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Leaders from Virginia’s maritime sector share their views on offshore wind, supply-chain challenges, workforce recruitment and other factors impacting the industry.
JEREMY BRIDGES
President and chief negotiator, Hampton Roads Shipping Association
Norfolk
VB: You were vice president of labor relations for CMA CGM. What labor issues do you see arising in the next few years, especially in Hampton Roads?
Bridges: The global labor movement is more organized and energized than in decades. Like many places worldwide, Hampton Roads will see workers seeking significant increases in wages, benefits, protections against technology, and improvements to the quality of life to further solidify longshore work as some of the best blue-collar work in the commonwealth.
VB: How will the burgeoning offshore wind industry change the shipping industry?
Bridges: Specifically for HRSA, the unloading, loading and assembly of windmill components at Portsmouth Marine Terminal translates to more work for our International Longshoreman’s Association workforce. This also includes opportunities for workforce skills expansion and training on new methods of operation and new cargo-handling equipment. My vision for the Hampton Roads Shipping Association is to be a modern organization with the most skilled and best-trained workforce on the East Coast; offshore wind operations provide another avenue to reaching that goal. Moreover, diversifying the cargo mix and types of operations in the Port of Virginia adds benefits to the Hampton Roads maritime community as we are better trained and more skilled, improving the value proposition to the existing and prospective shipping lines calling our port.
VB: What’s one thing that would really change the maritime industry in the next five years?
Bridges: The proliferation of artificial intelligence will undoubtedly be a big part of the industry conversation over the next five years. Getting it right in this space is of the utmost importance. There are a variety of potential shipping industry applications, affecting a wide range of things from a regulatory standpoint, workforce management, training and operations. Finding a fair and responsible way to incorporate this while bringing our union partners along is critical to our collective success.
CAPT. JANET DAYS
Commander, Naval Station Norfolk
Norfolk
VB: In addition to military personnel, you have more than 50,000 civilian employees at the base. What’s the biggest challenge in hiring and retaining qualified civilians?
Days: One of the biggest challenges which I am certain even the civilian sector faces is remaining competitive in an environment with limited resources. Individuals have choices, and we have to be certain we are adequately compensating them and offering positions with growth potential. I think the best way we can help mitigate any hiring or retention issues is to ensure our employees feel valued and also provide them a path forward so they can continue to grow within our organizations.
VB: What do you think is important in keeping the Navy and the larger community connected?
Days: I think it is all about access. It is so important for our local community members to know and understand what occurs on Naval Station Norfolk and all our other Hampton Roads installations. One way we try to provide this access is opening our gates to Norfolk and Portsmouth public school districts for STEM Day and to the general public for Fleet Fest each year.
There is nothing like seeing firsthand the amazing work our sailors and civilians do on a daily basis. This certainly may inspire them to fill roles in the military, our civilian jobs or other maritime jobs in the region. Everyone can mark their calendars now for Fleet Fest 2024, which will take place on Oct. 19.
VB: What is one thing that you think will challenge or benefit the base in the next five years?
Days: Along the theme of community engagement/outreach, I think just continuing to foster the community relationships is going to be imperative. There are so many mutually beneficial partnerships that the installation and community can initiate or continue. I believe that is going to be hugely beneficial.
JAMES DURFEE
Vice president of business transformation, Riverside Logistics
Richmond
VB: What’s the biggest misconception about supply chain issues?
Durfee: The shipping community seems to have a short memory and forgets that everything that is currently happening has happened before. Another misconception I run across repeatedly is that the dynamics of one market apply to all markets; they don’t.
VB: You’ve spent more than 30 years in the logistics and supply chain industry. How have you seen the industry change?
Durfee: Technology. At Penn State, my alma mater, the business logistics school didn’t require computer science as a class. In today’s world, technology is the key to almost everything in the supply chain. Another area of change is the quality of people in the field. Early on, people with degrees in logistics were few and far between; most came from other disciplines and just fell into supply chain roles. Now most come from supply chain curriculums right into our space. That’s a good thing!
VB: When you taught at the University of Richmond, what lessons did you pass along to your students that would be valuable to others interested in logistics careers?
Durfee: First, logistics has a broad application across our economy. Roughly 10% of the United States’ gross domestic product is spent on logistics-related stuff. Logistics permeates the entire economy. That means there are a lot of great roles out there for logistics majors, and these roles are impactful to the companies hiring them. The width and breadth of those roles is phenomenal. You can easily find a niche that makes the most of your skill set. The other thing is that the environment has changed dramatically from highly regulated (public) to highly deregulated (private) over the years, which has also created many opportunities for logistics students.
WILL FEDIW
Senior vice president, Virginia Maritime Association
Norfolk
VB: The past four years has been a busy and rocky time with the pandemic and supply chain problems. Have you had to adjust your priorities based on VMA members’ needs?
Fediw: I would say that regardless of what’s happening around the globe or in the market, their overall needs remain the same — being better connected, better represented and better informed about what’s going on so that they can adapt and capitalize on any given situation. Recent years and disruptions have validated the need for a trusted, longstanding association that can pivot quickly and educate decision-makers on threats and opportunities.
VB: What is your view on the proposed Southwest Virginia inland port promoted by state legislators from the region?
Fediw: Over the past several years we’ve successfully advocated for multimillion-dollar investments from the commonwealth for dredging and terminal infrastructure projects, ensuring that our port can receive the largest vessels in the world and service them quickly and efficiently.
Another area of focus is “outside the gate,” ensuring that cargo can quickly transit inland to the market. The key stakeholders involved in the potential inland port in Southwest Virginia are thoughtfully planning to ensure that the timing and market conditions are there for a successful investment. Overall, it has the potential to open new capacity and fluidity to better serve and attract port customers and adjacent economic development.
VB: How did the cancellation of Siemens Gamesa’s blade production plant in Portsmouth affect Hampton Roads’ prospects as a wind energy hub?
Fediw: While it was disappointing to see the blade facility cancellation, the market continues to demonstrate that we’re the premier offshore wind hub for the central Atlantic region. There are several major investments in the works that could bring new offshore wind-related manufacturing capabilities to our region that are independent of any specific offshore wind project, further validating that Virginia is a strategic area to expand and grow because of who we are as a state and what we have to offer.
TRACY GREGORIO
CEO, G2 Ops; assistant treasurer, Virginia Maritime Association board
Virginia Beach
VB: Obviously, military cybersecurity is a major issue these days — what has been the biggest challenge for G2 Ops so far, and what do you anticipate will be a major factor in the future?
Gregorio: Securing adequate funding and resources through a federal defense authorization bill is crucial for cybersecurity. Without it, we’re not just pausing but losing ground against unseen cyberthreats. Timely financial support is essential to stay ahead. Temporary funding measures also disrupt contract management and the deployment of sophisticated technical solutions.
VB: You’re also the cybersecurity committee chair of the Virginia Ship Repair Association. How significant is the Biden administration’s cybersecurity executive order regarding Chinese-made shipping cranes?
Gregorio: The Biden administration’s order on Chinese cranes highlights the need for secure supply chains and infrastructure. At the Virginia Ship Repair Association, we’re guiding members to protect data and operational technology. Cultivating a culture of cybersecurity awareness at all organizational levels is our goal.
VB: A lot of maritime businesses in Virginia are working hard to hire and retain skilled employees. How is it going for your business, and where are your employees coming from?
Gregorio: Our success lies in fostering innovation, continuous learning and development. Our team, comprising cybersecurity, engineering, cloud technology and AI experts, comes from veterans, local talent and college recruits. This keeps us technologically advanced.
VB: Where do you hope to see G2 Ops in the next 10 years?
Gregorio: G2 Ops aims to lead in securing maritime operations globally, expanding our cloud computing, cybersecurity, AI and digital engineering leadership. We’re focused on delivering cost-effective, timely and high-performance solutions. Investing in technology and strengthening partnerships, we aim to be the preferred partner for secure, advanced maritime operations.
MIKE HOPKINS
Managing director, Fairwinds Landing
Norfolk
VB: Siemens Gamesa canceled its $200 million project in Portsmouth, and expenses are growing in the U.S. offshore wind industry. How does Hampton Roads become an offshore wind hub in this environment?
Hopkins: Perseverance and focus. Offshore wind in the United States is a nascent industry starting out on the heels of a pandemic. There will be challenges and delays we must overcome because the need for renewable sources of electricity will only increase. Hampton Roads has many long-term competitive advantages over other East Coast locations to attract offshore wind companies seeking robust port infrastructure, which is in short supply and high demand.
Hampton Roads has a strong maritime workforce, a central location with deep water and no air draft restrictions, large existing terminals that are being upgraded more economically than competing ports, and a great quality of life. In a long-term, apples-to-apples comparison, Hampton Roads is a hands-down better value for offshore wind companies. Hampton Roads must play to its strengths and continue to drive collaboratively towards its objective of being an offshore wind hub.
VB: What is Fairwinds Landing’s role in the logistics, shipbuilding and offshore wind industries, and where do you see it in five years?
Hopkins: Fairwinds Landing’s role is to provide a robust, multifunction marine terminal to enable growth in key pillars of the Hampton Roads economy — shipbuilding, offshore wind and waterborne logistics. In five years, Fairwinds Landing will be a fully rebuilt facility for bustling maritime operations employing hundreds of local residents with good-paying jobs.
Fairwinds Landing will be contributing to national security by expanding the shipbuilding industrial base for nuclear aircraft carriers. Fairwinds Landing will be promoting renewable energy by providing a long-term home for offshore wind maintenance operations and manufacturing. And Fairwinds Landing will be supporting efficient supply chains for heavy lift and project cargoes. Simply put, Fairwinds Landing will be looking like an ideal location for maritime companies seeking great waterfront infrastructure to grow their businesses.