From Smog to Solutions

How a strategic policy shift built a global movement for cleaner ports

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Inspiration Stories

Image by Studio Superaarde with Midjourney

Powering through the smog

In the early 2000s, public concerns about air quality in the Los Angeles basin reached a critical point. The Port of Los Angeles, one of the world’s busiest container ports, was a major contributor to the problem, with docked ships running their auxiliary engines for days on end, spewing out pollutants that choked the air. This crisis led to the development of innovative solutions to address environmental impacts.

The groundwork for change began during Mayor James Hahn’s administration in 2001 with the introduction of the No Net Emission Increase (NNEI) policy, which aimed to curb emissions from port activities. This initiative laid the foundation for the Alternative Maritime Power (AMP) program, which allowed ships to connect to shore-side electrical power instead of relying on diesel engines.

Later, Geraldine Knatz, hired by Mayor Antonio Villaraigosa as the first female executive director of the Port of Los Angeles, played a crucial role in accelerating these efforts. Tasked with reducing emissions from shipping operations, she faced an uphill battle. Shipping companies' concerns were related to the cost of retrofitting vessels for shore power, the lack of an international standard, and the higher price of electrical power. Terminal operators hesitated to invest in the necessary infrastructure. Regulators, while concerned, struggled to enforce meaningful change without derailing port operations.

Knatz knew that conventional approaches, such as appealing to corporate responsibility or waiting for voluntary compliance, would take too long. She needed a leverage point—one decisive move that could shift the entire system.

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A policy shift that changed the game

The unexpected solution didn’t come from new laws or stricter enforcement—it was already hidden in the land lease agreements between the Port Authority and terminal operators.

Geraldine Knatz and her team realized that these agreements gave the port the power to require environmental improvements as a condition for operating on-site. Instead of fighting industry-wide battles, they worked together with the local community, local legislators and industry partners. She proactively organized community engagement, enabling them to exert pressure on the legislator, the port itself and the industry partners. And she renegotiated the lease agreements to mandate shore power infrastructure. Economic incentives and funding (the port funded the infrastructure development) complemented this approach. This set the direction for terminals and shipping companies to collaborate without having to wait for federal regulations.

This proactive and synchronized combination of community, legal and regulatory maneuvers transformed shore power from an optional environmental initiative into a business necessity. Securing funding and economic incentives made it a viable option. If terminal operators and shipping companies wanted to continue operating in Los Angeles, they had to invest.

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Shifting the wider system

By the time the California Air Resources Board enacted their “At Berth Regulation” in 2014, the impact was significant. The Port of Los Angeles had invested $180 million to equip 25 container and cruise berths with shore power capabilities. The results were staggering: Up to 95% reduction in emissions of diesel particulate matter, nitrogen oxides, and sulfur oxides per vessel call. By 2020, more than 70% of container and cruise ships docking at the port were using shore power, far exceeding regulatory requirements.

The Natural Resources Defense Council (NRDC) played an instrumental role in advocating for cleaner port operations during this period. Their legal actions against polluting practices helped push forward environmental improvements at ports like Los Angeles. Community organizations also contributed significantly by lobbying for stricter policies and funding initiatives.

But perhaps the most notable shift wasn’t in Los Angeles—it was in Europe. As port officials worldwide observed the success of the AMP program, European ports began adopting similar lease-based regulations, fast-tracking the transition to shore power. What started as a local intervention became a global catalyst for reducing emissions across the maritime industry.

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Smooth sailing – key leadership lessons

The shore power initiative in Los Angeles provides several key leadership insights for driving systemic change:

Identify critical leverage points: Geraldine Knatz and her team recognized the port as a significant contributor to air pollution and targeted it for change. Interventions at multiple leverage points around this topic—public pressure, municipal policy, port operations, and regulatory frameworks—overcame initial resistance and led to transformative change.
Stand firm against resistance: Despite initial pushback from stakeholders, leaders remained committed to their goals. Persistence can be a powerful force in environmental policy-making.‍
Demonstrate tangible benefits: Showcasing substantial emissions reductions (up to 95% per vessel) helped build support over time. Leaders who are attempting something unpopular should always keep track of positive outcomes to help galvanize support further down the line.‍
Think globally, act locally: Local actions in Los Angeles contributed to faster adoption of shore power in European ports. Instead of attempting to change the rules for all global ports, Los Angeles allowed itself to become an example for wider global change.

The adoption of shore power in Los Angeles serves as a compelling example of how strategic use of leverage points can drive systemic change in complex environments. It demonstrates how creative local actions can have global impacts in the fight against climate change and air pollution.

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