NET-ZERO PORT OPERATIONS
vehicle charging stations, 400-Hz ground power, pre-conditioned air, electric ground-support equipment, solar power and sustainable aviation fuel initiatives. At the seaport, Oakland is pursuing an equally comprehensive package of investments. Its roadmap includes new electrical substations, battery energy storage, hydrogen fueling, rooftop solar, shore power, zero-emission trucks and cargo-handling equipment, charging infrastructure and reefer systems. The approach recognizes that zero- emission equipment cannot operate without a supporting energy system. McKenney emphasized the Port’s advantage in operating its own elec- trical utility. “One of our other great attributes is that we are also a public utility for electricity,” she said in an ear- lier discussion of the Port’s decarbon- ization program. The Port has been investing in its electrical utility div- ision to prepare for the increased power demand associated with electrification. Partnerships are essential McKenney’s presentation also highlighted the importance of col- laboration beyond the port gate. The Port has entered into a Green Shipping Corridor Memorandum of Understanding with the Port of Yokohama, creating a framework for cooperation on emissions-reduction initiatives and the development of cleaner maritime trade routes. It is also participating in Green Marine certification, a voluntary environ- mental program for ports and mari- time industry partners. And Oakland’s Sustainability Management Plan brings together pro- grams addressing energy, air quality, water conservation, waste, resilience and adaptation, wildlife conservation and social responsibility. For McKenney, partnerships are fun- damental to the effort. In discussing
Carrix has identified eight Sustainability Operational Strategies that play a key role in driving emis- sions reductions, as well as other operational, financial, and collaborative co-benefits.
...replacing diesel equipment with electric equipment is only part of the equation. “Infrastructure planning must align with equipment deployment...”
Standard revenues to help finance the transition. The strategy illustrates a broader reality facing ports: federal and state funding can help make major decarbon- ization projects possible, but success- ful implementation also requires close coordination with utilities, equipment manufacturers, terminal operators and other stakeholders. Oakland takes a system-wide approach McKenney’s presentation provided a look at how those same challenges are being addressed at the Port of Oakland. Oakland is the ninth-busiest seaport in the United States and fourth busiest on the West Coast, handling approxi- mately 2.25 million TEUs in 2025. It also operates an airport, commercial real estate and a publicly owned utility, giving the Port a particularly broad role in the region’s transportation and energy systems. The combination of respon- sibilities gives Oakland an opportun- ity to have a strategy that encompasses both seaport and airport operations. At the airport, planned and existing projects include electric bus charging,
programs being used to test equipment and approaches before larger-scale deployment. But replacing diesel equipment with electric equipment is only part of the equation. “Infrastructure planning must align with equipment deploy- ment,” was a key lesson learned, with Carrillo highlighting several challen- ges — limited utility power and elec- trical capacity, the need for significant charging and infrastructure upgrades, limited space for charging equipment at active facilities, and evolving battery performance and reliability. For terminal operators, these issues cannot be addressed in isolation. A new fleet of electric yard tractors or cargo-handling equipment may require substantial upgrades to substa- tions, distribution systems and char- ging infrastructure. Those projects must be planned without disrupting the terminal’s ability to handle cargo and Carrix is using pilot projects and mobile charging systems to reduce implementation risks while continuing to pursue larger infrastructure invest- ments. The company is also using grant funding and Low Carbon Fuel
October 2026 — PACIFIC PORTS — 47
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