You took charge as the Chairman of Chittagong Port Authority on August 11, 2024. What was your main priority after taking office?

From the moment I assumed responsibility, my goal was to make Chittagong Port efficient, dynamic, and user-friendly. To achieve this, we implemented various development plans and initiatives. Within a year, the benefits have become visible. Today, Chittagong Port has emerged as one of the most modern ports in South Asia.

How much have the port’s development indicators changed in a year?

All indicators are trending upward. The turnaround time for container vessels, which was 2.81 days in August 2024, has dropped to 2.66 days in August 2025. Waiting time has decreased from 4.91 days to 3.56 days. Currently, many vessels have a waiting time of less than two days. Dual time has also decreased. This has resulted in significant foreign currency savings. The daily cost of a ship’s additional stay, which was about $15,000, has now been reduced.

There is a heated debate in the country over appointing foreign operators for investment and management at Bangladesh’s main seaport. The government has nearly finalized the process for appointing a foreign operator at the NCIT. Beyond that, work is underway to appoint foreign operators to build and manage three additional terminals at the port. Various professionals, labor organizations, and even political circles have widely discussed and criticized the NCIT plan. Their argument is that the port has already spent nearly BDT 30 billion on the jetty and modern equipment.

The main equipment here (gantry crane) will remain operational for another 20–22 years. So no major new investment is needed over the next two decades. What is your comment on this?

When we speak with the business community, they clearly indicate that due to changes in the U.S. tariff structure, they are already receiving a significant number of new orders. As a result, import pressure will rise within the next six months. Export cargo handling will also face substantial pressure within a year. In this situation, foreign operators will manage terminals according to global standards. If we try to achieve that level locally, it would take years. But global operators implement their best practices from day one. The biggest advantage is that these international operators work directly with the world’s leading shipping companies. For example, at the Patenga Container Terminal (PCT), we have seen them working with Maersk Line, the world’s second-largest shipping company. As a result, foreign operators managing terminals in Bangladesh will not only improve port efficiency but also attract major international investors to bring capital here.

Bangladesh’s ports saw their first private-sector foreign investment through Saudi Arabia’s Red Sea Gateway Terminal (RSGT). Operations under this foreign operator at Chittagong’s Patenga Container Terminal began 14 months ago. How do you evaluate their performance during this period?

This is the first terminal in Bangladesh granted for long-term operation under a public-private partnership (PPP). One point must be clarified: the agreement we signed with RSGT on May 16 last year includes a two-year grace period for their preparation. The gantry cranes they brought from abroad had to be customized for the Patenga Terminal, which naturally takes two years. It wasn’t just the equipment; administrative and technical matters such as obtaining bond licenses and installing scanners also had to be addressed. We took the initiative to advance the scanner installation ourselves. As a result, import containers can now be cleared directly from ships.

Currently, they are preparing the South Container Yard, and the equipment for it has already arrived. Once the yard is fully ready, delivery will be much easier, and existing complications will be resolved. At the same time, the CFS there is being relocated. Cargo trucks will be able to enter from one side and exit from the other, making terminal operations much more organized. We expect that by May, RSGT will be operating the terminal at full capacity. They have formally communicated the same to us.

However, if they do not reach full capacity after May, there will be a valid reason for criticism. In my view, patience is essential at this moment. They have invested here for business purposes. The more their business grows, the more Chittagong Port will benefit.

Can you update us on the current status of the Bay Terminal and Matarbari projects?

PSA Singapore and DP World are working as PPP partners on the construction of Bay Terminal’s Container Terminal–1 and 2. The project’s Detailed Project Proposal (DPP) has been approved by the Cabinet Committee on Economic Affairs. The World Bank has allocated $650 million for this project.

For the Matarbari deep-sea port project, under Package-1, contracts have already been signed with Japanese firms Penta-Ocean Construction Company and TOA Corporation to build two jetties. I would call this a landmark event in the history of sea-centered development in the country.

Additionally, for the Laldia Terminal project, IFC was appointed as a transaction advisor. They have submitted technical and financial reports, and negotiations are now underway based on these reports.

Recently, a direct Karachi–Chittagong route has been launched. How significant is this?

Previously, to trade with Pakistan, ships had to pass through Singapore or Colombo. With the direct Karachi route, both cost and time are reduced. A ship has already arrived at Chittagong Port via Karachi from Dubai. Direct connections with Europe and the United States are also increasing.

What is the current picture of Chittagong Port’s financial savings?

Chittagong Port currently has BDT 78.45 billion deposited in various banks as FDRs. There are several examples of financial savings. For instance, nearly BDT 47.97 billion was saved in land arrangements for the Bay Terminal. We were able to reduce the interest rate on the World Bank’s $650 million loan from 6 percent to 1 percent, resulting in savings of BDT 68.11 billion. In the initial stage of negotiations for the Laldia project, BDT 25 billion in savings was already secured.

In the recently concluded fiscal year, Chittagong Port set a record for container and cargo handling. What factors do you think contributed to this?

In the 2024–25 fiscal year, the port handled 130 million tons of cargo, 6.7 percent more than the previous year. Container handling crossed 3.29 million TEUs, a growth of over 4 percent, the highest in the past 48 years. This record is the result of infrastructure development, operational efficiency, and transparent management.

There have long been complaints about auctionable goods lying idle for years. What steps have you taken to remove containers and vehicles that have been sitting in the port for a long time?

So far, 129 TEUs of destructible goods have been destroyed, and 248 TEUs have been sold at auction. We have removed 397 vehicles that had been in the yard for nearly 20 years. The removal of nearly 10,000 auctionable TEU containers is currently underway. This has freed up yard space and accelerated operations.

How have you ensured transparency and accountability in port management?

We have strictly adhered to PPR regulations in every procurement. This has increased competition and saved the government thousands of crores of taka. The previous syndicate has been dismantled. Chittagong Port is now an arena for open competition. The successes we have achieved in less than a year have even sparked envy among some vested interests. They are conspiring to hinder the country’s progress, and deliberate misinformation has been spread through various channels.

How much has Chittagong Port’s international reputation improved?

Our agreements and ongoing projects with the World Bank and JICA have created a positive image internationally. Recently, the port’s handling performance and revenue generation were praised on the Verified Facebook page of the Chief Adviser. We believe this will serve as motivation for us. Looking ahead, our main goals are to further enhance Chittagong Port’s efficiency, develop it as a regional transshipment hub, and ensure world-class services.