And being in St. John Parish and on the river with the rail and the pipelines running right through our property, we’ll achieve that – that will be our strength.” Pin Oak Terminal will sit less than a 30 minute drive from four oil refineries with an output capacity of 1.3 million barrels of crude. And while that proximity is certainly a benefit, the facility isn’t completely dependent upon it. In fact, investors believe Pin Oak Terminals will be viable during swings of the economic climate because of its ability to handle a diverse catalog of literal liquid assets, such as crude oil, refined products and commodity chemicals. For businesses that dip into all of those products, Reed says Pin Oak can be “a one-stop shop for all their needs.” “It’s rewarding to see an opportunity like this start from the ground up and form into an actual operation. Now, it’s also very hectic and very intense,” Reed says. “And the job is not over once construction is complete and the barrels are store. Because then you have to operate in a safe, efficient way that meets and exceeds the customer’s expectations. So when this place is fully operational, that’s not the end. Really, that’s just the beginning.” •
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W H AT ’ S N E W
ROOM FOR GROWTH Despite the state budget being in the news for all the wrong reasons, the Louisiana Department of Economic Development believes it can continue to be a vehicle for industrial gain. B y W illiam K alec
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he location changed – New Orleans, Baton Rouge, Lafayette, Lake Charles, Monroe, Shreveport – but the message Don Pierson conveyed remained the same: the state budget crisis won’t prevent his department from keeping established promises to business and luring new jobs to Louisiana. In early February 2016, weeks after appointed as secretary of the Louisiana Department of Economic Development by new governor John Bel Edwards, Pierson barnstormed across the state to ease concerns of anxious employers and employees worried about their own financial well-being and the overall economic health of the region. “The needs of one place, like Lake Charles, are going to be different than the needs of New Orleans or Monroe or Baton Rouge,” Pierson says. “By making the effort to conduct an in-person dialogue with the 8 (regional) agencies across the state…we were able to collaboratively discuss issues that might affect commerce or industrial growth and expansion. “We were also able to message that we
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have a lot of resources available to Louisiana’s small businesses that we feel have been underutilized. A big effort needs to be made to communicate all the resources available to small businesses out there – whether it’s writing a business plan so you can go to your bank and increase your line of credit, or whether it’s learning to implement social media or web-based marketing.” Speaking of programs, Pierson placed added emphasis on his words when reassuring businesses that the uncertainty of the state budget will not impact previous commitments made through various economic growth programs and incentives. The state will honor all contracts and performance-based partnerships, and will continue to deliver on all promises previously established. In addition, Pierson trumpeted the need for these industryfriendly initiatives to continue to encourage growth within already-functioning businesses but also keep Louisiana an attractive landing spot for large manufacturers – the types of businesses generally found within the Port of South Louisiana’s Port District.
“We need these tools to continue to go out and win projects for the state of Louisiana,” Pierson says. “That can be seen through the eyes of our ports. Our ports are in competition with Gulfport, with Mobile, with Tampa, with Savannah. There’s all kinds of competition out there. So it’s very important that we keep the tools we need to be competitive. A reduction of those tools might make us less competitive, and at the end of the day, if we win fewer projects any cost savings with those programs are not realized. What you’ve (saved) is lost in opportunity cost.” In the last state legislative session, every Department of Economic Development incentive program was dissected and analyzed thoroughly. Reductions in funding reached upwards of 20 percent within some programs, though Pierson was quick to point out the “workhorse” projects already in place are capable of recruiting job-producing industry to Louisiana. For instance, the Industrial Tax Exemption Program, which is only offered to manufacturers, provides a ten-year property tax waver to ease the start-up financial commitment. Also, the Quality Jobs Program rebates 5 percent of a company’s payroll for ten years if the jobs created meet a high pay standard and include health insurance. All money given or tax breaks provided from these programs are contingent on the company reaching performance-based target – usually the number of jobs produced and the payroll averages of those jobs. The preestablished minimum threshold is put in place as insurance that the business remain a viable investment for Pierson’s department. When companies fail to meet those standards, the state conducts a “clawback,” which requires repayment of those dollars to Louisiana. “The perception that Louisiana Economic Development participates in corporate welfare, nothing could be further from the truth,” Pierson says. “What we do is provide public funds to private corporations when there’s a CLEAR return on investment to the people of Louisiana….We don’t treat the public dollar as venture capital. We don’t put those dollars at risk. Those dollars are protected. These are secured investments.” •
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W H AT ’ S N E W
DELIVERING ON A POSITIVE REPUTATION Canal Barge Company credits its stability and longevity to catering to every client’s needs. B y W illiam K alec
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ounded nearly a century ago in New Orleans, Canal Barge Company’s core principles remain the same today as they did from day one — an unwavering philosophy built on trust and efficiency providing the foundation to what is one of the most respected independent marine transportation companies anywhere. “Really, what we do is concentrate on areas where we have specialized knowledge, providing logistics solutions for our customers,” says Porter Randle, manager of sales for CBC’s Deck Cargo Marketing. “We’ve been in this business for almost 83 years and we use that experience, stick to our core values and proven methods that over the years have earned our good name and customer trust, but we do it using every modern advantage we can.” From humble beginnings — Canal Barge started with one tank barge — the inland waterway powerhouse now flaunts a fleet of over 860 barg-
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es and 37 towboats. Offering a variety of services to a diverse portfolio of clientele — from Fortune 500 companies, engineering firms, construction giants and even the United States government — Canal Barge still has not outgrown its founding ideals and sense of place. As Randle says, despite handling cargo belonging to household name businesses and earning awards, praise and recognition along the way, Canal Barge remains “a third-generation family business.” Never was that family business-vibe more tested than during the aftermath of Hurricane Katrina in 2005. Determined to be on the front lines of the then-tattered region’s economic revival, Canal Barge returned its day-to-day operations to south Louisiana roughly 100 days after landfall. Not only were most employees retained, but also dozens of new workers were interviewed and hired. “Our people make a difference,” Randle says. “As a company, we’ve
more than doubled in size since Hurricane Katrina and even though there’s certainly a high level of professionalism here, it still has that family feel. So it’s the best of both worlds at Canal Barge.” Randle says the company’s leaders wanted to stay in Louisiana and participate in the rebuilding process. That affection for the state and the region is also exhibited in its company-wide commitment to environmentally safe practices. Within Canal Barge’s Code of Conduct reads the line, “We will strive for maximum personal and environmental protection recognizing our responsibility and commitment to a safe and clean environment in which we live and work.” All CBC employees are expected to not only follow that belief, but also similar company ethical pillars outlined in its Environmental Sensitivities Policy and Canal Barge’s Safety and Health Policy. The commitment to limiting the company’s environmental thumbprint has made Canal Barge Company a leader in forging the American Waterways Operators Responsible Carrier Program, an industry-developed safety management system designed to eliminate accidents, injuries and spills. Additionally, the company has won William M. Berkert
Award recognition two times for Marine Environmental Protection from the U.S. Coast Guard and various other national environmental achievement honors. Another area in which CBC proudly excels is the depth to which their people will go to find practical, efficient yet innovative ways to fulfill a company’s shipping requirements. To do that, Canal Barge stresses full transparency and straightforward and effective communication between company and client. Despite having a large customer list of companies producing a variety of distinct materials, Canal Barge employees find the time to maintain one-on-one relationships with those they are serving. “We know our business. We know it well. We’ve been doing it for a long time,” Randle says. “But what we like to do is learn our customers’ business and the challenges they face, really have a deep understanding of it because from there we can develop a deep understanding of their needs to the finest detail. Because the better you know them, the better you can help them in both the short and long term.” •
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C O M PA N Y P R O F I L E
THROUGH THICK AND THIN, BOOM AND BUST The Louisiana Oil and Gas Association represents the best interests of the state’s marquee industry B y W illiam K alec
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ouisiana Oil and Gas Association president Don Briggs has dedicated his professional life to protect the interest of energy. Despite the heavy responsibility, he hasn’t lost his sense of humor. When asked whether the role his advocacy organization plays changes depending on the price of a barrel of oil — whether it’s different during boom and bust periods — Briggs pauses a moment before deadpanning: “Well, it’s a lot more fun.” “You sleep better,” he says. “You know, when we had 138 rigs in the Haynesville Shale and developing different shale plays, that was an exciting time. We had to educate on new technology: hydraulic fracturing, lateral drilling, just getting the general public up to speed on the growth of the industry. So we had lots of town hall meetings in north Louisiana — lots of educational stuff. “And that doesn’t change, now,” Briggs continues. “We’re still educating people with lots of presentations in the delta. We just had a presentation with 250 people in Lafayette — not just industry people, but bankers and
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lawyers and other businesspeople.” Founded a quarter century ago, the Louisiana Oil and Gas Association serves as the flag waver for independent and service sectors of the energy industry in Louisiana. Dedicated to fostering a work climate conducive to strengthening and empowering the oil and gas industry, the Louisiana Oil and Gas Association fights to ward off tax increases, lessen regulations that could potential stunt economic growth and emphasize the importance of the energy sector in general to the state of Louisiana. Through the years, the Louisiana Oil and Gas Association has cultivated a healthy relationship with state leaders, providing advice, insight, direction, clarity and critical influence when making decisions that directly or indirectly affect energy production. The Association also plays watchdog against groups like the Department of Natural Resources, the Office of Conservation, the Office of Mineral Resources and the Louisiana Tax Commission. “Our mission isn’t very much different from when we started,” Briggs says. “Our whole
purpose is to be an advocate for the industry, and give support to the industry. We look at the legislature. We look at what bills are filed that could affect the industry. Rules, regulations, all the different aspects that take place. We’re a highly regulated industry, so we’re looking at all of that: every rule, every fee, everything that might have an impact good or bad.” Briggs makes it a point of emphasis to maintain regular contact with the Louisiana Oil and Gas Association’s 1,600-member companies. Several events — including the annual meeting, multiple golf outings and a handful of town-hall-style gatherings — dot the yearly calendar for LOGA. In addition to those in-person opportunities, Briggs pens monthly articles touching on various topics covered by the oil and gas umbrella. Predictably, much of his correspondence since the fall of 2014 has given a realistic, non rose-colored-glasses outlook on the state of oil and gas in the Gulf South. At the same time, he’s marveled at the resilience and grit shown by Louisiana oilfield workers during these dark days. In early February 2016, Briggs outlined why the price of oil keeps plummeting and noted how predictions that cheap prices at the gas station would bolster the entire U.S. economy has proven to be false. He went on to urge OPEC to cut oil production in “order to prevent an absolute global economic meltdown,” finishing the piece by claiming that we’ve reached the point where something’s got to give. “Outreach is the foundation of our organization,” Briggs says. “So one of the things I’m proud of is how we’ve utilized social media. We do the Chambers (of Commerce) and the Kiwanis Clubs and the Rotary Clubs throughout Louisiana, but that’s not the only vehicle to give presentations…. There’s so much to educate people about, because a lot of folks don’t understand what we do. “The people we represent are not necessarily the large, international companies. The guys that drill 95% of all the wells in Louisiana are the independent oil and gas producers - that’s the majority of our membership. Again, it’s not the big integrated companies. We represent the little guys who drill a majority of the wells.”
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C O M PA N Y P R O F I L E
ROOM TO GROW The Plains All American St. James Terminal updates and improves, keeping the facility viable in an ever-advancing market B y W illiam K alec
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t the Plains All American Pipeline St. James Terminal, progress is obviously measured in barrels, whether oil is stored or shipped. But that’s not all. Progress is also calculated in sound – more specifically a symphony of construction that hasn’t ceased since company leaders purchased a huge swath of land a decade ago on the Mississippi River that would eventually become its Gulf Coast hub. Even new Terminal Manager Doug Fulkerson – a self-professed “lifer” at Plains All American who has been positioned in south Louisiana for less than a year – admits the facility has transformed during his short tenure in charge. “It’s gotten to the point where the question to ask is, ‘When is there not an expansion going on?’” Fulkerson says. “This facility was built in phases – Phase I and Phase II obviously to start – and in 2015-2016 we’re completing Phases VI and VII of construction. That includes the addition of tankage. We’ve been able to put an additional 1.2 million barrels into service in the last three months alone.” “Each expansion really adheres to our philosophy as a company, which is simple – put your workers in a place where they can succeed.”
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Situated on 2,500 acres, the Plains terminal in St. James Parish is a 12-million-barrel crude oil and condensate storage facility suited to receive, deliver and store the product. The setup within the Port of South Louisiana’s boundaries is a vital cog for a company that owns 18,000 miles of active pipeline in North America. About 20 Plains employees man the day-to-day operations of the terminal, although hundreds of construction workers have been on site since it began operating in 2007. Capable of loading and offloading more than 150,000 barrels a day, the St. James Terminal features a Mississippi River dock capable of handling barges and tankers, along with a rail receipt terminal. “This is a flagship facility, which as a manager brings a lot of exciting challenges that I’ve been eager to meet since I arrived,” says Fulkerson. “And when you break it down, the things that make this place unique are the rail and the marine activity. The other facilities I’ve managed have been inland, so with some you’ll have rail, but none had a waterway. So for me, that was a bit of a learning curve. “But the concept as far as what we do as a terminal is the same: be able to move and store products,” Fulkerson continues. “It’s just that
we’re not only taking it via pipe with all the connections we have down here in Louisiana, but also inland with the rail and bidirectional on the river with the docks.” As Plains continues to meet customer demands, it does so with an emphasis on safety – one of the core values of the company. Not only does Plains implement various selfmonitoring safety initiatives and conduct regular facility assessments to evaluate and enhance conditions, but it also thoroughly trains its staff to recognize the proper way to perform activities efficiently and safely. Fulkerson emphasized the St. James employees’ commitment to safety and other core values as a key accelerant to making his transition to the new position a smooth one. “The folks down here at this Plains site have been tremendous,” Fulkerson says. “And that’s just really a compliment to the type of workers Plains hires, and a compliment to the people who do the hiring –they know a good, talented, hard-working employee when they see one. The relationship we have down here in St. James is built on trust and respect. That’s helped with my transition and these employees have become part of the family.”
C O M PA N Y P R O F I L E
GREEN SOLUTIONS IN MORE WAYS THAN ONE SEACOR AMH’s new container-on-barge service has proven to be both environmentally and economically beneficial. B y W illiam K alec
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n the world of logistics, hope is starting to float. SEACOR AMH is answering client demands for diverse, safe, efficient and costeffective methods to move cargo through its innovative container-on-barge service running on the Mississippi River between New Orleans and Baton Rouge. What is container-on-barge, exactly? Well, think of your standard 18-wheeler rolling down Interstate 10. It’s pretty much like that except it’s on the water, and instead of hauling one container, a barge can handle more than a dozen containers at a time – lessening the environmental thumbprint caused by trucks and positively impacting profit margins for businesses in and around the Port of South Louisiana. Though loaded with pluses, this type of intermodal freight transit remains relatively limited in the United States. “This (container-on-barge program) is really a separate and distinct use of our pooled
resources,” says Rich Teubner, Vice President of SEACOR AMH. The company is part of SEACOR Holdings Inc.’s Inland River Services Group (SCF), which owns a fleet of covered and open hopper barges, inland river towboats and barge fleeting and terminal operations. “We’re moving empty containers into the Baton Rouge area and then moving the fulls back down to New Orleans for export. It gets the containers around the congestion of I-10 and the port access roads. With this, we take it right from the barges to the dock in New Orleans and offload it. “We saw this as a viable opportunity to use our assets – a different solution to combat congestion.” Teubner also said that the container-onbarge program is better suited for certain areas compared to others. Before venturing farther south, SEACOR AMH tested this container-on-barge project on the TennesseeTombigbee Waterway in central Mississippi with positive results. Why does the program seem like a natural fit
in south Louisiana? Part of it is the infrastructure already in place with ports from New Orleans to Baton Rouge, but mostly it’s the demand from the blossoming chemical producers dotted along the river. Close to 90 chemical refineries operate within a 100-mile radius of the Port of South Louisiana, most of which are substantially upping production volume and expanding/ updating facilities in the near future. “Here in the Baton Rouge area, companies like Shintec are producing large amounts of export goods, so there’s the volume to support this type of endeavor,” Teubner says. “It mitigates congestion and it’s green. It’s a solution to carbon emissions, reducing the particulates in the air.” At present time, SEACOR AMH has six barges available for this program. Collectively, they’re capable of moving more than 200 truckloads of product at any given time down “a natural aquatic highway,” as Teubner calls it. Though chock-full of benefits, the containeron-barge program does pose challenges for SEACOR AMH officials – challenges they’re tackling head on. “It’s a terminal operation, so there’s a lot more that goes into it,” Teubner says. “Once the containers are on the barge, and the barge moves, it takes care of itself, because it’s using the same pilots, the same barges. It’s all the support systems that go into place…that’s the biggest missing piece. In Europe, you see these inland intermodal hubs and they’re not readily available in the United States. So that’s what we do – we put that together. “We understand the logistical problem of allocating the empty containers to support the export market or vice versa – bringing the imports in and then returning the empty containers to the market.” The container-on-barge initiative echoes the companywide philosophy of SEACOR AMH and SCF, Teubner says, namely, providing the customer with not only various solutions but solutions that contain value. “These are two traditionally different environments that we’ve brought together,” Teubner says. “It’s the industrial bulk commodity shipping concepts used on the inland rivers, and we’re marrying them with the intermodal connections that you normally only see on the rail or deep-draft ports. So when you boil it down, it’s not new, it’s just different.”
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PORT PEOPLE
A GAMEPLAN TO GIVE BACK Marathon’s Paul Beier continues to make a positive impact in his adopted south Louisiana home
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f course folks in the River Parishes community look up to Paul Beier of Marathon Petroleum. They don’t really have a choice — he’s taller than everyone else. Thanks to his height and athleticism (and a decent amount of hustle and desire), the Perrysburg, Ohio, native landed a basketball scholarship at Nicholls State University in Thibodaux from 1988-1992. As a sophomore, he topped the Colonels in rebounding, averaging 6.8 boards per contest. Almost three decades later, Beier’s name remains scattered throughout the team’s media guide as his accomplishments and contribution will be forever cemented in ink. Now as an operator at the Marathon facility in Garyville – a position he’s held for 10 years – Beier continues to stand out from the crowd both literally and figuratively. Through various charitable and civic endeavors, Beier demonstrates that his work isn’t done when
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the whistle blows. Leaning on what he knows best, basketball and cooking for a crowd, Beier has been an active member of his adopted southern community. “I met my wife in school and we settled in the River Parishes – first St. Charles and now the last 12 years we’ve been in St. James – so this became home,” Beier says. “My Mom and Dad really gave me the sense to make your place a better place. Growing up, seeing the things they did, they were involved with community events like athletics. So when I had kids, and (parents) looked around and asked, ‘Who wants to coach?’ I raised my hand. “I’ve always been the kind of guy who is comfortable raising his hand to volunteer.” For years, Beier has been a familiar face on the sidelines coaching youth rec leagues in St. James and grammar/middle school athletics. His immense presence alone demands respect from the youngsters, so he doesn’t raise his voice too much. His expectations are grounded
– a fantastic blueprint for other little league coaches to emulate. Play hard. Play fair. Work as a team. Be a good sport. And lastly, give it everything you got. “It’s been rewarding,” Beier says. “I’ve coached a lot of kids and hopefully I’ve been a good role model to a lot of kids….When I started I was probably a little intense as a coach, but over the years I’ve mellowed. It’s never been about winning and losing, though. All I ask is that if you’re out here, you’re going to give it your best, because I believe that carries out in life. When you go to school, when you get a job, when you get married, you got to give it 100 percent.” Beier’s other passion – the culinary arts – has made him a fixture at charity cook-offs all around town for just about as long as he’s been a coach. Prior to joining Marathon, Beier worked as a chef. He was decent, too. In 2005, he was named one of the Top Chefs at the annual Frisco Fest at San Francisco Plantation, placing in the Top 3 of the Appetizer Category for his Caribbean Salad. With that background and expertise, Beier chairs the annual St. Michael’s cook-off, manages the kitchen at a couple local festivals, prepares fundraising and day-of-event meals for the Relay For Life and holds a benefit dinner to fight tuberous sclerosis. “Cooking for a crowd is something I think I’m good at – 500 to 1,000 people,” Beier says. “Food brings people together. The smile you get when someone eats something you made just makes you feel good inside. And if you can do that and raise money for a good cause, then that’s even better. “So you want to do a good job,” Beier continues. “You need a game plan and you need good help. Thankfully, I’ve had an OK game plan and just fantastic help at all these charity events. I can’t say enough about the people cooking the meals alongside me.” Beier is meticulous when measuring portion size and determining groceries needed, ensuring the maximum profit for charity. After doing it for years, he’s got it down to a science, which is good, because he doesn’t intend to stop helping anytime soon. “I feel like I’ve been blessed with good health and a good life and a great family, so it just seems natural to help other people,” Beier says. “I know when I was coming up, people helped me out. The time and sacrifices they made molded me into who I became. So all I’m really doing is paying it forward.”
HOSTS
The Port of South Louisiana hosted a delegation of Rotarians from Canada last month. Pictured with the group is Deputy Director Roy Quezaire (far right).
Economist Dr. Loren Scott spoke on the economic boom in the river parishes at the River Regionâ&#x20AC;&#x2122;s Chamber annual meeting. Pictured (L-R) Annette Wray, Chair, River Region Chamber; Dr. Loren Scott; Paul Aucoin, Port of South Louisiana Executive Director and Chassity McComack Executive Director, River Region Chamber.
Pictured is Executive Director Paul Aucoin meeting Vice-President Joe Biden on his recent trip to Louisiana.
Congressman Charles Boustany (2nd from right) visits with (L-R) Linda Prudhomme, Port Business Development Director; Executive Director Paul Aucoin, Congressman Boustany and Joe Accardo, Executive Director, Ports Association of Louisiana at the associationâ&#x20AC;&#x2122;s recent conference.
Council members and Representatives from St. John Parish are pictured with Paul Aucoin and Parish President Natalie Robottom (4th from right) at an Economic Development breakfast held in Washington DC.
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INDUSTRY MAP
P ort of S out h
E xisting I ndustr y 1 Dupont / Dow 2 LaFarge Corporation 3 Motiva Enterprises - Convent 4 Air Products & Chemicals 5 Yara North America 6 Zen-Noh 7 Nucor Steel Louisiana, LLC 8 Occidental Chemical 9 Convent Marine 10 Mosaic - Uncle Sam 11 ADM - Paulina 12 Louisiana Sugar Refinery 13 Noranda Aluminum 14 Rain CII 15 Nalco 16 Evonik 17 Marathon Petroleum Company 18 Pinnacle Polymers
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19 Cargill Terre Haute Elevator / Bulk Liquid 20 ADM - Reserve 21 Globalplex Intermodal Terminal 22 Dupont Performance Elastomers 23 EI Dupont 24 Arcelor Mittal 25 Entergy / Little Gypsy 26 Momentive 27 Motiva Enterprises - Norco 28 Valero - St. Charles 29 ADM - Destrehan 30 Bunge North American 31 International Matex Tank Terminals (IMTT) 32 ADM - Ama 33 Monsanto 34 Dow - St. Charles
35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
Galata Chemicals Occidental Chemical Mosaic Entergy / Waterford 1, 2, 3 Petroplex International, LLC Andino Energy Enterprises, LLC Plains All American Locap, Inc. Shell Pipeline NuStar Ergon / Sun Fuel Midstream INCA Refining American Styrenics Valero Asphalt Mosaic Phosphate St. James Stevedoring Sunshine Midstream Buoy
L ouisiana
Heav y I ndustrial S ites 51 Sunshine Anchorage 52 St. James Stevedoring Midstream Buoy 53 R yan Walsh Stevedoring Midstream Buoy 54 Grandview Anchorage 55 St. John Fleet Midstream Buoy 56 Reserve Midstream Buoy 57 Reserve Anchorage 58 Capital Marine Tigerville Midstream Buoy 59 Gold Mine Fleet Midstream Buoy 60 CGB Midstream Buoy 61 Bonnet CarrĂŠ Anchorage 62 ADM Midstream Buoy 63 Ama Anchorage 64 Kenner Bend Anchorage
65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81
Ancient Domain Balot & Whitehall Shady Grove Welham Safeland Storage, LLC Hope Plantation Guidry Property Airline Industrial Park Bunge Davis Levert Esperanza Business Park Home Place Pelican-Occidental SoLaPort St. Charles Riverpark Glendale Hymelia Goldmine
82 83 84 85 86 87 88 89 90 91 92 93 94 95
Whiterose Willow Bend Robert Brothers Farm Goodwill Plantation Succeed Rich Bend Plantation Zeringue / Cabonocey Savanah Minnie & St. Louis St. Alice Winchester / Whitney Winchester / Acadia Elina Dunhill
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FINAL FRAME
“Eventually, all things merge into one, and a river runs through it.” — Norman Maclean
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Photography Alex Hernandez