Jonathan Ng, Head of Cargo Hub Operations and Development, is settling into his role in the Cargo Service Delivery team. Based at the Cathay Cargo Terminal, he oversees the day-to-day running of the Cargo Operations Team, including the 24/7 Operation Control Centre (OCC), which monitors temperature-sensitive shipments and ensures service-level agreement timings are met for everything from lithium battery shipments to out-of-gauge shipments. He also looks ahead, developing Greater Bay Area intermodal links, digitalising operational processes and, with the Service Development Team, creating new special-shipment solutions. The role involves extensive collaboration with external stakeholders on projects that support Hong Kong’s position as a leading logistics hub. Cargo Pulse visited at the end of July, when Typhoon Noul was approaching Hong Kong.

How would you describe your role?

My job is to look at the end-to-end shipment process. I lead the team at the Cargo Operations Centre, which looks after all of Cathay Cargo’s shipments in Hong Kong, and which also includes the 24/7 Operation Control Centre, which is the centralised monitoring hub for every shipment. I also oversee the Service Development Team, based in Cathay City, which focuses on special shipments, from live animals and temperature-sensitive cargo to new products. Service innovation is an important part of this; it’s more than responding to customer requests. We also need to anticipate emerging market needs and how we can support them.

Could you give an example?

We’re seeing electronic devices become more powerful, which means their batteries are becoming more powerful too. The question is how we can transport them safely. Once we understand customer requirements, we need to determine whether our Hong Kong hub can handle them and whether the wider network can do the same. It’s about ensuring we have an end-to-end solution that delivers what customers need.

So you’re not just focusing on the Hong Kong hub?

I don’t manage the outports directly, but whenever we introduce a new product or procedure, we need to know the rest of the network can support it. We work closely with our Commercial colleagues to make sure we’re responding to market demand and only making commitments we can safely deliver. That requires collaboration between the Service Development Team, the Cathay Cargo Terminal team, outports and, at times, shippers themselves too.

What are some of your current considerations?

We’re carrying increasing volumes of AI chips, server racks and other vibration-sensitive cargo, so we’re working with customers to understand their requirements. We’re also updating our checklists for server racks and wafer steppers, the machines used in the manufacturing of integrated circuits. Our solutions need to meet customer expectations and industry best practice, but they also need to be easy to understand. We work with partner suppliers across the network, so there’s no value in creating a new checklist they can’t understand.

How important is digitalisation?

We’re looking at how we can automate more of our processes. One tool we use is Cargo Connect, which gives our teams here and across our outports the latest updates, flight schedules and checklists. We also use COIMS (Cargo Operations Integrated Management System) for hub operations. It was initially designed to ensure Ultra Track shipments were being tracked properly 24/7, but it has since evolved. Today it helps us manage service-level agreements for lithium batteries shipments, heavy or out-of-gauge shipment approvals and requests for cool dollies.

What about some of the hub development work?

Another part of my job is stakeholder management across Hong Kong and the Greater Bay Area (GBA). We oversee intermodal routes for shipments moving from the GBA, including passenger flights from Guangzhou as well as various intermodal routes by road and sea. There’s been significant focus on developing imports into the GBA, and the team has worked closely with stakeholders including the Airport Authority Hong Kong (AAHK) and the Hong Kong Customs and Excise Department (HKC&ED). Recently, we’ve been able to extend the Air-Land Fresh Lane into Macao, and we have launched perishable imports by sea. Together, we’re exploring how to integrate new shipment solutions from the Hong Kong gateway into the GBA.

What other industry partners do you work with?

I’m the Chairperson of the Carrier Liaison Group, an industry body representing air cargo carriers in Hong Kong. The group works closely with cargo terminal operators and provides a coordinated voice on cargo-handling matters at HKIA.

Can you give me an example of that type of work?

One example is the Hong Kong SAR Government’s Trade Single Window initiative. Spearheaded by the Commerce and Economic Development Bureau, with HKC&ED as a major stakeholder, it will allow agents to submit information for licences, customs declarations, certificates of origin and cargo manifests through a single platform rather than multiple channels. Our focus is on ensuring customers’ shipments arrive in, transit through or depart Hong Kong smoothly.

Another initiative is the forthcoming Port Community System (PCS), the core digital infrastructure for a smart port led by the Transport and Logistics Bureau. The platform aims to integrate sea, land and air logistics using blockchain technology, enabling forwarders, importers and shippers to track shipments 24/7 across different modes. We’re working closely with the PCS team to support the initiative.

Could you outline your day-to-day work?

My calendar can fill up quickly, so I make a point of spending time with the frontline team. I usually arrive early, grab a coffee and speak with colleagues to understand what’s happening and whether there’s anything I can help with. I’m fortunate to work with a very experienced team. Some of my managers have been here for more than 30 years, which means I sleep well at night, knowing that our shipments and customers are being well looked after. Beyond that, much of my time is spent in strategic meetings with colleagues across Cathay and with external stakeholders.

How are you enjoying the role?

It keeps you on your toes. You never want to lose sight of the company’s strategic direction, but once in a while things happen, like this typhoon. It’s a reminder that this is a very dynamic world. I’m really enjoying it.