The official magazine of the Association of Pacific Ports with a focus on issues, activities and updates for Ports encircling the Pacific Ocean.
Volume 7 Issue 1
www.pacificports.org
March 2026
Industry Insight Kristi McKenney, Port of Oakland Partnerships, modernization, and a vision for a zero-emission future
Port Business Models Advancing the case for a lifecycle, service-oriented port on the West Coast
Conference Recaps Summaries from the APP 2026 Winter Conference
The Port of Long Beach. Always open. Always moving.
Long Beach International Gateway Bridge is fully operational – always ready to serve ALL of the San Pedro Bay.
Keeping Guam and the Region 1026 Cabras Highway, Piti, GU 96915 671-477-5931 moving! 5 Years of Service
Join us for the APP’s 112th Annual Conference August 3 to 6, 2026 www.PacificPortsConference.com
CONTENTS
March 2026
Volume 7 Issue 1
39 CONFERENCE RECAP
12
The perfect storm in maritime leadership Preparing ports for a generational shift
41 CONFERENCE RECAP PFAS in ports Chemistry, commerce and
compliance in a shifting regulatory landscape
43 CONFERENCE RECAP
Partnerships, community, and clean air
How the Port of Stockton is rebuilding trust and cutting emissions 45 CONFERENCE RECAP On the continuum Modern port security 47 CONFERENCE RECAP
6 APP EXECUTIVE COMMITTEE 7 EXECUTIVE DIRECTOR’S NOTE By Jane McIvor 8 INDUSTRY BRIEFS News briefs from APP Members 12 INDUSTRY INSIGHT
23 PORT BUSINESS MODELS The Pacific Coast needs a new type of port business model Advancing the case for a lifecycle, service-oriented port on the West Coast By Darryl Anderson, Phil Davies, and Hanh Le-Griffin 26 SMART PORTS Smart ports without the big-port budget How AI and integrated sensor networks are transforming small and medium ports By Swathy Vrinda Nair, Xanatos Marine 29 PORT UPDATES Innovation, sustainability, and growth across the Pacific 37 CONFERENCE RECAP Strengthening the marine transportation system MARAD’s mission, priorities, and partnerships
Workforce development and community engagement at the Port of Hueneme
49 INTERFERRY
Interferry celebrates 50 th anniversary in Bangkok 50 MOBILE HARBOUR CRANES Liebherr mobile harbour cranes further expand their leading market position 29
Partnerships, modernization, and a vision for a zero-emission future Kristi McKenney, Executive Director, Port of Oakland
18 NEW MEMBER PROFILE One team worldwide
Baird’s expanding role in Pacific Ports
21 NEW MEMBER PROFILE Path providing strategies to move forward 22 NEW MEMBER PROFILE Expanding horizons
Black & Veatch sets its sights on ports and waterfront infrastructure
On the cover: Port of Oakland (courtesy Port of Oakland) ; Top: Port of Oakland (courtesy Port of Oakland) ; Bottom right: Group shot aboard the Star of Honolulu during the APP’s Winter Conference waterfront tour of Honolulu Harbor.
March 2026 — PACIFIC PORTS — 5
Association of Pacific Ports 2025/26 Executive Committee
March 2026 Volume 7/Issue 1
Publisher Association of Pacific Ports Executive Director & Editor Jane McIvor Contributors
Darryl Anderson David Bohnet Frank Colonna Fred Felleman
Dave Anglin Bryan Brandes
Shannon Arnold Joe Carrillo Bill Dubbs Eric Gilmore Jason Hodge Anya Kwan Stan Maupin Rory Respicio Jeff Wingfield
Conchita Taitano, Vice Chairperson Port Authority of Guam, Guam USA
Phil Davies Anita Gill Gus Hein
OFFICERS Conchita Taitano, President
Donna Hais Maripas Jacobo Hanh Le-Griffin
DreanaLee Kalili Dan Malcolm
Port Authority of Guam, Guam USA Kirk DeJesus, First Vice President, Port of Stockton, CA USA Barney Sene, Second Vice President, American Samoa Department of Port Administration Zoran Knezevic / Mike Carter, Third Vice President, Port Alberni Port Authority, BC Canada Ian Marr, Past President, Port of Nanaimo REGIONAL REPRESENTATIVES Chan-Jung Chang, Taiwan International Ports Corporation, Ltd., Taiwan Ian Marr, Port of Nanaimo, BC Canada Sara Young / Kevin Ware, Port of Skagit, WA USA Sharon Weissman, Port of Long Beach, CA USA Jerry Nathan, Republic of Marshall Islands, Marshall Islands Manuel Fernando Gutiérrez Gallardo, General Coordinator of POrts and Merchant Marine, Mexico AT-LARGE REPRESENTATIVE Kim B. Puzey, Port of Umatilla, OR USA Esther Ada, Commonwealth Ports Authority, Commonwealth of Northern Mariana Islands USA Chin-Jung Wang, Taiwan International Ports Corporation, Ltd., Taiwan STAFF Jane McIvor (jane@pacificports.org) Philippe Critot (philippe@pacificports.org) The APP has been committed to building partnerships, facilitat- ing dialogue, and encouraging best practices for port governance and management throughout the Pacific since it was established in 1913 as the Pacific Coast Association of Port Authorities. Throughout our 100+-year history, our objectives have remained consistent. With a focus on collaboration, the APP strives to encourage and facilitate best practices and profes- sional development through conferences, workshops annd strong communications.
Melanie Mankamyer Kristi McKenney
Tom Stiger
Chris Thomas
Advertising Phone: 323-578-2452 Philippe Critot (philippe@pacificports.org) Editorial & Association business Phone: 604-893-8800 Jane McIvor (jane@pacificports.org)
ASSOCIATION OF PACIFIC PORTS
Contents copyrighted 2026 Association of Pacific Ports 300 - 1275 West 6th Avenue, Vancouver, British Columbia Canada V6H 1A6
Phone: 604-893-8800 / E-mail: jane@pacificports.org The opinions expressed by contributing writers are not necessarily those of the Publisher. No part of this magazine may be reproduced in any form without written permission of the publisher. EDITOR’S NOTE: Due to the international nature of our membership, spelling within each article remains consistent to the country of origin. ADVERTISERS APP 2026 Winter Conference Sponsors...........................................4 APP 112th Annual Conference........................................................ 10 APP 2027 Winter Conference.........................................................51 Interferry......................................................................................... BC Port of Guam.....................................................................................3 Port of Long Beach........................................................................IFC Port of San Diego..............................................................................9
6 — PACIFIC PORTS — March 2026
EXECUTIVE DIRECTOR’S NOTE
Stronger together
G iven that the bulk of this issue focuses on summaries of presentations from the APP’s 2026 Winter Conference, I thought it only fitting to highlight the welcom- ing message from our APP President, Conchita Taitano (Port of Guam). It so eloquently and succintly summar- ized the purpose of the Association of Pacific Ports that it is worth sharing with readers. While first acknowledging the ancestral lands of Native Hawaiian people, Ms. Taitano then remarked that Hawaii was more than just con- venient geography as the middle point to connect APP members. “For thousands of years, Pacific peoples have understood something APP PORT MEMBERS
essential: the ocean does not separate us. It connects us,” she said. “They knew that every island, every coast, every port is part of a larger system — a network of relationships built on trust, mutual support, and shared responsibility for the waters that sus- tain us all.” She noted that we were living through a time of profound transition. “Climate change, rising seas, extreme weather events, and shifting global trade pat- terns are not distant threats — they are reshaping our ports, our communities, and our coastlines right now...[and] we face these challenges together.” Her key message resonated with attendees: “We are stronger together than we are alone. And with
interconnection comes responsibil- ity — not just to our own ports, but to each other, to the communities we serve, and to the generations who will inherit what we build today.” Ms. Taitano’s words set a thought- ful and unifying tone for the confer- ence, reminding participants that the strength of the Association lies not only in shared knowledge, but in shared purpose. Her message serves as both an inspiration and a call to action — that by working collectively, Pacific ports can build resilient, sustainable futures for their communities and ensure that the connections across our ocean remain a source of opportunity for generations to come. — Jane McIvor
March 2026 — PACIFIC PORTS — 7
INDUSTRY BRIEFS Leadership update powers POLB’s vision T he Port of Long Beach is poised to strengthen its performance and resilience by introducing
with new options to turn the field of play into nothing short of a world of amazing possibilities,” Hacegaba said. “You don’t always know what you are going to face in this industry. It’s important that we give this team every chance to win, and that’s what we’re doing here.” Recently the Long Beach Board of Harbor Commissioners approved the creation of a new bureau, Organizational Effectiveness, and Hacegaba has named Khristina Jason, the Port’s current Director of Human Resources, to head up the new bureau. The move takes two Port divisions which had reported directly to the CEO – Human Resources and Central Procurement Services — and places them in a bureau. As Managing Director of Organizational Effectiveness, Jason will report directly to Hacegaba and will lead groundbreaking new initia- tives aimed at developing the Port’s own workforce of 600 teammates, as well as building even stronger connections to the business community – especially small businesses – by providing new ways for area businesses to engage with Port contracting opportunities.
Meanwhile, the Board of Harbor Commissioners on Monday is sched- uled to consider the appointment of a Chief Administrative Officer. This newly created position will report to Hacegaba and oversee four of the Port’s six bureaus — Commercial Services, Engineering Services, Finance & Administration and Planning & Environmental Affairs. Current Port of Long Beach Managing Director of Commercial Services Casey Hehr will be considered for promotion to the CAO position. The Strategic Advocacy Bureau, led by Managing Director Eleanor Torres, will continue to report to Hacegaba and assist him in managing the Port’s strategic partnerships. Hacegaba, who became Port CEO on Jan. 1, said he relies on the Long Beach Board of Harbor Commissioners to continue to provide the excellent and wise oversight that will enable Hacegaba and his leadership team to execute the Port’s 2050 Vision for doubling cargo volume while building the Port of the Future. “We appreciate our CEO for work- ing closely with the Board, and keep- ing us well informed on all plans and proposals. His attention helps us to do our job, which is to advise him and make the best decisions for the Port,” said Board of Harbor Commissioners President Frank Colonna. “Noel has already done a remarkable job of col- laborating and executing to build a winning culture, and we look forward to building on that relationship.” This is a completely new level of structural enhancement, which goes beyond the standard reorganizations that many groups or agencies rely upon to revitalize their operations. These are improvements to what has long been a well-oiled and successful department within the City of Long Beach.
innovative improvements to its leader- ship structure that will capitalize on existing strengths and strategically tar- get new opportunities for excellence. “These enhancements to the leader- ship structure will provide immedi- ate and lasting benefits to the Port of Long Beach team and are designed to improve communication, collabora- tion and decision-making,” said Port of Long Beach CEO Dr. Noel Hacegaba. “We will be able to act faster and more effectively and deliver world-class cus- tomer service to our customers, part- ners and community members as we build the Port of the Future guided by our 2050 Vision.” The plan elevates two executives to new positions and makes key changes to the management chain that will give the Port team new tools to ensure strong adherence to optimal leader- ship practices while also providing new opportunities for innovation and collaboration. “With this new structure, we are lev- eling up our game, calling a play that will provide our high-performing team
Khristina Jason and Casey Hehr
8 — PACIFIC PORTS — March 2026
INDUSTRY BRIEFS
New leadership for Port of Alaska A nchorage Mayor LaFrance has announced that Terry Umatum will be the new Port Director
of the Don Young Port of Alaska. A veteran of the United States Navy, Umatum is a logistics professional, most recently serving as the Alaska Manager for Estes Express Line, the largest pri- vately owned LTL trucking company in North America. Umatum has 23 years of logistical experience working for freight forwarders utilizing the Don Young Port of Alaska. “Mr. Umatum’s professional experi- ence managing teams, budgets, logis- tics, and operations to successfully move goods to every corner of Alaska makes him a great fit to keep things flowing smoothly at the Port,” said Mayor LaFrance. Matson to introduce enhanced Intermodal Cargo Security Program I n response to the rise of theft from intermodal cargo industrywide, Matson has announced that it has partnered with BNSF Railway and War-Lok to introduce a new, enhanced cargo security program that will add two layers of protection to the majority of its international intermodal cargo at no cost to its customers, beginning in the second quarter of 2026. Matson will deploy War–Lok secur- ity devices on every international con- tainer moving from Los Angeles to all BNSF network destinations includ- ing Chicago, Memphis, and Dallas, delivering the first new layer of cargo protection. Matson operates the two leading expedited services in the Transpacific trade lane. Its China-Long Beach Express and Matson Asia Express services each provide weekly departures with industry leading ocean transit times from China and key Southeast Asia origins.
Terry Umatum, new Director for the Don Young Port of Alaska recently visited Juneau with Mayor Suzanne LaFrance (right) to talk to legislators about the Don Young Port of Alaska Modernization project.
March 2026 — PACIFIC PORTS — 9
INDUSTRY BRIEFS
Port of San Diego expands habitat-friendly shoreline projects after successful pilot program T he Port of San Diego is install- ing more habitat-friendly shoreline structures designed made possible through the Port’s Blue Economy Incubator.
habitat value for marine life. The Port’s habitat-friendly shoreline approach integrates nature-based solutions with coastal infrastructure to restore habitat while maintaining shoreline stability. For these latest projects, the Port is again working with ECOncrete, which installed its COASTALOCK system along a 160-foot stretch of Harbor Island in 2021 as part of a pilot project. After several years of monitoring, Port staff found the habitat-enhancing armor units were not only structurally resilient but also supported more than 60 marine species that now inhabit the structures. Another added benefit of the project is improved water quality — the units attract species that nat- urally filter the water. The pilot was
At both new sites, portions of trad- itional rock shoreline will be replaced with ECOncrete’s innovative, nature- based system. Together, the projects represent a significant step forward in the Port of San Diego’s ongoing efforts to balance environmental stewardship with public enjoyment of the bay. “These projects reflect the Port’s commitment to protecting the health of San Diego Bay while making sure people can continue to connect with and enjoy our waterfront,” said Port of San Diego Board Chair Ann Moore. “We are grateful to Congressman Scott Peters who helped provide fund- ing for the Harbor Island project. By investing in innovative shoreline solu- tions that support marine life and strengthen coastal resilience, we’re also helping preserve coastal access so residents and visitors can experience the beauty of our bay for generations to come.” “San Diego has always been at the forefront of innovation across so many sectors, and the Port is no exception,” said Congressman Scott Peters. Funding for the Harbor Island project includes $1 million from the National Oceanic and Atmospheric Administration (NOAA). The separate but complementary project along the Sweetwater Channel is supported by $2.6 million through a supplemental environmental project agreement with the City of San Diego. The Sweetwater Channel improvements will take place adjacent to Paradise Marsh and will provide similar habitat-enhancing shoreline features. Fabrication of the shoreline units is anticipated to start in April 2026, fol- lowed by construction.
to strengthen coastal resilience while improving public access to and pro- tecting San Diego Bay. At its March 10, 2026 meeting, the Board of Port Commissioners awarded a construc- tion contract to Power Engineering Construction Co. in the amount of $2.9 million for two projects — one along Harbor Island Park in San Diego and one along the Chula Vista side of the Sweetwater Channel. Across San Diego Bay, approxi- mately 74 percent of the shoreline is hardened with traditional structures such as seawalls and riprap. While effective for coastal protection, these structures typically provide limited
August 3 to 6, 2026
Join us in Guam! APP 112 th Annual Conference www.PacificPortsConference.com
10 — PACIFIC PORTS — March 2026
INDUSTRY BRIEFS
Inafa’maolek: Strengthening Our Shared Pacific Theme set for APP’s 112 th Annual Conference A s we continue to work on the agenda for the APP’s 112 th Annual Conference in Guam, a theme has emerged that encapsulates the intent of APP con- August 3 to 6, 2026 Hosted by the Port Authority of Guam
ferences perfectly: Inafa’maolek: Strengthening Our Shared Pacific . “Inafa’maolek” is a foundational, guiding prin- ciple of CHamoru culture and translates to “striving for harmony”. It emphasizes interdependence, reciprocity and community over individualism. The word is often used to describe a relationship where people care for one another to restore social balance and mutual well-being. With the spirit of “Inafa’maolek” in mind, we are looking forward to a conference like no other! Getting to Guam A hidden gem in the Pacific, Guam is known for its natural beauty, eclectic cuisine, rich history, and vibrant culture. But it is most loved for the warmth of its people. We hope the fol- lowing information will help you get the most out of your trip. Travel to Guam As a U.S. territory, the same rules apply as they would to the United States. American citizens will require a valid photo ID (like a driver’s license) and proof of citizenship (birth certificate). International visitors generally need a valid passport, a return ticket, and must complete the man- datory Guam Electronic Declaration Form (EDF) within 72 hours of arrival. Visitors from certain countries (e.g., Australia, Japan, New Zealand, Taiwan, United Kingdom, etc.) may use the Official Visa Waiver Program. The main airport in Guam is the Antonio B. Won Pat International Airport. Weather and wear It’s hot! Average highs are around 87 degrees Farenheit (31 Celcius) and lows near 76 to 78 F (24 to 26 C). Humidity is often very high as well. August can see a lot of rain but often only for short bursts, so make sure you bring lightweight, breathable clothing and a rain jacket. August is in the middle of typhoon season (from July to November) and it is strongly recommended you check the National Weather Service web- site to keep abreast of any potential inclement weather. Useful websites Additional information that can familiarize you with the region as well as provide useful tips before you go include: Guam’s Visitors Bureau Tripadvisor
Visit Guam | Events, Things To Do, Places to Stay & More 15 Things to Know Before You Go to Guam – The Guam Guide – theguamguide.com The venue The APP’s 112th Annual Conference will be held at Guam’s premium beachfront destination in the heart of Tumon Bay, located just minutes from the airport, Guam’s historic capital, Hagatna, and the area’s shopping district. This luxurious resort sits on 150 meters of white sand beaches, where guest can enjoy marine sports, beach walks and more during off-hours from the conference. The agenda The agenda is being developed to follow four distinct tracks: 1) Secure Seas: Resilience & Strategic Readiness; 2) Green Horizons: Energy Transition & Environmental Stewardship; 3) Stronger Together: Innovation, Technology and Workforce; 4) Pacific Voices: Governance, Community & Cultural Identity. Each track pulls on expertise from local, national and international experts as well as providing an immersive experience of Guam’s CHamoru culture. Details and updates are being added to www.PacificPortsConference.com frequently and we encourage you to visit often. Sponsorship opportunities The APP’s 112 th Annual Conference provides a great opportunity to build relationships with a very targeted market: senior port executives, commissioners and manage- ment from ports across the Pacific Ocean; terminal oper- ators; shipping lines; technology providers; environmental consulting and engineering firms; and equipment manufac- tures to name just a few. Sponsorship benefits provide pre- mium exposure not only on-site but leading up to the event through social media and direct email marketing. Interested? Download our sponsorship opportunities brochure.
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INDUSTRY INSIGHT
Kristi McKenney, Executive Director Port of Oakland
Partnerships, modernization and a vision for a zero-emission future
F or almost a century, the Port of Oakland has served as one of North America’s most stra- tegically important gateways for trade and travel. As a combined seaport, airport, real estate developer and even utilities provider, the Port plays a unique role in the economic life of the San Francisco Bay Area and the broader U.S. economy. In an interview for Pacific Ports Magazine , Executive Director Kristi McKenney reflects on her first year in the role, outlining a strategy focused on partnership, modernization and sustainability. Home to a seaport, airport, com- mercial real estate portfolio, and, uniquely, providing utilities for port operations, McKenney highlights her priorities, including partnerships with stakeholders, modernization of ter- minals and airport facilities, environ- mental leadership, and the challenges of managing large-scale infrastructure during an era of economic uncertainty.
As a combined seaport, airport, real estate developer and even utilities provider, the Port plays a unique role in the economic life of the San Francisco Bay Area...
me was relatively smooth because I’ve been with the Port for a long time and held many different positions. Before becoming Executive Director, I spent five years as Chief Operating Officer. In that role, I oversaw cen- tralized operations under the prior Executive Director, so stepping into this position felt like a natural progres- sion. I already knew the organization deeply, and I wasn’t new to maritime operations or the broader business environment of the Port. What changed is the scope of engagement. A lot of my first year has been about getting out into the com- munity — meeting with tenants, busi- ness partners, and our neighbors in the surrounding communities. Listening has been a big focus.
From expanding vessel turning basins to pioneering zero-emission equipment and modernizing waterfront develop- ment rules, McKenney outlines how the Port of Oakland is preparing for the decades ahead while maintaining its irreplaceable role in U.S. trade. PP: First off, welcome to the Association. It’s great to have the Port of Oakland as our newest Port Member. KM: We’re happy to be on board. It’s exciting for us. PP: You’ve been in this role almost a year now. What skills and strengths do you think helped you land this role? And what have you learned in the past year that you didn’t expect? KM: Well, there’s always something unexpected when you step into a leader- ship role like this, but the transition for
12 — PACIFIC PORTS — March 2026
INDUSTRY INSIGHT
Ultimately, ports are public infra- structure providers. We create the physical platform — whether it’s ter- minals, runways, or logistics facilities — and businesses use that infrastruc- ture to move goods, create jobs, and generate economic activity. Our role is to ensure those partnerships work effectively and that the benefits reach the community. Like most U.S. ports, we’re a pub- lic agency. We need to ensure that the economic activity we facilitate delivers real benefits — jobs, investment, trade opportunities — for the region. To do this, we have to maintain strong rela- tionships with our tenants and business partners. They need to succeed for the port and the community to succeed. It really helps that we have a dedi- cated group of directors – Bryan Brandes for Maritime, Andre Basler for Utilities, and Craig Simon for Aviation plus our directors focused on areas like Environmental Programs, Information Technology, and Engineering. Bryan’s
does differ somewhat. Commissioners are nominated by the Mayor and appointed by the City Council. Once appointed, Commissioners serve four-year terms and have sole fiduciary responsibility for the Port. We’re connected to the City, but the Commission operates independently in terms of managing the Port’s busi- ness and financial decisions. When the Port was formed in 1927, the idea was to create an organization that served the public good but could operate more like a business. We don’t have taxing authority, so the revenue we invest back into infrastructure must be earned through our operations, whether that’s at the seaport, the airport, or through our commercial real estate activities. There are only a handful of ports in the United States that combine an airport, seaport, and commercial real estate portfolio the way we do. Another little-known fact is that we provide utility services (electrical, gas, water, and sewer service) to port
extensive experience in the shipping industry has led to a lot of great initia- tives while building on partnerships and relationships. Another major focus has been com- munity engagement. I was already doing a lot of that work as COO, espe- cially around grants and partnerships with neighborhoods near the port so it was a case of building on that foun- dation. We spend a lot of time asking communities what they need, how port operations affect them, and what improvements would make a differ- ence. At the end of the day, the pub- lic gives us our permission to operate and grow. Maintaining that trust is essential. PP: One thing I realized when looking at your website is that your commission structure is unique. Could you differen- tiate between your governance and other U.S. ports? KM: Because the Port of Oakland is an independent department of the City of Oakland, our governance structure
March 2026 — PACIFIC PORTS — 13
INDUSTRY INSIGHT
and seaport tenants. That’s especially important as we work with our part- ners to transition to zero-emission oper- ations. We’re asking a lot of our tenants in terms of electrification, and we’re also helping fund many of those efforts. The more attractive we can make the busi- ness case — and the more affordable we can make the power — the better it is for everyone involved. PP: Let’s talk about your current pri- orities. In your recent “State of the Port” speech you emphasized the importance of partnerships as you laid out the Port’s progress, challenges and opportunities. In that context, what are the key priorities for the port over the next few years? KM: Partnerships really are the foundation. Ports don’t own cargo, and we don’t operate ships. We also don’t run the terminals ourselves. Instead, we provide the infrastructure and part- ner with terminal operators, shipping lines, logistics companies, and many others in the supply chain. Success depends on building strong relation- ships with those partners and under- standing their needs. We want our partners to see Oakland as a place where opportunities can grow. When they’re thinking about expanding operations or solving chal- lenges in their supply chains, we want them to think about Oakland as part of the solution. On the maritime side, one of our major priorities right now is negotiat- ing modernized leases with our ter- minal operators. Several leases have about four to six years remaining, and we want to begin planning now for the next generation of agreements. Those leases will incorporate investments in modernization, expansion, and ter- minal improvements that will shape the Port’s operations for decades. Infrastructure decisions at ports have timelines measured in decades, not years and one advantage we have at Oakland is that we still have expansion
The Port of Oakland received two new electric container cranes at its TraPac terminal in early January this year. The new ship-to-shore Liebherr cranes demonstrate a commitment to long-term environ- mental goals while modernizing operations.
facilities, including facilities operated by tenants. PP: Let’s talk about that for a minute. Not many ports have their own utilities division. Could you describe more about it? KM: PG&E is our primary power provider. As an investor-owned util- ity serving Northern California, they operate a significant portion of the region’s electrical grid. We purchase power from PG&E at wholesale rates and then distribute it ourselves, paying transmission fees to move that power across their system. In that sense, the Port operates as a wholesale customer of PG&E while providing retail elec- tricity service to many of our facilities. Today, we serve 100 percent of the airport’s electricity needs. At the sea- port, we supply power to large por- tions of the facilities, though not all of it. The seaport has developed over more than a century, and that long history means there is a mix of legacy infrastructure. Some areas were once military installations, and older equip- ment and systems remain in place. As a result, PG&E still has pockets of ser- vice within the seaport. One of my priorities when I was COO was to strengthen and
modernize the Port’s utility operations. Modernization is really the key word here. Historically, the Port hadn’t fully leveraged the advantages of operating a publicly owned electric utility. One of my first steps was to separate the utility financially, bring our regulatory com- pliance up to modern standards, and begin conducting regular rate studies so that we could update our rates more consistently. Those updates hadn’t been done in quite some time. The goal was to treat the utility as a true public power provider and to develop a stronger working relation- ship with PG&E. That partnership is critical, because we will need sig- nificantly more power to support our electrification and zero-emission goals. Both the airport and the seaport are deeply committed to those initiatives here in Oakland. Over the past five years, it’s been exciting to see the utility really grow and mature. About a year ago, we hired our first Director of Utilities, which has brought a new level of profession- alism and structure to the department. Another important factor is cost. Our electricity rates are considerably lower than PG&E’s, which allows us to offer better pricing to both airport
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INDUSTRY INSIGHT
Ports must protect the environment because that directly affects community health and quality of life. That’s part of our role as public stewards.
opportunities within our terminal areas. That allows us to work with our partners to plan future growth. Another priority project for us is the widening of the Port’s turning basins to accommodate larger container vessels. There are two turning basins — one in the estuary and one in the outer har- bor. Technically, we can already receive the largest vessels operating today, but there are operational limitations due to the size of the turning areas. Ships sometimes need additional time or specific tidal conditions to maneuver safely. The project will expand those basins to improve efficiency. The outer harbor project is primar- ily dredging, so it will move faster. The estuary project is more complex because it involves modifying shoreline areas in both Oakland and Alameda before dredging can begin. Both pro- jects have cleared environmental hur- dles, and we’ve secured federal funding to continue design work. PP: What kind of timeline are you looking at? KM: The total project timeframe is expected to be about three years, though the outer harbor basin will likely be completed sooner. PP: I wanted to ask about another interesting initiative I noticed — that of Senate Bill 304 related to public lands. Could you describe how that affects waterfront commercial development? KM: In California, much of the waterfront property is held in the State Tidelands Trust, which has very strict rules about how land can be used. Many of those rules date back more than a century. While they help pro- tect maritime uses, they also limit the types of activities that can take place along the waterfront. The challenge is that the way people use waterfronts today is very different from how they did decades ago. Now, we have more flexibility in certain areas so we can develop amenities that attract
PP: I see that there are long-term modernization plans for the passenger terminals. KM: That’s right. Some of our facilities date back to the early 1960s. We’ve done a lot of cosmetic improve- ments, but eventually you reach a point where full modernization is necessary. The plan identifies where future terminal capacity could be added and how we would build out the airport over time. These projects take years of plan- ning. You have to relocate existing facilities, demolish structures, and secure all the environmental and regu- latory approvals before construction even begins so the timeline can easily extend 10 to 15 years or more. PP: Some industries see environmental regulations as a burden. How do you view them? KM: I see them as both responsibil- ity and opportunity. Ports must protect the environment because that directly
people to the waterfront. For example, some rules historically prevented cer- tain recreational or entertainment activ- ities that are very common today. The new legislation allows us to experiment with new uses and create a more vibrant waterfront environment. It’s a limited program with a time horizon of about 40 years but it gives us the flexibility to meet modern expectations. PP: Let’s shift to the airport side of the business. KM: The Oakland San Francisco Bay Airport (OAK) is both a passenger and cargo airport with cargo being a major part of our operation. We’re the largest air cargo airport in Northern California. FedEx uses us as their West Coast hub to handle shipments from across Asia with distribution through- out North America. UPS also oper- ates a major facility here. Those two operations alone generate thousands of jobs and help support the airport’s infrastructure.
More evidence of the move to decarbonization: Bryan Brandes, Director of Maritime (second from left), stands with terminal and industry partners to showcase the latest full-electric on-dock equipment.
March 2026 — PACIFIC PORTS — 15
INDUSTRY INSIGHT
...we are entering a new era defined by modernization, environmental leadership, and deeper partnerships with industry and community stakeholders.
billions of dollars and takes decades to build, you have to plan for multiple possible scenarios so we’re doing a lot of contingency planning — build- ing strategies that allow us to pivot depending on how trade patterns evolve. Another challenge is the rising cost of infrastructure. Projects today are far more expensive than they were even a decade ago, which makes long-term planning more complex. PP: Before we wrap up, is there one key message about the Port that you want readers to understand? KM: I’d say it’s understanding the unique role Oakland plays in global trade. We are one of the few U.S. ports with a nearly balanced trade flow — about 50 percent imports and 50 per- cent exports. We are also America’s leading refrigerated export port, which means we handle large volumes of agricultural products moving to inter- national markets. Maintaining that balance requires coordination across the entire supply chain, but it’s essen- tial to be able to support U.S. exporters and maintain efficient trade flows. Our customers — from shipping lines to agricultural producers — rec- ognize the importance of that role. As the Port of Oakland approaches its centennial in 2027, we are entering a new era defined by modernization, environmental leadership, and deeper partnerships with industry and com- munity stakeholders. We remain committed to strength- ening the infrastructure that supports global trade while ensuring the bene- fits reach local communities. With projects underway across the seaport, airport, and energy systems, the Port is positioning itself to remain a vital gateway for decades to come — adapt- ing to new technologies, shifting mar- kets, and the growing expectations of a cleaner and more resilient maritime industry. PP
affects community health and quality of life. That’s part of our role as public stewards. Environmental innovation also rep- resents a huge economic opportunity. During a recent trip to Europe, I vis- ited research centers and companies developing clean shipping technolo- gies. What struck me most was how strongly European companies view this transition as a business opportun- ity. They want to lead the market for new fuels, engines, and technologies. That mindset — seeing sustainability as an opportunity rather than a con- straint — is incredibly powerful. PP: What are some of the areas where the Port has improved their environ- mental footprint? KM: We’ve made significant prog- ress. For example, our shore-power program allows ships to plug into electricity while at berth instead of running their engines. On any given month, between 96 and 99 percent of vessels use shore power while docked. That dramatically reduces emissions near surrounding communities. We’re also electrifying cargo-hand- ling equipment, converting rubber- tired gantry cranes, and deploying
electric and hydrogen-powered trucks. One project includes what is currently the world’s largest hydrogen truck fuel- ing station operating at a port. We’ve also created a truck loaner program to allow drayage drivers to test vehicles before making the invest- ment themselves. Many drayage driv- ers are independent owner-operators, and switching to new technology can feel risky so we’re purchasing zero- emission trucks that drivers can bor- row. The idea is simple — once they experience how quiet and comfortable these trucks are, they often become enthusiastic about adopting them. Lowering that barrier is important. PP: There are other issues I wanted to raise to see how the Port of Oakland is faring. What are some of the challenges you face today? KM: I would say the biggest chal- lenge right now is uncertainty. Economic forecasts are mixed, and the global trade environment is changing. For example, projections from the International Air Transport Association show strong aviation growth globally, but potentially slower growth in the United States. When you manage infrastructure that costs
Recognizing the importance of the next generation of port professionals — the Port has a robust Summer Internship Program.
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INDUSTRY INSIGHT
About the Port of Oakland
Established: 1927 Government Agency: Independent department of the City of Oakland Governance: Seven Port Commissioners nominated by the Mayor and appointed by the City Council Major Business lines: Maritime – The Port of Oakland encompasses 1,300 acres with four marine terminals (Oakland International Container Terminal, Trapac Terminal, Everport Terminal, and Matson Terminal) that move over two million TEUs annually. Fourteen shipping lines visit the Port on a regular basis. Aviation – Oakland San Francisco Bay Airport (OAK) is the main airport for the greater East Bay, the most populated area in the metropolitan San Francisco Bay area. OAK has a footprint of 2,600 acres. OAK is home to 13 airlines with a combined total of 48 nonstop destinations, accommodating more than 11 million passengers annually. Commercial Real Estate – The Port’s Commercial Real Estate Division manages a diverse portfolio of approximately 100+/- tenant agreements, including hotels, retail uses, restaurants, offices, parks and other public access areas, across nearly 20 miles of waterfront property (837 acres). Port Utilities -- The Port provides utility services (electrical, gas, water, and sewer service) to Port facilities (tenant-operated and Port-operated facilities)
in support of Aviation, Maritime, and Commercial Real Estate operations. Mission: We are stewards of public assets. We lead our seaport, airport and commercial real estate businesses
in a fiscally sound and socially beneficial way. Strategy: Building for the next generation
Sustainability: The Port of Oakland is committed to environmental sustainability and is on a road to zero emissions operations at the airport and seaport. The Port oversees miles of waterfront to support recreation, wetlands, wildlife and commerce. Employees: 470 as of 2023 Annual Operating Revenue: $408.7 million Fiscal Year 2023 Jobs Generated: 98,345 (Northern California) The Port of Oakland generates vital economic activity, community benefits and environmental innovation, as the Port decarbonizes its operations for a cleaner and greener future. Along with its partners, the Port supports 98,345 jobs in the region and $174 billion in annual economic activity. The Port oversees the Oakland Airport (OAK), the Oakland Seaport and nearly 20 miles of waterfront including Jack London Square and a publicly owned utility. The Port of Oakland is Everyone’s Port! Connect with the Port of Oakland and the Oakland Airport through Facebook and Twitter, or with the Port on LinkedIn, YouTube, and at portofoakland.com.
March 2026 — PACIFIC PORTS — 17
NEW MEMBER PROFILE
One team worldwide Baird’s expanding role in Pacific ports Founded in 1981, Baird set out to do something distinct: concentrate exclusively on coastal and marine engineering.
F rom a three-person office in Ottawa, Canada to a globally recognized coastal engineering firm with 14 offices in six countries, W.F. Baird & Associates Ltd. (www.baird.com) has grown steadily over the past 45 years, all while maintaining a constant mission — to deliver innovative, practical and effective science-based solutions to complex problems wherever water meets land with profes- sionalism and dedication. According to Dave Anglin, a Principal and Senior Coastal Engineer based in Ottawa and 44-year vet- eran with Baird, and relative newcomer Chris Thomas, Associate Principal and Senior Marine Engineer based in Tacoma, Washington, membership in the Association of Pacific Ports (APP) reinforces Baird’s technical commit- ment and long-term engagement with the Pacific maritime community. It also reflects a strategic commitment to the region’s maritime future. The Pacific basin faces aging infrastructure, climate resilience pressures and evolving trade and defense requirements. With offices surrounding the Pacific Ocean (Sydney, Australia; Anchorage, Alaska; Vancouver, Canada; Tacoma, Washington; and Santiago, Chile), Baird is well positioned to serve clients throughout the region. Founded in 1981, Baird set out to do something distinct: concentrate exclusively on coastal and marine engineering. That focus has never wavered. The firm does not design buildings or broad civil works; instead, it concentrates on ports, harbors, marine terminals, breakwaters, flooding and erosion mitigation, coastal processes, and risk and resilience related to coastal hazards. Now with roughly 135 staff, that clarity of purpose has helped establish an international reputation built on tech- nical excellence and client service. Frequently acting as the prime consultant and engineer of record, Baird often partners with other firms and coordinates multidisciplinary teams as required to meet the unique challenges of specific projects. The company’s model is flexible: prime consultant, subconsultant, owner’s engineer, or part of a design-build or EPC (engineering, procurement and construction) team — whatever it takes to deliver a successful project! Pacific momentum Baird has been involved in a wide range of coastal and marine infrastructure projects over the past 45 years along the west coast of the Americas (Alaska, Canada, continental US, Mexico, Guatemala, El Salvador, Peru, and Chile), the
Dave Anglin, Principal and Senior Coastal Engineer / Chris Thomas, Associate Principal and Senior Marine Engineer.
east coast of Australia and in Hawaii, Papua New Guinea, and the Philippines. Their most recent undertaking in the Pacific is the $563-million Apra Harbor Waterfront Repair (AHWR) project in Guam, with Baird being the designer of record for comprehensive repairs to the 85-year-old Admiral Glass Breakwater. The project came to Baird through long-stand- ing industry relationships and collaboration with Black Construction (a Guam-based subsidiary of the Tutor Perini Corporation, in a joint venture with NAN) and reflects Baird’s strengths in coastal and marine infrastructure design and construction-phase support. This multi-year project, expected to run into 2029, is a cornerstone project in the Pacific and a gateway to further regional opportunities. As engineer of record, Baird was responsible for field studies, numerical and physical model- ing, final designs, plans and specifications. The design work was completed in 2025 and construction is now ramping up, with Baird engineers providing full-time on-site representa- tion as the work advances. The AHWR project aligns with a broader strategic focus on U.S. Navy and Pacific-region infrastructure. Guam serves as a critical hub for the U.S. Navy, but broader regional decen- tralization efforts — modernizing and rehabilitating legacy
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NEW MEMBER PROFILE
infrastructure across Pacific islands — present significant opportunities. While Baird’s client on the break- water is the U.S. Navy/NAVFAC, the project intersects with local stakehold- ers, including the Port Authority of Guam, underscoring the layered nature of marine infrastructure delivery in defense and commercial environments. Pacific island nations and territories are also evaluating upgrades to aging port facilities, many dating back to World War II. As military and com- mercial demands evolve, the need for resilient, modernized marine termin- als is growing. “The Pacific is very rel- evant for us right now,” said Anglin. “The Glass Breakwater project has been a tremendous stepping stone. It’s opened doors and relationships across the region.” Another project that Baird recently supported was the $177-million recon- struction of the fuel pier and shore- line protection for the USACE/USAF at Eareckson Air Station on Shemya Island, near the western end of the Aleutian Island chain. In this case, Baird was part of the design-build team led by the Brice-Turnagain JV. Moving across the Pacific to Australia, Baird has extensive experi- ence with a wide range of projects “Down Under”, including numerous studies along Australia’s east coast. Baird has delivered statewide tropical
cyclone risk assessments, including along the entire Queensland coast, using detailed storm surge and inunda- tion modelling to clarify coastal expos- ure for the insurance sector. The study strengthens risk‑based insurance deci- sions while giving coastal communities and port operations clearer insight into their vulnerabilities and the adaptation measures needed to build long‑term resilience. Baird is also advancing operational forecasting and structural resilience for key maritime assets along the east coast. For the Port Authority of New South Wales, Baird has developed an advanced wave‑forecasting sys- tem that combines numerical mod- els, machine‑learning corrections and real‑time data to enhance short‑ and medium‑term forecast accuracy for all port operations along the NSW coastline. In Queensland, Baird has contributed to structural reliability assessments for major port infrastruc- ture evaluating environmental loading conditions, age‑related deterioration, and future climate impacts to sup- port long‑term asset management and upgrade planning. Baird’s Pacific engagement also includes contributing work on Taiwan’s offshore wind development as that country emerges as a global leader in the renewable energy sector. Marine engineering plays a pivotal role in
that transformation, from foundation design to port infrastructure upgrades required to support turbine assembly and installation. For Baird, offshore wind aligns naturally with its coastal and marine specialization. “Offshore wind requires a sophisticated under- standing of wave climates, seabed con- ditions, marine construction logistics, and navigation — core strengths of our firm,” said Thomas. “As the world focuses more on climate change and resilience, we’re in a very unique and exciting space.” Taking a pragmatic approach to pro- jects where climate resilience is a key consideration, Anglin noted that rising sea levels, intensified storm events, and significant uncertainty in the impact of climate change as one looks further into the future, require new approaches to design. “It’s a balancing act,” he said. “You must account for climate change, but you can’t design for the absolute worst case in every scenario — it’s just not practical. So, we look at adapta- tion. How do you design something that can be modified if conditions turn out worse than assumed?” This approach resonates strongly in the Pacific, where coastal communities and ports are closely connected and resources must be carefully allocated. Beyond the Pacific, the Arctic is another region of significant inter- est to Baird; this region is undergoing
Baird has been part of the project team for the Admiral Glass Breakwater in Guam.
March 2026 — PACIFIC PORTS — 19
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