Succession planning remains one of the weakest aspects of corporate governance in Bangladesh. While multinationals operating here view salaries as long-term investments in leadership pipelines, most local firms continue to treat them as costs.
Multinational companies in Bangladesh continue to face obstacles in sending funds abroad, whether as dividends, technical service fees or capital repatriation during exit or restructuring. Though permitted by law, these transactions are often delayed by regulatory bottlenecks, excessive paperwork and inconsistent interpretations by the authorities.
Can Bangladeshi companies raise capital overseas? This question is being asked more often as our economy matures and ambitious businesses look beyond the local stock market.
Over my 45-year corporate journey, 38 in two leading multinationals and the last seven in a prominent local group, I have come to a sobering conclusion. Bangladesh suffers from a chronic shortage of genuine leadership in the workplace.
The financial sector in Bangladesh is facing mounting pressure due to the unchecked rise of “sister concerns” within large business groups.
Bangladesh’s minimum tax regime is becoming increasingly infeasible for several key sectors, especially those operating on thin margins or facing structural headwinds.
Despite their substantial role in the economy through employment, taxes and global best practices, multinational companies (MNCs) remain largely absent from Bangladesh’s stock exchanges. As the Bangladesh Securities and Exchange Commission (BSEC) seeks to broaden market participation, it is crucial to understand why MNCs are reluctant to list and what reforms might change that.
Bangladesh is witnessing a growing debate over who should be legally authorised to conduct audits. As someone qualified as both a chartered accountant (CA) and a cost and management accountant (CMA) from India, I value both professions.
Succession planning remains one of the weakest aspects of corporate governance in Bangladesh. While multinationals operating here view salaries as long-term investments in leadership pipelines, most local firms continue to treat them as costs.
Multinational companies in Bangladesh continue to face obstacles in sending funds abroad, whether as dividends, technical service fees or capital repatriation during exit or restructuring. Though permitted by law, these transactions are often delayed by regulatory bottlenecks, excessive paperwork and inconsistent interpretations by the authorities.
Can Bangladeshi companies raise capital overseas? This question is being asked more often as our economy matures and ambitious businesses look beyond the local stock market.
Over my 45-year corporate journey, 38 in two leading multinationals and the last seven in a prominent local group, I have come to a sobering conclusion. Bangladesh suffers from a chronic shortage of genuine leadership in the workplace.
The financial sector in Bangladesh is facing mounting pressure due to the unchecked rise of “sister concerns” within large business groups.
Bangladesh’s minimum tax regime is becoming increasingly infeasible for several key sectors, especially those operating on thin margins or facing structural headwinds.
Despite their substantial role in the economy through employment, taxes and global best practices, multinational companies (MNCs) remain largely absent from Bangladesh’s stock exchanges. As the Bangladesh Securities and Exchange Commission (BSEC) seeks to broaden market participation, it is crucial to understand why MNCs are reluctant to list and what reforms might change that.
Bangladesh is witnessing a growing debate over who should be legally authorised to conduct audits. As someone qualified as both a chartered accountant (CA) and a cost and management accountant (CMA) from India, I value both professions.
A recent Daily Star report supports this view, noting that while rice farmers benefit from more stable procurement systems, vegetable growers are exploited by layers of middlemen.
Bangladesh has taken a long-awaited and consequential step by officially floating the taka. This marks the end of a tightly managed exchange rate regime that, for years, concealed deeper imbalances in the economy. While partly driven by necessity, dwindling foreign reserves and IMF-mandated reforms, it also presents a rare opportunity to reset the country’s macroeconomic fundamentals.
