July 25, 2025
By Nick Behan
Doug Bannister brings a wealth of experience to his role as CEO of the Port of Dover, a nationally critical gateway for UK trade and travel. From the transformative impact of containerisation to the port’s pioneering sustainability agenda, Doug shares his insights on the biggest challenges and opportunities shaping the future of transportation and why a focus on digital transformation and resilience is central to building a more efficient, sustainable sector.
Looking back, what’s been the most transformative change in the sector and how has it shaped operations today?
One of the most transformative changes I’ve seen is the impact of containerisation on global supply chains and the speed at which it has enabled demand fulfilment. The ability to order almost anything online and have it delivered the next day is nothing short of extraordinary.
But what continues to surprise me is that despite transportation’s critical role in our economy and society, it’s often invisible. We only really notice it when it isn’t working, during Covid, for example, or when there are disruptions in places like Dover or Heathrow. It’s a reminder of the scale and importance of the work we do every day, often out of sight but essential to everyone’s lives.
What’s the biggest sustainability challenge in your area of the sector, and how is your organisation responding - through innovation, policy, or operations?
At the Port of Dover, we set an ambitious goal in 2022 to achieve net zero carbon emissions from our operations by 2025, five years ahead of other UK ports. We’re making real progress, with carbon emissions from our operations already reduced by 98% since 2007. This includes switching landside equipment and marine vessels to HVO fuel.
Beyond our own operations, we’re pushing forward the concept of a green shipping corridor between Dover and France, working with partners to electrify short-sea shipping. The challenge now lies in scaling up, ensuring that as we green the port, we’re also driving the wider decarbonisation of UK supply chains.
How do you balance commercial performance with the long-term imperative to become a more sustainable business, and where do you feel the biggest trade-offs or opportunities lie?
For us, these aren’t opposing goals, they’re part of the same vision. As a trust port, we have no shareholders. All the cash we generate goes straight back into the port, into investing in the infrastructure, in serving our customers, and supporting the community around us.
In our ‘Port 2050 Master Plan’, we took a deep dive into climate change and how it affects our statutory duty to administer, maintain, and improve the port. We looked at everything from decarbonising our supply chains to managing sea level rise and adapting to changing travel patterns. Balancing financial returns with social and environmental value isn’t a trade-off, it’s what ensures our long-term resilience and relevance.
Where is AI already making an impact, and what excites or concerns you most about what’s coming next?
About 18 months ago, we launched a series of digital projects that are already transforming how we operate. We’re using developing digital twins of the harbour and terminal, using AI and CCTV to improve safety and efficiency, and AI tools to predict vehicle arrival rates in 15-minute intervals. This is particularly crucial for peak months like August, where accuracy is key.
AI has also helped us enhance safety by analysing CCTV data to identify patterns of human movement, we’re finding new ways to keep people safe and reduce risk. It’s an exciting area, but it also requires us to strengthen our digital resilience. As we become more reliant on technology, ensuring robust cybersecurity and governance is non-negotiable.
Looking ahead to 2030, what single shift will most define the future of transportation, and why?
For me, there are two key shifts. The first is resilience. Transport systems must be able to adapt and recover from shocks, whether that’s storms, border closures, or sudden changes in demand. We can’t just build bigger, inflexible infrastructure for every possible peak. We need to use technology and innovation to make our systems smarter and more flexible.
The second is the energy transition. Moving to a zero-carbon future is essential, but it’s not just about changing vehicles, it’s about ensuring the energy infrastructure is there to support them. We need clear prioritisation and coordination to meet the scale of demand, whether that’s shore power for ships or electrification across the supply chain.
These two shifts, resilience and decarbonization, will shape the future of transport and our role within it.