CONTENT
P O R T S TA F F
executive director
deputy director
c h i e f
Dale Hymel, Jr. Cindy Martin
director of a d m i n i s t r at i o n
Roy Quezaire
o p e r at i n g o f f i c e r
Paul Aucoin
airport director
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
Brian Cox 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.
PHOTO CREDIT: SOUTHPORT AGENCIES ON THE COVER: Alix Shirer, Queen of Dumonde
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director ’ s log
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overview
Business Across Borders: Southern United States Trade Association The Southern United States Trade Association shepherds and sparks commerce overseas.
around the port A River Parish Mardi Gras
8
whats new
Meet the Plant Manager Jeremy Seyfert
Meet the Commissioner Judy Songy
Working in Tandem: River Region Economic Development Initiative
A FastStart with Long-Lasting Impact on Louisiana
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company profile
A Track Record of Efficiency: Southport Agencies Southport Agencies CEO Kevin LaGraize credits 36 years of longevity and exponential growth to experience, dedicated staff, consistency and client loyalty.
company profile
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company profile
Cenac Towing Pioneering the tank-barge industry through family generations.
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port people Taryn Rogers
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port raits
final frame
If you would like to send in a nomination for a member of the Port of South Louisiana maritime community to be featured in the next issue of Port Log, email your person’s contact information, position, and charitable contributions to lbraud@portsl.com.
Spring 2017 | Port of South Louisiana
editor art director
Jessica DeBold Ali Sullivan
v i c e
president of sales
Colleen Monaghan
account executive
Tess Jones
contributing writers
Sarah Ravits William Kalec
Kevin O’Sullivan
To advertise call Tess at (504) 830-7239 or email Tess@myneworleans.com.
port map
NOMINATE THE NEXT PORT PERSON
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published by renaissance publishing llc
110 Veterans Memorial Blvd., Ste. 123, Metairie, LA 70005 (504) 828-1380 • www.myneworleans.com
Copyright 2017 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
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ast month’s unofficial release of President Trump’s list of 50 “Emergency and National Security Projects” list is being met with excitement by the maritime industry, especially those companies along the Mississippi River. Within this list, recorded as project seven, is the much-needed dredging of the Mississippi River. Ranked highest of the three Louisiana projects included, it is listed at a cost of $1 billion that would create 200 direct jobs. While ports on the East Coast have been adequately deepened to 50 feet in order to accommodate today’s deep-draft vessels, the Mississippi River dredging project has never been properly funded. As one of our country’s most valuable resources, steps must be taken to ensure the Mississippi River remains unobstructed and reliable. It is vital to the success of the state’s — and the nation’s — economy. Mississippi River ports are economic engines that spur job creation. As the largest tonnage port in the Western Hemisphere for the last several decades, the Port of South Louisiana handles approximately $60 billion in trade annually and, according to Dr. Loren Scott, supports over 30 thousand direct jobs (6 of 10) in the River Region, which translates to over 83 thousand jobs (1 of 25) in the state of Louisiana. Regionally, it contributes $1.8 billion in income, $14.4 billion in revenue, and $72.5 million in state and local taxes. With $23.762 billion in current and impending capital investment within the Port of South Louisiana district — by both national and international companies — our navigation channel must be ready for the increased vessel traffic resulting from these ventures. As an advocate for the deepening of the Mississippi River, I traveled to Washington D.C. in December to meet with key members of President Trump’s transition team. I discussed with Dan Slane the negative effects of a neglected Mississippi River channel on ports and the industries that rely upon it for transportation of goods. The Port of South
D. Paul Robichaux president
Pat Sellars vice president
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Louisiana is a critical connection between international cargo entering the U.S. via the Gulf of Mexico and an inland river system that provides the most economic mode of transportation. The strategic location of the Port of South Louisiana on the Mississippi River allows manufacturers to easily and affordably import raw materials and export finished products around the globe. The nation’s commerce depends on the mouth of the Mississippi River being properly dredged and the movement of cargo unencumbered. We are encouraged that the maritime industry’s collective appeal is resonating with President Trump. The release of this list and the inclusion of the essential undertaking of dredging the Mississippi River seems to echo President Trump’s campaign promise to revitalize the nation’s failing transportation infrastructure. Although it is early in the process, we are optimistic that the administration will keep pushing for this project and will urge Congress to approve it. In spite of intermittent draft restrictions on the Mississippi River last year, the Port of South Louisiana continued to break tonnage records. Cargo handling (294.9 million short tons), vessel calls (4,578), and barge movements (59,780) in 2016 exceeded the 2015 record. The Port of South Louisiana consistently ranks above the ports of Houston, New York/New Jersey, New Orleans, Beaumont, Corpus Christi, Long Beach, Greater Baton Rouge, and Mobile. In 2015, the Port of South Louisiana ranked first in total trade (292.8 million short tons), imports (75.9 million short tons), and total domestic trade (147.5 million short tons) and second in exports (69.3 million short tons) and total foreign trade (145.3 million short tons). If the draft of the Mississippi River is increased and maintained at proper levels, I am confident that the Port of South Louisiana will continue to break records. •
Joseph Scontrino executive vice president
P. Joey Murray
Stanley Bazile
treasurer
s e c r e ta r y
Robert “Poncho” Roussel
Kelly Buckwalter
Whitney Hickerson
Judy Songy
vice president
vice president
vice president
vice president
Spring 2017 | Port of South Louisiana
OVERVIEW
ORES / PHOSPHATE ROCK 8 .6 (3 %)
84.0
89.6
CONCRETE / STONE 0.12 (<1%) SOYBEAN 47.6 (16%)
73.7 67.6
2016
69.3
Steel Products
PORT OF SOUTH LOUISIANA T O TA L T O N N A G E
(IN MILLIONS OF SHORT TONS) EXPORTS
C R U D E O IL 8 2 .6 (28%)
2014 73.2
58.0
2013
61.7
2012 WHEAT 2.3 (<1%)
2015
Concrete/ Stone
NUMBER OF VESSEL CALLS: 4,578 NUMBER OF BARGE MOVEMENTS: 59,780
SORGHUM + RICE 1.9 (<1%)
75.9
69.7
72.2
78.5
YEAR END 2016 ( IN MILLION SHORT TONS)
OTHER 0.33 (<1%)
64.1
68.4
64.1
69.5
Edible Oils
MAIZE 44.3 (15%)
ANIMAL FEED 11.6 (4%)
63.5
Sugar/ Molasses
CHEMICALS / FERTILIZERS 24.8 (8%)
PETROCHEMICALS 58.4 (20%)
292.8
291.8
266.3
Other 80.5
EDIBLE OILS 0.80 (<1%)
71.9
COAL / LIGNITE / COKE 7.1 (2%)
69.2
STEEL PRODUCTS 4 .5 (2 %)
278.9
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 regions.
294.9
T R A N S P O R TAT I O N CENTER OF THE AMERICAS
IMPORTS
Coal/ Lignite/ Coke DOMESTIC SHIPPED
DOMESTIC RECEIVED
Ores/ Phosphate Ro
m i ss i on
p h i losop h y
fac i l i t i es
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.
The Port is under the jurisdiction of the state of w orld ’ s l a rgest port Louisiana and authorized by the state constitution. d i str i ct A seven-member board of commissioners directs STEEL PRODUCTS The ports of South Louisiana, New Orleans, the Port; all of them are unsalaried. Four2 .5members (2 %) COAL/ Baton Rouge, St. Bernard and Plaquemines are appointed by the governor, with one member LIGNITE/COKE OTHER 0.6 (<1% ) 2. 6 ( 2 %) make up the world’s largest continuous port representing each of the associated parishes and O R E S / P H O S P H AT E 4 . 1 (3 %) are 21.9 responsible for moving oneone at-large member; the remaining members are district. TheyMAIZE (16%) fifth of all U.S. foreign waterborne commerce. appointed by the presidents of each parish.
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.
go v er n a n ce
C H E MI C A L /
F E RTI L I Z E RS
Chemicals/ Fertilize
port area
Petrochemicals Crude Oil
Sorghum + Rice
13.6 (10%)
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Wheat
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AROUND THE PORT
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A River Parish Mardi Gras B y K e v i n O ’ S u lli v a n
W
hen the streets are filled with purple, green and yellow banners and beads; when the smell of a neighbor’s crawfish boil brings people together; when hordes of people in costume walk down crowded streets — you know that means Mardi Gras is upon us, and it is a truly magical time of year unlike anywhere else. When the country around us may be business as usual, in New Orleans we’re on vacation for festival season. The first thing that comes to mind when someone says Mardi Gras is generally an image of floats rolling through the French Quarter, but the River Parishes know how to party too. In the River Parishes, the Mardi Gras tradition is all about community, giving back and throwing a good party. Here are just a few of the krewes that brought the celebration to St. Charles, St. John the Baptist, and St. James Parishes.
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St. Charles Parish & Krewe of Lul The Krewe of Lul celebrated its 40th anniversary this year. As the humble origin story goes, “In the late seventies, several young men, sitting at a Luling
Spring 2017 | Port of South Louisiana
bar named Papa John’s, were drinking when one man, the infamous father of Lul, Vernon Higgins, decided that Luling needed its own parade,” recounted Krewe of Lul Captain, Debra Dufresne-Vial. That same year, 1978, they marched through the heart of Old Luling with three home made floats. Now, 40 years later, twenty plus floats roll down that very same route throwing beads and the King & Queen toss customized scrolls to eager crowds. Some of the very same families who had floats in that first parade still participate today. The Krewe of Lul court selected for the annual Carnival ball has continually grown over passing years. What was originally comprised of only a king and queen, the court added a grand marshal in 1997, and this year selected its very first parade chaplain, Father Bernard Francis. Father Francis is a retired priest of over 40 years from Our Lady of the Most Holy Rosary Church in Hahnville. The King and Queen this year, George and Lonnine Adamietz, have never missed a Krewe of Lul parade, and a former float rider, Dorothy St. Amant Dufresne served as the 2017 Grand Marshal.
This year, the Krewe of Lul held its first Carnival ball since Hurricane Katrina. The ball was held on January 28th in the Edward Dufresne Community Center. More than 400 former Krewe of Lul royalty and parade supporters attended.
St. John the Baptist Parish & Krewe Du Monde Krewe Du Monde geared up for two of this year’s premier events in St. John the Baptist Parish: The Krewe Du Monde ball and the Krewe Du Monde parade. The Krewe was founded in 1974 and since has developed an organizational spirit unlike any other. Presented by the Lions Club of LaPlace, “the krewe raises money every year through tickets and fees to donate and pay for a myriad of charitable sponsorships around the state,” said Lion’s Club president, Dr. Daniel Kurica. Some of these sponsorships include Lions Club organizations, such as the Louisiana Lions Camp for children with special needs and the Louisiana Lions Eye Foundation which provides eye examinations and eyeglasses to needy citizens of the parish.
The Krewe Du Monde ball took place this year on February 24th in the St. John Community Center with the theme “Du Monde Explores the Continents.” Each duke and maid represented a different continent while the king and queen represented North America. The King and Queen reigning this year were Sean Roussel and Alexis Shirer.
St. James Parish & Krewe of M.A.C. The Krewe of M.A.C. is in its first Mardi Gras season after forming in November of 2016. M.A.C. is short for Making A Change, the concise mission the krewe was formed around. The 15 community members that make up the krewe “met over social media to discuss how saddened [they] were by the lack of Mardi Gras celebration in the Lutcher-Gramercy area, so [they] decided to form a Krewe together,” said one of the founding members, Councilman Ken Brass. The Krewe of M.A.C. hopes to bring back the Mardi Gras spirit to St. James Parish and in doing so promote good fellowship, contribute to civic good, uplift the community and make a difference in the lives of local youth. The 1st Annual Krewe Of M.A.C. Masquerade Ball was held a few weeks ago at the St. Michael Community Center in Convent. The ball, open to the public, donates its proceeds to local charities and youth centered programs. In addition, the Krewe of M.A.C. Mardi Gras Day Parade rolled in the Lutcher/ Gramercy area on Mardi Gras Day. The King and Queen, Dustin Mitchell and Angelle Scott, were both Lutcher natives who were chosen for their community spirit as role models in the community. The court continued this theme with a community spirit oriented Ambassador, Prince and Princess. Jarrius “JJ” Robertson, a 14 year old battling a chronic liver disease, served this year as Grand Marshall. •
OPPOSITE PAGE: (Group Photo) Krewe of M.A.C. members who recently formed the new krewe in St. James Parish. (Second Photo) Dumonde King Sean Roussel toasts the crowd at the annual parade held in LaPlace. ABOVE: (Three Top Images) Local Marching groups, dance schools, and families participate in the Krewe of Lul 40th Parade through the street of Luling. (Second From Top) Krew of Lul Grand Marshal Dorothy St. Amant Dufresne. Krewe of Lul Parade Chaplain Bernard Francis. (Bottom) Krewe of Lul King George and Queen Lonnie Adamietz royal toast on parade day.
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M E E T T H E P L AN T M ANA G E R Cultivating Synergy and Overseeing Safety
B y K e v i n O ’ S u lli v a n
Cargill Reserve Plant Manager leads his team to record-high safety success and doesn’t hesitate to support his staff in the field.
C
argill Reserve Plant Manager Jeremy Seyfert loves wheat. He grew up in a small farming community in North Central Kansas where he would help his friend’s family harvest 150,000 bushels of wheat every summer. Even now, after 18 years with Cargill and eight moves around the U.S., he ritually returns to Kansas every summer to help harvest. When he needs time away from exporting grain, he harvests it. Loving grain is necessary when you manage Cargill Reserve which oversees the exporting of grain onto two ocean going vessels a day each distributing roughly 60,000 metric tons of food product all around the world. Seyfert manages 120 workers on three rotating shifts unloading grain from barges and rail cars and onto ships to feed the world. The business is risky, which is why Seyfert starts every morning with a safety briefing. The vessels are loaded with about 5,000 metric tons per hour. If the vessel is loaded unevenly, it could list (tilt) or even capsize,
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and on top of that, if too much grain is loaded into the vessel it could cause the ship to sit too low in the water causing damage to riverbeds and potentially the ship itself. The process of loading the ship is tedious and focusing on doing the job right in close proximity to so many people handling heavy machinery is an accident waiting to happen. That’s why safety is paramount to Seyfert’s work philosophy. “I’m very proud of the results we’ve had around safety,” Seyfert said. “It is our number one driver and we’re right at approaching 125 days without any incidents. I can’t do it alone, it takes the whole team to make safety the focus — to make sure we’re doing the job right every time.” It’s work ethics like these that have pushed Seyfert up the Cargill ladder. After graduating from Kansas State University, Seyfert joined the Cargill team as a production supervisor in Virginia. This move would spark a chain of events that would take him to Florida, Nebraska, Illinois, Indiana, and Kansas, meeting his wife, Elizabeth, along the way and having two children, Reiley and Gage, in two different states before finally landing here in Louisiana, where he’s been plant manager for four years and said he doesn’t plan on leaving any time soon. “We don’t have Mardi Gras parades in Kansas,” Seyfert said. He and his family love the culture here: the parades, the community engagement, the food. “When we moved down here the Cargill team and the whole community was so friendly in helping us acclimate. It’s been great here. My family loves it. I love it. It’s always busy, like a constant wheat harvest.” Remember, Seyfert loves wheat. Throughout the years with Cargill, Seyfert has learned by example the ways
in which he likes to lead his team — with open doors. “Cargill has 150,000 employees, but I never once felt like just a number. People know you by name and are always openly communicating. Once I became a plant manager, I made sure that I led my team with the same openness that I received from the very beginning. The majority of the day I’m out in the facility working with the team, actively on site instead of behind a desk.” As much as Seyfert enjoys leading, it’s being with his team at Cargill Reserve that makes his job the gratifying experience that it is. “The team drives the plant,” said Seyfert. “I thoroughly enjoy seeing the team develop and coaching them along the way. Watching them grow into their roles and move on to bigger and better roles within the company gives me the most satisfaction in the job. It’s by far the best part of the job to see the whole team succeed. They’re the ones that drive this location to be a top performer.” •
W H AT ’ S N E W
M eet t h e C omm i ss i oner Spearheading Economic Development
B y K e v i n O ’ S u lli v a n
New appointee to the Port Board of Commissioners, Judy Songy, uses her experiences to sustain and develop the community.
E
conomic development is Judy Songy’s wheelhouse. A River Parish native, Songy is a recent appointee to the Port of South Louisiana’s Board of Commissioners. She has spent her life active in her community nailing down exactly what economic development means for her and how it is applied. After attending Southeastern Louisiana University and working a brief teaching stint, Songy pioneered into the world of real estate where her passion came to life. She was quick to make a name for herself in this new world. She served on the Louisiana State Real Estate Commission for 12 years; spent 20 years on the Economic Development Committee for St. John Parish; sat on the River Parish Tourist Commission; and owned her own Century 21 franchise in LaPlace.
“When I retired as CEO of my company in 2009,” Songy said, “I didn’t want to work. I wanted to do something that was more rewarding than work — something I’d truly enjoy doing. And since my expertise and first love was in economic development it just seemed like a perfect match to sit on the Port Board. So I expressed an interest to the governor.” Her expressed interest was well received and on Aug. 10, 2016 Songy was appointed by Governor John Bel Edwards to represent St. John Parish on the nine person Port of South Louisiana Board of Commissioners. “It’s the best kept secret around,” Songy said about the Port Board. “There’s so much action going on at the airport and around the river; so much possibility to bring new people and jobs to the area. I’m truly honored to be sitting on it and to be the only woman on the board.” Sitting on the board for Songy is like a higher form of real estate brokering. She sees it as an opportunity to grow the local economy by attracting new industry. The board manages the Port of South Louisiana’s operations, and because the Port is the
premier sea gateway handling the export and import traffic traveling through the Mississippi River, the extent of the operations provides a seemingly endless amount of opportunities for economic growth for the River Parish region. “There are always properties available, even to people from all around the world,” said Songy. “Any time we can get someone interested in coming to our area and producing jobs, that’s a big deal. I’ve always been a community activist, trying to make my community the best it can be, and at the center of everything are jobs and the economy. This port is the largest tonnage port in the western hemisphere, so I’m very excited to be able to see what we can do in terms of continued development.” It’s true that Songy is a community activist, and proud of it. When asked about her hobbies outside of work life, she went down a list of organizations and rallies that she often supports. “If there is a Relay for Life, I’m out there helping,” Songy said proudly. “If the school is needing to build something and they need someone to organize a fundraiser, I’m out there. If something is being voted on, I’m out there waving my arms trying to talk to people about it. Improving my community is always a big deal to me.” Songy has spent her life dedicated to serving her community’s best interests, supporting local events and expressing her professional expertise on how to best help the local economy. Now, on the Board of Commissioners for the Port of South Louisiana, she is proud to step up onto a more macro-level stage in serving St. John and the rest of the River Parishes in promoting operations that will bring more jobs and funding down the river. “It’s a great group of people that I’ll be working with,” said Songy. “We’re all very much in tune with what’s going on and I know we’ll be doing great things.” •
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Working In Tandem B y S ara h R av i ts
How three Louisiana parishes collaborate with the Port of South Louisiana to foster economic growth for the whole region.
E
lements of Louisiana’s business incentive package, River Region Economic Development Initiative, better known as RREDI (pronounced “Ready”) is a collaboration of the Port of South Louisiana and the tri-parish region of St. James Parish, St. Charles Parish and St. John the Baptist (collectively referred to as The River Region), all of which have experienced tremendous economic growth over the past several years and continue to do so along Interstate-10 between New Orleans and Baton Rouge. “The initiative was formed in 2007, in
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an effort to maximize the marketing and recruiting efforts for the River Region,” said Linda Prudhomme, the Director of Business Development at Port of South Louisiana. The four entities — three parishes and the Port — are committed to working in tandem for the economic benefit of the region, and industry leaders in energy and chemical sectors are continuing to invest billions of dollars to capture market opportunities. “We began sharing in the cost for developing marketing tools such as brochures, software sharing, trade show activity and familiarization site selector tours of the region. We expanded our support to various organizations like the local Chamber of Commerce,” said Prudhomme, who has worked for the Port for more than 16 years. “My role has been to recruit new industrial investment to the region and working with the local economic
development community as well as the state economic development department.” Some of her goals include continuing to support all the new industrial facilities that have announced new plants for the Port district. She noted, “We continue to see more industrial activity for 2017/2018 that will create more high paying jobs and industrial growth.” The growth of the River Region is a result of teamwork among business leaders and government officials, as well as its diversified cross-section of public and private stakeholders. The region is also committed to diversifying its economic base by targeting industries that are conducive to its growth. Serving as the largest tonnage port in the western hemisphere speaks for itself, but the Port also provides the tri-parish region with the ability to attract industries that add value to the region’s economy. Logistical opportunities offered by an intermodal transportation network, competitive business costs, low natural gas prices, educational institutions and prime land for development are among some of the many advantages to developing businesses in the region. The Port of South Louisiana’s strategic
FACING PAGE LEFT TO RIGHT: Jerry W Jones, Jr., Audrey Temple, Linda Prudhomme, Corey Faucheux
location along the Mississippi River, combined with the abundance of raw materials and feedstocks and a local workforce of dedicated employees, provides a powerful competitive advantage for companies who seek to set up facilities in the area. The success of the parishes can be partially attributed to the partnerships forged with various organizations including the one with the Port of South Louisiana and the River Region’s Chamber of Commerce. The Port also provides direct support to new industries with management of the Foreign Trade Zone, ownership and operation of the Globalplex Terminal. Corey Faucheux, Director of Economic Development and Tourism in St. Charles Parish for the past 23 years, said the parishes work closely to foster economic growth and bolster one another. St. Charles Parish, which experienced a residential growth spurt in the 1980s and 1990s, has close to 30 heavy industrial facilities. He said that RREDI is beneficial because the parishes have many of the same goals and challenges. “The Port’s involvement is critical to the development of the entire region,” he said. “We look at them as one of our most important assets.” “It was all a matter of trying to leverage our resources as much as possible,” he said. “This is truly one region — we have separate parishes and three different entities as well as the port, but we have worked well together and helped one another, and I look for that continued growth. As individual parishes, we are not that large but we have such common goals and families that live in all three parishes, and what usually benefits one parish benefits the entire region.” Recently, electrical provider Entergy broke ground on a plant in Montz, which is slated for completion in the first quarter of 2019. Another major development in the works is a new facility for the Monsanto Company a multinational agrichemical and agricultural biotechnology corporation, which is being constructed in Luling. The combination of these projects will result in about $2 billion of capital of investment in St. Charles Parish, he estimates. “This will result in direct jobs, as well as the overall construction jobs, temporary
jobs and procurement opportunities for the region’s small businesses,” said Faucheux. “Our challenge is always to diversify our local economy as much as possible. And we have done that to a certain extent. We also have a number of transportation-related companies that we’ve been able to attract.” Jerry W. Jones Jr., Director of Economic Development in St. John the Baptist Parish has also seen an increase in economic development and business. “I have had the pleasure of serving in various leadership roles across Central and South Louisiana,” he said. “The partnerships I have had the opportunity to witness here in the tri-parish area are something that should serve as the model for regionalism. RREDI, not only allows us to come together to market and inform potential business about the strengths and opportunities of our region, but also to keep the connection open to share effective and efficient economic development ideas. For example, Pin Oak Terminals, LLC has “added quality jobs and growth opportunities,” he said of the Mt. Airybased refinery. He also cited industry expansions with Marathon and Denka. “Companies like Cargill, Nalco, and Pinnacle Polymer just to name a few, have all grown in St. John, which I believe is due to the resources and infrastructure within our parish,” said Jones. “The Port is definitely a resource to the businesses and industries within not only this parish, but the entire region. We have natural resources that cannot be replicated in other communities which makes ours highly competitive amongst others.” St. John the Baptist Parish continues to see an increase in various industry sectors. “Our strongest industry sector is manufacturing. The manufacturing industry sector continues
to develop and grow due to the abundant resources (to which most of them are natural) that we have readily available within the boundary of our parish,” said Jones. RREDI not only unifies the parishes, but it also helps them market and inform potential business about the strengths and opportunities of the region. “It also keeps the connection open to share effective and efficient economic development ideas,” said Jones. “When we have questions or want to know how to address something we all call on each other to assist one another. This region’s success is because of not only the land and transportation modes but more importantly our people.” Steve Nosacka, an economic development consultant in St. James Parish, agrees that the River Parishes have grown to embrace a regional approach to economic development. St. James Parish’s strongest industries include petroleum refining and storage, agricultural fertilizer manufacturing, metals (steel and aluminum) and chemicals. Growth in new industrial facilities has been under development for the past several years, he notes, with several companies finalizing engineering, permitting and financing activities for methanol and other petrochemicals production facilities. “Each new business or industry and each new job benefits the entire region, as workers frequently live in one parish and work in another,” he said. Through its marketing efforts, the Port brings new industrial and commercial prospects to the region. “Each Parish brings their understanding of its unique features, benefits, advantages and limitations of each potential real estate site,” noted Nosacka.“Together we more effectively serve commercial and industrial companies along with their engineers and site selection consultants.” •
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A FastStart with Long-Lasting Impact on Louisiana B y W i ll i am K alec
A Louisiana Economic Development program helps new and growing local businesses recruit the best and the brightest.
T
he district in and around the Port of South Louisiana is an attractive hub for various industries. The area is a strategic location for carrying out a myriad of business; this is no mystery considering the proximity to the Mississippi River, robust infrastructure, intermodal logistics options and the Louisiana Economic Development (LED) FastStart program. Hatched as an economic incentive in 2008 after state government leaders thoroughly explored a similar program in Georgia, LED FastStart implements a unique multistep process to support new or expanding businesses in Louisiana. With LED FastStart these companies gain a fleet of high-quality, flexible workers on day one of operations. Business Facilities magazine dubbed FastStart the nation’s best state workforce training program and The Economist said
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LED FastStart’s efforts are “The most notable statewide workforce-development initiative.” The FastStart platform is available to companies that are aligned with Louisiana’s economic development targets. “Our primary focus is to assist companies offering what we call the ‘Economic Driver’ jobs,” said LED FastStart director Paul Helton. “Those are the kinds of jobs that are going to generate growth and create even more jobs here in the region…. These are the kind of jobs that are going to grow the economy beyond the direct jobs. We’re looking for impact.” For example, as construction continued on Nucor’s $750 million DRI facility in Convent, LED FastStart officials developed customized training materials — meaning that new hires were trained to fully grasp Nucor’s Material Handling Process Flow and other safety methods. As a result, these workers knew all of the necessary processes before the plant’s 2014 opening. The LED FastStart team goes the extra mile to understand the needs of the client — sometimes literally. When working with Nucor, they traveled to existing plant sites both domestically and abroad
to fully comprehend the scope of the company’s massive Louisiana endeavor. “The first thing we do is benchmark the current process – the process that they’re bringing to Louisiana. The facility, the jobs,” Helton said. “Then, we’ll conduct task analysis and process analysis and bring all that data back, along with meetings with the company to assess what their recruitment needs are – what skills and proficiency they’re looking for in workers. From there, we’ll fulfill that recruitment aspect, which could be as simple as posting jobs on our Louisiana Jobs Connection site. Or, it could be as extensive as running a full-scale job fair.” In fact, Nucor required two job fairs, and it was no problem for LED FastStart. For other businesses, FastStart held recruitment events at the Lamar Dixon Expo Center in Gonzales, Louisiana attracting more than 1,000 interested applicants. Beyond that, LED FastStart acts as the hiring flagwaver for the company, producing videos, presentations and informing the community of the soon-to-be-available positions. Once the word is out, LED FastStart screens all applicants, conducts a preemployment assessment in which interested workers perform elements of what would be their day-to-day tasks, and in some instances are given value skill-training before the company makes their hires. The skills retained from that worker training have helped applicants who didn’t get hired initially find another better suited job elsewhere. Not all companies need to perform screenings or need pre-employment assessments — but for those companies that do, LED FastStart is an unrivaled resource. “A lot of the functions we perform are designed to take that burden off the company,” Helton said. “At the time of a move, relocation or expansion, their focus is on what they need to do to the physical plant, or the physical facility – what kind of permitting is required, how we get this piece of equipment up in here, how do we get running on time? Employee hiring is certainly not secondary, but they have other stuff to manage. It’s a benefit and relief for them to know, ‘Hey, FastStart is handling a lot of the hiring and training process.’” •
C O M PA N Y P R O F I L E
A TRACK RECORD OF EFFICIENCY
B y W i ll i am K alec
Southport Agencies CEO Kevin LaGraize credits 36 years of longevity and exponential growth to experience, great staff, consistency and client loyalty.
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nyone can embrace opportunity – recognizing when good fortune shines upon your company, especially in a competitive business climate — but making the most of it is not an easy feat. Co-founder, CEO and now the company’s sole-owner of Southport Agencies, Kevin LaGraize said the many experienced staff members working in the company offices located in the (USG, including Port of South Louisiana Commission, USEC and the PNW) believe it’s necessary to go the extra mile. Southport Agencies will embrace opportunity, seize it, nurture it, and they go above and beyond to sustain it — whatever it takes to satisfy the needs of those they serve. Perhaps that attitude best explains why Southport’s first client in 1981 – ODFJELL, a prominent Norwegian Chemical Carrier – remains a client to this day, along with roughly 50 other clients dependent on Southport for a variety of tasks in various locations.
Prior to Southport, LaGraize said his experience with a grain and chemical agency, as well as tank farm operations with a local chemical plant, proved helpful to the start up of the company. “From the start, we just hit the ground running,” said LaGraize. 36 years later, Southport hasn’t stopped. Southport has been quick to adapt to frequent changes in market requirements. Southport’s origins are in chemicals. Its staff has developed an advanced proficiency in dealing with a variety of cargoes over the years, specifically advances with grain exports. To illustrate that, in 2002 Southport handled 11.5 million tons of grain shipments. In 2016, the annual total rose to 27.6 million tons. “When you can grow in the grain business, in this kind of environment, with this kind of competition, you have to always be performing at your best,” LaGraize said. “That means at the highest level. [Clients] look for an agent that thoroughly understands their business needs, and maximizes local efficiencies. They’re looking for feedback on local market information, prompt communications, swift, concise documentation, and around-the-clock availability. For us, that’s our normal. Our best goes beyond that, and that’s what Southport consistently delivers.
“To do this, Southport maintains a great staff. Our staff gradually expands as the volume [over time] and demand grows. This has been our model from day one, and continues to be to this day,” said LaGraize. Southport’s personnel will dedicate the time to cultivate one-on-one relationships with the clients they serve. Each agent possesses a deep understanding of the cargoes being moved, and the specifications attached thereto. They take the time to network developing relationships that best serves the client. Utilizing traditional methods, and modern technology to ascertain market information helpful for the customer — all of the extra effort pays off in a more efficient delivery. “We don’t treat each client the same, even though the basics in the business across the board are somewhat similar. Meaning we give personal attention and do it so that it meets specific needs. By doing that, you develop a trust that is so crucial,” said LaGraize. Though much about Southport’s dayto-day operations has changed since 1981, LaGraize said that the pillars upon which this company was built remain; a strong hands on service, timely communications, prompt documentation, and fundamentally sound accounting practices. “Opportunities are difficult to get,” LaGraize said. “We don’t take them for granted, because without the opportunity you can be as good as gold, but it’s all for naught. So once Southport gets an opportunity, we make sure the services are backed up 100 percent. It’s one thing to get the opportunity, It’s another to keep it….we have never lost a piece of business because of inferior service.” •
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C O M PA N Y P R O F I L E
LEFT: The SUSTA pavilion at ANUGA, one of the largest food and beverage trade shows in Europe.
BUSINESS ACROSS BORDERS B y W i ll i am K alec
The Southern United States Trade Association shepherds, and sparks, commerce overseas.
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non-profit organization that’s a unique banding of state and federal agencies along with hundreds of private business entities, the Southern United States Trade Association has been a champion for local producers of high-value food and agricultural products since 1973. SUSTA was founded by the Departments of Agriculture and established in 15 southern states along with Puerto Rico. Facilitating a catalog of networking programs, marketing services and financial reimbursements for small-to-medium sized companies that fall under the employee count requirement according to Small Business Administration guideline, SUSTA opens the door to foreign markets. SUSTA assists more than 300 food and agriculture companies in some capacity on average annually. “For companies looking for an opportunity to grow, the international market is a good choice,” said Bernadette Wiltz, the executive
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director of SUSTA. “Buyers in foreign countries want U.S. products. And when you do export, it expands and diversifies your reach as a company. So, for example, if the domestic market is kind of down, international markets can be the means to continue your business and watch it grow. “We do a lot of outreach to companies within our membership and within our region about ‘Going Global,’” Wiltz continued. “And we’re there for them to help them identify what their international strategies are…And what we also provide is the assurance that, ‘You don’t have to go to these international markets alone. We’re there for you.’” The first phase of SUSTA’s goal to expose domestic producers to international buyers occurs at one of many “Global Events” that the non-profit organizes. These are often the “gateway” for local companies that are completely green when it comes to exporting. SUSTA’s activity managers, who come from the state Departments of Agriculture in the southern region, coupled with in-country foreign consultants, actively introduce members to new export areas. As Wiltz said, “We carry them from the beginning to the end in these international markets to give them an opportunity to meet foreign buyers.” Once foreign connections are formed,
SUSTA helps maximize these companies’ international marketing potential through its CostShare initiative. Designed to encourage a gamut of promotional activities abroad, CostShare reimburses up to 50 percent of marketing expenses to eligible companies – substantially enhancing their advertising/outreach potential. That includes everything from sending reps to attend or exhibit at trade shows in Europe, modifying labeling or packaging for products sold in South America, or even launching a billboard campaign in Asia. Application for the CostShare program opens up every year on August 1. Companies wishing to participate must apply for the reimbursement by formally outlining their complete international marketing strategy – breaking down every facet of their advertising, promotional and production assistance plan. “We don’t necessarily serve as consultants for the companies, but we certainly will bring in experts and host seminars to assist and train those companies in a variety of areas,” Wiltz said. “Our goal is to provide valueadded services to these companies so they can find the right market for their products.” A lot of that initial commercial matchmaking – linking domestic producers with foreign buyers – is done by the activity managers from the 16 state Departments of Agriculture that founded SUSTA. They do much of the groundwork, Wiltz said, such as identifying the key markets, who are the key buyers and effective strategies to target them within those markets. “There’s a lot of prep work that goes into all this; when we bring a small-to-medium [sized] company to a market, we’ve already pre-arranged the necessary meetings and steps to facilitate our companies to make a sale,” Wiltz said. “We help the little guys.” •
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C O M PA N Y P R O F I L E
Cenac Towing B y K e v i n O ’ S u lli v a n
Pioneering the tank-barge i n dust r y t hro ugh f a mily gener a ti on s.
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enac Towing is the epitome of excellence, and they know it. That’s why they don’t trust anyone but their expert crew to build, maintain and operate all of their vessels and top-of-theline barges. This strict in-house philosophy has been at the heart of the Cenac family business since the 1920s, when Jock Cenac began transporting crude oil. Since Jock Cenac established the company and gained a renowned foothold in the waterway transportation industry, the company has passed through two more Cenac generations: Arlen Cenac Sr. and, since 1981, his son Arlen “Benny” Cenac. Today, under Benny’s direction, Cenac Towing is still pioneering its way through the US Inland Waterways System, transporting crude oil, residual fuels, feedstocks, lubricants, petrochemicals refined products and LPGs with the newest and most innovative inland push boat and tank barge fleet for all major oil companies and refineries. Benny has been a part of the ship riding business since he was five years old, and
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this, according to Benny, has molded him into the one-of-a-kind business owner he is today. “Hats off to the guys that can operate while sitting in an ivory tower,” Benny said. “I can’t operate this thing without having my hands on everything. I launch every boat; I test each boat when they’re built — it’s just the way I was brought up. “I worked on boats every summer growing up,” Benny continued. “My dad would say, ‘go ride with Captain T-Lin for a little while,’ and I’d go ride the boat and barge unit. There aren’t many operators who run this business who can get in a boat, take it off and run it. I’m proud of that, and I’m passing that down to my children already.” Knowing how to run a boat isn’t the only value the Cenac family has instilled in their current showrunner. Benny has held firm to his Grandfather’s ideology. “You’ve got to take the attitude to stay ahead of where the industry is headed. Instead of wasting your time complaining about it, put your energy into preparing your company and have it ready, ” Benny recalled. That’s why all Cenac Towing’s 36 boats and 70 tank barges are less than five years old, identical and built onsite. By building identical top class vessels, Cenac Towing is eliminating the learning
curve for crews switching ships between runs, and to utilize this even further they keep a spare ship onsite at all times. “By building ships where everything all the way down to the TV remote in the cabin is completely identical, we break out of the mold of other companies that believe in 100% utilization. We don’t have to wait for a ship to go through inspection and cleaning. If we get a new job, a crew can easily board the extra vessel and head out while their previous ship passes through the steps for reentry. And our customers love this. “While it is an expensive operation, it’s the way that my grandfather did it and why we’re still here today,” Benny said, reflecting on the long history of the Cenac company. “But none of this would happen if it weren’t for the hell of a good group of working people here.” Benny regards his whole crew as family, all 400 of them from the captains to deckhands. Benny was raised on long-term employee boats in his childhood summers. They helped to shape him into the man he is today, and he hasn’t forgotten that. “I like to promote from within so that I have a personal relationship with every captain. “When I’m away for the weekend with my kids, I always know that I’m leaving the company in very competent hands — that my crew will handle things the same way I would. Together, our team has over 300 years of experience in marine tank barge operations; that’s what makes us the irreplaceable team that we are.” •
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PORT PEOPLE
PUTTING A FRIENDLY FACE TO THE NAME VALERO B y W i ll i am K alec
Taryn Rogers fuels the philanthropic endeavors and community outreach in and around St. Charles and St. Bernard Parish refineries.
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aryn Rogers wants you to know that Valero is more than a name. It’s more than a humongous refinery spread out on 1,000 acres nestled next to the Mississippi River within the Port of South Louisiana’s Port District. It’s more than an employer of hundreds. It’s more than a producer of gasoline, kerosene, diesel fuel and
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petroleum coke with a throughput capacity of 300,000 barrels per day. Valero is part of the community – the whole community. Rogers has been echoing that mantra for close to 12 years now. As Valero’s Lead Community Relations Specialist, Rogers not only handles all press and media matters for both the Norco and Meraux facilities, she also spearheads Valero’s entire South Louisiana volunteer efforts — a role she’s been fit to fill for quite some time now. “You know, as a young child I saw from my parents the importance of getting involved in the community,” Rogers said. “The way they were involved in organizations like the schools… that kind of led the way for me to get
engrained in it once I hit high school at Archbishop Chapelle in Metairie – joining clubs and organizations that did community work. That’s really where this deep appreciation for [giving back] developed and it’s just gone from there. “Valero, above all else, is a community-minded company,” Roger said, later. “So when I was fortunate enough to have the opportunity to work here, and in this job, it’s exactly what I wanted to do. Such a large part of what we do is volunteerism.” Valero backs up Rogers’ words with its company policy of allowing employees to perform community outreach or to observe how their charitable donations are being put to work, both while on and off the clock. Valero also matches 50 cents to every employee dollar donated to the United Way, a commitment that boosted the total accumulated during the 2016 campaign (which Rogers helps to oversee almost year-round) to $1.1 million. Valero St. Charles and the United Way’s partnership dates back decades, and revs up annually from the beginning of August to the end of October. Rogers and her team orchestrate a two-day “United Way Kickoff ” event staged in the common area near the administration building. Games and raffles to win company-purchased prizes are a hit, but the main attractions are the employee Jambalaya and Gumbo Cook-Off competitions – the ultimate test of culinary clout. “Oh, it’s a big deal,” Rogers said with a smile. “Those bragging rights are a big deal.” Rogers also heads up both of the refineries’ children’s charity committees which are responsible for dictating how their shares of charitable proceeds from the annual PGA Valero Texas Open in San Antonio will be divvied up between local children’s charities in South Louisiana. “And yes, we do raise money and give money,” Rogers said. “But what we pride ourselves in is getting out there and giving that helping hand.” The Valero Volunteer Council is an employee council that meets monthly
OPPOSITE PAGE: Taryn Rogers with Chuck Adams, Operations Supervisor, at the 2016 United Way St. Charles Kick-Off. LEFT: Althea Pollard, Valero St. Charles CoChair, Taryn Rogers, John Dias, United Way St. Charles Executive Director and Ralph Phillip, VP and General Manager. Taken at the United Way Celebration where they presented the organization with a check for over $1.1 million. BELOW: Taryn Rogers at the “Veterans Home Christmas Visit” last year handing out sweets to the Veterans. BOTTOM RIGHT: Taryn Rogers with Chris Nubel of American Red Cross presenting a check to them for Flood Relief in August of 2016.
to pitch and pick large-scale community projects to either produce, or to take part in. Those events are not just limited to St. Charles and St. Bernard Parishes — the areas where Valero has sites. Rather, Valero employees can be found at philanthropic gatherings in the communities where they live, as well – all three River Parishes, along with Jefferson, Orleans Parishes, etc. Over the 2016 holiday season, Valero employees volunteered at a local Veterans Center, the highlight being a full-service dessert bar that would make Willy Wonka envious. Valero employees are also regulars at area Senior Centers and Assisted-Living Residences, and chip in with the annual Parish-sponsored St. Charles Toy and Gift Drive by providing hot dogs and chili and other concessions for donators and toy-acceptors alike. “You know, this community gives us the license to operate,” Rogers said. “So without a relationship with this community, we couldn’t be operators. I think getting out there and me, or any of our employees, getting hands-on and showing our faces is the best way to show our appreciation. We try to make it that when the community needs us or wants to include us, they’re not cold-calling the refinery – they know my name, they know my face, they have my phone number. We’ve developed those close relationships over the years, and we’ll continue to develop those relationships in the future.” •
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P O R Tr a i t s
RREDI Economic Development Breakfast
Congressman Garrett Graves
Left to Right: Paul Robichaux Port of South Louisiana Commission President), Timmy Roussel (St. James Parish President), Billy Nungesser (Lt. Governor, Louisiana), Natalie Robottom, (St. John Parish President); Paul Aucoin (Port of South Louisiana Executive Director)
Left to Right: Guy McInnis (St. Bernard Parish President), Paul Aucoin (Port of South Louisiana Executive Director), Guy Cormier (St. Martin Parish President), Natalie Robottom (St. John Parish President) Pat Brister (St. Tammany Parish President), Timmy Roussel (St. James Parish President), Robby Miller (Tangipahoa Parish President)
Senator John Kennedy
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Congressman Cedric Richmond
Spring 2017 | Port of South Louisiana
Paul Aucoin
Senator Bill Cassidy
Congressman Mike Johnson
P O R Tr a i t s
FIRST ROW Left to Right: Gary Meltz, Meltz Communications, Paul Robichaux, Port Commission President, Dan Slane, Member of President Trump’s Transition Team Second ROW Left to Right: Jarrell “JP” Price, Meltz Communications, Michael Miller, Chairman of Big River Coalition & President of Bar Pilots, Sean Duffy, Exec Director of Big River Coalition, George Nelson, Colonel USA (Retired), Paul Aucoin, Port Executive Director
LEFT TO RIGHT: George Nelson, Colonel USA (Retired), Dan Slane, Member of President Trump’s transition team, Paul Aucoin, Port Executive Director, Governor John Bel Edwards, Louisiana
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INDUSTRY MAP
P ort o f S o u th
E x isti n g I n d u str y 1 Dupont / Dow 2 LaFarge Corporation 3 Motiva Enterprises – Convent 4 Air Products & Chemicals 5 Yara North America 6 Zen-Noh Grain 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 Pin Oak Terminals 16 Nalco/Ecolab 17 Evonik 18 Marathon Petroleum Corporation
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19 Pinnacle Polymers 20 Cargill Terre Haute Elevator / Bulk Liquid 21 ADM - Reserve 22 Globalplex Intermodal Terminal 23 Dupont Performance Elastomers 24 EI Dupont 25 Arcelor Mittal 26 Entergy / Little Gypsy 27 Momentive 28 Shell Chemical 29 Motiva Enterprises – Norco 30 Valero - St. Charles 31 ADM – Destrehan 32 Bunge North American 33 International Matex Tank Terminals (IMTT) 34 ADM – Ama 35 Monsanto 36 Dow - St. Charles
37 Galata Chemicals 38 Occidental Chemical 39 Mosaic 40 Entergy / Waterford 1, 2, 3 41 Eurochem 42 Petroplex International, LLC 43 Yuhuang Chemical Company 44 Plains All American 45 Locap, Inc. 46 Shell Pipeline 47 NuStar 48 Syngas Energy 49 Ergon / Sun Fuel Midstream 50 South Louisiana Methanol 51 Marubeni Corporation (Gavilon) 52 INCA Refining 53 Americas Styrenics 54 Valero Asphalt
L o u isi a n a
H e a v y I n d u stri a l S ites 55 Mosaic – Faustina 56 Associated Terminals Sunshine Midstream Buoy 57 Sunshine Anchorage 58 Associated Terminals Midstream Buoy 59 Ryan Walsh Stevedoring Midstream Buoy 60 Grandview Anchorage 61 St. John Fleet Midstream Buoy 62 Reserve Midstream Buoy 63 Reserve Anchorage 64 Capital Marine Tigerville Midstream Buoy 65 Gold Mine Fleet Midstream Buoy 66 CGB Midstream Buoy 67 Bonne Carré Anchorage 68 ADM Midstream Buoy 69 Ama Anchorage 70 Kenner Bend Anchorage
71 Ancient Domain - 225 acres 72 Balot & Whitehall - 240 acres; 980’ rf 73 Shady Grove - 231 acres; 1,690’ rf 74 Welham - 2,300 acres; 2,000’ rf 75 Hope Plantation - 283 acres; 1,500’ rf 76 Guidry Property - 84 acres 77 Airline Industrial Park - 1,100 acres 78 Davis Levert - 100 acres; 2,640’ rf 79 Esperanza Business Park - 650 acres 80 Home Place - 375 acres 81 Pelican-Occidental - 489 acres; 1,373’ rf 82 SoLaPort - 99 acres; 263’ rf 83 St. Charles Riverpark - 1,170+/- acres, 5,800‘ rf 84 Glendale Hymelia - 2,500 acres; 5,808’ rf 85 Whiterose - 300 acres; 854’ rf 86 Willow Bend - 2,200 acres; 6,000’ rf
87 Robert Brothers Farm - 1,582 acres; 8,448’ rf 88 Goodwill Plantation - 500 acres; 1,500’ rf 89 Succeed - 100 acres; 384’ rf 90 Rich Bend Plantation - 500 acres; 1,300‘ rf 91 Zeringue / St. Emma - 1,464 acres; 2,254’ rf 92 Savanah - 381 acres; 1,954’ rf 93 Minnie & St. Louis - 900 acres; 2,482’ rf 94 St. Alice - 321 acres; 670‘ rf 95 Winchester / Acadia - 1,490 acres; 2,403’ rf 96 Elina - 406 acres; 520’ rf 97 Dunhill - 51 acres; 1,100’ rf
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FINAL FRAME
Bigger and Better! Our new airport name and identifier reflect the enhanced aviation services we provide. Our 5,150-foot runway is now able to welcome large, midsize and light business jets, as well as all twin and single engine turboprop operators. Experience our convenience, upgrades and friendly services at the Port of South Louisiana Executive Regional Airport (KAPS).
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PHOTO CREDIT: ALEX HERNANDEZ
S pri n g 2 0 1 7 | P ort o f S o u th L o u isi a n a