[🇧🇩] Strategic Aspect of Bangla-Japan Relation

[Saif]

Bilateral relations await yet another boost

During the four-day official visit of Bangladesh Prime Minister Tarique Rahman to Japan, starts from today, two friendly Asian nations will be seeking to stand together as they face a range of challenges amid the ongoing global economic downturn arising out of the conflicts in the Middle East and E

thefinancialexpress.com.bd

PM TARIQUE'S VISIT TO JAPAN

Bilateral relations await yet another boost

During the four-day official visit of Bangladesh Prime Minister Tarique Rahman to Japan, starts from today, two friendly Asian nations will be seeking to stand together as they face a range of challenges amid the ongoing global economic downturn arising out of the conflicts in the Middle East and Europe. The geopolitical tug-of- war at the regional level is also an issue that has to be dealt with. In that context, matters concerning shared diplomatic and economic interests will assume particular importance during the visit of the Bangladesh Prime Minister.

Despite the wide gap between the two countries' economic circumstances, it is hoped that the desire to strengthen the good relations between their governments and peoples and to expand close cooperation will be reflected in the many initiatives and expressions of interest. Economic cooperation, bilateral trade, and investment interests have taken center stage in the modern phase of the two countries' diplomatic relationship, but its foundations lie much deeper in history.

Among the OECD member states, industrialised Japan was the first to recognise the independent and sovereign Bangladesh. When Japan recognised Bangladesh on February 10, 1972, it was still within the sphere of influence of the United States (US) foreign policy. Japan regained political control of Okinawa Island under a long-term defence treaty with the US in the same year. Also in 1972, Japan and China eased their longstanding tensions and established diplomatic relations.

Both USA and China were opposed to our independence struggle and they sided with Pakistan. Against this backdrop, Japanese government and people supported Bangladesh's struggle for independence, and Japan decided to recognise Bangladesh soon after its victory. In doing so, Japan demonstrated diplomatic foresight of considerable significance and far-reaching consequence. At a time when regional powers are vying for influence over Bangladesh, it is essential to consolidate the country's close bilateral ties with Japan.

Japan sees Bangladesh a bridge between Asia-Pacific and the Central Asian-Europe. It considers Bangladesh's diplomatic efforts to promote Asian unity, its pursuit of economic self-reliance, and its geographic and political position to be especially significant.

Three Bengalis played pioneering roles in establishing good relations between modern Japan and Bangladesh: poet Rabindranath Tagore (1861-1942), Netaji Subhas Chandra Bose (1897-1945), and Justice Radhabinod Pal (1886-1967). Known to the Japanese as "Chandra Basu," Netaji Subhas Chandra Bose remains a figure of particular reverence in Japan. His ashes are still preserved at the Renkoji Temple in Tokyo. Justice Dr Radhabinod Pal is remembered by the Japanese as a bridge of friendship and amity between Bangladesh and Japan. He was born in Salimpur, Kushtia. He served as a judge of the Calcutta High Court (1941-43) and as vice-chancellor of Calcutta University (1943-44). Although appointed by the British government as a member judge of the International Military Tribunal for the Far East (IMTFE), known as the Tokyo Trial, he delivered a dissenting opinion in favour of the Japanese. His 1,235-page typed judgment restored confidence and courage to the defeated Japanese, and fostered a sympathetic and open-minded view of them among Bengalis.

Among the Japanese, Takeshi Hayakawa (1917-1982) made an unforgettable contribution to strengthening Japan-Bangladesh relations. He served continuously for 40 years as an elected member of Japan's national legislature, the Diet, and was given the title "Father of the Diet." As an influential Diet member, Hayakawa played a forceful behind-the-scenes role in extending the support of the Japanese people and government to the people of Bangladesh in their struggle for liberation.

Within a month of Japanese recognition of Bangladesh, the Embassy of Japan began operations in Dhaka. On March 13-14, 1973, a three-member Japanese parliamentary delegation led by Hayakawa made the first visit to Bangladesh. After returning home, Hayakawa submitted a report to Prime Minister Satõ on March 24, proposing that Japan (a) immediately provide Bangladesh with an emergency grant of US$10 million and (b) mediate between Pakistan and Bangladesh over Bangladesh's share of assets. On Prime Minister Satõ's instructions, and in line with Hayakawa's recommendation, Japan sent its first economic survey mission to Bangladesh on March 28, 1972. Since then, Japan has continued to play a strong role in assisting Bangladesh through times of financial crisis.

President Shaheed Ziaur Rahman (1936-1981) also played a far-reaching role in strengthening Japan-Bangladesh relations. Takeshi Hayakawa wrote a memoir about Bangladesh where he wrote in details President Zia's outstanding contribution to the development of Japan-Bangladesh relations.

"The news of President Ziaur Rahman's sudden and untimely death filled me with a grief too profound for words. It felt as though I had lost a beloved member of my own family", Hayakawa wrote in his memoir.

In August 1981, Hayakawa made his final visit to Bangladesh for the opening of the Sonargaon Hotel, established with Japanese assistance as he had hoped.

He died in Tokyo on December 6, 1982, aged 66. In accordance with his last wish, his ashes were placed in a special vessel and preserved at a Buddhist temple in Kamalapur, Bangladesh, on November 9, 1983. A bust of Hayakawa was installed at the Pan Pacific Sonargaon Hotel in Dhaka on November 10, 1985. Inscribed on it are the final two sentences of his memoir, which express the essence of his diplomatic philosophy:

"In the present age ... humanity must become one family in order to survive. My love and passion for Bangladesh are a challenge to this ideal, and an experiment in it."

It is hoped that Tarique Rahman's visit will open a new horizon in Japan-Bangladesh economic cooperation. A major dimension of Bangladesh-Japan relations is the growth of economic cooperation and commercial exchange over the past 55 years. It is worth observing that, in the modern phase of the relationship, economic cooperation and the ups and downs of bilateral trade have been key indicators of its depth and direction.

As noted earlier, soon after Bangladesh gained independence in 1971, the Japanese government stepped forward to help rebuild the country's war-ravaged economy. Japanese businesses have consistently shown interest in trade with Bangladesh and, in turn, in investment there. Japan is one of the major destinations in Asia for Bangladeshi exports. Japanese goods, meanwhile, account for a large share of Bangladesh's imports.

In the 1980s, Japan provided import assistance for Bangladesh's energy and power sectors through commodity aid. It also returned to Bangladesh, as debt-relief grants, repayments made on Japanese project loans that carried very low interest rates.

Bangladesh can look to Japan for more flexible terms on investment support for several major megaprojects. It should also make an invitation to make generous investments in infrastructure, implement the Japan-Bangladesh Economic Partnership Agreement (EPA), signed in Tokyo on February 6, 2026, after a long wait, and extend generous budget support to help meet crises. The EPA is Bangladesh's first comprehensive agreement of its kind with another country, and Japan's only EPA with a least developed country (LDC).

Dr Abdul Mazid is a former Secretary to the Government, a former Chairman of the National Board of Revenue (NBR) and a former Commercial Counsellor at Bangladesh Embassy in Japan (1994-2000)​

 

[Saif]

What Bangladesh can gain from PM's Japan visit

The upcoming visit of Prime Minister Tarique Rahman to Japan presents a significant opportunity to strengthen Bangladesh's economic potential and international partnerships. According to government statements, the primary focus of this visit, scheduled for 26 October, is bilateral relations...

en.prothomalo.com

What Bangladesh can gain from PM's Japan visit

AKM Ahsan Ullah

University Teacher and Researcher

The upcoming visit of Prime Minister Tarique Rahman to Japan presents a significant opportunity to strengthen Bangladesh's economic potential and international partnerships. According to government statements, the primary focus of this visit, scheduled for 26 October, is bilateral relations, economic partnerships, and investment. To transform these expectations into sustainable achievements, clear preparation and consistent implementation are necessary.

The foundation of this relationship was established during the post-independence reconstruction period. On 10 February 1972, Japan recognised Bangladesh, and diplomatic relations were established. Since then, the continuity of relationships and cooperation has been maintained during various governments. This five-decade trust is a valuable diplomatic asset for Bangladesh.

Collaboration on projects like the Jamuna Multipurpose Bridge, Japanese financing, and technical involvement in Dhaka's metro rail and Jamuna railway bridge have significantly contributed to the communication system. The Bay of Bengal Industrial Growth Belt (BIG-B) initiative in 2014 unveiled the integrated potential of infrastructure, industry, and regional connectivity. Matarbari and Araihazar are the foundations for expanding that cooperation. Evaluating the achievements of existing projects and the potential of ongoing initiatives can enhance production, employment, and local businesses.

The first priority could be preparing to leverage the benefits of the Economic Partnership Agreement (EPA) signed on 6 February 2026. Joint action plans on essential processes for implementing the agreement, tariff regulations, rules of origin, certification, and customs procedures are required. Guidelines for small and medium exporters and training for officials will be helpful. Besides garments, market research can be conducted on leather goods, processed food, and light engineering sectors. To transform market advantages into sustainable trade, standards, punctuality, and consistent supply are essential.

In investment discussions, specific proposals, including prepared land, electricity, water, transport connections, and approval systems, could be fruitful. Based on the Araihazar Economic Zone, feasibility studies on machinery, electrical equipment, packaging, and food processing can be conducted. Encouraging joint ventures among Japanese medium-sized enterprises and Bangladeshi entrepreneurs, considering local suppliers, skilled workers, and market demand, is essential alongside large corporations.

Administrative reliability will support these efforts. A system for resolving investors' issues within a specified timeframe can increase predictability in approvals, tariff applications, and financial transactions. If the benefits of similar reforms reach domestic businesses as well, the overall investment environment will improve.

Prime Minister Tarique Rahman BSS

In infrastructure cooperation, connecting the development of Matarbari Port and the Maheshkhali-Matarbari area with roads, railways, warehouses, customs, and industrial zones is crucial. Joint initiatives to reduce the time and cost of goods transportation through digital customs, risk-based inspections, operational training, and information exchange can be undertaken. Considering loan terms, foreign currency repayment obligations, usage, and maintenance expenses in new projects will enhance the economic sustainability of cooperation.

Collaboration with Japanese partners on joint research and practical training with universities, polytechnics, and industrial enterprises will be beneficial in this regard. Cooperation can be increased in machinery maintenance, quality control, water management, and disaster-resilient construction. Alongside technology acquisition, capabilities in management, repair, and adaptation to local needs must be developed.

In human resource collaboration, the 2019 framework on skilled workers needs to be more effectively linked with the practical needs of employers. Joint curricula could emphasise language and technical training, comprehensible employment contracts, cost transparency, prevention of unscrupulous mediation, and grievance resolution. With an increase in worker numbers, equal importance must be given to improving skills, income, and protection.

The long-term goal should be to enrich the country's production and knowledge base alongside overseas employment. Training in Japanese institutions, joint factories in Bangladesh, and opportunities for returning workers to become entrepreneurs can be integrated into a single plan. The recognition of qualifications, research environment, and investment facilities will encourage voluntary return and the dissemination of skills within the country. This will extend the benefits of migration beyond remittances.

Bangladesh's industrial history provides significant examples in this context. In the late 1970s, the country's garment sector spread production and management knowledge across the clothing industry with the assistance of trained workers and South Korea's Daewoo. This experience shows that the enduring achievements of international cooperation lie in the learning capabilities of people and institutions. In the current partnership, it is essential to consider what skills remain in the country after a project's completion.

Collaboration with Japanese partners on joint research and practical training with universities, polytechnics, and industrial enterprises will be beneficial in this regard. Cooperation can be increased in machinery maintenance, quality control, water management, and disaster-resilient construction. Alongside technology acquisition, capabilities in management, repair, and adaptation to local needs must be developed.

In environment and energy sectors, the cooperation memorandum of February 2026 can be utilised to assess opportunities for energy savings, waste management, rooftop solar power, and disaster preparedness in industries. Considering local capability and long-term operational costs, choosing initiatives will reduce production costs and environmental risks.

These Japan-focused initiatives need to be part of Bangladesh's integrated East Asia strategy. The production and supply network of China, Japan's industrial technology, and quality management, combined with South Korea's production and technology experience, can be coordinated with Bangladesh's priorities.

Bangladesh's strategic position of development-centric autonomy can be useful. Recognising the unique value of each relationship, mutual trust, national interests, and freedom of decision-making must be maintained. Closer cooperation with Japan and close ties with China can create complementary developmental opportunities. Common standards in loan sustainability, transparent procurement processes, information security, environment, and effective state control over critical infrastructure will make this position credible.

Utilising its location in the Bay of Bengal, Bangladesh can be an effective connector between the markets of South Asia and the production systems of East Asia. For this, along with integrated transportation and customs, mutually agreed trade systems with neighbours are necessary. If local production, repair services, research, and suppliers are developed, the benefits of the connection will remain within the country. Diversity in financing, technology, and import sources will also increase economic resilience.

In a five to ten-year East Asia cooperation plan, priority industries, supplier capabilities, training, joint research, and production stages can be determined. Opportunities for local procurement and learning on mutually agreeable terms need to be increased. Indicators of evaluation will be realistic investment, domestic value addition, worker income, local orders, and technical capabilities.

There are opportunities to expand cooperation in maritime security, disaster assistance, international law, and peaceful dispute resolution. Japan's consistent diplomatic involvement is expected in creating a conducive environment for humanitarian aid for the Rohingya and for safe, voluntary, and dignified repatriation.

After the visit, publishing an implementation list with responsible agencies, timelines, and a review process will be helpful. In the six-month and one-year progress assessments, announced investments, actual cash flow and production, and training and employment need to be considered separately. Five decades of trust can be the foundation for the next decade's industrialisation if production is linked with infrastructure and knowledge is intertwined with migration.

#AKM Ahsan Ullah is Professor, University of Brunei Darussalam, Brunei.​

 

[Saif]

The mistake keeping Bangladesh from tapping into Japan’s labour market

Japan’s labour shortage, driven by its ageing population, has created a major opportunity for Bangladesh. However, we have fallen behind due to gaps in skills, Japanese-language proficiency and demand-driven training. By measuring labour migration in terms of numbers rather than skills, failing...

en.prothomalo.com

The mistake keeping Bangladesh from tapping into Japan’s labour market

Selim Reza

Bangladesh and Japan Flags BSS

Japan’s labour shortage, driven by its ageing population, has created a major opportunity for Bangladesh. However, we have fallen behind due to gaps in skills, Japanese-language proficiency and demand-driven training.

By measuring labour migration in terms of numbers rather than skills, failing to formulate effective policies and plan ahead, and being unable to build effective partnerships with employers, we have failed to turn our demographic advantage into sustainable employment despite having a large young population.

There are several clear examples of Bangladesh’s past failures in accessing Japan’s labour market. In July 2005, an agreement between Bangladesh and Japan was signed to create opportunities for Bangladeshi workers to receive technical training and work in Japan. However, over the following eight years, Bangladesh managed to send only 41 workers to Japan under the agreement, 12 through the government agency, the Bureau of Manpower, Employment and Training (BMET), and 29 through private recruitment agencies.

This was an embarrassing example of policy failure on Bangladesh’s part. Yet Japanese small and medium-sized enterprises had a demand for Bangladeshi workers. Inadequate language skills, inappropriate worker selection, lengthy administrative procedures and a lack of coordination among the organisations concerned stood in the way of capitalising on that opportunity. Our failure to move forward was not due to a lack of opportunities, but rather an inability to turn those opportunities into actual employment.

Although an agreement was reached with Japan’s IM Japan in 2015 to train 500 Bangladeshis, and a new initiative was launched in 2017 to provide one-year training in the manufacturing and construction sectors, Bangladesh failed to demonstrate the capacity to turn these initiatives into large-scale, sustained employment programmes.

Even after Bangladesh signed a memorandum of cooperation with Japan on a framework for sending Specified Skilled Workers (SSW) on August 27, 2019, overcoming limitations in language education, skills assessment and transparent recruitment has remained an urgent priority.

More significantly, surveys conducted by Japan’s immigration authorities among technical trainees from various countries have revealed that many fall into debt after paying large sums of money to recruitment agencies and intermediaries in their home countries. In light of this risk, Bangladesh’s failure to establish a transparent and accountable recruitment system needs to be reassessed.

These experiences demonstrate that signing a memorandum of understanding is not, in itself, a measure of success. True success lies in translating such agreements into skilled workers, lower migration costs and sustainable employment.

First mistake: Training before demand, investment without job guarantees

One of the major weaknesses of Bangladesh’s labour export system is the disconnect between training and actual recruitment. Training programmes should be designed based on data showing how many workers are needed in each sector, what qualifications employers require and which skills tests candidates must pass. However, the tendency to measure success by the number of training centres, trainees or certificates issued has obscured the actual outcomes.

Learning Japanese, acquiring professional skills and passing qualification tests are time-consuming processes. When training centres vary in quality and there are no genuine employment opportunities after training, young people end up wasting both time and money. As a result, many aspiring to work in Japan fall behind even at the preparation stage.

The question is: why has Bangladesh not done enough to establish partnerships with Japanese employers and introduce training programmes tailored to their needs? Why has the country failed to develop the capacity to assess demand in foreign labour markets based on data rather than assumptions?

This failure cannot be attributed to any one individual; it reflects longstanding weaknesses in policymaking and institutional management.

Second Mistake: Failing to treat language as a core skill requirement

Japanese-language proficiency is not merely an additional qualification for working in Japan. It is essential for understanding workplace instructions, communicating with colleagues, maintaining safety and managing daily life. Yet Bangladesh has failed to make the expected progress in establishing a comprehensive system that makes Japanese-language education accessible, affordable and of consistent quality.

The concentration of opportunities in Dhaka, high training costs and a shortage of qualified teachers create barriers for prospective workers. For a young person in a rural area, covering the costs of language classes, examinations and documentation can often be difficult. In other words, in a labour market where preparation is crucial for entry, access to that preparation is not equal for everyone.

The state’s responsibility was not simply to establish training centres, but to integrate language education, vocational training and recruitment into a single system. The absence of such a coordinated approach has put Bangladesh at a disadvantage.

Third mistake: Failing to establish a reliable, low-cost recruitment system

Complaints about intermediaries, opaque fees, fraud and excessive costs have long plagued Bangladesh’s migration system. Preparing to enter a market such as Japan is already expensive. When uncertainty over recruitment is added to the equation, the risks for young workers and their families increase manifold.

Japanese employers, meanwhile, want partners who can reliably provide suitable workers. If Bangladesh cannot ensure transparent recruitment, verified training and reasonable costs, it cannot gain a competitive advantage simply by virtue of its abundant workforce.

Our mistake has been to leave migration largely dependent on individuals’ own initiative and financial capacity. The state, however, should have taken responsibility for controlling recruitment costs, effectively monitoring licensed recruitment agencies and establishing channels for direct engagement with foreign employers. When workers fall into debt before even leaving for a job abroad, much of the benefit of securing higher-paying employment is undermined.

Fourth mistake: Failing to recognise the importance of competitors

Bangladesh is not alone in Japan’s labour market. Other labour-sending countries are also working to expand language education, technical training and cooperation with employers. Some benefit from decades of labour migration experience, established recruitment networks and familiarity with the Japanese language and culture.

Bangladesh’s policymakers should have analysed the experiences of competing countries to identify the country’s own weaknesses. A sustained strategy was needed to determine which sectors offer Bangladesh a comparative advantage, where training needs to be expanded and how employers’ confidence could be earned. However, the complacency associated with being a major labour-sending country prevented us from fully appreciating the importance of such competitive preparation.

What is needed now is accountability, not promises

To overcome these failures, the first step should be to develop a five-year action plan for Japan’s labour market, with measurable targets. Clear indicators must specify how many workers are to be sent to Japan in each sector, how many will receive language and skills training, how many will secure jobs and how many will remain employed. The performance of training institutions must be measured not by the number of certificates issued, but by actual employment outcomes and workers’ earnings.

Direct partnerships must be established with Japanese employers, industry associations and training institutions. At the same time, access to language education and skills testing must be expanded beyond Dhaka, financial assistance for training must be provided, recruitment costs must be fully disclosed, and swift action must be taken against fraud.

Employment contracts must clearly specify wages, working hours, accommodation costs and procedures for filing complaints. Bangladeshis working abroad must also have access to legal assistance in Bangla and an effective grievance redress mechanism.

Most importantly, diplomatic visits and memorandums of understanding must not be presented as substitutes for success. Success should be measured by how many Bangladeshis actually secure decent jobs, how little they have to spend to migrate and how safely they can work abroad.

Japan’s labour market presents a major opportunity for Bangladesh, but there is no guarantee that this window of opportunity will remain open indefinitely. Unless we learn from past mistakes, new initiatives will simply repeat old failures. Bangladesh must establish itself not as a source of cheap labour, but as a partner capable of delivering skilled, reliable workers while safeguarding their rights.

The question, therefore, is not merely how many workers Bangladesh can send to Japan. It is whether, having failed for so long to adequately prepare despite the opportunities available, we now have the political will to take responsibility for those failures and correct them.

* Dr Selim Reza is an associate professor and coordinator of the Centre for Migration Studies (CMS) at North South University.​