From Kobe to the Bay of Bengal: Port diplomacy and net-zero goals are driving Chittagong Port’s next leap

When I travelled to Kobe, Japan, to attend the 2025 World Ports Conference of the International Association of Ports and Harbours (IAPH) from 7 to 10 October, my objective was clear: to turn dialogue into partnership and to position Bangladesh's maritime sector for its next leap.

The event brought together the world's leading port authorities, and for us it was an opportunity to place Chittagong Port firmly within the network that shapes global shipping policy.

I was honoured to represent Bangladesh at a time when the Honourable Chief Adviser of the Interim Government, Nobel Laureate Dr Muhammad Yunus, has placed exceptional emphasis on maritime development. His administration recognises that the Bay of Bengal is not only our strategic frontier but also the anchor of Bangladesh's future growth.

The government's commitment to expanding Chittagong Port's capacity and modernising its logistics reflects a broader national vision: to make maritime efficiency central to economic renewal.

Connecting Bangladesh to global trade

In meetings with Jens Meier, Chief Executive of the Hamburg Port Authority, and senior Japanese officials, I proposed launching direct shipping routes linking Bangladesh with Europe and Japan. These services would reduce transit times, lower costs, and give our exporters stable schedules in increasingly uncertain markets.

Jens Meier expressed his commitment to promoting sustainable end-to-end logistics between Chittagong Port and Hamburg through the support of the German Trade Promotion Council, while Japanese authorities showed strong interest in ensuring commercial viability from the outset.

During the conference, I also met Dr Patrick Verhoeven, Managing Director of the IAPH, to discuss Chittagong Port's development priorities and its growing international profile. Our exchange confirmed that Bangladesh is now seen not as a follower but as a constructive voice in global maritime governance.

Why Kobe 2025 mattered

The Kobe conference came at a turning point for global trade. Sessions focused on how ports can adapt to geopolitical uncertainty, energy transition, and digital disruption. For Chittagong, the lessons were immediate.

First, trade volatility is now structural; flexibility must be built into planning. Second, the decarbonisation of shipping is accelerating and will reshape investment choices. Third, cyber resilience has become essential to national economic security. These insights directly inform our reform agenda at the Chittagong Port Authority as we prepare for the next phase of global integration.

Rising through performance

The momentum is already visible at home. Chittagong Port is now handling a record number of containers, reflecting a surge in both exports and imports as Bangladesh's industrial base expands. Each month we are breaking previous throughput records—a sign of growing global confidence in Bangladesh's logistics network. This growth challenges us to match physical capacity with technological and procedural efficiency.

To sustain this trajectory, we are upgrading terminals, improving vessel turnaround times, and introducing advanced data systems that track cargo flow in real time. To remain competitive, relevant, and sustainable, Chittagong Port is fully committed to adopting global best practices in maritime trade and logistics corridors. Our immediate priority is to translate operational success into strategic influence within the global port community.

Strengthening Bangladesh's voice in the IAPH

The IAPH plays a decisive role in shaping international standards for ports worldwide. Its Annual General Meeting elects the Board of Directors that guides research, policy, and technical development. Active participation in this process enables Bangladesh to help set the global agenda rather than merely respond to it.

By nominating candidates, contributing to technical working groups, and presenting our own case studies—such as digital yard management and cyclone-resilience systems—we can ensure that the realities of developing maritime nations are reflected in international policymaking.

Navigating the net-zero transition

Kobe placed strong emphasis on the global march toward net-zero emissions. Investors and regulators now expect ports to demonstrate measurable environmental progress.

At Chittagong Port, we are planning this transition in phases. The first stage will establish "energy-ready" berths, efficient power management, and upgraded safety infrastructure. Later phases will enable the handling of cleaner fuels such as green methanol, green ammonia, and liquefied natural gas. Our goal is to quantify benefits such as reduced downtime during storms, faster adoption of shore power, and resilient restart capacity after cyclones, ensuring that environmental commitment translates into tangible financial credibility.

Digitalisation and cyber security

Modern ports are increasingly defined by software rather than concrete. Automation brings productivity gains but heightens vulnerability to cyber threats.

Our approach integrates cyber security into every new system—from yard telemetry to customs data exchange. Through IAPH networks, we will conduct joint simulation exercises with partner ports to strengthen preparedness. Terminal operators that meet higher security benchmarks will receive operational incentives. These steps will reduce risk, ensure continuity, and lower insurance costs for trade partners.

Data-driven efficiency

The World Bank's updated Port Reform Toolkit and the 2025 Container Port Performance Index, both introduced at Kobe, reaffirmed that data is now the cornerstone of port competitiveness.

Instead of expanding terminals prematurely, we aim to enhance "capacity without concrete" by optimising logistics and eliminating idle time. A digital, AI-based tracking and monitoring dashboard for cargo and truck/train movements will soon display key indicators such as crane moves and vessel punctuality. Linking these metrics to contractual incentives will align private and public interests, ensuring steady improvement.

Learning and sharing global best practice

To stay ahead, Bangladesh must both learn from and contribute to international experience. Our plans include placing Bangladeshi engineers in IAPH working groups on digitalisation, workforce development, and climate adaptation. We will also highlight our cyclone-management and yard-drainage innovations in future IAPH Sustainability Awards and expand sister-port partnerships to facilitate staff exchanges. Each initiative strengthens our presence in the ecosystem that defines future maritime standards.

Direct routes to Hamburg and Japan

Direct services remain central to our strategy. A Chittagong–Hamburg route, supported by German trade-promotion mechanisms, would reduce dependence on transhipment hubs and stabilise schedules. The planned Chittagong–Japan connection would open high-value markets for apparel, leather, and light-engineering exports while shortening delivery times and lowering emissions.

We will move ahead through a joint task force aligning customs, logistics, and reefer schedules. Pilot voyages with anchor shippers will demonstrate reliability, attracting further carriers and investors. Together, these links form a dual-hub model that diversifies Bangladesh's trade and strengthens its resilience against global shocks.

Financing and customer focus

Kobe underlined that credible finance drives every sustainability plan. Chittagong Port will adopt an "energy-hub" model where industrial demand and clean-fuel bunkering coexist, ensuring economic viability from day one. Blended finance, clear regulation, and anchor-tenant agreements will be key.

Equally, we must view our port through our customers' eyes. Cargo owners and shipping lines seek reliability, transparency, and genuine environmental responsibility. Our digital reforms and sustainability investments aim to meet these expectations—building trust that converts into long-term commercial partnerships.

Looking Ahead

Chittagong Port's engagement in Kobe signalled that Bangladesh is ready to lead, not follow, in the maritime world. Under Dr Yunus's vision for a modern, outward-looking economy, maritime development is central to national strategy. Our task is to translate that vision into performance—through data-driven efficiency, net-zero readiness, and cyber resilience—while forging new sea bridges to Europe and Japan.

Ports advance through deliberate planning, not inertia. The course we set in Kobe, backed by national commitment and record operational growth, demonstrates that Bangladesh's maritime future is already taking shape. The Bay of Bengal is no longer a frontier—it is our pathway to global partnership and sustained prosperity.

Rear Admiral S M Moniruzzaman, OSP, ndc, ncc, psc is the Chairman of Chittagong Port Authority.

Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the opinions and views of The Business Standard.