Port Bureau News Port Bureau News

Spotlight on Jerry Nagel

President—Rickmers-Linie (America)

Containers on the Coast Containers 101

Building Bayport: Boom or Bust? The Container Security Initiative

100 Years of The Panama Canal & The Port of Houston

January 2011 www.txgulf.org

Captain’s Corner

Last month in the Port Bureau News, we talked about industry and the region weathering 2010.

This month, the focus is on the future. As the Port Bureau begins 2011, we’re reaching out to our members

and focusing on moving forward in unison.

As a community in 2011, I believe we need to focus on three things.

First, we need to emphasize that the port region is a vital lifeline to the Houston

economy. Why state the obvious? Because outside of the East End awareness

of the industries along the channel is so low as to be considered nonexistent in

many sectors. This has to change. In the coming years, our capacity is going to be strained. The

channel is silting in and we have not solved dredging. In order to successfully collect the money

we need from Congress—far less than the money we contribute—we need to ensure that more

than just east enders know what a force multiplier the economic engine of the port region pro-

vides for the greater Houston and Texas communities.

Second, we need to keep our local and regional partnerships strong. We’ve partnered on

Security with the creation of the Ship Channel Security District. We’ve partnered with regulators

and government—the Coast Guard often leads the way on issues of safety, environmental aware-

ness, and waterway management. We need to continue to put our resources together so that as

a region we can be stronger than the sum of our parts. Maritime education. Security. Economic

Development. This is momentum. In the new year, we have to keep fostering these partnerships

to ensure that they continue to bear fruit.

Finally, we have to examine our regional capacity. You can see later in the magazine

where we talk about the growth of the Houston container market and the reasons that the Bay-

port Container Terminal was built. By examining our capacity and analyzing trends, the Port Au-

thority realized that if Bayport wasn’t built, we’d all start to lose ground, lose trade, and lose jobs.

We need to apply that same litmus test to other sectors of industry—what comes next for other

commodities? Do we have the secondary infrastructure that we need to keep moving cargo? An-

yone watching the NFL this year can see what happens when you have strong individual pieces

but a weak game plan.

We’re seeing more ships

then we did last year.

We’re seeing almost

double the movements

in our port than we did

ten years ago. Let’s

spend 2011 building

awareness, partnering

for a stronger team, and

looking forward so that

we can build a more ro-

bust future.—Bill Diehl,

GHPB

Port Bureau Staff

Bill Diehl

Jeannie Angeli

Al Cusick

Cristina Gomez

Janette Molina

Patrick Seeba

Board of Directors *Tom Marian—Chairman

*Dennis Hansell—1st Vice Chair.

*Mike Drieu—2nd Vice Chair.

*John Taylor—Secretary /Treas.

*Robert H. Blades

*Alec Dreyer

*Charles H. Flournoy

*Thomas C. Pace

*Capt. John G. Peterlin III

*Richard Russell

*Steve Stewart

*Nathan Wesely

Jim Black

Ken Burnett

Jan Crittenden

Celeste Harris

Jason Hayley

Kevin Hickey

Guy W. Hitt

Charlie Jenkins

Shareen Larmond

Kathy Murray

Jerry Nagel

Vinny Pilegge

Nolan Richardson

Lloyd Schwing

Earl Smith

Tim Studdert

Lawrence Waldron

Armando Waterland

Don Welch

*Denotes Executive Committee Members

Forward Momentum

The Bayport container terminal has endured

its share of challenges since the permitting process

for its construction began in 1998, and the Port of

Houston Authority continues its work to ensure that

the build out process is responsible to the community

and the region. But why was Bayport built, and what

has it really done for the region?

Loaded container volume in the United States

has grown over a thousand fold since 1977 when the

Port of Houston Authority began moving boxes across

the dock at the Barbour’s Cut container facility. At

that time, the largest container ships could hold just

over 2,000 TEUs, compared with the over-10,000 TEU

vessels that travel some routes today. The Port of Houston’s market share in the gulf coast is just above 67% making Hou-

ston the preferred port in the region. As a multimodal transportation hub and a center of warehousing and distribution,

Houston looks to continually not only increasing the number of TEUs coming across local docks but also the market share in

the Gulf and the country as a whole. In order to do that, the mantra

“if you’re not growing, you’re slowing” is critical—especially with

infrastructure development that can take decades to plan, develop,

build and grow into its optimal operational tempo.

“The changes we are seeing in patterns of trade are funda-

mental … the West Coast ports are unlikely to go into long term de-

cline … *but+ we do expect up to 25% of the West Coast ports’ pre-

sent import cargo base could be lost to the East & Gulf ports in the

decade to come” noted Drewry Shipping Consultants in late 2008.

This report was based on information gathered during the busiest

years of container movement in Gulf history.

In 2006, the Barbour’s Cut container facility was, for all practical purposes, overwhelmed from a traffic management

perspective. Though the terminal was able to meet customer demand, vessels were coming and going at a pace that would

not allow for growth or development. Constructing a

timetable of vessel movements, the Barbours Cut docks

were the most used in the region and showed constant

traffic. With vessels coming and going at such a rapid

pace, the 2007 opening of the Bayport Container Ter-

minal was a lifeline.

With a design capacity of 2.3 million TEUs rep-

resenting more than 32,000 jobs, over $2.4 billion in

revenue, $1.4 billion in personal income, and $128 mil-

lion in state & local taxes, Bayport is designed to take

advantage of the big-box retail distribution

facilities which make their homes in Texas. 3

Barbours Cut, 2006

The Wal-Mart distribution center at

Cedar Crossing alone is over

4,000,000 square feet, encompass-

ing the space of over 620 football

fields, and represents over $124

million in property taxes over the

life of its current 30-year lease.

Wal Mart is joined by centers for

Home Depot, Exel, Siemens, Bayer,

and Gulf Winds International—a

3PL company with over 1.5 million

square feet of warehouse space

including a facility less than thirty

yards from one of the Barbour’s Cut truck entrances. The Bayport facility's economic impact has already overshadowed the

initial design predictions of tax revenue and jobs created and the facility is only about half-way to full build-out.

In 2006, the Port of Houston moved 1.6 million containers. Before Bayport, that represented a resource overload.

Since Bayport opened, the Port has seen marked growth of container volume moving through the region—boxes that

wouldn’t have been able to come through without the new terminal. With a third of our national economy tied to global

trade and 95% of that coming on the water, long-term infrastructure planning is the only way to build a sustainable future.

So is Bayport a boom or a bust? As consumers, we vote with our pocketbooks, and the 9,800 jobs already created make a

strong statement. With the Houston retail market one of the strongest in the nation, gaining ground all through 2010, the

regional community has cast its vote in the direction of growth. –P. Seeba, GHPB

2014—A Tale of Two Channels 100 Years at the Port of Houston and Panama Canal

In 1914, two international maritime transportation hubs opened: the Port of Hou-ston and the Panama Canal. After almost 100 years of operation, both are still going strong.

The City of Houston, founded in 1836 by the Allen brothers, quickly became a bus-tling center of commerce and trade, however the city was not yet a thriving metropolis competing with regional powerhouses such as Galveston and New Orleans until the early 20th century. In 1910, the Harris County Navi-gation District was formed to pay for half of the necessary dredging and construction to create a port at the intersections of White Oak and Buffalo bayous. Finally, on November 10, 1914, President Woodrow Wilson fired a cannon signify-ing the opening of the Port of Houston, and the region began its march towards being a world-class port city.

A few short months before, on August 15, the first ship transited the Panama Canal. One of the largest and most difficult engineering projects ever accom-plished, constructing the 53 mile channel literally re-quired moving the Rocky Mountains and splitting the American continents in two. The first attempt to dig the canal in the 1880s failed after the deaths of over 21,000 workers, but in 1914, after a ten year construction project, the Unit-ed States opened the waterway and began moving ships through. In the intervening years, the Panama canal has grown to moving over 14,000 vessels and over 290 million tons of cargo per year.

The Expansion Project So why did the Panama Canal expand? In short, under Panamanian control, the canal is a profitable and competitive operation, and after analyzing vessel movement trends and container throughput, the Panama Canal Authority (ACP) was able to determine that if they did not build infrastructure to allow for increased traffic, the canal would reach capacity and

become stagnant. So in 2006, the nation of Panama approved a referendum to begin expanding the Pana-ma Canal. With the project estimated to cost $5.25 billion, the massive expansion effort will add a new set of locks on both sides of the canal, dig a 2 mile access channel to connect the new locks, raise Gatun Lake by 1.5 ft, and dredge the approach channels on both the Atlantic and Pacific sides of the lock.

The Panama Canal, operating using the accumulated rainwater of Gatun Lake, has an op-timal maximum vessel transit throughput of approxi-mately 14,000 vessels per year. Because of this, in order to increase throughput, the canal’s expansion project was critical in increasing the size of vessels able to make the eight to ten hour transit between the Atlantic and Pacific.

When the larger container ships begin mov-

ing through, the eight to ten hour journey from the Pacific to the Atlantic will allow the same number of transits to bring more cargo through the canal. This will allow shippers to reevaluate their routing on the basis of the new cost/benefit ratio, and our ports to receive greater access to cargo.

In addition to expanding the canal, Panama is developing large offload facilities on both oceans with a handling capacity of over 5 million TEUs—this will allow the massive container ships to offload their cargo to double-tracked rail and turn around, while the cargo crosses the small nation and can quickly be loaded onto smaller vessels which will lighter the boxes up and down the coasts of the Americas.

Like Houston, the Panama Canal has its eyes on the future. On their hundred year anniversaries, both waterways can stand proud of the work they’ve done and the role they’ve had in shaping world commerce. -P. Seeba, GHPB

The Thanksgiving holiday is always a welcome break from the pre-Christmas inventory run up. True to form, November was down a bit for most Texas ports as trade flattened after several consecutive months of gains. Texas City and Corpus Christi bucked the November drop off register-ing a 3% increase and no-loss month respectively. Both ports – like most in the area – are posting far better numbers than 2009 with annualized adjusted increases at 23% and nearly 12%.

Meanwhile, Galveston lead the pack with a 14.5% decrease against October followed by Sabine which was down by 6%, Houston off by 3.6% and Freeport off a mere 1.4%. Freeport’s incre-mental loss did not help its overall 2010 performance as it is still off 1.3% from 2009. On the other hand, Galveston’s 2010 pace is 55% over 2009, Sabine is a healthy 23% over last year and finally Houston is a solid 6.7% “more travelled” than 2009.

So was November a “breather” over the previous month’s strong showing or the beginning of a flattening period due to uncertainty vis-à-vis 2011? If one studies the Houston terminal ship arrival numbers containers, vehicles, bulk commodities were all very solid against October’s numbers. Grain, in particular, was very strong with a 55% increase. In essence, most terminals throughout the upper Houston Ship Channel held their own on a month-to-month basis. Howev-er, the waterway’s busiest port was down 11% from October and a handful of chemical-centric terminals experi-enced significant drops. Taken together 5 of the 34 private docks shouldered the vast majority of November’s ship arrival declines. Meaning a vast majority of the terminals experienced an even stronger November than October.

Thus - in terms of ship-arrival distribution - November was another month of progress. Incidentally, this is being reinforced by what has been unfolding on the Houston Ship Channel over the last few weeks. Even taking into account a few days of weather-driven slowdowns in December, traffic has been consistently robust and ship fueling volumes have been very impressive over the last four weeks.

Taken together, 2010 will most likely end on a strong note and set the stage for an even better 2011. –Tom Marian, Buffalo Marine Service

Port Watch Tom Marian—Buffalo Marine Service

Coffee: What the Chronicle Left Out One week ago, the Houston Chronicle printed a story stating that state lawmakers were examining the ad valorem tax ex-emption on green coffee stored in Houston as part of addressing the state's anticipated budget shortfall. This brought to public light an issue that the Greater Houston Coffee Association (GHCA) has already been working on for several months: ensuring that our elected officials understand the negative economic repercussions which would occur if this exemption was removed. Unfortunately, within days of the article’s publication, the mere mention of a potential tax started grinding down coffee movements to Houston.

The Chronicle article underplayed one key issue: If the legislature removes the ad valorem tax, Houston will no longer be allowed to operate as an exchange port under the InterContinental Exchange, causing the coffee storage business to leave Texas and move to alternative exchange ports in New Orleans, Miami or New York where the green coffee tax does not exist. Put simply, with-out the exemption, there will be no inventory left to tax.

Why is the coffee industry concerned? Business works on predictability. The moment you mention that Houston may no longer be a certified exchange port, coffee traders begin to take defensive positions, curtailing their risk by no longer delivering coffee for storage under long term contracts in Houston while they wait to see how the tax question is resolved.

What does the coffee business mean to Houston and Texas? Coffee trade brings millions of dollars, regional economic ben-efit and tax revenue because of commercial property taxes, personal property taxes, capital investments, transportation and direct jobs. The amount of coffee stored in Houston has risen over 400% since the referendum allowing the exemption passed. Seeing the business go away overnight because of future uncertainty will result in lost revenue for the state, lost commerce for the region, and many direct jobs lost in our community.

Please join the GHCA in our efforts to assure the global coffee industry that our Texas legislators fully understand the nation-al competitive environment and we are confident there will not be any support for taxing green coffee in Houston. Texas will contin-ue to be the best place in the United States for their business.

Containers 101 Modern containerization can trace its roots to

the late 1700’s when British railways began experi-

menting with using iron and wooden boxes to move

coal on to and off of barges for transport. In 1956, Mal-

colm McLean, an American trucker who had begun ex-

perimenting with standardizing trailers for trucking,

used the Ideal X, a converted oil tanker, to bring fifty-

eight containers from Port Newark, NJ to Houston.

Quickly slashing the cost of freight loading from $5.86/

ton to $0.16/ton, McLean issued a royalty-free lease to

the International Organization for Standardization (ISO)

of his new patents, and with ports around the country

beginning to retool, a new era in shipping began with

containerization now nearly synonymous with inter-

modal transportation.

So what are ISO containers? There are many specialty types, but the most common are the 20’ and 40’ dry containers

that can be seen on American highways moving products from port to distribution center to market. Built out of steel or alu-

minum, these containers are ideal for moving high-value cargo or time sensitive consumer goods to market such as clothing or

bagged food products. Similar in appearance, 20’ and 40’ High Cube containers are one foot taller than a standard box, and

specialty containers can also be found with open tops, open sides, as well as equipment such as leak-proof lining, refrigeration

systems, and automobile lashing equipment.

Today, over 80% of non-bulk cargo moved worldwide travels by container on board a ship. Containers offer manufac-

turers and distributors a way to streamline their operations and cut costs by reducing shipping costs and decreasing handling

time for mass-produced goods. This means that October is generally the high water mark each year for container movements,

as the month reflects sales predictions for the end of year as retailers stock up for the holiday season. Correspondingly, one of

the largest hubs of worldwide container traffic is China; with six of the world’s ten largest container ports, China handled over

120 million of the world’s 473 million TEUs in 2009. So far in 2010, US containerized imports have grown nearly 15% compared

to 2009, with nearly 50% of those imports coming from China, according to the Journal of Commerce’s PIERS service.

So where do containers arrive in the United States? The largest container ports are on the West Coast, where ships from China, going on a great-circle route, can travel from East Asia and travel down the ports of the West Coast starting at Prince Rupert in Canada, and working their way past Los Angeles/Long Beach and to the Panama Canal. Ten years ago, over 85% of container trade destined for the major population centers on the East Coast offloaded on the West Coast and took inter-modal transportation across the country. Rising costs and labor uncertainty in Califor-nia has shifted those containers towards the Panama Canal. By 2005, the Canal handled over 40% of US East-Coast bound container traffic, and that number continues to grow.

Though the West Coast thrives on East Asian trade, on the Gulf, our sourcing is

Houston Pilots Elect New Presiding Officer In December, the Houston Pilots Association elected Captain Steve Conway their new Presiding Officer. New

Yorker by birth and Texan by choice, Captain Steve Conway grew up in a maritime family. As a youth he aspired to work

on the waterways like his father and both brothers. He began his career with Exxon Shipping working on tugboats, and

within six years he rose through the ranks working as a fleet supervisor and becoming a Captain. 14 years ago, Captain

Conway completed the multi-faceted screening process to become a Houston Pilot, and he will take the reins of the Hou-

ston Pilots Association from outgoing Presiding Officer Captain Tom Pace on January 1.

The leadership transition follows the Pilots movement to a brand new building constructed off of Highway 225

and Beltway 8. More than just a new office, the newly constructed site includes state of the art communications systems

that are designed to allow the USCG to establish a backup Vessel Traffic System site in the event of an emergency that

affects Coast Guard operations.

more diverse. With 15% from East Asia followed by 28% from the Caribbean, 13% from South America and 26% from Europe, the gulf is a diversified hub of trade that services the major population centers in the South and Midwest United States. For the Houston region, this is a good thing—over 70% of all containers bound for the Gulf Coast come to Houston. With over 1.2 million load-ed TEUs moving through the Port of Houston in 2009, the region easily eclipses the second place port—the Port of South Louisiana who moved only 222,000. Furthermore, Houston is a location for staging containers prior to movement handling over 500,000 empties last year.

Houston is the largest container port in the gulf. With diverse facilities, access to secondary infrastructure and benign business environment, the region represents stability, professionalism, and a business environment that prides itself on growth and customer service.—P. Seeba, GHPB

The US Department of Homeland Security’s Container Security Initiative is de-

signed to secure the nation’s supply chain by adding an extra layer of security, inspecting

containers before they have a chance to reach US soil. The CSI is part of the United

States’ ongoing efforts to increase the level of security in our nations ports and is in line

with programs such as the 24 hour rule, C-TPAT, Megaports, and the Secure Freight Initia-

tive.

Under the CSI, Customs and Border Protection teams work with local police in foreign ports to inspect container-

ized cargo moving to or through the United States. In addition to traditional methods such as dog teams and physical in-

spection, the CSI uses non-intrusive equipment such as gamma ray or X-ray machines, portable radiation detectors, and

radiation portal monitors to assess threats. Suspicious containers are flagged for further inspection and the teams work

as fast as possible to clear these teams assess the risks of each container and clear clean cargo. To build support with for-

eign governments, the program offers countries participating to set up reciprocal stations in major US ports to target in-

bound containers to their nation.

With four core elements including identifying high risk containers, screening containers before shipping, using

technology to screen without slowing trade movement,

and securing containers for easier identification in the

event of tampering, CPB is working to deter attempts for

concealed weapons and hazardous cargo to enter Ameri-

can ports.

In Europe, the Netherlands was the first country

to adopt the CSI and since 2002 have installed around for-

ty monitors to check outgoing cargo. Then-Ambassador Clifford Sobel commented that “The collaboration between Dutch

and US officials will help secure the global trading system.” With over 9 million containers a year moving through the Port

of Rotterdam, the early adoption of CSI by the Dutch encouraged other ports to sign on and now the CSI program is active

in more than 55 ports around the world, covering upwards of 85% of US container including ports in North and South

America, the Middle East, Africa, and Asia.

In 2008, the Government Accountability Office (GAO) wrote a report that detailed the work performed by the CSI.

Stating that examinations have increased however improved data collection and performance measures are needed, the

report highlighted both successes and challenges

faced by the program. Noting that the level of con-

tainers checked is continuing to rise, the report also

delves into issues such as the difficulty in maintaining

adequate staffing and training and the human capital

planning process. At the same time, the host gov-

ernments often place limits on the number of con-

tainers allowed to be examined so that the inspec-

tion process does not place what they consider to be

undue distress and delay on the shipping process.

CBP’s efforts and success in addressing their

operational challenges will be one of the

determining factors in the long term suc-

cess of the CSI program. –P. Seeba, GHPB 11

Container Security Initiative Security Abroad

Though he's now a captain of industry, Jerry Nagel started at 18 working in a bag gang loading

ships in the Port of New Orleans. Working weekends and summers, he graduated in 1970 from Louisi-

ana State University in Baton Rouge with a major in transportation economics, and began work with

Furness Withy, a shipping agent out of New Orleans.

Beginning as a trainee, Jerry spent the first year learning every aspect of the business-

representing the first full container service in the Gulf of Mexico, Jerry learned to keep track of con-

tainers, developing new methodologies and systems to go along with the new mode of moving cargo.

This was at a time when the modern infrastructure necessary for container movement didn't yet exist

so containers had to be moved with barge mounted derricks normally used for heavy-lift cargo, but

Jerry spent the decade moving containers and helping to lay the foundation for the modern container

industry.

Before joining Rickmers in 2004, Jerry worked for Dalton Steamship Company as their vice

president of liner services, for E.S. Binnings as an Executive Vice President, Inchcape as Line Manager, and Foster Wheeler as a Traffic

Manager. Working in such a variety of fields-stevedoring, carriers, agency, terminals, warehousing and trucking- for many years allows

Jerry to better manage the carrier Rickmers because, in his own words, "It's all about perspective. When you see the other side of the

equation, you know where all the hot buttons are and can provide answers and consistent service." One particular piece of cargo stands

out in his mind both because of the size and the timing. Within a month of starting at Foster Wheeler, Jerry was called upon to submit a

transportation plan and budget to move a 1,500 ton pressure vessel from Japan to Texas. Though the size and scope of the project was

astounding, within 18 months, the project was complete-under budget.

With forty years of experience in the industry, Jerry is a spokesman both for the maritime community and for the region. Speak-

ing to the American Association of Port Authorities at their convention in Galveston, Jerry pointed to Texas on the large US map projected

on the wall. "I've got to say, when it comes to oversize and heavy lift break-bulk cargo, we're the best in the country-you can't compete

with the business environment here in Texas." Moving down the map, brows furrowed as Jerry continued, "Now heading east along the

gulf coast, you get decreasing levels of competence-until you hit about Savannah/Charleston- then as you travel North, you get increasing

levels of incompetence. Same story on the west coast-Seattle/Tacoma/Portland, they're pretty good... but the level of difficulty just in-

creases as you head south towards LA." This competency referred to infrastructure, geography and physical expertise. When he finished

his discussion, Jerry was surprised as the port directors from several ports came up to him. "They asked me for a copy of the presenta-

tion" he recalls, "They told me they wanted to show it to their people back home and start making improvements."

In addition to his work at Rickmers, Jerry is an indefatigable advocate of maritime education. "We have a knowledge vacuum in

this industry-not the people who are working today, but we don't yet have a strong enough educational process to bring new people into

the industry." Just like his work at Rickmers, Jerry isn't afraid to roll up his sleeves and put in the work necessary to accomplish the job.

Working with the Center for Logistics and Transportation Policy at the University of Houston, Jerry speaks to classes about moving cargo

and careers in the logistics and transportation industries while at the same time working with the school administration to move the pro-

gram forward. He also works to develop area maritime high schools: "We work with the kids and show them what our industry is about-

for example, once a year we bring them on board a Rickmers ship so they get a taste of what goes on along the waterfront."

In addition to his work as a director of the Greater Houston Port Bureau, Jerry is active as the chairman of the Breakbulk Institute Board of Advisors, a newly nominated director of the West Gulf Maritime Association, the University of Houston Center for Logistics and Transportation Policy Industry Advisory Board, an Editorial Advisory Board member for Breakbulk Magazine, a trustee of the Houston Maritime Museum, and a member of both the Houston Propeller Club and has participated with the Port of Houston High School Curricu-lum Advisory Board. He and his wife Linda reside in Spring, TX where he stays active in community organizations having formerly been

involved with the Boy Scouts and Little League baseball.

With over 175 years of experience, Rickmers-Linie, provides a world-wide network of liner services for the transportation of breakbulk, heavy lift, and project cargos such as transformers, gen-erators, railway locomotives, brewery tanks and yachts. Owning 9 vessels, and holding long-term charters to 4 more, Rickmers sails over 200 voyages a year including 50-60 through the Port of Houston. Rickmers is dedicated to providing exceptionally high quality and relia-ble transportation services using tailor made innovative and efficient solutions to create lasting values for customers, employees, and shareholders.

Spotlight on Jerry Nagel President—Rickmers-Linie (Americas)

12

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Upcoming Events at the Port Bureau

January 11 Commerce Club Luncheon Brady’s Landing Restaurant Captain Steven Conway, Houston Pilots Association

April 27-May 1 Specialized Coffee Association of America Exposition George R. Brown Convention Center June 6-9 Joint Harbor Safety & AMSC Conference Hilton of the Americas Hotel & Conference Center August 20 82nd Annual GHPB Dinner & Silent Auction Houstonian Hotel

November 7 Captain’s Cup Golf Tournament

Reaching 3000+

Professionals in the

Houston Port Re-

gion, contact the

Port Bureau at

(713) 678 4300, or

pseeba@txgulf.org

to arrange for ei-

ther 1/6 page, 1/2

page, full page, or

back cover adver-

tisements.

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