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.
16 — PACIFIC PORTS — March 2026
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