You’ve been travelling to many ports globally. What is your assessment of the scenario in India?

Over the last decade, India has made remarkable progress. Large infrastructure projects have been completed, and connectivity, especially road connectivity in Mumbai, has improved significantly. Infrastructure is the backbone of logistics, and it’s clear India has focused strongly on that. However, the next phase must be about integration — stronger rail networks, multimodal connectivity, digital systems and hinterland efficiency.

How do Indian ports compare with global peers like the Port of Hamburg?

Hamburg is a mature port embedded in a highly standardised European logistics system. Ports like Jawaharlal Nehru Port and Chennai have scale and ambition, and they are improving rapidly. But there is still room for improvement, especially in rail modal share, process standardisation, and digital integration. India has the potential. Now it is about execution and prioritisation.

India has a unique mix of government-run ports and private operators. How do you see this?

I don’t see this as a weakness at all. In fact, it can be a strength. Globally, many ports operate under landlord models, where private operators run terminals while public authorities manage infrastructure. Take Mundra port in Gujarat, for example. It demonstrates how private-led development can be highly efficient. But, at the end of the day, success depends on the entire maritime logistics ecosystem — hinterland connectivity, dry ports, rail corridors and government alignment. Ownership structure matters less than ecosystem performance.

Where do you see the biggest gaps?

Rail connectivity is one area that needs a lot of improvement. In Germany, rail becomes competitive beyond 150 km. In India, I understand it is viable only beyond 500 km. Increasing rail share would improve resilience and sustainability. Second is prioritisation. Indian ports often have many ambitious ideas at once. Leading global ports typically focus on three strategic priorities, execute them within 12–24 months, and then move to the next set. Third, digital standards — even small differences such as how ports define ‘estimated time of arrival’ can create inefficiencies. Harmonisation is key.

You also visited cruise terminals. How do you view that segment?

I was impressed by the new cruise infrastructure in India, compared to what existed earlier. But cruise success is not only about building a terminal.

It requires an ecosystem — route planning, market positioning, business development and service standards. India has a growing middle class and a young population, which makes this an interesting market. But the product must be clearly defined — luxury, mass market or hybrid — and aligned with customer expectations.

What are green and digital corridors? What do they mean in practical terms?

It means cooperation between ports on alternative fuels, shore power systems, standardised safety protocols and digital data exchange. With Ennarasu Karunesan as our IAPH Regional Director, over the past four years, Indian ports have been actively engaging with the IAPH, marking a significant step towards global integration. If Hamburg and Indian ports collaborate on a green and digital corridor, it would involve standardised bunkering procedures, compatible IT systems and shared safety training standards.

How important is workforce development in this transformation?

Extremely important. Digital transformation is not about replacing people — it’s about empowering them. If we move toward LNG, hydrogen or ammonia-fuelled vessels, port workers and seafarers must be trained under global standards. Safety, emergency protocols and operational handling must be aligned internationally.

How have the geopolitical disruptions affected ports globally?

Ports are adaptable by nature. Storms, canal blockages and geopolitical tensions have always existed.

The real challenge is uncertainty. Investors hesitate when trade routes are unpredictable. Strong, resilient ports provide stability in such times. In fact, global trade supports global peace — and ports are the enablers of global trade.

With the progress in the India–EU trade agreement, what opportunities do you see for ports?

The expectation is that exports between Europe and India will increase significantly. That is a major opportunity for ports. However, balanced trade is crucial.

Empty containers are inefficient. Sustainable trade corridors require cargo flows in both directions. If managed well, this agreement can strengthen long-term maritime cooperation.

How long before an Indian port joins the ‘big league’?

India certainly has the potential. The key factors will be focus, KPI-driven management, transparency and international standard alignment... if there is a strong “alliance of willingness”.