ICT Division Reform Roadmap

Policy Adviser, ICT coordination & reform, UNDP Bangladesh

Ministry of post and telecommunication & ICT, Government of Bangladesh

Published: 16.02.2025, Draft version 0.01 (*Subject to stakeholder review)

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Comprehensive Digital Governance and Reform for Bangladesh

Bangladesh is at a critical juncture in its digital transformation journey. With

rapid advancements in global ICT and increasing demand for digital public
services

Bangladesh is at a pivotal moment in its digital transformation journey. With

rapid advancements in global ICT infrastructure and emerging technologies
like AI, blockchain, and digital public infrastructure (DPI), Bangladesh must
establish a robust, inclusive, and secure digital ecosystem & must adopt a
comprehensive digital transformation strategy to drive economic growth,
governance efficiency, social inclusion and ensure sustainable development.

This roadmap provides a structured timeline from 2025 to 2030 to:

• Establish interoperable digital infrastructure

• Strengthen cybersecurity & data governance
• Reform the ICT Division for efficient service delivery
• Expand digital services for citizens & businesses
• Enable a thriving digital economy & innovation ecosystem
• Upskill and expand the ICT workforce to 7-8 million professionals by
2030
• Train 20,000 cybersecurity experts by 2027, and 50,000 by 2030
• Massively upskill the RMG workforce to sustain employment amid AI &
4IR challenges
• Establish an independent Data & AI Authority under the Supreme Court
to ensure data governance free from governmental, administrative,
and law enforcement interference
• Adopt UNESCO AI Readiness Assessment Methodology (AI RAM) to
ensure ethical AI deployment and governance

CURRENT DIGITAL LANDSCAPE & CHALLENGES

Institutional Silos & Data Fragmentation

Bangladesh's ICT ecosystem is hindered by fragmented digital assets across

different ministries and agencies. Major data repositories—NID, BDRIS, CRVS,

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Bangladesh Bank, BBS, NBR, Health MIS, BANBAIS etc.—lack secure
interoperable mechanisms. These silos lead to:

• Redundant infrastructure and increased operational costs

• Lack of coordination among government agencies
• Citizen data vulnerabilities

Data Governance & Security Risks

Bangladesh has faced serious data breaches, including exposure of NID, birth
& death registrations, financial transactions, and mobile banking details on
the dark web. The lack of a structured data protection policy and
cybersecurity framework has led to:

• Unauthorized access & misuse of citizen data

• Cybersecurity vulnerabilities, including weak firewalls and absence of a
national cybersecurity response unit (CERT)
• Mismanagement of government digital infrastructure, leading to inefficiencies

Lack of End-to-End Digital Service Delivery

While 350+ services have been digitized, many remain partially digital,
requiring physical visits for verification and approvals. The MyGov and D-Nothi
platforms have not been fully adopted across ministries, causing
inefficiencies.

Digital Economy Bottlenecks

Despite hosting over 100 million digital financial accounts, Bangladesh lacks:

• A universal payment ecosystem integrating banks, mobile financial services,

and government transactions
• Interoperable taxation, VAT, and financial reporting mechanisms
• A startup-friendly regulatory environment, limiting FDI inflows

Skills Gap & Weak Policy Framework

• Limited digital literacy & workforce capacity in AI, cybersecurity, cloud

computing, and data science
• Outdated ICT laws that fail to address AI, blockchain, and data protection
• Lack of incentives for local and international ICT investment

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NATIONAL DIGITAL TRANSFORMATION STRATEGY:
VISION & KEY THEMES

Vision: "Transforming Bangladesh into a digitally empowered, innovative, and

inclusive society through ICT-driven sustainable growth."

Mission: "Drive digital transformation by strengthening governance, improving

service delivery, and fostering economic development through strategic ICT
initiatives."

Key Themes & Strategic Objectives:

The roadmap focuses on nine core pillars:

1. Empowering Citizens – Expanding digital access & enhancing service

delivery
2. Efficient Government – Strengthening digital governance & workflows
3. Enabling Businesses – Boosting the digital economy & startup
ecosystem
4. Interoperable Digital Infrastructure – Implementing scalable Digital
Public Infrastructure (DPI)
5. Connectivity & Physical Infrastructure – Expanding broadband, cloud
computing, and 5G networks
6. Policy & Governance – Strengthening cybersecurity, AI, and data
governance frameworks
7. Massive AI-driven Upskilling & Workforce Transformation – Ensuring
sustainable employment for traditional industries and expanding the
ICT workforce
8. Independent Data & AI Authority – A constitutional body ensuring data
security, AI policy governance, and national digital architecture
oversight, free from governmental and administrative control
9. Ethical AI Deployment through UNESCO AI RAM – Aligning Bangladesh's
AI policies with global best practices to ensure transparency,
accountability, and inclusivity in AI governance

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REFORM ROADMAP FOR THE ICT DIVISION

A structured 6-year roadmap (2025-2030) has been developed to guide the

transformation of the ICT Division.

Phase 1: Immediate Priorities (2025-2026)

Data Governance & Interoperability

• Launch Bangladesh National Digital Architecture (BNDA) – Enable seamless

data exchange among government agencies
• Create a National Data Exchange (NDX) – Integrate databases (NID, CRVS,
financial records, tax systems)
• Implement the Personal Data Protection Act (PDPA) – Establish clear data
privacy & security regulations
• Develop a National Cybersecurity Taskforce (N-CERT) – Strengthen cyber
resilience

E-Government Acceleration

• Digitize 800+ government services through a unified service platform

• Expand AI-driven automation in public services
• Strengthen MyGov & D-Nothi adoption across all ministries
• Develop a digital tax & customs system (e-Tax, e-VAT)

Strengthening Digital Economy & Innovation

• Launch a Universal Payment Gateway – Enable real-time transactions across

banks, MFS, & gov platforms
• Attract FDI in ICT & startups by improving regulatory frameworks
• Establish a National AI & 4IR Hub – Train 50,000 professionals in AI, cloud
computing, cybersecurity

Phase 2: Scaling & Optimization (2027-2028)

Digital Infrastructure Expansion

• Full-scale rollout of 5G & fiber-optic broadband

• Establish a National Cloud Policy – Secure cloud hosting for government &
enterprises
• Deploy secure, AI-driven identity verification (e-KYC, digital signatures)

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Cybersecurity & AI Regulations

• Operationalize the Cybersecurity Ordinance (2024)

• Strengthen AI, fintech, and blockchain regulations
• Implement digital forensic capabilities across ministries

Talent & Industry Development

• National Digital Literacy Program – Train 1 million youth in ICT & emerging tech
• Revamp ICT university curricula – AI, blockchain, IoT, and digital finance
• Create a Digital Research & Innovation Fund

Phase 3: Full Digital Economy & Smart Governance (2029-2030)

Smart Government & DPI Deployment

• Bangladesh DPI fully operational – Digital ID, payments, data exchange

• AI-powered predictive governance – Data-driven decision-making
• Bangladesh ranks in Top 15 on UN E-Government Development Index

Digital Economy at Scale

• $5 billion ICT export revenue

• 50% increase in startup funding & global partnerships
• Bangladesh established as an AI & 4IR hub in South Asia

GOVERNANCE & IMPLEMENTATION FRAMEWORK

The reform process will be overseen by a National Digital Transformation

Taskforce (NDTT), including:

1. ICT Division & Ministry of Post & Telecom (Implementation)

2. Bangladesh Computer Council (BCC) (Technical support)
3. Cabinet Division, Ministry of Finance Bangladesh Bank, NBR, BTRC, (Financial &
regulatory oversight)
4. Chief Adviser Office (Prime Minister’s Office) (Overall Gov oversight)
5. Development Partners (JICA, EU, UNDP, World Bank) (Funding & knowledge
sharing)

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Monitoring & Evaluation

• Biannual progress reports tracking key ICT KPIs

• Global benchmarking against peers (Vietnam, Malaysia, India)
• Public feedback loops for refining policies & services

CALL TO ACTION

The National Digital Transformation Strategy is a multi-phase, structured

approach to modernizing Bangladesh’s ICT ecosystem. The reforms outlined
will eliminate data silos, improve service efficiency, and foster a thriving
digital economy.

Immediate next steps:

• Finalize BNDA & NDX implementation roadmap

• Strengthen cybersecurity capabilities & AI regulations
• Drive full-scale digital governance adoption
• Adopt new Data Governance & AI Authority that remains independent of
ministries.

This transformation will position Bangladesh as a regional leader in digital

innovation, ensuring inclusive growth, transparency, and sustainability in the
digital age.

1. ICT Master Plan (JICA Collaboration)

• An ICT Master Plan has been developed with JICA’s assistance, outlining a
roadmap until 2030.
• Various ministries have reviewed the plan, and the final version was submitted
in February 2025 after policy advisors’ input.
• Consultation will be held with academia, industry experts, Bangladeshi
expatriate tech professionals, and Bangladeshi university professors abroad.
• Coordination with Bangladesh Bank, Ministry of Finance, NBR, and the
Cabinet Division will ensure broad stakeholder alignment.

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2. Data Governance Framework (EU Collaboration)

• A Data Governance Framework is under development with EU support to

enhance data storage, transfer, and security protocols for citizens'
information.

3. Bangladesh National Digital Architecture (BNDA)

• In collaboration with the EU EGA Team, a National Digital Architecture Master

Plan is being formulated.
• The National Data Bus will integrate government & private organizations,
establishing a robust digital economy foundation.

4. Optical Fiber & Network Visibility Reform

• Since 2017, Summit and Fiber@Home have used BCC’s fiber network but
failed to provide a digital map or visibility reports.
• The fiber infrastructure’s operational status was unclear, with an imbalanced
90:10 revenue-sharing model.
• The ICT Policy Advisor & BCC Executive Director have instructed the
companies to submit a digital network map, hardware inventory,
router/DWDM details, and fiber visibility reports.
• As of January-February 2025, all inventory data has been collected, ensuring
fiber network transparency.

5. Data Center Expansion & Disaster Recovery

• BCC’s Nutanix & Huawei data centers are at full capacity (memory, storage,
computing power).
• Plans for data center expansion are underway, but tender complexities are
being addressed.
• A disaster recovery infrastructure expansion plan has been developed.

6. Bangladesh Data Center Company Overhaul

• The outdated and non-functional data center infrastructure will be replaced

with large-scale new investments.

7. Revising Oracle’s Costly Software Agreement

• The previous government’s $18 million Oracle contract, deemed against

national interest, is under revision.

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8. High-Tech Park Land & Space Database

• A transparent database is being developed for land & space allocation to

new entrepreneurs.

9. High-Tech Park Software Park Revival

• Agreements are underway with BRAC & As-Sunnah Foundation to

operationalize software parks.

10. Startup Bangladesh: Board Restructuring & New Funding

• Startup Bangladesh’s Advisory Board has been restructured.

• Three companies have completed funding pitches, and Startup Summits are
ongoing in five divisions.

11. ICT-Based Pre-Seed Startup Funding

• The IDEA project has launched SMC funding & ICT startup grants.
• A new policy framework is being developed for MOUs, lab access, and
funding continuity.
• A National Youth Summit is scheduled for February 2025 in collaboration with
Startup Bangladesh & High-Tech Parks.

12. A2i Agency Reform

• Fast-tracked agency formation approved by Adviser Nahid Islam, submitted

to MoPT.
• Focus shifted from non-essential projects to key initiatives:
o D-Nothi (digital governance)
o Tothyo Batayon (government information portal)
o Ek-Pay (digital payment gateway)
o MyGov (government service digitization)
o She-STEM (women in STEM)
• A2i is also responsible for maintaining cybersecurity for 35,000+ government
websites.

13. National Cybersecurity Agency Reform

• Institutional capacity-building plans have been developed.

• A $12-15 million proposal submitted to the World Bank for financial assistance.

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14. Semiconductor Industry Roadmap

• Collaboration with academia & industry to develop a semiconductor

ecosystem.
• A $15 million proposal submitted to EDGE Project for university & industry labs.
• Intel Corporation and local semiconductor startups (UlkaSemi, NeuralSemi,
etc.) are involved in project scoping.

15. Major ICT Projects Redesign

• EDGE, EDC, HerPower, DEED, BIFT projects undergoing full redesign to align
with current national needs.

16. BCC & DoICT Restructuring

• Final discussions on BCC & DoICT reforms completed.

• A finalized restructuring plan will be submitted by April 2025.

17. Digital Transformation Taskforce

• BCC, A2i & CCA experts formed a taskforce to lead digital transformation
initiatives in various ministries.
• The first pilot projects have been initiated with the Ministry of Environment &
Energy.

18. National Cybersecurity Coordination

• Meetings held with DGFI, NTMC, and Bangladesh Police to create a National
Cybersecurity Coordination Committee.

19. 333 & 999 Emergency Services Upgrade

• Software & service redesign underway with Bangladesh Police & PMO
directives.

20. Anti-Corruption Investigations

• Internal audit reports on ICT project corruption near completion.

• A White Paper team led by Prof. Niaz Asadullah is preparing findings for
submission to ACC (Anti-Corruption Commission).

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21. Cyber Safety Ordinance Reform

• A modernized Cyber Safety Ordinance is under revision to:

o Remove all repressive clauses
o Ensure legal adaptability to future tech advancements
o Place cybersecurity governance under an independent national body

22. Personal Data Protection Act & Independent Data Authority

• The current Data Protection Act (DPA) is investment-unfriendly and places

data governance under the ICT Division, conflicting with global best
practices.
• Inspired by India, Sri Lanka, and Saudi Arabia, an independent Data & AI
Authority is proposed to oversee:
1. Cyber Safety Ordinance
2. Personal Data Protection Ordinance
3. National AI Policy
4. Bangladesh National Digital Architecture (BNDA)

23. High-Tech Park Act Reform

• The High-Tech Park Act is under revision to align with BIDA & tech industry
needs.

24. EU Collaboration for Cybersecurity Training

• A proposal to train 10,000 cybersecurity experts submitted to the EU.

25. BASIS Reform

• A BASIS restructuring proposal is under stakeholder review.

26. UNESCO AI Readiness Assessment

• UNESCO AI RAM-based assessment to be completed by May 2025.

• Domain-specific expert consultations are ongoing.

27. White Paper on ICT Corruption

• A White Paper Team is investigating mismanagement & fraud in ICT projects

during the previous administration.

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28. Internet Pricing & Sovereignty

• Multi-stakeholder discussions on reducing internet costs and improving

submarine cable utilization are in progress.

29. ICT Labs for Universities & Madrasas

• Five female dormitories at Dhaka University equipped with ICT labs.

• A pilot ICT lab launched in a madrasa to expand digital education.

30. Project Implementation Dashboard

• A dashboard for tracking ICT project execution & performance is under

development.

31. ICT SILO removal

• Merging iDEA project & Startup Bangladesh

• Merging soft skill development projects of BCC, DoICT & Hi-Tech Park
• Merging BCC National Data Center & Bangladesh Data Center Company
(BDCCL).
• Merging BCC’s NDC DR to create DR for BDCCL.
• Merging A2I & BCC’s similar Software projects-
o GRP/ERP,
o Job portal,
o Communication tools
o All duplicated initiatives.
• Merging all duplicated BCC & DoICT projects
o Digital academy
o Fiber connectivity projects
o Labs & training centers

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E-Governance Inception Plan

Planned activities for the Inception phase

The focus of the six-month inception phase consists in establishing the project in Bangladesh,
mapping activities in all three components that feed into the implementation phase, aligning
stakeholders' expectations and unpacking assumptions.

Where applicable, the activities in the inception phase will use a 7-step model:

✓ Defining the current situation (as-is).

✓ Defining the target situation (to-be).
✓ Defining the importance and relevance of the envisaged activities and the
relevant stakeholders.
✓ Listing actions that are needed for achieving the target situation.
✓ Listing the responsible parties for actions.
✓ Outlining a timeline for actions.
✓ Informing budget planning with possible reallocations in line with needs.

The main goals of the inception phase are to:

✓ Discuss and agree on the goals of the project with Cabinet Division and ICT Division.
✓ Discuss and agree on the Project Steering Committee (PSC) and Project
Implementation
Committee (PIC) formation and scope with both Cabinet Division and ICT Division.
✓ Develop, consult with ministries, revise and submit the Technical Assistance Project
Proposal (TAPP) to the Economic Relations Division (ERD) for approval.

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 ✓ Formulate a detailed Monitoring, Evaluation and Learning (MEL) strategy and
framework.
✓ If necessary, update the Description of the Action with shared vision and goals,
including log frame, Theory of Change, activity workplan, timeline, stakeholder
engagement plan, and budget in consultation with the EU Delegation to
Bangladesh.
Component 1 — To improve the digital interaction, coordination and communication
between government ministries, agencies and departments (Government to
Government G2 G) (led by eGA)

Situation and gaps analysis of Bangladesh's governance.

Topics include:

◼ Coordination and legal regulations

◼ Organizations-their roles, and responsibilities
◼ Digital data and registers
◼ Technical architecture including information security arrangements
◼ ICT and ITES procurements

Expected deliverables from inception for Component 1:

✓ Establish and engage task groups (e-government coordination workgroup, IT

architecture and technology workgroup).
✓ Overview of organizational and legal set-up in the field of digitalization.
✓ Overview of Bangladesh's whole-of-government technical architecture and needs.
✓ Overview of national digital registers and data exchange.
✓ Overview of current ICT-related procurement mechanisms, organizations and
regulations.
✓ Revised workplan for Component 1.
✓ Overview of past/ongoing/future ICT projects from other donors.

The results will be discussed and validated with the EU Delegation, beneficiaries and
stakeholders including key ministries. The results will help define the scope and activities in
the implementation phase.

Component 2 — To strengthen the capacities of public sector employees for improved

organizational performance and public service delivery (Government to Employees
— G2E) (led by eGA)

Situation and gap analysis for capacity-building in the public sector for digital transformation.

The assessment will cover the current capacity needs within the public sector,
emphasizing areas such as e-procurement, data management, cyber resilience, digital
services, public service delivery, and accessibility. Also, training opportunities for the public
sector will be mapped. The assessment will suggest specific training needs for different roles,

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groups and levels of employees in the public and HR successions/MoPA for hiring and
retaining digitalization-related roles (including ICT).

Expected deliverables of the inception for Component 2:

• Establish and engage task group for capacity-building.

• Capacity-building situation and Training Needs Assessment (TNA).
• Survey for mapping training opportunities.
• Initiatives and motivation schemes for public sector HR departments/MoPA for
hiring and retaining digitalization-related roles (including ICT).
• Revised workplan for Component 2. Workplan includes provisions on conducting
training, pre- and post-training evaluation of participants before and after the training;
integrating the training into the regular curriculum; and certification and
accreditation options.

Component 3 — To improve the quality of public services and their delivery for all
(Government to Citizen — G2C) (led by British Council)

The inception phase of this component will begin with the identification of a long list of
potential pilot e-services (from the existing offline/manual services) drawn from government
department and ministry priorities. The process of selecting pilot c-services will involve the
ICT Division, Cabinet Division, eGA, British Council, and EUD in the final selection of the pilot
e-services and will be based on consultation with respective line Ministries/Agencies that
oversee and delivery the services in question. Previous similar initiatives undertaken by the
Government and/or development partners will inform the selection process.

In addition, the inception phase will emphasize on:

■ Defining citizens' e-service needs and demands, with particular attention to

identifying citizens' skills and capacity-building needs, particularly marginalized
populations in selected districts (see below for criteria in the selection of districts).

• Mapping ICT resources like Digital Centers and Hubs, ICT device accessibility,
outreach, and operational standards in selected districts. To improve customer
service, ICT resource professionals will receive capacity-building to deliver a more
inclusive service addressing the needs of marginalized groups.
• Conducting field research and gathering citizen feedback to understand their
demands and needs, which will inform the selection of pilot e-services in the
selected districts.

Selection of pilot e-services for delivery (British Council led with input from eGA). The
EUD has emphasized the importance of piloting selected e-services (among the currently
existing services) within the programme. The specific number of pilot e-services will be

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determined following an analysis conducted during the inception phase, but currently
estimated between 3-5 services.

The selection of pilot e-services will follow a structured 3-step process:

• First, a comprehensive long list of potential pilot e-services will be compiled,

taking into account the priorities of government departments and ministries.
• Second, from the long list, a shortlist of pilot e-services will be identified based on
predefined criteria. These criteria will include factors such as demand, cost and time,
implementation time, scalability, impact on citizens, feasibility, inclusivity, post-project
sustainability, and alignment with government priorities (see below).
• Third, meetings will be convened with representatives from the EUD, key stakeholders,
eGA, and the British Council. During these discussions, the findings of the feasibility
analysis will be presented, and discussions will be held to finalize the selection of
pilot e-services for project implementation.

Identification of Districts for local governance model. During the early stages of
inception, we will select these districts based on the following criteria:

• Selected from the 12 established District Policy Forums (DPFs) through the EU's
Platforms for Dialogue (P4D) project.
• In areas where positive working relationships between civil society and the
government exist, there is potential to contribute to the proposed governance model
and provide e-services to citizens even beyond the project period.
• Where networks already exist for reaching into communities, particularly marginalized
groups and who have a good understanding of the socio-economic issues in their area
—urban, semi-rural and rural.
• A conducive political and socio-economic environment.

Expected deliverables of the inception for Component 3

• At least three districts selected for e-governance model and as fieldwork locations
for inception work analysis.
• A report on citizens7users' demands and relevance on pilot e-services.
• Plan articulated to build the skills and capacity of citizens/users to support the pilot
e-services within the e-governance model in three districts.
• ICT resources — hubs and devices — capacity-building plan in support of pilot e-
services in e-governance model in the selected districts.
• Comprehensive Political Economy Analysis conducted to inform change
management strategies for pilot e-services.
• A report on the social, cultural and economic issues impacting on gender, people
with disabilities, indigenous and vulnerable groups in access to government pilot
e-services.

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Summary of the synthesis report (February 2, 025)
In November 2021, UNESCO's 194 Member States unanimously approved the
Recommendation on the Ethics of Artificial Intelligence (UNESCO, 2022). This global framework aims
to ensure AI is developed and used in ways that maximize benefits and minimize risks. The
endorsement reflects a worldwide commitment to responsible AI development.
To facilitate the practical application of this Recommendation, UNESCO developed the
Readiness Assessment Methodology (RAM). This tool evaluates a country's preparedness to
adopt ethical AI practice, identifying areas for improvement in institutional and regulatory
frameworks. The RAM in Bangladesh was launched in July 2024 by the Information and
Communication Technology (ICT) Division within the Ministry of Posts, Telecommunications and
Information Technology and UNESCO in collaboration with a2i and UNDP.
RAM assesses the readiness a cross five dimensions:
● Legal and Regulatory
● Social and Cultural
● Scientific and Educational
● Economic
● Technical and Infrastructure l
The methodology incorporates both qualitative and quantitative research methodologies with 2
4 indicators spanning across the aforementioned 5 dimensions with over a hundred questions
pertinent to AI readiness.
Progress So Far
● Secondary Research: A thorough review and analysis of existing policy documents,
academic literature, and relevant research to establish a foundational understanding
of the subject matter.
● Multi-Stakeholder Focus Group Discussions: Six focus group discussions were
conducted, engaging 48 people from diverse backgrounds to gather insights and
perspectives on key issues.
● Key Informant Interviews: Key Informant Interviews were carried out with 1 0 key
stakeholders, including representatives from government bodies, academic
institutions, and other relevant organizations, to obtain expert opinions and nuanced
understanding. Yet to conduct more before the final product is produced
AI Landscape in Bangladesh: Key Findings
Legal and Regulatory

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 ● Bangladesh has a draft National AI Policy, which is yet to be finalized. The findings of
this Bangladesh AI Readiness report will aim to further strengthen the draft National
AI. Policy with a focus on ensuring the equitable and inclusive development and
deployment of AI technologies.
● While there is a n extensive Right to Information Act, a National Data Protection Act
is still in draft format.
● A Cyber Protection Ordinance is currently going through a stakeholder consultation,
which includes some significant provisions regarding A I:
○ Inclusion of AI in the definition of “digital device”, especially the terms “machine
learning”, “machine vision” and “large language model”. AI is also mentioned
in the definition of “service providers” (those who develop AI systems are now
included in the definition of service providers)
○ The ordinance outlines the redress and remedy provisions. Although the draft
does not address monitoring, redress and remedy for harms caused by AI
systems, chapter 6 outlines penalties for various cyber-crimes including
blackmailing, cyber sextortion etc.
● According to the Cybersecurity Index Bangladesh is globally the second least
cyber-secure country.
Social and Cultural
● The number of male internet users is significantly higher than the number of females
internet users. Also, the number of urban internet users is much higher than the number of
rural internet users. There is a n urgent need to address these disparities policy wise.
● There is a greater need for training of AI systems in Bengali and other indigenous
languages to ensure diversity, representation, and accessibility.
● Bangladesh scores far above the global average in the Online Services Index, which
assesses the scope and quality of online services provided b y a government, and is
ranked very high in trust in government we b site s and apps.
Scientific and Educational
● Inclusivity of AI in Education System requires attention embedded by policies
○ AI ethics education is needed, while integrating AI in curriculum.
○ A survey of 1253 teachers by the ADB found that most are interested in using AI
tools to enhance their teaching practices and improve educational outcomes.
● In 2021 almost 2000 scholarly publications on AI were published in Bangladesh
showing a n increasing interest in AI at tertiary level.
● Digital safety, security and ethics are incorporated in the IC T course curriculum: a n
important step towards a safer and more secure digital space
● Bangladesh is ranked 94th out of 109 countries in data science in the Coursera Global Skills
Report, which notes that Bangladesh has “noticeable gaps in tech and data
science skills.”

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Economic
● Bangladesh has a 0.2 per cent share of high-tech exports according to the WIPO 2023
Global Innovation Index, which ranks 104 out of 132 countries.
Technical and Infrastructural
● While mobile phones are widely spread (111 subscriptions per 100 inhabitants), only
44.50% of the population uses the internet
● Regarding co location datacenters, i.e.., facilities that rent space for businesses to store
their servers, Bangladesh is ranked 73 out of 76 countries
● No particular standardized protocol in Bangladesh for AI and digital technologies,
such a s ISO/IEC or IEEE7000, for either the technical or the ethical dimension.
Developing a national multi-stakeholder roadmap: Main AI actors in the country
In Bangladesh the IC T Division of the Ministry of Posts, Telecommunications and Information
Technology primarily handles AI governance. Other key ministries such a s the Cabinet, Law
Ministry, Public Administration and the Home Ministry are also involved a s needed. Governance
efforts rely o n a multi-ministry approach with vetting processes and steering committees that
include representatives from various ministries.
A n important actor is Aspire to Innovate (a2i) programme, located within the IC T Division and
the Cabinet Division, which is a special programme towards the digital transformati on of
Bangladesh. a2i has successfully streamlined public service delivery for many years in
Bangladesh through digital transformation and innovation. It was launched in 2007 and is
funded by UNDP, the Gates Foundation and the Government of Bangladesh.
A National Steering Committee was formed, which was co-chaired by the Secretary of the IC T
Division and the Head of Office and UNESCO Representative to Bangladesh and convened
multiple times. Further, six FGD s and 1 0 KIIs have been conducted (more KIIs are currently
being conducted). Plans for public consultations are underway.
Desk research and these comprehensive stakeholder consultations led to the diagnosis of
the AI landscape of Bangladesh; a s described above. Further analysis revealed within the AI
ecosystem of Bangladesh both challenges and opportunities, highlighting potential solutions to
address these challenges, a s outlined below.
Challenges in AI Governance in Bangladesh
● Trust-building: Public skepticism towards previous government initiatives may affect the
acceptance and implementation of new regulatory measures.
● Need for greater multi-stakeholder engagement: Diverse perspectives and expertise
from academia, private sector, C SOs and representatives from local communities are
helpful in policy formulation
● Insufficient data protection and cybersecurity measures: The absence of functional data
protection and cybersecurity laws hinders effective regulation, transparency and
accountability.

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 ● Lack of frameworks for procurement of AI systems: Essential to develop comprehensive
AI procurement policies that address both technical and ethical dimensions.
● Absence o f a n independent data protection and cybersecurity authority: The lack of a n
authority to oversee data protection and cybersecurity in Bangladesh creates gaps in
regulatory enforcement, accountability and public trust.
● Lack of specialized institutions for A I: The absence of dedicated institutions focused on
AI, especially on local levels, limits the capacity for localized research, data collection,
development and implementation of AI solutions.
Challenges in Creating AI knowledge and competencies
● Limited awareness and understanding: There is a general lack of awareness and
understanding of AI technologies, including ethics, risks, data privacy and responsible
AI, among Government officials, private sector and the public.
● Digital divide: There is a significant digital divide in Bangladesh, with marginalized
communities lacking access to electricity, technology and the internet, which limits their
ability to benefit from AI advancements. Gender gap in technology education,
particularly in STEM fields, exacerbated by potential harms and lack of safety in digital
spaces, poses a significant challenge to capacity building efforts.
● Resource constraints: Many institutions face budgetary limitations that hinder the
development and implementation of comprehensive capacity-building initiatives.
The challenges described before lead to the following opportunities:
● Need for comprehensive AI frameworks: Establishing regulatory AI frameworks, which
include ethical guidelines and risk assessment, is essential to address the challenges of
dual use technologies and innovation, ensuring that AI development aligns with societal
values and needs of Bangladesh. RAM can contribute here effectively.
● Awareness and education initiatives: Raising awareness about AI technologies and their
benefits a s well a s risks are essential and can foster public trust.
● Investment in capacity building: Investing in education and training programs will help
bridge the skills gap, empowering individuals and organizations to effectively
engage with AI technologies.
● Focus on inclusion: Prioritizing the inclusion of women a s well a s local and marginalized
communities in multilingual AI initiatives is crucial for promoting equitable access to
technology and enhancing overall well-being.
● Addressing infrastructure gaps: Improving infrastructure, particularly in rural a reas, is
vital for creating a n enabling environment for AI development and investment
throughout Bangladesh.
● Encouraging collaboration and innovation: Public-private partnerships, international
collaborations and Government incentives and support for s tartups can stimulate
innovation and attract investment in the AI sector, driving economic growth.

20
● Sustainability considerations: Integrating sustainability into AI development through
alignment with the UN SDGs will ensure that technological advancements contribute
positively to environmental and social outcomes.
Policy Recommendations Currently being Considered
Recommendations can be specified for a prosperous development of the AI ecosystem in
Bangladesh, in line with UNESCO’s Recommendation on the Ethics o f A I, inferred from the
opportunities outlined above and categorized by three dimensions: regulation, institutional
framework and capacity building. Point to be noted that these recommendations are
currently under consideration internally and will be finalized once the data analysis part of the
research is concluded.
Regulation Recommendations
● Finalize and implement a n inclusive, enabling, and robust National AI Policy
○ The policy may include components on ethics and human rights, which is
aligned with the UNESCO Recommendation on the Ethics o f A I
○ The policy should focus on the protection of cultural nuances and the
languages of Bangladesh
○ The policy should include provisions for strategic investments and funding in AI
research, development and deployment, with a focus on building crucial
infrastructure
● Finalize the Data Protection Act and the Cyber Protection Ordinance
○ Should safeguard people’s privacy, freedom of speech, and safety○ Should
mandate accountability for harassment and ensure accessible redress
mechanisms
● Develop comprehensive AI procurement policies anticipating increased use of AI by
government/public agencies
○ Should incorporate criteria for vendor certification, redress and
compensation that emphasizes data privacy, security and ethical
considerations
● Update the Right to Information Act focusing on certain key areas:
○ Broadening the scope of information and enhancing accessibility
○ Strengthening compliance mechanisms and facilitating public
participation ○ Incorporating international best practices
Institutional Framework Recommendations
● Establish specialized institutions dedicated to AI development in Bangladesh,
including on community level
○ Institutions could be overseen b y a central "Office of A I".
○ Sub-institutions would focus on critical areas such a s AI safety, ethics and the
preservation of the country's cultural diversity and heritage

21
 ● Establish a multi-stakeholder steering committee
○ Will play a crucial role in overseeing AI governance and ensuring that policies
reflect a wide range of perspectives and expertise
● Establish a n independent Data Protection and Cybersecurity Authority
○ Develop and enforce regulations, investigate and penalize non-
compliance, promote public awareness and collaborate with stakeholders
○ Ensure robust data protection, prevent harassment and abuse of women,
minorities and marginalized communities in digital spaces, and promote a
safer and more secure online environment for all
● Establishing a certification mechanism, factoring in ethical considerations, for AI
vendors in public procurement.
○ May be driven b y a committee that would help in devising such a program in
line with existing procurement policies
● Develop and curate data sets in Bengali and indigenous languages
Capacity Building Recommendations
● Address digital gaps a s well a s lack of awareness and knowledge o f A I
○ Strengthen awareness and understanding of AI technologies, particularly
among rural populations, local communities and minority groups for fostering a
n inclusive and informed society
● Develop pertinent curricula with a special focus on addressing digital divide
○ AI and its ethical use, should be incorporated into curricula of secondary
education and to be strengthened within STEM programs in tertiary
education ● Investing in re skilling and up skilling for a future-ready workforce
○ Can reduce the risk of job displacement and create new opportunities
● Alleviate bias and discrimination in AI technologies through educating stakeholders
about the ethical implications of AI and the importance of inclusivity.
● Encourage investments in AI research, development and infrastructure
○ involves developing d a t a c e n t e r s , c l o u d c o m p u t i n g f a c i l i t i e s a n d
high-performance computing infrastructure, a s much a s possible also outside
urban areas.

22
Digital Transformation Data Vision: New Data & AI Governance Framework

The data protection laws empower the individual in more than just one way. They
get a right to know about their data, its collection, storage and transfer, and also
get a right of redressal in case of any violation. They are properly compensated for
any data breach. Data Fiduciaries are required to protect the personal data under
their control, with respect to any processing undertaken by them or on their behalf
by a Data Processor, by taking reasonable security safeguards to prevent any kind
of personal data breach. To achieve this an independent data authority is
necessary.

ESTABLISHING AN INDEPENDENT DATA & AI

AUTHORITY

Justification for a Sovereign Data & AI Authority

Bangladesh has experienced severe data breaches, with millions of personal

records exposed. Currently, data governance remains fragmented under
various ministries, with the ICT Division lacking full autonomy. Inspired by
global best practices such as India’s Data Protection Board and Saudi
Arabia’s SDAIA (Saudi Data & AI Authority), Bangladesh must establish an
independent constitutional Data & AI Authority, free from governmental,
administrative, and law enforcement control, and directly under the Supreme
Court’s protection.

Mandate & Responsibilities

The new authority will oversee:

1. Cyber Safety Ordinance – Enforcing cybersecurity standards across all

government and private sectors.
2. Personal Data Protection Ordinance – Regulating data collection,
storage, and exchange to prevent breaches.

23
 3. National AI Policy – Governing AI deployment, ensuring ethical AI
practices, and mitigating AI-related risks.
4. Bangladesh National Digital Architecture (BNDA) Bus – Overseeing
national data exchange infrastructure for secure interoperability.

The division of ICT will remain as a facilitator & co-ordinate these activities
with all other ministries until a fully functioning data governance e& AI
authority emerges.

Bangladesh ICT Act 2006 review as per to be newly drafted-

a. cyber safety ordinance,
b. personal data protection ordinance,
c. national AI strategy
d. BNDA standards & strategy.

Global Best Practices & References

• India’s Data Protection Board ensures independent oversight of data

breaches and privacy enforcement.
• Saudi Arabia’s SDAIA regulates AI policies, data strategies, and privacy
laws to ensure digital sovereignty.
• European Data Protection Board (EDPB) oversees GDPR compliance,
preventing monopolization of personal data.

Benefits of an Independent Authority

• Legal Protection & Independence: Operates free from governmental,

administrative, and law enforcement intervention, ensuring unbiased
data governance.
• Public Trust & Privacy: Protects citizens from unauthorized data usage,
ensuring full compliance with privacy laws.
• AI Governance & Innovation: Ensures AI policy aligns with national
economic goals while mitigating ethical risks.
• National Security Enhancement: Prevents foreign exploitation of
Bangladeshi data by enforcing strict security measures.

24
Implementation Roadmap (2025-2030)

Phase 1: 2025-2026

✅ Draft and pass the Cyber Safety Ordinance in Cabinet.

✅ Establish Bangladesh National Digital Architecture (BNDA) Bus for secure
data exchange.
✅ Form the Data & AI Authority Taskforce to define legal and operational
structures.
✅ Launch a pilot National AI Governance Program in collaboration with
academia and industry.

Phase 2: 2027-2028

✅ Pass the Cyber Safety Act in Parliament (Cyber Safety Ordinance converts
into Cyber Safety Act when passed in the parliament). Implement the
Personal Data Protection Act, mandating compliance for all enterprises.
✅ Operationalize the Independent Data & AI Authority with a fully functional
board and compliance mechanisms.
✅ Integrate the AI Ethics & Risk Framework to regulate emerging AI
applications in Bangladesh.
✅ Scale BNDA Bus connectivity across all government agencies, ensuring
seamless digital interoperability.

Phase 3: 2029-2030

✅ Strengthen AI regulatory frameworks, aligning with global best practices.

✅ Ensure full implementation of data protection policies, establishing
Bangladesh as a leader in data security & digital governance.
✅ Establish global AI research collaborations to enhance AI-driven
economic transformation.
✅ Achieve Bangladesh’s recognition in the Global AI Index, positioning the
country as a digital leader.

25
This roadmap provides a structured timeline from 2025 to 2030 to:

• Establish interoperable digital infrastructure

• Strengthen cybersecurity & data governance
• Reform the ICT Division for efficient service delivery
• Expand digital services for citizens & businesses
• Enable a thriving digital economy & innovation ecosystem
• Upskill and expand the ICT workforce to 7-8 million professionals by
2030
• Train 20,000 cybersecurity experts by 2027, and 50,000 by 2030
• Massively upskill the RMG workforce to sustain employment amid AI &
4IR challenges

Strategic Vision

Vision: "Transforming Bangladesh into a digitally empowered, innovative, and

inclusive society through ICT-driven sustainable growth."

Mission: "Drive digital transformation by strengthening governance, improving

service delivery, and fostering economic development through strategic ICT
initiatives."

Key Focus Areas

The roadmap focuses on seven core pillars:

1. Empowering Citizens – Expanding digital access & enhancing service

delivery
2. Efficient Government – Strengthening digital governance & workflows
3. Enabling Businesses – Boosting the digital economy & startup
ecosystem
4. Interoperable Digital Infrastructure – Implementing scalable Digital
Public Infrastructure (DPI)
5. Connectivity & Physical Infrastructure – Expanding broadband, cloud
computing, and 5G networks
6. Policy & Governance – Strengthening cybersecurity, AI, and data
governance frameworks
7. Massive AI-driven Upskilling & Workforce Transformation – Ensuring
sustainable employment for traditional industries and expanding the
ICT workforce

26
TIME-BASED DIGITAL TRANSFORMATION ROADMAP
(2025-2030)

Phase 1: Immediate Priorities (2025-2026)

Goal: Establish the foundation for digital governance, improve data security,
and accelerate public service digitalization.

Q1-Q2 2025

✅ Launch Bangladesh National Digital Architecture (BNDA) for integrated

data governance
✅ Establish a National Data Exchange (NDX) for seamless inter-ministerial
data sharing
✅ Finalize & enforce the Personal Data Protection Act (PDPA)
✅ Strengthen National Cybersecurity Response Team (N-CERT) & launch
cybersecurity training programs
✅ Initiate Universal Digital ID (e-KYC, biometric authentication) pilot
✅ Introduce AI-driven automation for tax filing & customs processing
✅ Begin nationwide AI-driven reskilling programs for RMG workers to sustain
employment

Q3-Q4 2025

✅ Expand MyGov & D-Nothi platforms across all ministries

✅ Develop a National Digital Payments Framework, integrating banks, MFS &
gov platforms
✅ Launch pilot programs for AI & machine learning adoption in governance
✅ Begin 5G expansion trials in Dhaka & Chattogram
✅ Digital literacy initiative: Train 50,000 professionals in AI, cloud, &
cybersecurity
✅ Initiate AI-driven workforce transformation strategy to ensure upskilling of
RMG workers against 4IR automation risks

2026 Milestones

✅ Full-scale interoperable DPI rollout – Digital ID, secure payments,

integrated service platforms
✅ Digitalize 800+ government services, ensuring end-to-end digital processes

27
✅ Cybersecurity ordinance finalized, ensuring compliance across ministries
✅ Introduce unified tax & financial compliance systems (e-Tax, e-VAT)
✅ Establish AI-powered predictive governance for data-driven decision-
making
✅ Scale ICT workforce to 3 million professionals

Phase 2: Scaling & Optimization (2027-2028)

Goal: Expand connectivity, optimize government service delivery, and

enhance cybersecurity & AI regulations.

2027 Milestones

✅ Nationwide 5G rollout completed, ensuring 95% coverage

✅ GovCloud fully operational for secure cloud-based government services
✅ Implement digital forensic capabilities across ministries
✅ Establish Bangladesh National AI & 4IR Innovation Hub
✅ National Digital Taxation System (NDTS) integrated with banking &
payment platforms
✅ Scale up data-driven decision-making with real-time analytics
dashboards
✅ Train 20,000 cybersecurity experts
✅ Expand ICT workforce to 5 million professionals

2028 Milestones

✅ AI-powered automation for land registration, transport, & healthcare

✅ 100% paperless government workflow implemented across ministries
✅ Bangladesh ranks in Top 15 on UN E-Government Development Index
✅ 50% increase in startup funding & global ICT partnerships
✅ Massive reskilling programs for RMG & labor-intensive industries

Phase 3: Full Digital Economy & Smart Governance (2029-2030)

Goal: Establish a mature digital ecosystem, ensuring full smart governance,

economic growth, and innovation.

28
2029 Milestones

✅ All public services fully digitalized, accessible via a unified citizen portal
✅ AI-powered governance systems deployed for real-time service
automation
✅ Global AI partnerships to drive Bangladesh’s leadership in 4IR
technologies
✅ Cyber Resilience Strategy implemented across all ministries & critical
infrastructure
✅ Launch next-gen digital payment & fintech regulations
✅ Bangladesh’s ICT sector contributes $5 billion+ in exports
✅ ICT workforce reaches 7-8 million professionals
✅ Train 50,000 cybersecurity experts

AI-DRIVEN WORKFORCE TRANSFORMATION &

UPSKILLING STRATEGY

RMG & Industrial Workforce Transformation

• Introduce AI-driven automation training for 500,000 RMG workers

annually
• Develop AI-assisted manufacturing skills programs to sustain
employment
• Expand government-industry partnerships for AI-integrated RMG
workflows

ICT Workforce Expansion

• Scale Bangladesh’s ICT professionals from 1 million to 7-8 million by

2030
• Expand cybersecurity workforce from 5,000 to 50,000 by 2030
• Ensure digital literacy & AI training for youth in rural & urban areas

29
 INITIATIVE IDENTIFICATION: GLOBAL
BENCHMARKS

To identify initiatives required for addressing the focus areas defined by the
stakeholders in chapter 3, we analyzed various global exemplars to understand the
digital transformation journeys that they have undertaken over the years.

To ensure relevance and effectiveness, countries were selected based on two key
parameters:

ICT Maturity: This parameter was assessed using global indices such as:

• ICT Development Index

• Network Readiness Index
• E-Government Development Index
• Business Ready Index
These indices provided insights into the digital maturity and technological
advancements of each country.

Similarity to Bangladesh and Overall Country Complexity: Factors such as economic

similarity (income levels), population density, and country size were considered. This
ensured that the selected countries offered applicable lessons and strategies relevant
to Bangladesh’s socio-economic and cultural environment.

Based on the above parameters, the following eight countries were identified for
benchmarking, offering a balanced mix of ICT maturity and relevance to Bangladesh:

A. End to end digital infrastructure

Singapore: An innovation champion and global leader in ICT maturity. Singapore

serves as a north star for efficient governance, digital identity, and smart city initiatives.

Estonia: Another innovation champion, known for its inter-operable data exchanges,
digital ID systems and robust e-services ecosystem.

Japan: An innovation champion in ICT maturity makes Japan a valuable benchmark.

B. Digital delivery at scale

30
Indonesia: An emerging player in ICT maturity. Demographic similarities with
Bangladesh, coupled with its similar socio-economic status, make it a valuable
benchmark.

India: India offers valuable lessons for scaling foundational digital infrastructures like
UPI, Aadhaar, and BharatNet.

C. Comparable countries with inspiring journeys

Malaysia: Malaysia is a rising star in ICT maturity, significantly ahead of Bangladesh.

Cultural similarities make it comparable to Bangladesh.

Vietnam: Another emerging player with socio-economic parallels to Bangladesh.

Vietnam’s achievements in digital transformation provide a roadmap for tackling
similar challenges.

Saudi Arabia: Saudi Arabia is an innovation champion in ICT maturity. Cultural

similarities make it comparable to Bangladesh.

A detailed benchmarking exercise has been done across the selected peer set to
understand the ICT initiatives implemented around the globe. A comprehensive
repository of 500+ initiatives was identified from global exemplars as a starting point
for the roadmap. Below is a non-exhaustive set of benchmarks that have been
considered across the 6 different themes of our roadmap.

Empowering Citizen

Estonia e-Estonia Portal is a central platform for citizens to access government e-

services

JobsMalaysia utilizes human resources through an effective and integrated

Malaysia
job matching process
Touch ‘n Go is an electronic purse application used as transit card

Digital India Land Record Modernization Program helps digitize and

modernize land records and develop a centralized land record
India management system
m4Agri is a mobile pull and push-based system where agriculture-related
information and advisory services can be pulled/ pushed by the farmers
using their mobile phones

Skills Future is a national program offering credits to citizens for lifelong

Singapore learning, supported by a portal providing training resources
Health Hub is a one-stop access to their personal medical records, links to
healthcare services and institutions and related information and tools

31
 Smart City / Villages (Toyota Woven City): Fully connected ecosystem
Japan powered by hydrogen fuel cells, solar PV cells on roofs, in-home robotics for
daily assistance, AI powered health sensors etc.

Kumon Learning Model: Teaching children independent study skills and

accelerating pace of learning through an adaptive, tailored curriculum

Enabling Business

Vietnam National Business Registration Portal is a one-stop online platform for

business registration and management

Singapore CentEx will house capability centers of excellence (CoEs) such as Data
Science and AI, ICT Infrastructure, Application Development, Sensors and
IoT, Cybersecurity etc.

India Startup India has rolled out several programs with the objective of
supporting entrepreneurs, building a robust startup ecosystem

Startup Development Five-Year Plan announced in 2022 to create an

ecosystem for nurturing startups by promoting collaboration among industry,
Japan government, and academia, and increasing investment in startups.

Focus sector 4IR strategies - METI 'Connected Industries' initiative promotes

R&D and venture acceleration in key sectors and 4IR technologies. Launched
'Centre for 4IR Japan' with WEF to design and trial governance policy

Efficient Government

Malaysia E-Perolehan allows public sector agencies to procure goods and services
electronically

Indonesia
LPSE (Layanan Pengadaan Secara Elektronik) enables Procurement of
Goods/Services at the Ministry/Institution

Estonia e-Project Management Platform is a Platform for managing government

projects

32
 e-Estonia paperless govt. - 99% of state services can be accessed online
with the goals of reducing bureaucracy, increasing transparency, and
boosting growth

Government e-marketplace – National e-procurement marketplace

India
e-Office enhances the operational efficiency of the govt. by transitioning
towards a "Less Paper Office"

Physical Infrastructure

Malaysia Public Sector Data Center in Malaysia hosts over 1,000 servers for 120
agencies, providing centralized IT services and ensuring efficiency in
government operations.

India Bharat Net is Indian govt. owned broadband provider for mgmt. &
operation of the National Optical Fiber Network

Singapore Singapore implemented a private government cloud called Central G-

Cloud for whole- of-government use

Vietnam Universal smartphone program was launched in 2020 aiming to achieve

100% smartphone penetration

Bangladesh DPI

Singapore
SingPass is a trusted digital identity that enables residents to access
government and business services seamlessly. It is widely used in Singapore
for secure and efficient transactions.

Aadhaar - Biometric authentication via a Unique identification number

UPI (Unified Payments Interface) is an instant real-time payment system
India facilitating interbank transactions through mobile phones. It has been
instrumental in digital financial inclusion in India.
e-Sign is an online digital signature service integrates seamlessly with
various service applications to enable secure and paperless operations.
Digi Locker allows citizens to access authentic digital documents through a
Digital Document Wallet

Estonia X-Road Data Exchange Platform is the backbone of Estonian e-

governance. X-Road ensures secure data exchange between agencies
and systems, reducing infrastructure costs.

Policies and Governance

33
 Singapore Personal Data Protection Act (PDPA) provides baseline standards for
protecting personal data and ensuring privacy

Saudi Arabia National Strategy for Data and Artificial Intelligence in Saudi Arabia focuses
on positioning Saudi Arabia as a global hub for leading data and AI
technologies

Estonia National cybersecurity strategy and Cyber Emergency Response Team

launched in 2008

One of the key insights from benchmarking is the universal emphasis on foundational initiatives,
especially the DPI stack. While the timing and prioritization of these initiatives vary, their
implementation is a cornerstone for accelerated ICT development. Core components include
robust digital identities, secure payment systems, and scalable data exchanges.

Based on benchmarking studies, on-ground feedback, and current work, ICT ecosystem
development can be envisioned along three broad archetypes:

Archetype 1: Archetype 2: Archetype 3:

Early Foundational Balanced Decentralized

stack builders development track development

Complete focus on Parallel development Siloed development by

building foundational of foundational stack different ministries
Key
stack initially. & stakeholder use-
Later, transitioned
Stakeholder focused cases
Features towards a foundation
use-cases built on top Most use cases built on stack integrating
of foundational stack top of digital ID later various initiatives

Implementing Single organization No single organization No single organization

responsible for most responsible for all responsible for all
Organization
initiatives initiatives initiatives

Country Singapore, India,

Estonia Vietnam
Malaysia

Many developing countries have found the Balanced Development track (Archetype
2) to be the most effective, making it the best fit for Bangladesh. This approach ensures
that critical stakeholder services are delivered in the short term, while also laying the
groundwork for a sustainable and scalable ICT ecosystem that can support long-term
development.

34
 INITIATIVE SHORTLISTING: KEY INITIATIVES FOR
ICT STRATEGIC ROADMAP

The initiatives shortlisted for the ICT Strategic Roadmap are anchored in six key
guiding principles developed through extensive inputs from diverse stakeholders,
including government, development partners, and academia. These principles
ensure the roadmap addresses stakeholder pain points and aligns with the current ICT
maturity of key sectors, creating a cohesive, actionable, and forward-looking
strategy. By shortlisting initiatives that reflect these principles, the roadmap aims to
drive meaningful progress in the ICT sector over the next 6 years and meet the diverse
needs of all stakeholders.

1. Prioritize Inclusivity for Universal Access:

Design ICT initiatives to be inclusive, ensuring widespread access and
extending benefits to citizens across all demographics.
2. Build an Interoperable ICT Ecosystem for Seamless Integration:
Enable interoperability across datasets, platforms, and systems within the
government and other stakeholders to enable cohesive, efficient, and
integrated service delivery.
3. Eliminate Duplication and Embrace Minimalistic Design:
Streamline initiatives by avoiding redundancy across departments, divisions,
and ministries, and adopting a minimalistic approach aligned with existing
programs for efficient service delivery.
4. Adhere to Standardized Frameworks and Governance:
Ensure all ICT initiatives are guided by established standards and governance
frameworks to maintain quality and ensure compliance and consistency.
5. Drive Efficiency Through ICT-Enabled Transformation:
Leverage ICT initiatives to enhance efficiency across government operations,
businesses, and citizen services by streamlining processes and optimizing
resource utilization.
6. Foster Adaptability with an Open-Ended Framework:
Adopt an open-ended framework that allows for the addition of new
initiatives based on ongoing stakeholder inputs and shifting priorities, ensuring
responsiveness to evolving needs.
Based on the on-ground feedback, the benchmarks and current ambitions &
progress, a comprehensive set of 70+ initiatives have been laid out which constitute
the holistic ICT Landscape for 2030.

35
The above ICT landscape provides a preliminary view of key initiatives, which will be
further refined and expanded based on emerging priorities of the ICT Division and
other government bodies over the next six years. It is expected that other government
ministries / divisions / organizations will prepare respective sector strategies /
masterplans with ICT specific initiatives identified. This view will be subsequently
enhanced based on the sector strategies / masterplans defined by relevant ministries
/ divisions / organizations.

The program descriptions of the 70+ initiatives have been provided in the program
deep dive and appendix sections. The following section talks about how we intend to
empower citizens, drive an efficient government and enable businesses. Different
components of the above landscape will be utilized to drive the respective objectives
of these 3 themes.

2.1.1 Empowering citizens

The key tenet of empowering citizens is to ensure they have access to e2e digital
services for all government services provided. The ICT landscape drives digital
inclusion and accessibility through a comprehensive mix of foundational and
stakeholder-centric initiatives, ensuring end-to-end (E2E) digital services for all
citizens. The citizen focused cross section of the landscape comprises of initiatives
across 4 key layers:

36
 • Citizen Access & Engagement: Unified portal for seamless access to services
and information integrated with mechanisms to incorporate citizen
participation and feedback.

• G2C Digital Services: E2E service digitization across sectors to ensure efficient
service delivery throughout citizen lifecycle. The above is a preliminary list and
will be enhanced based on the sector strategies / masterplans defined by
relevant ministries / divisions / organizations.

• Bangladesh DPI: Key foundation for interoperable digital services across

ministries, enabling secure data exchange, seamless identity authentication,
and integrated payment systems to streamline service delivery. Efficient
interoperability ensured through a National Data Exchange for cross-ministerial
use cases, supported by sectoral stacks to enable respective sector-specific
applications, minimizing integration complexity for each stack while
maintaining a cohesive digital ecosystem.

• Physical infrastructure: Inclusive digital service availability through affordable

internet access, smart devices, assisted digital service delivery, digital labs, and
a secure government data center to support scalable and efficient digital
infrastructure. The assisted digital service centers (such as Union Digital Centers)
will continue to be at the heart of ensuring access to digital services are
available for marginalized communities and rural population.

2.1.2 Efficient government

The ICT landscape accelerates the digital transformation of government, ensuring

efficient, transparent, and data-driven governance. A structured approach
leveraging interoperable platforms, re-usable systems and automated workflows

37
enhances public service delivery, decision-making, and resource optimization. The
purpose is to drive efficiency and accountability.

• Digital engagement channels: Access channels for government employees,

citizens or businesses.

• Sectoral use-cases: G2G sectoral / sector agnostic platforms for efficient

decision making

• Data analytics / AI platform: AI-driven automation, predictive analytics, and

real-time data monitoring to optimize service efficiency of core capabilities.

• Core Business Capabilities: Standardized critical support functions (sector

agnostic capabilities), including government ERP and HR management
system.

• Foundational focus: Secure, scalable, and interoperable government services

enabled through strong foundational focus Digital Public Infrastructure (DPI),
high-speed broadband connectivity, cloud and data center infrastructure,
data policies, cybersecurity frameworks, and future ready ICT organization.

2.1.3 Enabling businesses

The initiatives identified in the roadmap aim to drive digitalization across the entire
business value chain, fostering efficiency, innovation, and economic growth over the
next six years.

38
 INITIATIVE SEQUENCING

To achieve the goals set under this as explained in the previous section, there are a
set of programs which should “launch” immediately in short term (2025-26), while other
advanced programs will launch later in mid-to-long term (2026-2030).

This sequence of initiatives to be based on 2 key factors:

Desirability: We gauged the priority of initiatives based on input from various

stakeholders in Bangladesh, which are as follows:

• Government priorities: Priorities expressed by various government

stakeholders:
‒ ICT Division / Affiliated bodies
‒ Other ministries / government bodies
• Development partner focus: Current & future focus areas shared by
development partners such as World Bank, UNDP, EU, JICA, KOICA
• Impact on Global Indices: Initiatives which will impact/ bring a change in
Bangladesh's rank in the global indices, such as, ICT Development Index (UN),
Network Readiness Index (Portulans Institute), E Government Development
Index (UN), B-READY (WB)

39
 • Voice of citizens: Citizen's preferences captured as per BCG's Global Digital
Government Survey 2024
• Voice of industry and academia: Priorities expressed by business leaders (ICT
industry, startups, industry associations) and academia stakeholders in
Bangladesh
• Foundational impact: Extent to which the initiative is important for setting a
strong foundation and enable other initiatives
Feasibility: Initiatives assessed on 2 criteria for ease of implementation namely:

• Maturity of starting point (systems)/ baseline: Maturity of existing/ planned

initiatives basis List of current / ongoing initiatives shared by ICT division / other
ministries and outside-in assessment of existing ICT assets
• Speed to Implementation & Impact: Implementation period to execute
initiative and impact realization
The 70+ initiatives have been systematically sequenced based on the above
desirability and feasibility parameters. To provide clarity on this evaluation process, the
following example illustrates how initiatives were prioritized and categorized.

Stakeholder Desirability

Implementation Feasibility

40
Initiatives have been sequenced basis a combination of their categorization across
desirability and feasibility parameters:

High Feasibility Low Feasibility

Near-term: Long-term:
Initiated in next 2 years Initiated after 2 years

Initiative Category 1 Initiative Category 3

Initiative Category 2 Initiative Category 4

High desirability Medium-to-low desirability

Program deep dives developed for initiatives in the high desirability and high desirability category

Based on the above sequencing methodology, 39 initiatives have been prioritized for
the next 2 years (Category 1). The prioritized initiatives have been marked with a red
star in the below diagram. The rest of the initiatives will be implemented in the
medium-to-long-term starting from 2026.

41
List of sequenced initiatives

The detailed sequencing of all initiatives in the Strategic ICT Roadmap is as follows:

Ministry
Name / Initiated
Topic Area Initiated over next 2 years
Affiliate after 2 years
body
Foundational initiatives

Personal data protection act

Cybersecurity Policy

Policy on Emerging Technologies

Policies & (e.g., AI)
ICT Division
enablers
ICT Policy

Startup Policies

Future-ready ICT/digital
organization

Digital service access

Physical
ICT Division Government Cloud & Data Center
infrastructure
Broadband Connectivity

42
Ministry
Name / Initiated
Topic Area Initiated over next 2 years
Affiliate after 2 years
body
Post &
Telecom Broadband Connectivity
Division
Identity (incl. Authentication,
Digital Signature)
Data Exchange (incl.Open APIs,
ICT Division standards, data models, consent,
Bangladesh infrastructure, analytics)
DPI
Government services workflow
engine
Bangladesh
Interoperable Payments
Bank
Empowering citizens
Skilling &
Digital job platform
employment
ICT Division Information Citizen information dissemination Digital
dissemination and service delivery awareness
& delivery Digital participation platforms campaigns
Citizen upskilling (skilling platforms,
Digitalized
knowledge sharing platforms,
libraries
digital curriculum for education)
Student
Education & teacher
Education portal
skilling
(Scholarships,
counselling,
assessments,
teacher's
portal etc.)
Transport services (License mgmt.
Ministry of
Portal, payment automation
Road
Transportation service for challan, tolls, etc.)
Transport and
Bridges

Digital healthcare delivery

Healthcare
Ministry of (appointments, electronic health
monitoring
Health and records, hospital operations, billing
Healthcare systems
Family etc.)
Welfare
Telemedicine platform

43
Ministry
Name / Initiated
Topic Area Initiated over next 2 years
Affiliate after 2 years
body
Financial
service
applications
Agri data advisory services
(credit,
insurance
etc.)
E-Marketplaces (Accepting the
Ministry of purchase applications of crops,
Agriculture receiving exchange price and
Agriculture
providing confirmation online)
Distribution
monitoring
systems
Farm
production
systems

Taxes Digital Tax Filing

Ministry of
Finance
Social welfare Pension portal

Police control
Home affairs Passport services
Ministry of systems
Home Affairs
Immigration services

Ministry of
Climate & Disaster warning & response
Disaster
sustainability coordination systems
Mgmt.
Land
Ministry of
Land Land record digitization managemen
Land
t systems
Ministry of
Local Govt., Local Smart
E2e digital LGI services
Rural Dev., & governance cities/villages
Cooperatives
Ministry of
Women empowerment service
Women and
Social welfare portal (benefit delivery, grievance
Children
redressal)
Affairs
Ministry of
Labour and Social welfare Public work platform (gig workers)
Employment

44
Ministry
Name / Initiated
Topic Area Initiated over next 2 years
Affiliate after 2 years
body
Ministry of
National Sports Infra Management
Youth and Sports
Portal
Sports
Direct benefit transfer services Disability
(poor/unemployed/disabled/youth assistive
Ministry of ) technologies
Social Social welfare Food and
Welfare clothing
delivery
systems

Efficient government

Digital
transformatio
Govt. ERP systems
n of govt. org.
/ utilities

ICT Division E-office

Administrative Government software repository

Performance mgmt. and
governance dashboard

Administrative Govt. ICT capability dev.

Ministry of Digital
Public Admin transformatio
HR mgmt. systems
n of govt. org.
/ utilities
Ministry of
Administrative E-procurement
Planning
Command
and control
centers
(Traffic
Ministry of
monitoring,
Road Platform for multi-modal
Transportation incident
Transport and connectivity infra planning
response
Bridges
systems, road
safety,
surveillance
etc.)

45
Ministry
Name / Initiated
Topic Area Initiated over next 2 years
Affiliate after 2 years
body
Urban
transport
planning
Tax
Ministry of
Taxes collection
Finance
monitoring
Ministry of
Law, Justice
and Law Legal case management platforms
Parliamentar
y Affairs
Smart Grid
(Effective
Customer
Managemen
Smart Grid (Resilient supply system
Ministry of t System,
& grid automation)
Power & Power Integrated
Energy Renewable
Energy, Grid
as Platform)

Power monitoring portal

GHG
Ministry of emission
Environment, monitoring
Climate & system
Forest &
Sustainability
Climate Forest cover
Change traceability
system
School
Ministry of Education &
monitoring
Education Skilling
system
Digital
engagement
channels
Digital
Data
Respective transformatio Govt. ERP systems
analytics / AI
ministry n of govt. org.
platform
/ utilities
Asset health
monitoring
system

46
Ministry
Name / Initiated
Topic Area Initiated over next 2 years
Affiliate after 2 years
body
Enabling businesses

4IR industry accelerators / R&D ICT Industry

centers promotion
(Domestic
ICT Industry promotion (Upgrade ICT spend
the infrastructure of Hi-Tech Parks acceleration,
with high-speed internet access, FDI
ICT Division uninterrupted power supply, etc. ) attraction,
Export
promotion)
Unified business portal (connect
individual single window through
data exchange for businesses to
avail requisite services)
Commerce
CMSME
portals (B2B
Ministry of
portals,
Industries
schemes
etc.)
Bangladesh
Investment
Investor single window system
Development
(EODB)
Authority
(BIDA)
Startup
Startup acceleration (FoF)
Bangladesh

Automated
Ministry of
Taxes Customs national single window VAT
Finance
payments
Trade and
Ministry of logistics
Logistics
Commerce single
window

Ministry of Port single

Transportation Maritime single window
Shipping window

47
This section provides a detailed deep dive of the key initiatives prioritized in the ICT
Strategic Roadmap 2030.

Each priority initiative in the ICT Strategic Roadmap has also been mapped to relevant
SDG goals, highlighting its contribution to sustainable development. This alignment
ensures that the roadmap supports national and global objectives, addressing areas
such as economic growth, industry innovation, reduced inequalities, and climate
action. By linking initiatives to SDG goals, the roadmap reinforces its commitment to
driving impactful and inclusive progress.

BUILD STRONG FOUNDATION

Based on extensive consultations with multiple stakeholders, there is a clear consensus

on the priority of foundational initiatives for Bangladesh’s ICT ecosystem. Given the
strategic importance of these initiatives, this section will further outline the status,
challenges, global benchmark examples, strategic choices and target activities for
these foundational initiatives to drive digital transformation across the country.

48
4.1.1 Bangladesh DPI

The Bangladesh Digital Public Infrastructure (DPI) forms the backbone of secure,
interoperable, and accessible digital services. It consists of four core initiatives:
Identity Layer, Interoperable Payments, Data Exchange, and Government Service
Digitization Engine.

49
4.1.1.1 Identity layer

Context: A universal digital ID will enable powerful use-cases across multiple aspects
of a Bangladeshi’s life. As per benchmarks, Bangladesh can aspire to target
economic value impact of up to 6% of GDP by 2030 through implementation of a
universal digital ID. Implementation of a digital ID can enable benefits across multiple
stakeholders shown as follows: -

Current State: The National Identity card (NID) is a mandatory, biometric, microchip-
embedded smart identity card issued to every Bangladeshi citizen above 18 years
old. It is required for access to most essential public and private services, including
voting, issuance of passport, driving license, SIM card registration, opening a bank
account, filing taxes, etc. Over 70% citizens above the age of 18 have been issued an
NID. A digital identity can be used for 2 important use-cases – e-authentication and
digital signatures. Currently, NID can facilitate e-KYC services and for digital signatures.

e-KYC authentication services in Bangladesh are facilitated through a 3rd party which
is the offering identity verification APIs. Currently these services are widely used by the
govt., banks, NBFI, MFS/PSP, brokerage houses, etc.

NID is used in the registration and identity verification process for digital signatures.
Users authenticate their ID via NID, followed by cryptographic signing through certified
ESPs, which issue unique digital certificates to ensure document authenticity and
integrity

Challenges: Key challenges faced by the NID system currently include:

1. Cybersecurity challenges: 5 Cr+ citizens' personal information, including their

full names, phone numbers, email addresses and National Identification (NID)
numbers were exposed from the NID website in 2023
2. Limited adoption: Due to the lack of a nationwide mandate on NID
registration, and need for physical registration, marginalized communities fail
to register for an NID, restricting access to essential services.

50
 3. Gaps in universal coverage: Since NID was designed for voters, it does not
cover population below the age of 16, limiting its ability to function as a
universal digital ID for all citizens
4. Limited integration with other existing digital IDs: NID lacks integration with
other IDs in Bangladesh such as CRVS to function as a universal digital ID for
citizen identification and access to services. There is also limited integration
between different NID conventions (10 digit, 13 digit, 17 digit) across service
offerings.
5. Gaps in service integrations: Gaps exist in the linkage of NIDs as a universal
digital ID for comprehensive access to services. For instance, the absence of
parent-child linkage in NID data creates challenges in the disbursement of
social safety net benefits
6. Need for Access Control: There is a need to develop a consent mechanism
for citizens to control access (limit/revoke) to their NID data for availing
services
7. Incorrect details: Incorrect details in issued NIDs, mismatches between other
documents such as passport, educational certificates, etc. and significant
number of pending correction applications create challenges for citizens to
access services through NID

Learnings from benchmarks: Bangladesh can draw learnings from digital identity
systems of Estonia, Singapore, and India

Recommendations for Bangladesh: Bangladesh needs to follow a 3-step process to

establish a universal digital ID for all citizens: -

51
 1. Establish universal digital ID: Develop a foundational digital ID from scratch or
expand NID for all citizens to be used as a single source of truth for
identification and for access to services
2. Establish interoperability between all functional IDs: The universal digital ID
must be integrated with the help of the National E-service bus with all
functional IDs in Bangladesh such as birth, NID, health ID, education ID, etc.
3. Expand coverage: Expand the coverage of the digital ID to 100% of citizens
ensuring the registration of marginalized communities.

Program Components

Bangladesh must launch a program including several components:

Program objectives
To create a single source of truth for all citizens through a unified foundational digital identity

Program targets
2026 2030
▪ Launch Universal Digital ID for all citizens ▪ Digital ID integrated with all existing
citizen IDs
▪ >25% Digital ID adoption
▪ >60% universal digital ID adoption
▪ 6-8% GDP savings enabled

SDGs impacted
▪ SDG 8: Decent Work & Economic Growth
▪ SDG 10: Reduced Inequalities
▪ SDG 12: Responsible consumption & production

▪ SDG 16: Peace, Justice, and Strong Institutions

Program execution & ownership

Lead Agency Election Commission,/ Cabinet Division

Implementing
ICT Division (Bangladesh Computer Council)
Body
Funding Partner World Bank

52
 Implementation Tracks
Components Activities

▪ Drive interoperability between existing IDs through the National e-

Service Bus
▪ Set up Digital ID governing body and operating model to drive
ongoing enrolments and adoption
▪ Finalize target design and strategy of universal digital ID program
ensuring complete linkages with existing IDs and services
Program design
and ▪ Engage with private sector, academia and civil society to co-create
governance solution
▪ Conceptualize and develop digital ID enabled authentication and
trust services – eSign, e-KYC, eAuth, verifiable credentials, etc.
▪ Ensure proper regulation of digital identity network with respect to
security, adherence to norms, personal data protection, usage of
digital signature etc.

▪ Develop / scale Digital ID infrastructure (biometric matching system,

APIs and integrations, data hosting etc.)
▪ Ensure certification of digital ID systems, processes, and personnel to
Enrollment maintain security and reliability
track
▪ Mandate nationwide digital ID enrollment, launch awareness
campaigns, and deploy mobile units for inclusive registration from
underserved population

▪ Create underlying platform to enable interoperability in registrations

and enrolment, efficient capture & storage of data as well as
Data and harmonization with existing ID conventions (in case of scaling NID)
platforms track
▪ Link all citizen centric datasets (whole-of-government and select
private sector data) to Digital ID

▪ Formulate service provider strategy for Digital ID system

▪ Run competitive process for service provider selection, e.g., through
Service Provider pilots, PoCs and RFP processes
track
▪ Onboard service provider, establish SLAs and enable infrastructure for
smooth operations, e.g., nationwide enrolments, system support, etc.

4.1.1.2 Interoperable Payments

Context: A strong digital payments infrastructure is essential for financial inclusion,

economic efficiency, and digital transformation. A comprehensive interoperable
payment system will enable seamless transactions across banks, mobile financial

53
services (MFS), and merchants, fostering a more inclusive and digitally enabled
economy.

Current State: Bangladesh has made notable strides in digital payments and financial
interoperability. Two notable platforms that have contributed to this development
include BD-RTGS, facilitating high-value transactions, and NPSB, ensuring inter-bank
connectivity across ATM, POS internet banking. Various new initiatives have also been
launched in recent years such as Takapay, a national interoperable card scheme
aiming to onboard 40+ banks by 2025, and BanglaQR, a unified QR-based merchant
payment system, introduced to streamline digital merchant payments with 50%
adoption across banks in the country. Further, the Integrated Digital Transaction
Platform (IDTP) was launched in 2022 to enhance interoperability and fund transfer
across MFS providers, PSPs, and banks, As of June 2024, the platform has onboarded
12 banks and 3 MFS providers and 1 PSP as of July 2024.

Challenges: Despite initial rollout, these platforms face challenges that hinder wider
adoption and growth:

1. Low Financial and Digital Literacy: Limited understanding of digital financial

services among the underbanked population
2. Infrastructure Limitations: Low smartphone penetration and high data costs
hinder adoption, particularly in rural areas.
3. Awareness and Marketing Gaps: Insufficient marketing efforts to drive
awareness and usage among underserved communities
4. Limited Merchant Adoption of Bangla QR & IDTP: High transaction costs
discourage small businesses from adopting digital payments.
5. Regulatory & Policy Barriers: Need for policy resolutions for effective rollout of
IDTP
6. Lack of Incentives for Digital Transactions: Merchants and consumers require
discounts, tax benefits, or cashback incentives to encourage cashless
payments.
7. Limited Integration Across Payment Ecosystem: Banks, mobile wallets, and
financial institutions are not fully interoperable, reducing seamless transaction
capabilities

Learnings from benchmarks: UK and India took different approaches to payment

interoperability; Bangladesh can draw significant learnings from both countries.

54
Program Components

Bangladesh must launch a program including several components: -

Program objectives

Develop a fully integrated, interoperable digital payment ecosystem to ensure

seamless financial transactions, enhance financial inclusion, and drive cashless
payments across Bangladesh.

Program targets

2026 2030

▪ Onboard 60+ banks on the Takapay ▪ 50% of all digital transactions

platform facilitated through IDTP
▪ Launch revised IDTP solution ▪ 200 Mn average monthly transactions
on IDTP

SDGs impacted

▪ SDG 8: Decent Work & Economic Growth

▪ SDG 9: Industry, Innovation, and Infrastructure
▪ SDG 10: Reduced Inequalities
▪ SDG 12: Responsible consumption & production

55
 Program execution & ownership

Lead Agency Bangladesh Bank

Implementing
To be decided
Body

Funding Partner To be decided

Implementation Tracks

Components Activities

▪ Set up governing body, formed as a consortium of various

financial institutions (Bangladesh Bank, other banks, MFSs,
regulators, etc.) to manage and regulate digital payments
Governance
ecosystem in Bangladesh
▪ Resolve policy / regulation challenges with IDTP prior to large
scale rollout

▪ Scale existing IDTP technology infrastructure, enhancing

system interoperability and security
Technology
enhancements ▪ Develop additional in-demand features such as overdraft
account linkages, pre-authorized transactions, merchant QR
authentication, etc.

▪ Scale adoption through pricing rationalization, merchant

subsidies and targeted onboarding of financial institutions

Adoption ▪ Allocate budget for nation-wide promotional activities and

awareness campaigns to drive end-user adoption
Incentives
▪ Incentivize digital transaction adoption though initiatives such
as cashback programs, tax benefits, etc. to shift consumer
behavior away from cash-based payments.

4.1.1.3 Data exchange

Context: A data exchange allows data sharing between previously unconnected

institutions enabling interoperability and delivery of citizen services digitally fostering
innovation and inclusive socio-economic development. Specifically in the govt.
services sector, data exchanges have played a key role in digitizing public service
delivery resulting in significant GDP and time savings while enabling innovative citizen-
centric use cases.

56
Current State: The National e-service bus is a centralized middleware platform,
launched in 2017 by Bangladesh National Digital Architecture (BNDA) under the
Bangladesh Computer Council (BCC) to promote data sharing among government
ministries. Currently, it has 3 major service providers onboarded, National ID, Birth
Registration and Bangladesh Telecommunication Regulatory Commission (BTRC), as
well as 25+ service consumers using the platform such as MyGov, D-Nothi, e-Mutation
system, etc. facilitating various G2G, G2B & G2C services. e-Service Bus played a key
role during COVID-19 by verifying NID data of 120 Mn citizens for the delivery of
Surokkha vaccine facilitating up to a peak of 4 Mn transactions in a day.

Challenges: Key challenges faced by Bangladesh's e-Service Bus currently include:

1. System Disruptions: Centralized architecture possesses the inherent risk of a

single point of failure resulting in 2-3 system shutdowns for e-service bus in a
year
2. Data Security risk: System has higher cybersecurity risk due to the presence of
a single centralized point of breach
3. Data Privacy risk: Absence of a consent mechanism prevents users from
having the right to control access to their data
4. Limited adoption: Absence of an active data protection policy, a centralized
usage mandate or an incentivization mechanism limits adoption from govt.
ministries
Learnings from benchmarks: Bangladesh can draw significant learnings from data
exchange systems of Estonia, Singapore, India and Malaysia

57
Design choices for Bangladesh: There exists three architectural design choices for
scaling data exchange platform:

Developing sectoral data exchange (health, agriculture, climate, etc.) linked to the
national sector-agnostic data exchange is the most feasible option for Bangladesh.
This design choice mitigates the inherent risks associated with a single point of failure
for a fully centralized system while also being economically more feasible than a fully
decentralized solution requiring set up of security server for each participant.

58
Program Components

Bangladesh must launch a program including several components:-

Program objectives

Design a scalable data exchange network for enabling interoperability between

all govt. ministries and power individual sectoral use-cases at a national scale

Program targets

2026 2030

▪ 2 sectoral data exchanges ▪ 5 sectoral data exchanges

integrated integrated
▪ 25+ use-cases enabled ▪ 100+ use-cases enabled
▪ 100+ Mn average monthly ▪ 500+ Mn average monthly
transactions transactions

SDGs impacted

▪ SDG 8: Decent Work & Economic Growth

▪ SDG 9: Industry, Innovation, and Infrastructure
▪ SDG 16: Peace, Justice, and Strong Institutions
▪ SDG 17: Partnerships for the Goals

Program execution & ownership

National data exchange: ICT Division

Lead Agency
Sectoral data exchanges: Respective ministries / Cabinet division

Implementing National data exchange: Bangladesh Computer Council

Body Sectoral data exchanges: To be decided

Funding
JICA, EU
Partner

59
Implementation Tracks

Components Activities

▪ Institutionalize apex body to manage & regulate the network

▪ Define operating model, organization structure and a
sustainable business model
▪ Develop data exchange governance policy and institutionalize
governance mechanism in accordance to it and the Personal
Data Protection Act
Governance ▪ Introduce consent mechanism to provide data owners explicit
control over their personal data usage
▪ Develop data governance model ensuring data providers
deliver consistent, well documented, quality usable data to
enable advanced use-cases, including AI
▪ Develop governance mechanisms enabling and regulating
cross-border data flow in line with DFFT principles

▪ Finalize architectural design choice for national data

exchange and sectoral stacks
▪ Define open standards for enabling interoperability and
seamless API integrations
▪ Adopt Privacy-by-Design principles and data security
Technology mechanisms for enhancing data protection
▪ Develop required IT and data hosting infrastructure for
scalability (Cloud/Server). Provide helpdesk support for
ecosystem concerns & grievances
▪ Develop data analytics, predictive AI analytics, proprietary
tools support, etc. on existing data to enhance usability of data
for innovator ecosystem

▪ Issue institutional mandate and incentivization to govt.

ministries for usage for all data sharing purposes
▪ Invite private sector participation to develop innovative citizen-
Adoption facing use-cases
▪ Conduct awareness campaigns and provide targeted nudges
to boost citizen use-case adoption
▪ Enable adoption through development of demand driven ICT
use-cases such as Digital identification and document storage

60
 (Bangladesh Vault), Government code repository, etc. over
data exchange platform

4.1.1.4 Government services workflow engine

Context:

The increasing frequency of usage of digital government services in Bangladesh

reflects a growing reliance on these platforms, with a significant portion of the
population (82%) using digital services at least once a week. However, despite the rise
in usage, citizen satisfaction has dropped for major e-services between 2022 and
2024, as highlighted in the citizen survey.

This suggests that while the adoption of digital services is increasing, many services still
lack full end-to-end (E2E) digitization, leaving citizens dissatisfied with incomplete or
fragmented service delivery.

Current State:

The Service digitization journey in Bangladesh has been evolving over the past
decade, aiming to streamline government service delivery through digital
transformation. The journey began with the Forms Portal in 2012, which provided a
centralized repository for government forms. In 2017, the EkSheba portal was
launched to facilitate online form submission, although it still involved manual
processes. In 2019, the MyGov platform was introduced, offering partial service
digitization, with services redirected through Nothi. By 2023, a more comprehensive
Process Digitization Engine was implemented, focusing on end-to-end (E2E) service
delivery of basic services, with a Cabinet mandate to ensure full adoption across
departments. Currently, three process engines currently developed under MyGov
platform for service digitization:

• E-filing: Over 20+ modules for digitizing simple service workflows (e.g., form
correction, payment, routing to concerned officer, and push to D-Nothi for
approval).
• File Tracker (Service Tracking): Unique tracking for manual document
workflows for select services (e.g., Trade Registration).
• E-Apostille: Online document/ certificate verification for students traveling
abroad, integrated with Education Ministry, Police, Universities, etc.
• E-Ticketing: Enable online ticket booking for archeological sites (To be
developed by June 2025)
The goal set for MyGov is to digitize 700+ services by June 2025 and 1500+ services by
2026, making the platform a central hub for government services, and driving forward
the vision for paperless, efficient, and citizen-centric service delivery.

Challenges:

Key challenges currently faced by service digitization platform include:

61
 1. Incomplete Digital Journeys: Many services on the platform only have file
tracking features, while the full digital journey (e.g., approvals) is still manual.
2. Limited Service Integration: Several standalone digitized services are not fully
integrated with the MyGov platform
3. Scalability Concerns: Potential and cost implications need to be evaluated
for scaling service integrations.
4. Limited Interoperability: The MyGov portal currently uses e-Service Bus (data
exchange) only for NID validation during registration.

Program Components

Bangladesh must launch a program including several components:

Program objectives

Enable seamless, efficient, and transparent government services through end-to-

end (E2E) digitalization, ensuring interoperability across platforms, streamlined
workflows, and enhanced accessibility for all citizens.

Program targets

2026 2030

▪ Integration of 1500+ (out of ~3000) ▪ 80% services digitized being delivered

services through integrated through integrated platform
platform with single sign-on
▪ Top 10 among Asian countries in UN
▪ Top 15 among Asian countries in UN eGDI index
eGDI index

SDGs impacted

▪ SDG 9: Industry, Innovation, and Infrastructure

▪ SDG 10: Reduced Inequalities
▪ SDG 16: Peace, Justice, and Strong Institutions

Program execution & ownership

Lead Agency ICT Division

Implementing Body A2I

62
Funding Partner UNDP, EU

Implementation Tracks

Components Activities

▪ Shift to end-to-end digital workflows across government

services, eliminating manual processes and physical
touchpoints to improve efficiency and service delivery.
▪ Partially digitized services such as those under the File
End-to-End (E2E)
Tracker engine to be pushed for end-to-end digitization
Service
using MyGov or other platforms.
Digitalization
▪ Position MyGov as the unified portal for all citizen e-
services. Enable user to access other major e-services
(Passport, Birth Registration, etc.) through the MyGov
portal

▪ Integrate MyGov with D-Nothi, Doftor and other

government platforms through the National Data
Exchange to enable seamless data sharing and improve
interoperability across services. Ensure that citizens do not
need to re-submit data for each service request
Integration Across ▪ Implement Single Sign-On (SSO) for both citizens and
Government government officials to provide secure, seamless access
Platforms across linked government platforms
▪ Integrate payment services into all necessary
government services
▪ Leverage common applications like Document Storage to
enable easy document sharing across various services

▪ Leverage AI to offer personalized services and introduce

AI-powered chatbots to provide real-time Q&A and
AI based services
personalized suggestions, enhancing user engagement
and satisfaction

▪ Implement real-time tracking for all applications and

service requests, allowing citizens to monitor the status of
Application their submissions.
Tracking
▪ Provide automated notifications at every stage of the
process.

63
 ▪ Provide omnichannel service experiences, ensuring
Omnichannel
citizens can access services through a variety of platforms
Accessibility
(web, mobile, physical centers).

▪ Transition to government cloud to ensure scalability and

Scalable
flexibility in service delivery, accommodating future
Infrastructure
growth in the number of services and users.

▪ Integrate citizen feedback mechanisms directly into the

service delivery platforms, allowing citizens to rate
Citizen Engagement
services and provide suggestions. Use this data to improve
and Feedback
services, enhance engagement, and align digital
initiatives with citizen needs.

▪ Prioritize integration of all services with digital identity

Strengthening Data system
Protection and
Cybersecurity ▪ Implement cybersecurity and personal data protections
practices in line with revamped regulations

▪ Establish centralized dashboards (leveraging the ongoing

National Dashboards being developed) to monitor the
Performance performance of services across government platforms.
Monitoring ▪ Use real-time analytics to assess service efficiency,
identify bottlenecks, and enable timely interventions to
improve service delivery.

▪ Implement clear regulations / mandate for ensuring E2E

digital service delivery and governance across all
ministries.
Regulatory Support
▪ Monitor the adoption of digital platforms and ensure
standards compliance for all digital services (ICT Division
/ Cabinet Division)

4.1.2 Physical infrastructure

A robust physical infrastructure is essential to support the seamless delivery of digital

services, connectivity, and secure data management across Bangladesh. This
section highlights three key initiatives driving digital enablement: Broadband
connectivity, Digital service access and Government cloud & data center.

64
4.1.2.1 Broadband Connectivity

Context: The demand for national broadband connectivity in Bangladesh is growing

rapidly, driven by increasing digital transformation, rising smart device penetration,
rural-urban connectivity requirements, and the digitization of public services. This can
help bridge the digital divide, empower underserved communities, and ensure
seamless access to high-quality internet across the country

Current State:

The Bangladesh govt. has recently undertaken several policy initiatives to enhance
broadband connectivity across the country. These initiatives have helped further
internet penetration and have ensured ~100% 4G network coverage across the
country.

65
Challenges: While progress has been promising, Bangladesh still lags peer nations and
benchmarks in aspects of overall internet affordability, speed and infrastructure (5G
& fiber)

1. Affordability: While the average cost of data is among the 15 cheapest

countries globally, the cost of high-speed data is significantly higher. As a
result, Bangladesh ranks 46th out of 72 Low- and Middle-Income Countries
(LMICs) in the A4AI Internet Affordability Index (ADi)
2. Speed: Median internet speed is significantly slower than peer nations.
Bangladesh ranks 88th and 99th globally in median mobile download and
fixed broadband download speed respectively.
3. Infrastructure development: While ~100% population come under 4G network
coverage, 5G infrastructure is at an extremely nascent stage with <2%
coverage nationally. Additionally, fiber-to-home penetration and fiber density
also remain low, signaling considerable untapped potential

66
Initiatives to be undertaken by Bangladesh:

Enhancing Affordability

• Reduction of sector specific taxes: Bangladesh levies the highest mobile taxes
(33.25%) among peer nations, comparable to the tax slab on tobacco
products. Reduction in components (SIM tax, VAT, supplementary duty)
would significantly enhance data affordability
• Ensure spectrum affordability: With current spectrum licenses expiring in 2026,
ensuring affordable spectrum pricing for operators would enable operators to
have financial buffers to invest in infrastructure
• Allow network sharing among operators: Enabling network sharing would
reduce significant expenditure, redundant infrastructure and is projected to
benefit the govt. by providing $300 Bn income annually

5G Infrastructure Investments

• Comprehensive 5G Rollout Strategy: Implement a nationwide 5G strategy

focusing on infrastructure, regulation, spectrum allocation, and telecom
collaboration to ensure high-speed connectivity across Bangladesh
• Stimulate infrastructure investments: Operators need to spend $8-11B on
infrastructure for enabling next generation connectivity (~5x expenditure
committed in last 4 years). This can be stimulated through fiscal incentives,
e.g. infrastructure bonds, PPPs, tax breaks, etc.

High speed optical fiber deployment

67
 • Fiberization of all Base Transceiver Stations (BTS): Accelerate the deployment
of optical fiber connectivity to all BTS across the country to ensure robust,
high-capacity, and low-latency communication networks.
• ‘Fiber to all’ initiative: Ensure universal access to high-speed internet by
ensuring fiber-optic connections to entire population by 2030

Program Components

Bangladesh must launch a program including several components: -

Program objectives

An integrated broadband connectivity enhancement program to improve

affordability, ensure nationwide rollout of 5G connectivity and provide universal
access to high-speed internet

Program targets

2026 2030

▪ >55% internet penetration ▪ 70% internet penetration

▪ 5% improvement in ICT ▪ Top 60 in global internet download
Development Index score speed ranking
▪ 70% population under 5G network
coverage
▪ 25% improvement in ICT
Development Index score

SDGs impacted

▪ SDG 8: Decent Work and Economic Growth

▪ SDG 9: Industry, Innovation, and Infrastructure
▪ SDG 10: Reduced Inequalities

Program execution & ownership

Lead Agency ICT Division, Posts and Telecom DIvision

BCC, BTRC, Bangladesh Submarine Cable Company

Implementing Body
Limited

68
 Funding Partner World Bank

Implementation Tracks

Components Activities

▪ Reduce taxes (SIM tax / VAT / supplementary duties,

Reduce sector-specific
etc.) to enhance data affordability for end
taxes
consumers

▪ Set affordable spectrum pricing to enable operators

Enhance spectrum
to invest financial buffer for infrastructure
affordability
development

▪ Facilitate network sharing among operators to reduce

Enable network sharing
operational cost, redundant infrastructure and
among operators
enhance fiscal budget

▪ Launch a nationwide 5G rollout strategy covering

Nationwide 5G rollout
spectrum, infrastructure, regulations, and operator
strategy
partnerships.

▪ Offer incentives like infrastructural bonds, PPPs, tax

Support infrastructural
breaks, etc. to encourage necessary investments in
investments
infrastructure

Fiberize BTS (Base ▪ Connect all BTS with optical fiber for high-speed, low-
Transceiver Stations) latency communication

▪ Expand optical fiber connectivity nationwide to

‘Fiber to All’ initiative ensure universal access to high-speed internet by
2030.

4.1.2.2 Digital Service Access

Context: While smartphone penetration is increasing, access to laptops, tablets, and

digital learning devices remains low, limiting participation in digital services.
Additionally, rural and underserved communities face challenges in accessing
essential government and financial services due to infrastructure and literacy gaps.
To address these challenges, Bangladesh must enhance access to smart devices,
strengthen assisted digital service delivery through Union Digital Centers (UDCs), and
scale ICT-focused digital labs for skill development.

Current State: As of today, more than half of the population owns a smartphone,
however the probability of owning one is significantly higher for the urban population
(72%) than the rural population (46%). The Bangladesh govt. has taken multiple policy

69
action to boost local manufacturing, penetration and enhance affordability of smart
devices: -

1. Reduced import duties on raw materials: Manufacturers pay a duty of 1-15%

on raw material imports, compared to 57% for importing finished mobile
phone sets
2. VAT exemptions for local manufacturers: Device manufacturing or assembly
plants in hi-tech parks and economic zones were rewarded with VAT
exemption benefits
3. Implementation of the National Equipment Identity Register (NEIR): NEIR
system registers the IMEI numbers of devices to ensure only legally imported
devices operate on the national network
4. Ban on 3G Devices: Effective January 2023, BTRC prohibited the import and
manufacture of 3G-only devices to accelerate transition to 4G devices
Additionally, to support citizens who may lack the necessary digital skillset or access
to smart devices to make most of the digital service offerings, Bangladesh has
established a network of 8,200+ Union Digital Centers (UDCs) providing assisted
digital services at the grassroots level. These centers offer support for government
applications, financial transactions, legal services, and social welfare schemes,
helping bridge the accessibility gap for marginalized communities. Additionally, the
333 national helpline has been introduced as a single-point contact for government
services, grievance redressal, and emergency support, making it easier for citizens to
navigate public services.
Bangladesh has established 4,000+ digital labs to provide citizens with digital
upskilling opportunities, equipping them with essential ICT and emerging technology
skills. These labs, along with the upcoming Digital Services and Employment Training
(DSET) Centers at each upazila/zila, aim to develop a digitally skilled workforce by
offering hands-on training in basic ICT, coding, AI, and other 4IR technologies.
Additionally, multiple private sector collaborations have been initiated to train
citizens in upcoming digital skills, ensuring alignment with industry demands.
Challenges: There are a range of barriers to achieving 100% smart device access in
Bangladesh which can be broadly categorized into affordability, lack of demand and
barriers to universal accessibility

70
Additionally, the following challenges exist which further increase the digital divide: -

▪ Low Digital Literacy: Many citizens, particularly in rural and underserved areas,
lack basic digital skills, making them dependent on manual support for
accessing digital services.

▪ Limited Access to Digital Services in Rural Areas: Many citizens lack awareness
or face accessibility issues to fully utilize these services.

▪ Limited service integration: UDCs have limited integration of digital service

offerings currently. Many government services still require multiple in-person
visits across different officers, reducing the effectiveness of assisted digital
service delivery.

▪ Underutilization of Digital Labs: Many digital labs and training centers remain
underused due to lack of awareness, limited outreach, and insufficient
engagement strategies.

▪ Shortage of Trained Instructors: The absence of qualified trainers and structured

teaching methodologies restricts the effective use of digital labs.

▪ Fragmented skilling initiatives: While digital labs exist, they are not fully
integrated into a nationwide skill-building program, limiting their impact.

Learnings from benchmarks: Vietnam, Côte d'Ivoire, and Rwanda have run
nationwide programs to enhance affordability and promote universal access of smart
devices

71
Initiatives to be undertaken by Bangladesh:

Bangladesh must undertake 11 key initiatives to enhance affordability, increase

demand and drive inclusive access to smart devices.

Alongside increasing the penetration of smart devices by enhancing affordability and

increasing demand, it is of paramount importance to drive inclusive access and
digital literacy, bridging the digital divide. In this endeavor, it is important to prioritize
the following initiatives

Assisted digital delivery:

• Establish Union Digital Centers (UDCs) at every Upazila to enable access to
digital services
• Expand service offering ensuring all major public services are accessible
through UDCs and helplines.

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 • Upgrade Union Digital Centers (UDCs) with better infrastructure and skilled
personnel to improve service delivery.
• Launch localized digital awareness campaigns to improve self-service
adoption and reduce dependency on manual support.
• Improve service provision through National Helpline (333) to allow for end-to-
end service delivery of low complexity services . Introduce AI-powered
chatbots with multilingual assistance to handle a wider range of queries
efficiently.
Digital labs for upskilling:
• Develop DSET centers across each Zila / Upazila to enable citizen /
government ICT skilling programs
• Integrate DSET centers, school labs, and vocational training centers into a
centralized digital skilling initiative to maximize utilization and impact
• Establish train-the-trainer programs to ensure qualified ICT educators are
available across all labs and training centers
• Develop mobile digital labs and community learning hubs to improve access
to rural and underserved populations
• Collaborate with private sector, universities, and startups to lab infrastructure,
timely upgrade the skilling curriculum and enable employment / internship
opportunities.

Program Components

Bangladesh must launch a program including several components: -

Program objectives

An integrated service access program to enhance affordability, increase demand

of smart devices and drive inclusive access to digital services across the country

Program targets

2026 2030

▪ 100% initiatives designed and ▪ 70% smartphone penetration

launched
▪ 90% students with digital device
▪ 50% smartphone penetration access
▪ 60% students with digital device ▪ 180,000+ citizens accessing
access services per UDC per month
▪ 120,000+ citizens accessing
services per UDC per month

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SDGs impacted

▪ SDG 4: Quality Education

▪ SDG 9: Industry, Innovation, and Infrastructure
▪ SDG 10: Reduced Inequalities

Program execution & ownership

Lead Agency ICT Division

Implementing Body DoICT

Funding Partner To be identified

Implementation Tracks

Components Activities

▪ Launch Device Manufacturing Policy to promote

the local manufacturing of smart devices
▪ Subsidize device cost through PPPs with operators,
app developers, etc.
▪ Partner with private sector to launch an ultra-
affordable smartphone for the masses
▪ Design a device donation program and a library for
short-term device borrowing
▪ Push for digitization of essential public services to
Smart device access
boost adoption
▪ Pre-load essential applications to smart devices for
specific target groups to boost usage
▪ Conduct digital literacy and awareness campaigns
to educate on affordability, benefits & use-cases
▪ Partner with banks to enhance accessibility to low-
cost financing loans digitally
▪ Ensure uninterrupted network connectivity &
electricity in rural areas

Assisted digital delivery ▪ Establish Union Digital Centers (UDCs) at every

Upazila to enable access to digital services

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 ▪ Expand service offering ensuring all major public
services are accessible through UDCs and helplines.
▪ Upgrade Union Digital Centers (UDCs) with better
infrastructure and skilled personnel to improve
service delivery.
▪ Launch localized digital awareness campaigns to
improve self-service adoption and reduce
dependency on manual support.
▪ Improve service provision through National Helpline
(333) to allow for end-to-end service delivery of low
complexity services
▪ Introduce AI-powered chatbots with multilingual
assistance to handle a wider range of queries
efficiently.

▪ Develop DSET centers across each Zila / Upazila to

enable citizen / government ICT skilling programs
▪ Integrate existing labs and training facilities into a
centralized digital skilling initiative to maximize
utilization and impact
▪ Establish train-the-trainer programs to ensure
qualified ICT educators are available across all labs
Digital labs for upskilling and training centers
▪ Develop mobile digital labs and community
learning hubs to improve access to rural and
underserved populations
▪ Collaborate with private sector, universities, and
startups to maintain lab infrastructure, timely
upgrade the skilling curriculum and enable
employment / internship opportunities.

4.1.2.3 Government Cloud and Data Center

Context: The demand for data centers in Bangladesh is rapidly increasing, driven by
a growing focus on digital transformation across industries, the expansion of the IT
sector, and a surge in internet usage. Additionally, concerns over data sovereignty
and the security risks of storing data on foreign servers led to a shift towards storing
data on government cloud.

Current State: Bangladesh currently has 2 established public data centers, National
Data Center (NDC) and Bangladesh Data Center Company Limited (BDCCL). Private
players have also recently entered the market. Many ministries and government
bodies have opted to host data internally by establishing dedicated infrastructure to
cater to their respective operational needs.

75
Recently, BDCCL collaborated with Oracle to launch Bangladesh's first government
cloud with ongoing efforts to shift all govt. data from foreign servers. Since being
operationalized in May 2024, it currently runs mission-critical systems across 30+ govt.
agencies, such as national security, e-governance, e-filing, health and social services.
Additionally, BDCCL has also developed its own cloud offering named Meghna Cloud
in partnership with GenNext Technologies built on open-source technology.

Challenges: Key challenges faced by Bangladesh's data center & government cloud
market currently include:

1. Lack of Regulatory Support: Bangladesh currently lacks a Cloud and Data

Center Policy and a Personal Data Protection Policy which deters commercial
clients and investors who have privacy and governance concerns
2. Capacity utilization challenges: While NDC is currently at 100% capacity
utilization, and is in need for expansion, BDCCL still operates at 30-40% overall
utilization. There is a lack of coordination between entities regarding resource
utilization.
3. Lack of a Disaster Recovery Center: BDCCL lacks a dedicated disaster
recovery center (DRC) increasing the risk of data loss and major system
downtime
4. Profitability challenges: BDCCL is currently running at high operational
expense, which needs to be optimized further

76
Learnings from benchmarks:

Initiatives to be undertaken by Bangladesh:

77
Program Components

Bangladesh must launch a program including several components: -

Program objectives

Drive adoption of govt. cloud through policy action, infrastructural investments,

enhancing profitability and investment in talent & research

Program targets

2026 2030

▪ Launch of a Cloud Policy ▪ Migrate 80% of govt. services to govt.

cloud
▪ Establish shared/new DRC for
BDCCL ▪ Achieve >60% overall capacity
utilization
▪ Institutionalize BDCCL Centre of
Excellence ▪ Invite hyperscalers / CSPs to establish
a Dhaka Cloud Region

SDGs impacted

▪ SDG 9: Industry, Innovation, and Infrastructure

▪ SDG 16: Peace, Justice, and Strong Institutions

Program execution & ownership

Lead Agency ICT Division

Implementing Body BDCCL & BCC

Funding Partner To be identified

Implementation Tracks

Components Activities

▪ Develop a cloud & data center policy / National

Launch Cloud & Data
Cloud Strategy to streamline adoption and drive
Center Policy
efficiency.

78
 ▪ Establish a regulatory framework and governance
structure to license new government data centers,
ensuring optimal utilization of existing capacity,
while setting comprehensive standards and
guidelines for the operation of all government and
private data centers in the country

Launch a 'Cloud First' ▪ Mandate govt. departments to evaluate cloud

policy solutions before procuring alternative IT services

▪ Incentivize hyperscalers (such as AWS, Azure, etc.)

Incentivize hyperscalers through policy advocacy, including tax incentives,
to establish “Dhaka data localization mandates, public commitments,
Cloud Region” etc. to establish and run local data centers and
develop a “Dhaka Cloud Region”

▪ Invest in NDC infrastructural expansion to

accommodate additional demand
▪ Implement annual demand forecasting and
Capacity expansion capacity planning to accurately assess resource
planning utilization and determine investment needs for
expansion.
▪ Evaluate collaboration potential between NDC and
BDCCL to optimize capacity utilization

▪ Establish a dedicated DRC for BDCCL or utilize

Establish DRC for BDCCL shared DRC capacity to protect against data loss
and system disruption risks

▪ Develop marketing plans targeted towards private

Develop strategic
sector clients, and for funding from investors and
marketing plans
development partners

▪ Ensure uninterrupted power supply, adopt airflow

Optimize operating mgmt. strategies, explore renewable sources of
expense energy, demand planning of capacity etc. to
optimize operational expenses

Develop a Cloud ▪ Develop a digital cloud services marketplace for

Services Procurement govt. agencies to procure advanced cloud
Marketplace supported services.

▪ Establish a Cloud Center of Excellence to foster

Institutionalize a Cloud industry-academia collaboration to innovate on
CoE cloud strategy, cost optimization levers, privacy &
security, etc.

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4.1.3 Policy and enablers

A strong enabling framework is critical to ensuring secure, inclusive, and future-ready

digital transformation. This section highlights key policies and enablers driving
Bangladesh’s ICT landscape, including Data Protection & Governance policy /
regulations, Cybersecurity enablement to strengthen digital security, as well as ICT,
AI and startup policies to drive innovation and ethical adoption of emerging
technologies. Additionally, a future-ready ICT organization is needed to foster a
skilled workforce, efficient governance structures, and sustainable digital growth.

4.1.3.1 ICT Policy

Context: The 2018 ICT Policy of Bangladesh provides a roadmap for leveraging ICT in
governance, education, inclusion, and innovation. It focuses on broadband
expansion, e-governance, digital literacy, and entrepreneurship to position
Bangladesh as a regional ICT leader by 2041. However, enhancing ICT training and
patent laws will be critical to developing a globally competitive workforce and
fostering innovation. ICT training programs exist in schools and vocational institutes,
but rural access remains low, and advanced training in AI, blockchain, and
cybersecurity is limited. Additionally, the patent system lacks efficiency, discouraging
local innovation and tech-based entrepreneurship.

Proposed enhancements to the ICT policy based on ICT Ministry Goals

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 Opportunity Suggested changes

Enhance ▪ Develop a comprehensive nationwide 5G rollout strategy

provisions on ▪ Outline a roadmap for nationwide fiber network expansion
nationwide
▪ Develop affordable smart device and data packages in
broadband
collaboration with operators for the underserved
connectivity
communities

Embed ICT ▪ Mandate ICT education in primary & secondary schools

literacy and ▪ Institute community ICT training Centers for professionals in
training at rural areas
grassroots level
▪ Develop specialized ICT teacher training programs for
enhanced digital education delivery

Promote the ▪ Partner with global technology companies to offer

development of a certifications, workshops, internships, etc. in emerging fields
globally such as AI, blockchain, cybersecurity, etc.
competitive ICT ▪ Foster industry-academia collaborations to drive R&D in
workforce emerging topics
▪ Provide tax incentives, grants to companies/researchers
investing in R&D
▪ Set up Patent Facilitation Centers to streamline the patent
filing process, targeting 500 filings annually

Support ▪ Develop a roadmap to digitize government services by

establishment of establishing interoperability between govt. Ministries
e-government through the National Data Exchange
▪ Train government officers to support digital service delivery
and establish e-government standards

4.1.3.2 Data policies

Context: Comprehensive data policies are essential to protect privacy, ensure secure
data exchange, and drive innovation. The Personal Data Protection Act (PDPA) aims
to regulate the collection, use, and disclosure of personal data, preventing misuse
and strengthening public trust in digital services. The PDPA is currently being reviewed
and modified prior to approval for formal launch.

Opportunities to enhance the PDPA based on learnings from peer nations:

Personal Data Protection Acts of peer nations such as Indonesia, Malaysia & India
outline certain opportunities for Bangladesh to consider enhancing it further: -

81
 Learning
Opportunity Description
from peers

• Adopt flexible control

Increase flexibility on
1. Enhance frameworks, allowing transfers to
cross-border data
provisions on countries with appropriate data
transfer regulations
cross-border data safeguard regulations
moving out of strict data
transfer
localization

• Increase penalties (financial

Penalties capped at
2. Increase and criminal) scaled on the
modest amounts;
penalties for severity of violations
significantly lower than
violations
peer nations

• Mandate the use of additional

3. Increase Mentions consent
protection mechanism for high-
emphasis on frameworks; can
risk data through encryption,
protection of emphasize on additional
impact assessments, etc
high-risk personal protection for high-risk
data data (e.g. health)

• Mandate individual notifications

Notify affected
for affected data subjects
individuals within
4. Mandate timelines in addition to • Specify a clear timeline (e.g. 72
notifying Data Protection Agency hours) for reporting
individuals in
in case of personal data
case of breaches breaches • Clearly define a framework,
involving nature of breach, data
impacted and mitigation steps

Data Policy

A comprehensive Data Policy is essential to establish a structured framework for data

capture, generation, storage, classification, access, interoperability, exchange,
governance, and analytics. This policy will drive data-driven decision-making,
economic growth, and enhanced public service delivery, ensuring that data is
secure, accessible, and strategically utilized across sectors. Key attributes of the data
policy include:

▪ Operational guidelines: Establish clear guidelines on system architecture,

consent management, and security protocols for the National Data Exchange
and sectoral data platforms to ensure secure and seamless interoperability.
▪ Data classification & tiered access: Implement a structured access control
framework to govern data-sharing across individuals, government agencies,
and businesses, ensuring compliance with the Personal Data Protection Act
(PDPA).

82
 ▪ Data validation: Ensure cross-domain data integrity while protecting Personally
Identifiable Information (PII) from unauthorized access and misuse.
▪ Use case development: Facilitate the utilization of anonymized non-PII crowd
data to drive research, innovation, and industry-driven use cases for economic
growth, public service optimization, and digital transformation.
▪ Governance framework: Establish a dedicated governing body to oversee
policy enforcement, compliance, and interoperability standards.
To ensure long-term adaptability, a Bangladesh Data Vision is needed to serve as a
strategic guideline for future policies. This vision will define overarching principles for
ethical and secure data use, fostering a digitally empowered society where data is
leveraged as a national asset to drive innovation, governance efficiency, and
inclusive development.

4.1.3.3 Cybersecurity

Context: The Cyber Security Act, 2023 (CSA) replaces the Digital Security Act, 2018
(DSA) to enhance cyber resilience, safeguard digital infrastructure, and address
cybersecurity threats while balancing freedom of expression and human rights. The
law establishes the National Cyber Security Agency (NCSA) and the National Cyber
Security Council, defining their roles in monitoring, preventing, and responding to
cyber incidents. Additionally, it includes provisions for securing Critical Information
Infrastructure (CII). Further, for effective nationwide cybersecurity enforcement,
Bangladesh must strengthen its capacity of cybersecurity professionals across
ministries, and establish a dedicated Security Operations Center (SOC) to enable real-
time threat detection, incident response, and risk assessment across government
systems.

Opportunities to enhance the Cybersecurity Ordinance based on learnings from peer

nations and benchmarks:

Cybersecurity Policy of peer nations such as Malaysia & Vietnam and benchmarks
such as Estonia outline certain opportunities for Bangladesh to consider enhancing it
further: -

Learning
Opportunity Description from
benchmarks

• Conduct periodic risk audits for

1. Mandate Conduct periodic risk
all CII operators ensuring
periodic risk audits to enhance
reporting to the National Cyber
assessment for cybersecurity
Security Agency
Critical
Information • Create detailed SOPs for
Architecture (CII) conducting assessments

83
 Learning
Opportunity Description from
benchmarks

• Mandate incident reporting

2. Improve Develop an incident
timelines (e.g. 24 hours)
provisions for reporting framework for
cyber incident cyber incidents • Define an incident reporting
reporting framework and link it to
actionable recovery and
prevention measures

• Develop a code of standards

3. Standardized Establish a code of
based on international
regulation of standards and
cybersecurity frameworks
Service Providers certification for Service
Providers • Establish a certification
authority for licensing, and
enforcing standards

• Mandate the conduction of

4. Introduce Educate citizens on
periodic public awareness
provisions for common cybersecurity
programs
public awareness threats to reduce the risk
of attacks

• Mandate foreign companies

5. Enhance focus Introduce provisions
handling national data to
on data regulating cross border
establish
sovereignty data transfer
a local presence and ensure
compliance with national
cybersecurity laws

The Cybersecurity Ordinance / Policy should further incorporate details on the

following key enablers:

• Institutionalizing a National-CERT: The establishment of a National Computer

Emergency Response Team (National-CERT) is critical to safeguarding
Bangladesh's digital ecosystem against cybersecurity threats. This initiative
should focus on empowering the National Cybersecurity Agency (NCSA)
through capacity building to ensure robust monitoring, incident response, and
threat intelligence capabilities. Potential integration with BGD eGov CIRT to
be considered to streamline efforts and promote a unified approach to
national cybersecurity. Additionally, dedicated cybersecurity teams to be set
up across ministries for pro-active risk assessment and incident reporting .

84
 • Setting Up a Dedicated Government Security Operations Center (SOC):
To further bolster cybersecurity across government entities, a dedicated
Government Security Operations Center (SOC) must be established and
deployed. The SOC will provide real-time monitoring, threat detection, and
incident response for key government systems and Critical Information
Infrastructure (CII), ensuring data integrity and operational continuity. By
centralizing security operations, the SOC will enable government agencies to
identify vulnerabilities proactively, mitigate risks, and respond swiftly to
potential breaches, fostering a secure digital environment for public services
and sensitive information.

4.1.3.4 National AI Policy

Context: ICT Division published the National Artificial Intelligence Policy 2024, which
outlines objectives, principles, implementation approaches, and key sectors for AI
development.

It emphasizes principles such as social equity, transparency, and human-centered AI.

The policy proposes the creation of an independent National Artificial Intelligence
Center of Excellence and updates to the National Strategy for AI, including AI ethics,
data governance, and intellectual property frameworks. It also addresses challenges
and privacy concerns, advocating for minimal sensitive data use, consent for
personal data usage, and robust privacy measures.

Opportunities to enhance the National AI Policy based on learnings from peer nations
and benchmarks:

National AI Policy/Strategy of peer nations such as Sri Lanka & India and benchmarks
such as the United Kingdom and Japan outline certain opportunities for Bangladesh
to consider enhancing it further: -

Description Learning
Opportunity
from benchmarks

• Integrate FAIR1 principles into

1. Enhance Introduce frameworks
data governance policies
actionability of actioning AI-ready
governance datasets, ethics & policy • Establish an ethics council,
frameworks impact monitoring specify frameworks on initiating
sandboxes, algorithmic
transparency and ethical AI
use

1 1. Findable, Accessible, Interoperable, and Reusable

85
 Description Learning
Opportunity
from benchmarks

• Institute an AI task force to

track progress and publish
periodic reports

• Include provisions introducing

2. Improve focus Introduce AI literacy
grassroot-level AI literacy
on AI literacy at initiatives with a focus on
initiatives and integrate AI into
grassroot level inclusive development
secondary
and higher
education curricula in local
language

• Develop a structured program

3. Develop Create an
to provide AI startups/talent
actionable operationalization plan to
with funding,
mechanisms to support AI startups &
research and
provide support to talent
mentorship support
AI startups
• Include provisions to provide
tax incentives, conduct
competitions, provide lab
access, etc. to
support founders &
researchers

• Define priority use cases,

4. Detail sectoral Develop detailed
design pilot programs, identify
implementation implementation plans for
key public/private partners,
frameworks priority sectors
and establish an
implementation
roadmap with clear
KPIs to track success

• Include provisions to adopt

5. Enhance Include provisions for
global AI standards such as the
provisions for partnerships with global
Hiroshima AI process, engage
international AI research and policy
in global AI partnerships &
collaboration networks
facilitate joint R&D initiatives

86
4.1.3.5 Startup Policy

Context: The draft National Startup Policy 2024 seeks to build a thriving startup
ecosystem by promoting innovation, simplifying regulations, and supporting
entrepreneurs. It tackles challenges in funding, knowledge, and infrastructure,
emphasizing inclusivity and sustainability, to position Bangladesh as a global hub for
entrepreneurship and technology.

Current State: Bangladesh’s startup ecosystem has seen rapid growth, with over 1,200
startups creating 1.5 million jobs and attracting nearly $1 billion in investment.
However, the policy and regulatory environment remains a significant barrier, with
complex tax structures, fund repatriation hurdles, share-swapping restrictions, and IPO
regulations limiting investment and growth. Establishing a clear, startup-friendly policy
framework will help reduce regulatory friction, improve investor confidence, and
support long-term ecosystem sustainability.

Challenges: Bangladesh startup ecosystem faces significant regulatory hurdles which

deter potential investors and require policy action-

Proposed enhancements to the draft Startup Policy solving current challenges

The Bangladesh Startup Policy can incorporate the following recommendations for
targeted policy actions to address the above challenges, in addition to the provisions
already included in the current draft:

• Unified Startup Definition: Establish a standardized definition across all

agencies to ensure clarity in eligibility and incentives.
• Foreign Investment & Capital Repatriation: Enable startups to establish
overseas holding companies and simplify capital repatriation rules.
• Alternative Investment & IPO Reforms: Ease IPO listing requirements and
update BSEC regulations to attract venture capital and angel investments.

87
 • Regulatory Sandboxes: Create controlled environments for startups to test
innovative business models with temporary regulatory relaxations.
• Tax Incentives & ESOP Reforms: Shift taxation from GMV to revenue, provide
tax exemptions for startups, and introduce a flexible ESOP framework.
• Launch a Fund of Funds: Launch a government-backed co-investment fund
to attract global venture capital and institutional investors

Program Components

Bangladesh must launch a program including several components:

Program objectives

Develop a comprehensive policy and regulatory framework to support digital

transformation, enhance personal data protection, cybersecurity and support
advancement in ICT, startup ecosystem and AI

Program targets

2026 2030

▪ Launch policy/regulations on ICT ▪ Ensure revision of all policies every 5

policy, data protection & years
governance, AI, startup
▪ Ensure 100% compliance with ICT
▪ Ensure 100% compliance with ICT related policies among all govt.
related policies among all govt. ministries
ministries

SDGs Impacted

▪ SDG 9: Industry, Innovation, and Infrastructure

▪ SDG 16: Peace, Justice, and Strong Institutions

Program execution & ownership

Lead Agency ICT Division

88
 Policy Wing, NCSA (for Cybersecurity Ordinance), Startup
Implementing
Bangladesh (Startup Policy)
Body

Program
World Bank, EU
contributors

89
Implementation Tracks

Components Activities

▪ Enhance provisions on nationwide broadband connectivity

▪ Embed ICT literacy in the national education system
▪ Promote the development of a globally competitive ICT
ICT Policy workforce
▪ Define roadmap to digitize government services across
ministries through the National Data Exchange
▪ Develop actionable frameworks for supporting ICT Startups

▪ Update and launch the Personal Data Protection Act (PDPA)

with stronger cross-border data transfer regulations, higher
penalties for violations, enhanced protection for high-risk
personal data, and mandatory breach notification for
individuals
▪ Develop a comprehensive Data Policy to address data
Data policies lifecycle management (generation, classification, storage,
sharing and archival, etc.) with defined operational
guidelines and governance framework for data exchange.
▪ Formulate data safety guidelines and execute data safety
strengthening program for all government organizations
▪ Formulate data ethics guidelines for education, research,
civil services, national security and commercial sectors.

90
 Launch revamped Cybersecurity Ordinance to strengthen
national cyber resilience and ensure proactive risk management
through the following measures:

▪ Mandate periodic risk assessment for Critical Information

Infrastructure (CII) to enhance cybersecurity preparedness.
▪ Improve provisions for cyber incident reporting
▪ Standardize regulations for service providers
Cybersecurity ▪ Introduce provisions for public awareness to promote
cybersecurity best practices among citizens and
organizations.
▪ Enhance focus on data sovereignty
▪ Empower NCSA through capacity building to strengthen
monitoring, incident response, and threat intelligence
capabilities.
▪ Establish a dedicated Security Operations Center (SOC) for
real-time monitoring, threat detection, and incident
response for key government systems and Critical
Information Infrastructure (CII).

▪ Enhance actionability of governance frameworks

▪ Improve focus on AI literacy at grassroot level
▪ Develop actionable mechanisms to provide support to AI
startups
▪ Detail sectoral implementation frameworks
National AI
Policy ▪ Enhance provisions for international collaboration
▪ Mandating ethical guidelines for AI development and
implement regulatory frameworks to ensure accountability
and transparency in AI systems
▪ Promote use of localized training data for AI models and
applications

▪ Establish a standardized definition across all agencies to

ensure clarity in eligibility and incentives.
National Startup ▪ Enable startups to establish overseas holding companies and
Policy simplify capital repatriation rules.
▪ Ease IPO listing requirements and update BSEC regulations to
attract venture capital and angel investments.

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 ▪ Create controlled environments for startups to test innovative
business models with temporary regulatory relaxations.
▪ Introduce flexible taxation policies for startups - shift taxation
from GMV to revenue, provide tax exemptions for startups,
introduce a flexible ESOP framework.
▪ Launch a government-backed fund-of-fund to attract
global venture capital and institutional investors.

4.1.3.6 Future ready ICT/Digital Organization

Context: A strong ICT workforce is the backbone for Bangladesh’s digital

transformation. Future ready ICT / Digital Organizations can help reimagine citizen
service delivery and government operations by combining the best of in-person
human, and technology capabilities. To transition to this new reality, the ICT workforce
will need to be resilient, adopting structural changes and embrace new ways of
working.

Current state & challenges:

The current ICT workforce is constrained by a multitude of challenges hindering

Bangladesh’s digital transformation. Some of the key challenges faced are as follows:

▪ Limited career advancement: ICT professionals across ministries lack a structured

career path, restricting cross-functional mobility and long-term growth. The
absence of standardized senior ICT designations discourages professionals from
actively contributing to the country’s digital transformation goals.
▪ Redundant development: Limited ICT leadership at senior levels also result in
fragmented digital initiatives with no clear strategic alignment across ministries.
This leads to redundancies in ICT initiatives such as infrastructure investments
(e.g., digital labs), training programs, and ERP system development. Additionally,
poor coordination in project funding with donor partners across ministries further
contributes to overlapping initiatives without maximizing impact.
▪ Limited visibility of ICT talent pool: The absence of a centralized repository to
track ICT professionals' skills, qualifications, and experience results in inefficient
workforce deployment, suboptimal project staffing, and missed opportunities for
targeted upskilling programs.
▪ Underutilization of ICT workforce: ICT personnel at Zila/Upazila levels are
deployed without a structured framework / policy guideline, limiting their ability
to support government digital platforms, train officials in digital government
services (such as D-Nothi) and drive local digital adoption.
▪ Limited involvement in project development: Scattered ICT resources prevent
ministries from contributing technical expertise during project early stages such

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 as design and implementation review. This increases reliance on external
vendors, reducing long-term sustainability and in-house system ownership.
▪ Limited capacity in emerging technologies: Ministries lack specialized ICT
professionals in key areas such as AI, cybersecurity, and cloud computing,
preventing them from leveraging emerging technologies to drive innovation,
strengthen digital security, and enhance service delivery.

Learning from benchmarks: United Kingdom

The Government Digital Service is a unit of the Government of the United Kingdom's
Department for Science, Innovation and Technology tasked with transforming the
provision of online public services and acts as the CDO. Moreover, a digital leader is
appointed for each authority.
UK promotes rapid recruitment of external and even internal experts—because
oftentimes motivated and capable people are found within your own ranks—the
cultivation of a start-up culture, the requisite willingness to take risks, and the ability
of superiors to delegate responsibility, as well as dedicated training for all employees
to hone their digitalization skill.

Initiatives to be undertaken by Bangladesh:

A growth-oriented career path, capacity building, and policy enhancements will

enable sustainable growth, foster innovation, and improve service delivery across
ministries. To achieve this, Bangladesh must establish clear career trajectories,
integrate ICT roles across government, create a centralized ICT workforce, and
expand emerging technology expertise.

Structured ICT career track and leadership roles

▪ Define a clear career trajectory for ICT professionals across ministries,

ensuring structured promotions, competency-based advancements, and
specialized training to enhance expertise, retention, and long-term capacity
building.
▪ Categorize the ICT talent pool into three distinct groups for optimized training
and workforce deployment:
a. ICT Specialists (Specialized qualifications): Experts in AI, Cybersecurity,
Cloud Computing, and other required fields.
b. ICT Officers (Engineers and above): Professionals responsible for
managing and implementing ICT projects across ministries.
c. ICT Assistants/Staff (Diploma Level): Entry-level ICT personnel providing
technical support and maintenance.

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 ▪ Manage ICT Specialists under a centralized framework under the ICT Division,
allowing them to be rotated across ministries and departments based on
national priorities and evolving ICT needs. Establish a 10% training/leave
reserve strength for ICT specialist roles, ensuring continuous availability of
skilled professionals for critical ICT roles.
▪ Each ministry/division should establish a structured ICT career path leading
up to the role of System Manager (Grade 5 or higher) as a senior ICT
leadership position, formally appointed through a gazette notification. This
role will drive strategic ICT alignment, reduce duplication of efforts, and
institutionalize digital transformation initiatives across government entities.
▪ System Managers to serve as the Chief Technology Officer (CTO) for their
respective government organizations, leading the execution of the ministerial
ICT roadmap and driving digital transformation initiatives.
Recruitment strategy
▪ Develop a competitive ICT recruitment strategy to attract top graduates from
BUET, SUST, DU, and other leading institutions, ensuring that highly skilled
professionals enter the public sector.
▪ Introduce a structured entry-level ICT recruitment plan to attract fresh ICT
graduates into government jobs, providing them with clear career growth
pathways and specialized training opportunities at specific intervals
▪ Refine recruitment policies to establish clear qualification benchmarks for
different ICT grades

DoICT role expansion

▪ Expand and formalize the role of DoICT officers through defined mandate to
position them as shared resources across government ICT projects, enabling
centralized coordination for capacity utilization and resource allocation.
▪ DoICT officers at Zila/Upazila levels to also support local government offices
with periodic training on government applications (e.g., ICT toolkit, digital
governance tools), manage local platforms (e.g., National Portal), and
coordinate ICT efforts with local government offices to enhance digital
service delivery.
▪ Appoint dedicated ICT officers in every Zila/Upazila local government office
under DoICT, ensuring structured oversight by a designated Zila/Upazila ICT
officer to enhance service delivery and digital adoption.
▪ Develop a streamlined staffing method for deploying DoICT officials to
different projects / government offices, ensuring efficient allocation of
technical expertise across ministries and agencies.

94
 Centralized ICT workforce repository

▪ Establish a national ICT workforce repository to systematically map

professionals’ skills, qualifications, and experience across ministries for better
workforce planning and deployment.
▪ Leverage repository for strategic workforce allocation, ensuring ICT
professionals are actively involved in project development, including solution
design review, testing, and post-implementation support to enhance project
sustainability.
▪ Create a robust auditing process to monitor and review all ICT projects and
donor funding across ministries

Expanded ICT Capacity

▪ Recruit dedicated ICT teams within each ministry/division to manage,

support, and scale existing digital services while focusing on emerging
technologies such as AI, cybersecurity, etc. to safeguard digital assets and
foster innovation.
▪ Build capacity within ICT Division across projects (such as SQTC, BNDA, NCSA
etc.) to provide support and feedback to the ministerial ICT teams across key
areas such as architecture review, software / hardware testing, VAPT, etc.
▪ Establish a dedicated National ICT Training Academy to enhance the
technical capabilities of ICT professionals, ensuring continuous skill
development and specialization in critical areas such as cybersecurity, AI,
cloud computing, and digital infrastructure management.
▪ Implement structured, technology-focused training programs to equip
government ICT professionals with hands-on expertise in next-generation
digital tools, cybersecurity protocols, and best practices for digital
governance.
▪

Program Components

Bangladesh must launch a program including several components:

95
Program objectives

The program aims to establish a future-ready ICT workforce across ministries by

defining clear career trajectories, expanding grassroots ICT roles, centralizing
workforce management, and enhancing capacity in emerging technologies to
drive sustainable digital transformation.

Program targets

2026 2030

• Creation of centralized ICT • Dedicated ministerial ICT teams for

repository project maintenance,
cybersecurity and digital
• Updation of policy / guidelines to
transformation
empower ICT workforce roles and
responsibilities grassroot level

SDGs impacted

• SDG 8: Decent Work and Economic Growth

• SDG 9: Industry, Innovation, and Infrastructure
• SDG 16: Peace, Justice, and Strong Institutions
Program execution & ownership

Lead Agency ICT Division

Implementing Body DoICT

Funding Partner To be identified

Implementation Tracks

Components Activities

Structured ICT career ▪ Define a clear career trajectory for ICT professionals
track across ministries with structured promotions,
competency-based advancements, and cross-
ministerial mobility to enhance expertise and
retention.

96
▪ Appoint senior ICT leadership roles (at Deputy
Secretary equivalent or higher levels) across all
ministries to drive strategic alignment, reduce
duplication of efforts, and institutionalize digital
transformation initiatives.
▪ Define a clear career trajectory for ICT professionals
across ministries, ensuring structured promotions,
competency-based advancements, and specialized
training to enhance expertise, retention, and long-
term capacity building.
▪ Categorize the ICT talent pool into three distinct
groups for optimized training and workforce
deployment:
a. ICT Specialists (Specialized qualifications): Experts
in AI, Cybersecurity, Cloud Computing, and other
required fields.
b. ICT Officers (Engineers and above): Professionals
responsible for managing and implementing ICT
projects across ministries.
c. ICT Assistants/Staff (Diploma Level): Entry-level ICT
personnel providing technical support and
maintenance.
▪ Manage ICT Specialists under a centralized framework
under the ICT Division, allowing them to be rotated
across ministries and departments based on national
priorities and evolving ICT needs. Establish a 10%
training/leave reserve strength for ICT specialist roles,
ensuring continuous availability of skilled professionals
for critical ICT roles.
▪ Each ministry/division should establish a structured ICT
career path leading up to the role of System Manager
(Grade 5 or higher) as a senior ICT leadership position,
formally appointed through a gazette notification. This
role will drive strategic ICT alignment, reduce
duplication of efforts, and institutionalize digital
transformation initiatives across government entities.
▪ System Managers will serve as the Chief Technology
Officer (CTO) for their respective government
organizations, leading the execution of the ministerial
ICT roadmap and driving digital transformation
initiatives.

97
DoICT role expansion ▪ Expand and formalize the role of DoICT officers
through defined mandate to position them as shared
resources across government ICT projects, enabling
centralized coordination for capacity utilization and
resource allocation.
▪ DoICT officers at Zila/Upazila levels to also support
local government offices with periodic training on
government applications (e.g., ICT toolkit, digital
governance tools), manage local platforms (e.g.,
National Portal), and coordinate ICT efforts with local
government offices to enhance digital service
delivery.
▪ Appoint dedicated ICT officers in every Zila/Upazila
local government office under DoICT, ensuring
structured oversight by a designated Zila/Upazila ICT
officer to enhance service delivery and digital
adoption.
▪ Develop a streamlined staffing method for deploying
DoICT officials to different projects / government
offices, ensuring efficient allocation of technical
expertise across ministries and agencies.

Centralized ICT ▪ Establish a national ICT workforce repository to

workforce repository systematically map professionals’ skills, qualifications,
and experience across ministries for better workforce
planning and deployment.
▪ Leverage repository for strategic workforce
allocation, ensuring ICT professionals are actively
involved in project development, including solution
design review, testing, and post-implementation
support to enhance project sustainability.
▪ Create a robust auditing process to monitor and
review all ICT projects and donor funding across
ministries

Expanded ICT Capacity ▪ Recruit dedicated ICT teams within each

ministry/division to manage, support, and scale
existing digital services while focusing on emerging
technologies such as AI, cybersecurity, etc. to
safeguard digital assets and foster innovation.
▪ Build capacity within ICT Division across projects (such
as SQTC, BNDA, NCSA etc.) to provide support and
feedback to the ministerial ICT teams across key

98
 areas such as architecture review, software /
hardware testing, VAPT, etc.
▪ Establish a dedicated National ICT Training Academy
to enhance the technical capabilities of ICT
professionals, ensuring continuous skill development
and specialization in critical areas such as
cybersecurity, AI, cloud computing, and digital
infrastructure management.
▪ Implement structured, technology-focused training
programs to equip government ICT professionals with
hands-on expertise in next-generation digital tools,
cybersecurity protocols, and best practices for digital
governance.

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 EMPOWER STAKEHOLDERS

The below section provides key features to be developed for prioritized sector-
specific prioritized initiatives along with the respective lead ministry responsible for
running the initiative:

5.1.1 Empowering Citizens

This section highlights citizen-focused initiatives across various sectors. The identified
11 priority citizen focused initiatives leverage digital transformation to enhance
accessibility, reduce inefficiencies, and foster greater engagement.

5.1.1.1 Citizen Information dissemination & Service Delivery Platform

Context: Ensuring seamless access to government services is crucial for effective
public service delivery. Bangladesh’s MyGov platform digitizes various services,
enabling online applications, tracking, and information access. Expanding these
efforts into a unified digital platform will provide citizens with a single, reliable access
point for government schemes, essential services, and public information.

100
Current state: MyGov platform is Bangladesh's current centralized digital service
delivery system, designed to streamline access to government services. 700+
services are digitized through MyGov, with varying levels of digitization from E2E
digital service delivery to online form tracking
Challenges: Few challenges faced by the MyGov platform in Bangladesh are: -
1. Limited interoperability across various services on the platform
2. Lack of integration with the BNDA e-Service Bus limiting ability to digitize
public services
3. High operating costs incurred for managing the volume of requests.

Program Components

Bangladesh must launch a program including several components: -

Program objectives

Ensuring service delivery of all govt. services through an integrated citizen

information dissemination and service delivery platform

Program targets

2026 2030

▪ % of govt. services provided > 25% > 80%

through the platform
▪ % of population using platform
> 25% > 60%
for service delivery
▪ % of population from
underserved regions using the > 15% > 30%
platform

SDGs impacted

• SDG 1: No Poverty
• SDG 2: Zero Hunger
• SDG 3: Good Health & Well-being
• SDG 8: Decent work & economic growth
• SDG 16: Peace, Justice & Strong Institutions
Program execution & ownership

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Lead Agency ICT Division

Implementing Body A2I

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Integrated service • Develop an E2E integrated one-stop online platform

delivery platform integrating all government services, payment systems,
etc. allowing citizens to apply, track, and receive
services digitally
• Implement AI-driven automation for service approvals,
document verification, and case processing to reduce
delays and improve efficiency. Enable real-time status
tracking and notifications for all applications

Drive adoption of • Conduct nationwide awareness programs and

services introduce incentivization mechanisms to educate
citizens and enhance adoption of digital services.

Promote inclusive • Establish call centers, chatbots, service through UDCs

access and SMS-based services for citizens without internet
access.

Complete • Ensure integration with National e-Service Bus and

digitization and achieve full interoperability between services

integration across • Reduce citizen manual touchpoints for key digital

services (e.g., birth registration).
whole of govt.
• Provide access to the information, schemes, services of
the Government at all levels from Central Government
to State Government to District Administration

Feedback and • Integrate a structured feedback and grievance

grievance redressal redressal system for citizens to rate services and report
issues.
mechanism

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5.1.1.2 Digital Participation Platform
Context: While Bangladesh has introduced e-governance initiatives to improve
service delivery, opportunities for direct public engagement in policymaking remain
limited. A Digital Participation Platform will create a structured channel for citizens to
voice concerns, provide feedback, and contribute to policy discussions, ensuring a
more responsive and accountable government.

Current State: Bangladesh has taken steps to digitize government-citizen

interactions, including the Central e-Participation Portal and grievance redressal
mechanisms. The government has also introduced platforms for feedback on
policies and service delivery. Efforts are underway to expand collaborative
policymaking tools and online civic engagement initiatives.

Challenges:

• Limited Citizen Engagement Channels: No dedicated, real-time platform for

direct citizen participation in policy discussions. Existing portals lack integration
and accessibility, reducing overall effectiveness.
• Low Public Awareness & Adoption: Limited efforts for citizen awareness limits
participation
• Lack of Transparent Follow-Ups: Citizens do not receive clear updates on how
their inputs influence government actions.

Program Charter

Bangladesh must implement a program with the following components

Program objectives

Develop an interactive digital platform to enhance citizen engagement, encourage

public participation in policymaking, and foster transparent governance.

Program KPIs

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 ▪ Monthly Active Users
▪ Total Contributions Submitted
▪ %Grievances resolved

SDGs impacted

• SDG 10: Reduced Inequalities

• SDG 11: Sustainable Cities and Communities
• SDG 16: Peace, Justice, and Strong Institutions
Program execution & ownership

Lead Agency ICT Division

Implementing Body A2I

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Unified digital • Develop a centralized online portal integrating policy

participation discussions, public consultations, and feedback
submission.
platform

Real-time • Implement interactive town halls, live Q&A sessions,

engagement tools and virtual consultations with government officials.
Reduce citizen manual touchpoints for key digital
services (e.g., birth registration).
• Use AI-driven analytics to assess citizen concerns,
policy preferences, and emerging trends

Integrated • Link the platform with existing complaint and

Grievance Redressal grievance mechanisms to ensure timely resolution.

System

Awareness & • Conduct digital literacy initiatives to educate citizens

Outreach on how to engage with government decisions.

Campaigns

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5.1.1.3 Citizen Upskilling
Context: With rapid advancements in technology, there is a growing need for digital
skills across industries. While government-led training programs exist, many citizens
lack access to advanced training, industry-aligned courses, and career-focused
digital education. Expanding structured and inclusive upskilling initiatives will help
bridge these gaps and prepare the workforce for future job opportunities.

Current State: Bangladesh has launched multiple initiatives, including NiSE,

Leadership Academy, and ICTD Digital Lab, to enhance digital literacy and
employment. The Labor Information Management System (LIMS) has digitized labor
and employer databases. However, digital skill development remains concentrated
in urban areas, training programs are not fully aligned with industry needs, and many
citizens remain unaware of available opportunities.

Challenges:

1. Unequal Access to Upskilling Programs: Digital training programs are

generally accessed by those in urban areas, whereas citizens in rural regions
are unaware or unable to access opportunities
2. Limited employment outcomes: Digital skilling programs do not directly lead
to employment outcomes and often, there exists a skill gap even after
completion of the program
3. Limited Public-Private Collaboration: Few structured partnerships exist
between the government, industry, and academia for skill-building.

Program Charter

Bangladesh must implement a program with the following components

Program objectives

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Build a digitally skilled workforce by providing accessible, future-ready training
programs to enhance employability and economic growth.

Program targets

Implementation timeline

SDGs impacted

• xx
Program execution & ownership

Lead Agency ICT Division

Implementing Body Bangladesh Computer Council (BCC)

Funding Partner To be identified

Implementation Tracks

Components Activities

Employability • Launch a portfolio of diploma courses, certification

programs, and industry-led training, in collaboration
focused industry-led
with recruiters to teach relevant upcoming skills and
training programs enhance the employability value of certification.

Inclusive digital • Offer hybrid (online + offline) training, community-

based programs, access through Union Digital Centers
access
and digital platforms to reach all citizens, especially
those in rural areas

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Government- • Establish a structured Public-Private Partnership (PPP)
framework to co-develop and deliver digital skilling
Academia-Industry
programs.
Collaboration

Digital awareness & • Drive awareness through media campaigns, digital

literacy workshops, and incentives for participation.
adoption campaigns

5.1.1.4 National Job Platform

Context: Bangladesh needs to conceptualize a platform of platforms that integrates
existing private & national portals of Bangladesh (e.g., LIMS, NiSE, etc.) and other
relevant systems, creating a unified access point for job seekers, employers, and
training providers.
Current State: Bangladesh has laid a strong foundation for a digital job platform
through initiatives like the NiSE (National Intelligence for Skills, Education,
Employment, and Entrepreneurship), Smart Leadership Academy and ICTD Digital
Lab platforms. The Labor Information Management System (LIMS) has been
launched for the digitalization and integration of labor and employer databases,
including Labor Identity Number (LIN) and Worker Service Book. Additionally, a few
freelancing initiatives such as the Bangladesh Freelancers Development Society, The
Freelancing Development Ecosystem, etc. have been developed to support the gig
economy.

Challenges: Despite a strong starting point, the following challenges are faced by
digital job platforms in Bangladesh

1. Limited digital literacy: A significant portion of the population especially in

rural areas face multiple barriers to accessing these platforms such as
technical literacy, access to smart devices, lack of support in Bengali

2. Variety of job opportunities: NISE platform majorly comprises of jobs for youth
and migrant workers, with a lower focus on gig workers, govt. jobs and
especially jobs for women, and physically challenges individuals.

3. Lack of regulations in the sector: While opportunities have grown, regulations

are yet to catch up. Concerns regarding long hours, low pay and lack of job

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 stability are growing. Additionally, 89% of platform workers in Bangladesh
expressed concerns about their safety and security while on the job

Program Components

Bangladesh must launch a program including several components: -

Program objectives

Conceptualize a platform of platforms that integrates existing private & national

portals of Bangladesh (e.g., LIMS, NiSE, etc.) and other relevant systems, creating a
unified access point for job seekers, employers, and training providers.

Program targets

2026 2030

▪ Monthly active users

▪ # of live opportunities on the
platform
(public/private/freelancing,
etc.)
▪ # of job opportunities facilitated
▪ Average time to complete
hiring

Implementation timeline

Launch: 12-18 months

Stabilize: 3-4 years

Scale: 4-5 years

SDGs impacted

• SDG 8: Decent work & economic growth

• SDG 10: Reduced inequalities
Program execution & ownership

Lead Agency ICT Division

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 Implementing Body Bangladesh Computer Council

Funding Partner To be identified

Implementation Tracks

Components Activities

Design an integrated ▪ Develop a one-stop job platform integrating key

functionalities into the platform such as job search,
digital platform
training access, skills credentialing, work experience
verification, skills financing, and access to government
accreditation and welfare schemes
Define governance • Design a flexible governance model with clear entity
model structure, talent hiring plan, independence, and
operational flexibility to ensure smooth coordination
across various stakeholders and government ministries.

Develop self- ▪ Define a financial model for the platform to ensure its
self-sustainability, incorporating both public funding
sustaining business
and private sector participation.
model

Drive Adoption ▪ Mandate ministries to adopt a single digital job

platform to prevent redundant development of
across job providers
multiple, disconnected systems and ensure data
and job seekers consistency across government services.
▪ Develop a detailed GTM strategy to attract job seekers

5.1.2 Efficient Government

This section highlights government-focused initiatives aimed at enhancing efficiency,

transparency, and digital service delivery across ministries. The identified priority
initiatives leverage digital transformation to streamline and digitize processes,
reduce development and operational inefficiencies, and enable seamless, data-
driven governance for improved public administration.

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5.1.2.1 e-Office
Current state: Bangladesh has made progress towards digitization of government
services. Current solutions launched include the D-Nothi (electronic document
management system), the e-Form portal, and Unified Communication Tool platform.
However, to fully realize the ambition of a paperless administration, further
development is needed.
Challenges: Bangladesh has ambitious goals for efficient, accountable, user-centric
government, but several challenges are present in current processes, which can be
solved through e-office implementation
1. Reliance on manual and paper-based processes: The persistence of manual
workflows creates inefficiencies, errors, and a lack of transparency in
administrative operation
2. Disconnected and siloed systems: The absence of integrated, end-to-end
systems leads to duplication of efforts and inefficiencies across departments.
Limited mechanisms for public data sharing and traceability hinder
accountability and service optimization.
3. Limited digitization of services: A significant number of government services
lack online options, leaving users to navigate complex, in-person
bureaucratic processes. Many digital initiatives are not fully realized, resulting
in gaps in user experience and system performance.
4. Cost and accessibility issues: In-person services are often costly to access,
particularly for marginalized or rural populations, leading to inequities in
service delivery.

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 5. Service inconsistency: There are significant disparities in the quality of services
offered across regions, causing uneven user experiences.

Learnings from benchmarks: Bangladesh can learn from paperless government

implementations in benchmark nations such as UAE, Denmark & Estonia

Program Components

Bangladesh must launch a program including several components: -

Program objectives

Drive paperless administrative e-office services across whole of government

Program targets

▪ % of govt. ministries adopting

paperless office
▪ % of paperless office processes
▪ % of reduction in time required
for admin. Processes

SDGs impacted

• SDG 16: Peace, Justice, and Strong Institutions

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Program execution & ownership

Lead Agency ICT Division

Implementing Body a2i, DoICT

Funding Partner To be identified

Implementation Tracks

Components Activities

Drive adoption ▪ Drive adoption of D-Nothi across ministries, starting with

across ministries the ICT Division over the next 2 years, and subsequently
onboard all ministries within the next 6 years, enhancing
digital document management.

Integrate with ▪ Integrate D-Nothi with other government platforms like

existing govt. GRP, e-GP, Doftor, and MyGov through Single Sign-On
(SSO), ensuring seamless access across services.
platforms
▪ Integrate D-Nothi with the National Service Bus to enable
efficient data sharing between ministries, improving
service delivery and reducing redundancies. Common
applications such as bangla.gov.bd to be leveraged
within D-Nothi through the data exchange

Incorporate real- ▪ Incorporate real-time performance monitoring and

time performance analytics to track processing times, identify bottlenecks,
and optimize workflows for faster decision-making.
monitoring and

Promote digital ▪ Ensure access to digital hardware at all levels of

hardware to access government, including laptops, conferencing systems,
and other devices, to support remote work, online
e-office services collaboration, and efficient digital governance

Set up ▪ Set up fully integrated internal communication across

communication these platforms, including instant messaging to enhance
real-time communication between government officials
systems between and improve coordination across ministries
platforms

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5.1.2.2 Performance Management & Governance Dashboard
Context: A Performance Management & Governance Dashboard will provide real-
time insights, key performance indicators (KPIs), and automated reporting to
improve policy execution, enhance service delivery, and enable proactive
governance.

Current State: Bangladesh has implemented various data-driven initiatives, including

the National Dashboard developed by a2i, which offers insights into public service
performance. Ministries and agencies have started using digital reporting tools, but
data consolidation remains inconsistent, and there is no integrated, real-time
monitoring system for cross-sectoral governance. While dashboards exist for specific
ministries, they are not standardized or interconnected, limiting the government’s
ability to track national progress holistically.

Challenges:

1. Inconsistent KPI Measurement: No standardized framework or dashboard for

performance tracking, making comparisons across agencies difficult.

2. Limited Citizen Feedback Mechanism: Public grievances and satisfaction

levels are not systematically captured for governance improvements.

Program Charter

Bangladesh must implement a program with the following components

Program objectives

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Develop a centralized digital dashboard to monitor government performance,
enhance decision-making, and improve transparency across ministries and
agencies.

Program targets

• % ministries tracked through the dashboard

• %accuracy of data reported on the
platform
• # of compliance checks automated
through the platform

SDGs impacted

• SDG 16: Peace, Justice, and Strong Institutions

Program execution & ownership

Lead Agency ICT Division

Implementing Body a2i, DoICT

Funding Partner To be identified

Implementation Tracks

Components Activities

Unified Performance • Develop a centralized, real-time digital platform

integrating data from all ministries and agencies.
Dashboard
• Enable real-time updates, AI-driven analytics, and
automated alerts for governance insights.
• Define key performance indicators (KPIs) for service
delivery, budget utilization, and national priorities, etc.
Citizen feedback • Incorporate public grievances, surveys, and digital
complaints into governance tracking.
integration

114
Adoption & • Launch an adoption mandate across ministries and
ensure regular data updates and data accuracy.
Governance
Schedule quarterly review meetings to discuss
performance across KPIs

5.1.2.3 Government ERP Systems

Context: Efficient governance requires real-time data management, process
automation, and financial accountability across ministries and agencies. A unified
Government ERP system will ensure seamless inter-agency coordination, reduce
manual inefficiencies, and enhance transparency in public administration.
Current state: The Government’s ERP system developed by the BCC is integrated
with the National e-Service Bus enabling various govt. departments to use it
interoperably. Built on a modular approach, it extends beyond integration of existing
systems to extend 9 service categories for digital public digital administration
spanning Meeting Management, Inventory Management, Asset Management,
Human Resource Management, Procurement Management, Budget Management,
Accounts Management, Audit Management, and Project Monitoring
Challenges:
1. Manual Processing & Inefficiencies: Many administrative processes, such as
procurement approvals and financial reconciliation, still require manual
intervention.
2. Fragmented & siloed systems: No single platform links budgeting, HR,
procurement, and resource management across departments.
3. Lack of Real-Time Data Visibility: Decision-makers lack consolidated analytics
and reporting tools for financial and operational planning.

Program Components
Bangladesh must launch a program including several components: -

Program objectives

Develop a centralized, integrated Government ERP system to streamline

administrative operations, enhance resource management, and improve decision-
making across government agencies.

Program targets

115
 ▪ % of existing data migrated to ERP from legacy
systems
▪ % of govt. ministries fully transitioned to ERP
systems
▪ % of decrease in admin cost due to ERP
implementation

Implementation timeline

Launch: 6 months

Stabilize: 18 months

Scale: 3-4 years

SDGs impacted

• SDG 16: Peace, Justice & Strong Institutions

Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Fully integrated GRP • Develop a centralized system integrating budgeting,

platform procurement, HR, and financial management across
all ministries.
• Deploy AI-driven dashboards to provide real-time
financial insights, workforce analytics, and predictive
forecasting.

Drive adoption • Increase GRP adoption by mandating usage across all

across ministries ministries to streamline office activities including
procurement, budgeting, inventory and asset
management, and meeting management.

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 • Integrate GRP with e-GP, GEMS (HRMS), D-Nothi and
other government platforms for seamless data sharing
and improved efficiency.
• Provide training and support to respective ministry
teams to ensure smooth adoption and transition to
digital operations.

Integrate ministry- • Enable build of customized modules (workflow

specific management, supply chain management, production
/ distribution systems, etc.) to be led by respective
customizations
ministry.
• GRP team to support respective ministry / division ,
review module development to ensure successful
module integration to existing GRP solution ministry

Develop a • Develop a transparent sustainable business model for

sustainable business the GRP system ensuring fair pricing that does not
hinder adoption. The pricing model for government
model
users should be transparent, appropriately charged to
cover infrastructure and development costs, while
being competitively priced (comparable against
Development and Annual Maintenance Charges of
other ERPs)

5.1.2.4 Government Code Repository

Context: Government digital transformation projects often operate in silos, leading
to duplicate efforts, inefficiencies, and lack of interoperability. A national
government code repository will serve as a GIT-based collaborative platform where
agencies can store, share, and reuse open-source code, ensuring standardization,
transparency, and cost-effective digital solutions.

Current state: Currently, Bangladesh lacks a centralized code repository for

government projects, leading to fragmented development efforts across ministries
and agencies. Some government IT initiatives use proprietary repositories or
department-specific platforms, limiting inter-agency collaboration. Countries like
India (OpenForge) and the USA (Code.gov) have successfully implemented
government-wide open-source platforms to streamline digital service development.

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Bangladesh has initiated policy discussions on digital governance, but a structured
framework for code sharing, security, and reusability is yet to be implemented

Challenges:

• Duplication of effort: Ministries and agencies operate independently, leading

to duplicate software development efforts.

• Limited interoperability: Lack of collaboration across ministries results in

difficulty in integrating existing government systems due to lack of defined
common standards

• Security & Compliance Risks: Absence of common defined security protocols

for government software code can lead to cybersecurity issues

Program Components
Bangladesh must launch a program including several components:

Program objectives

Develop a centralized, open-source government code repository to enable

collaborative software development, improve code reusability, and enhance
digital governance efficiency.

Program targets

▪ # of ministries/public sector orgs. onboarded

▪ % of projects leveraging existing
modules/components
▪ % of repositories compliant with security
standards
▪ # of developers participating in government
open-source projects

SDGs impacted

• SDG 9: Industry, Innovation, and Infrastructure

• SDG 16: Peace, Justice & Strong Institutions

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Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

National ▪ Establish a secure, centralized Git-based code

Government Code repository for government agencies to store and
manage software projects.
Repository

Code Reusability & ▪ Develop common standards, guidelines and best

Standardization practices to ensure software interoperability across
agencies and compatibility with existing platforms and
Framework
frameworks e.g. BNDA.
▪ Provide APIs and SDKs for seamless integration across
government applications.
▪ Implement modular, reusable components for
common services e.g. e-authentication, digital
payments, etc.

Open-Source Policy ▪ Define an open-source contribution policy for

& Secure government projects, allowing secure code sharing
with public and private developers.
Collaboration
▪ Set up a security audit mechanism to review
government-developed code for vulnerabilities.

Capacity Building & ▪ Train government IT teams and software developers on

Developer using, managing, and contributing to the repository.

Community ▪ Launch hackathons, developer challenges, and

incentives to encourage innovation using the platform.
Engagement

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5.1.3 Enabling Businesses

This section highlights business-focused initiatives designed to foster an

entrepreneurial, innovation-driven environment. The identified priority initiatives
leverage digital transformation to simplify processes and create a seamless,
technology-enabled ecosystem for entrepreneurs and enterprises to thrive.

5.1.3.1 Startup Acceleration

Current State: Bangladesh’s startup ecosystem holds strong long-term potential

despite a 2023 decline in investments due to global economic challenges. By mid-
2024, the number of active startups reached 2,100, with an annual addition of 100
since 2018. The ecosystem has grown significantly, with over 400 deals totaling $1
billion in funding, 90% from global investors, and generating 1.5 million jobs. To sustain
this growth, and solve multiple challenges, there is a need for a structured framework
to drive favorable policy action.

Additionally, the draft National Startup Policy 2024 is being launched to build a thriving
startup ecosystem by promoting innovation, simplifying regulations, and supporting
entrepreneurs. It tackles challenges in funding, knowledge, and infrastructure,
emphasizing inclusivity and sustainability, to position Bangladesh as a global hub for
entrepreneurship and technology.

Challenges: Bangladesh’s startup ecosystem currently faces multiple challenges: -

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 • Limited number of investors: Limited number of local and global investors
leading to only 5 active local VCs in Bangladesh
• Limited growth stage capital flow: While there have been 180+ pre-seed/seed
deals, only 7 startups have raised Series B.
• Dearth of awareness and mentorship support for founders: Investors lack
awareness about the opportunities in Bangladesh resulting in a disconnect
with founders, who have limited access to quality mentorship
• Regulatory challenges: The Bangladesh startup ecosystem faces significant
regulatory hurdles which deter potential investors and require policy action

Program Components

Bangladesh must launch a program including several components: -

Program objectives

An integrated startup acceleration program to mobilize capital flow, solve

regulatory challenges and mobilize ecosystem enablers to energize the ecosystem
and attract global/local VCs

Program targets

▪ # of startups receiving Series

A funding & above
▪ Increase in total capital
mobilized
▪ Global startup ecosystem
ranking
▪ Direct/indirect jobs created
as a result of startup capital
deployment

SDGs impacted

▪ SDG 8: Decent Work and Economic Growth

▪ SDG 9: Industry, Innovation, and Infrastructure
▪ SDG 10: Reduced Inequalities

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 Program execution & ownership

Lead Agency ICT Division

Implementing Body Startup Bangladesh

Funding Partner JICA

Implementation Tracks

Components Activities

▪ Setup a fund of fund to inject capital and stimulate

Set up fund-of-funds global and local VCs to form partnership funds and
support the startup ecosystem

▪ Improve understanding of regulations relating to

Launch National startups and liaise with regulators to help create
Startup Policy favorable and coordinated policies across different
stakeholders for ecosystem development

▪ Launch startup accelerators to mentor, fund, and

fast-track startups.
▪ Host competitions for startups to pitch ideas and win
funding/support.
▪ Engage local LPs to drive investments in VCs over
traditional assets from corporations, institutions, and
Institutionalize HNIs.
ecosystem enablers
▪ Build investor capacity and capability in portfolio
management, fundraising, and founder support.
▪ Promote the nation as a top destination for startups
and innovation.
▪ Organize summits to showcase startups, attract
investors, and inspire entrepreneurship.

5.1.3.2 4IR Accelerators

Context: The Fourth Industrial Revolution (4IR) is reshaping global production through
automation, AI, and IoT, offering Bangladesh a critical opportunity to enhance
industrial productivity, drive innovation, and solidify its position in global value chains.

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To remain competitive, the country must integrate 4IR technologies into key industry
sectors such as RMG & Textiles, Light Engineering, Pharma, Logistics, and Agriculture.
This will enable digitized manufacturing, data-driven decision-making, and industry-
specific technology solutions that drive exports and economic growth.

Current State: Bangladesh has initiated programs to support industrial growth and
workforce upskilling in response to 4IR advancements. BHTPA has launched training
programs under the DEIEDP project to equip professionals with globally recognized
4IR skills. Sector-specific incentives from BIDA are promoting investment in key
industries. However, widespread adoption of 4IR technologies remains limited, with
most industries still relying on conventional production methods and lacking
structured frameworks for large-scale digital transformation.

Challenges:

1. Limited awareness and expertise – Many industries lack knowledge of 4IR

applications and their impact on efficiency and competitiveness.

2. Slow adoption and investment – Businesses are hesitant to invest in

automation and digital transformation due to high upfront costs and
uncertain returns.

3. Workforce readiness gap – A shortage of skilled professionals in AI, IoT,

robotics, and data analytics hinders the scaling of 4IR technologies.

4. Weak innovation ecosystem – Limited collaboration between industry,

academia, and startups slows the commercialization of advanced
technology solutions.

5. Infrastructure and policy constraints – Insufficient digital infrastructure and the

absence of clear policies on data governance and AI adoption create
barriers to implementation.

Program Charter

Bangladesh must implement a program with the following components

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Program objectives

Establish a unified digital platform to streamline maritime trade operations, enhance

port efficiency, and improve regulatory compliance

Program targets

• Global ranking in 4IR

technology adoption
• # of jobs created in 4IR sectors
• % players in key sectors having
run 4IR trials and rolling out at
scale

SDGs impacted

• SDG 8: Decent Work and Economic Growth

• SDG 9: Industry, Innovation, and Infrastructure
Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Ecosystem • Increase knowledge-sharing and collaboration

through industry-academia partnerships, conferences,
Development
and sector-specific events.

Innovation • Foster new technical innovations and startups through

targeted funding, mentorship, and commercialization
Incubators
support.

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Growth Accelerators • Provide financial and advisory support for scaling
domestic 4IR-focused businesses.
Export Facilitation • Enable the global expansion of Bangladesh’s 4IR tech
industry by supporting market entry, pitching, and
export strategies.
Standards & • Develop policies and guidelines to promote 4IR
adoption and create a structured regulatory
Regulation
framework.

Industry • Offer tax benefits and subsidies for early adopters of

4IR technologies to accelerate transformation.
Incentivization

Skillset Development • Establish advanced training programs in AI, robotics,

and digital manufacturing to build a high-skilled
workforce.

Directional guidelines have been prepared to shape the remaining priority initiatives
from various ministries and government bodies (Appendix B). These guidelines will
be further refined and detailed within the ICT plans of the respective ministries and
agencies, ensuring alignment with national digital transformation goals.

The governance structure for implementing the ICT Strategic Roadmap in Bangladesh
will involve a coordinated effort among various stakeholders, ensuring smooth
execution and alignment with the national vision.

The following key imperatives must be addressed to ensure timely implementation

and avoid delays:

• Adoption: Drive adoption for cross-ministerial initiatives (e.g., citizen service

digitalization, e-office) to ensure effective digital transformation across
ministries without delays
• Collaboration: Effective cross-ministerial collaboration is crucial for developing
interoperable foundational systems

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 • Adherence to Standards: Ensure compliance with standardized processes in
technology, architecture, data hosting, policy guidelines as well as quality
assurance
• Monitoring and Evaluation: Implement robust monitoring and evaluation to
ensure timely delivery and risk mitigation
• Initiative Overlap: Review ministerial agendas to identify collaboration
opportunities and avoid redundant development
• Sustainability: Ensure sufficient resource allocation and funding for both
implementation and long-term sustainability of the program
Peer nations like Japan, Singapore and India have successfully utilized centralized
governance structures to enable two core functions:

• Oversight and Coordination: Ensuring the alignment of detailed project

proposals (DPPs), managing funding sources, tracking milestones/KPIs, and
monitoring progress to address bottlenecks and prevent redundant
development across ministries.
• Technical Enablement: Providing guidance and support on architecture
review, procurement, ensuring compliance with national standards, policy
guidelines, and best practices, while maintaining quality assurance and
consistent stakeholder experience.
Given Bangladesh's need for both efficiency and cross-sector collaboration, such a
model would be the best fit from roadmap implementation. This approach allows
ministries to lead their initiatives while benefiting from the centralized oversight and
guidance provided. The ICT Division would play the technical enablement role by
providing technical guidance and developing standards / compliance for other
ministries to follow, while the Reforms Wing of the Cabinet Division / Chief Advisor’s
Office would handle oversight and coordination to ensure alignment with national
goals, timely execution, and adoption.

The roadmap has identified two broad archetypes of initiatives:

1. Collaborative Initiatives are led by the ICT Division with cross-ministerial

coordination like National Data Exchange and e-Office.
2. Supportive Initiatives are ministry-led with guidance and support from the ICT
Division, focusing on sector-specific initiatives such as the Single Window
System and Digital Tax Filing.
The role of each body - Lead agency, Oversight and Coordination, and Technical
enablement have defined for each initiative archetype:

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Roles and responsibilities

1. ICT Division

The ICT Division would support across different stages of the project from
conceptualization to post-implementation support. The following table outlines the
specific roles and responsibilities of each affiliate body within the ICT Division across
the project lifecycle:

Affiliate body Roles and responsibilities

A2I • Lead design and development for select initiatives

(Design / • Provide technical guidance where necessary to ensure

Development scalability, interoperability, and sustainability of ICT
support) solutions.

BCC
NDC / BDCCL (Data storage plan review)

• Ensure compliance with government data center/cloud

policies

• Provide government cloud / data center offerings to

ministries – colocation, infrastructure, cloud services, etc.

BNDA (Architecture review)

• Validate solution architecture to ensure alignment with

defined standards at the DPP stage.

• Provide Go/No-Go approvals based on compliance with

interoperability and security requirements.

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 SQTC (Software / Hardware review)

• Assess and qualify vendors based on technical expertise,

security compliance, and past performance. Share list of
qualified vendors with lead ministry to ensure quality
adherence for development

• Conduct functional, security and performance testing of ICT

solution post development

• Validate compliance with defined BNDA standards prior to

deployment.

• Enforce security and data sovereignty policies, such as

ensuring development and maintenance on government
servers (instead of vendor-controlled 3rd party servers),
management of production environment by ICT personnel,
etc.

NCSA
• Conduct periodic cybersecurity maturity assessment for
(Security ministries / CIIs
assessment)
• Perform hardware / software VAPT to identify and mitigate
cybersecurity risks.
DoICT
• Participate in solution design reviews and testing during the
(Project development stage
sustainability
• Provide go-live signoff after handover and documentation
and adoption
review for effective post-implementation support
support)
• Support platform and solution management, ensuring
efficient maintenance, security, and system upgrades

• Conduct training and adoption programs for collaborative

initiatives to upskill officials across ministries and ensure
effective utilization of ICT solutions.

CCA
• Monitor implementation of Public Key Infrastructure (PKI) in
(PKI line with defined policy / guidelines
implementation
review)

Policy wing
• Monitor ministerial and ICT Division progress in executing the
(Roadmap roadmap, ensuring adherence to strategic goals and
implementation) timelines.

2. Development partners

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Effective Development Partner (DP) coordination is critical to ensuring that ICT
initiatives align with national standards, prevent redundancies, and follow the defined
architecture and guidelines. As part of program governance, DPs must validate
projects against BNDA guidelines, interoperability standards, and strategic priorities
set by the ICT Division before approving funding. This structured approach will prevent
overlaps, optimize resource utilization, and enhance cross-ministerial collaboration.
The key roles & responsibilities of DPs as part of program governance structure of the
ICT roadmap include:

• Align project funding with ministerial and national priorities to ensure strategic
coherence.
• Mandate BNDA architecture guidelines and interoperability standards before
funding approvals
• Prevent ministries from developing isolated software and data centers to avoid
redundancy.
• Facilitate cross-ministerial collaboration to ensure integrated, scalable solutions.
• Enforce development of post implementation support plan to ensure
sustainability.
• Conduct periodic DP coordination meetings to align current and upcoming
focus areas, ensuring synchronization of efforts and preventing project overlaps.

Operational cost support:

Each ministry will earmark its budget to cover operational costs for its respective ICT
infrastructure, such as license renewals and AMCs, ensuring continuity of digital
services. The Ministry of Finance will play a key role in facilitating fund availability for
these operational expenses, ensuring that the necessary resources are allocated to
maintain and scale the digital infrastructure. Each ministry shall oversee and monitor
projects to ensure that license-free software, which may pose security risks, are not
used for key digital services and Critical Information Infrastructures (CIIs) as part of its
reviews. This will help safeguard the integrity and security of digital platforms used by
the government.

Each Ministry/Division has to prepare own roadmap for detailing of the initiatives
mentioned in the ICT Strategic Roadmap according to the Allocation of Business of
concern Ministry/Division.

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A robust ecosystem is vital to realizing the vision of the Bangladesh ICT Strategic
Roadmap. By fostering synergy among industry, academia, and the government, the
roadmap sets a clear path to drive innovation, skill development, and technology
adoption. This collaboration enables the creation of cutting-edge solutions while
fostering an environment conducive to economic growth and citizen empowerment.

Industry

The private sector is positioned to play three crucial roles as part of the ICT Strategic
Roadmap, contributing as Enablers, Facilitators, and Participants.

Academia

Universities and academic institutions are critical partners in the ICT Strategic
Roadmap, driving collaboration with the government and industry to foster
innovation, shape policies, and build a skilled workforce. Academia plays a key role
in aligning education and research efforts with national priorities, ensuring that
Bangladesh’s ICT ecosystem is equipped to tackle emerging challenges and seize
new opportunities.

Below are some of the key areas of collaboration with academia outlined in the
roadmap:

Initiative Engagement activities

• Collaborate with government agencies to draft

evidence-based regulatory guidelines for digital
transformation
Policy
formulation • Conduct targeted research to provide data-driven
insights that shape ICT policies
• Develop policy briefs on emerging technologies to guide
government decision-making

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 • Offer specialized training modules for government
officials on emerging technologies like AI, cybersecurity,
and e-governance tools
• Update curriculum to include or modify courses like
eGovernance systems, cybersecurity, and emerging ICT
technologies to align with student skillset with modern
industry and governmental requirements
Skill • Partner with industries to co-create skill development
Development programs aligned with market requirement in emerging
ICT domains
• Establish university-accredited ICT training programs that
incorporate industry partnerships to ensure globally
recognized and employable skills
• Engage students in government projects through
internships to foster practical skills and direct involvement
in national initiatives
• Expand Research and Innovation (R&I) centers across
universities to focus on ICT advancements, fostering
collaboration among academia, industry, and
government
• Establish AI hubs within universities to advance research,
focusing on local challenges and solutions, while
Research &
encouraging innovation in machine learning, NLP, and
Innovation
data analytics
• Collaborate with industry and startups to prototype and
pilot ICT solutions addressing specific national challenges
• Publish actionable research findings and
recommendations to guide ICT project prioritization and
investment decisions

Partnership between government, industry, and academia is imperative for

Bangladesh to leapfrog technologically, driving innovation, building skills, and
securing a leading role in the global digital economy.

APPENDIX A: GOVERNMENT STAKEHOLDER

CONSULTATION SESSIONS

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Session Participants

ICT Division Meetings (One-on-one)

• Bangladesh Computer Council (BCC)

• Aspire 2 Innovate (A2I)
• National Cybersecurity Agency (NCSA)
• Controller Of Certifying Authorities (CCA)
Affiliated Bodies
• Startup Bangladesh
• Bangladesh Hi-Tech Park Authority (BHTPA)
• Department of ICT (DoICT)
• Bangladesh Data Center Council Limited (BDCCL)

• Enhancing Digital Government and Economy (EDGE)

• BGD eGov CIRT
• Bangladesh National Digital Architecture (BNDA)
Project teams
• MyGov
• Government Resource Planning (GRP)
• Enhanced Digital Connectivity (EDC)

Other key • Policy Adviser (ICT Coordination & Reform)

stakeholders • Planning and Development Wing

Interministerial workshops

• National Board of Revenue (NBR)

• Bangladesh Telecommunication Regulatory Commission
(BTRC)
• Post and Telecommunication Division
• Ministry of Women and Child Affairs
Interministerial
• Bangladesh Investment Development Authority
workshop 1
• Bangladesh Bureau of Educational Information and
Statistics (BANBEIS)
• Implementation Monitoring and Evaluation Division
• Ministry of Youth and Sports
• Ministry of Commerce

132
Session Participants

• Ministry of Agriculture
• Local Government Engineering Department
• Ministry of Civil Aviation and Tourism
• Department of Shipping
• Power Division
• Office of the Registrar General, Birth and Death
Registration
• Bangladesh Police
• Ministry of Environment, Forest and Climate Change
• Ministry of Expatriates Welfare and Overseas Employment
• Bangladesh Bureau of Statistics (BBS)

• Ministry of Social Welfare

• Bangladesh Investment Development Authority (BIDA)
• Ministry of Industries
• Bangladesh Road Transport Authority (BRTA)
• Post & Telecommunication Division
• Bangladesh Bank
• Chittagong Port Authority

Interministerial • Bangladesh Land Port Authority

workshop 2 • Department of Immigration & Passport
(including • Directorate of Land Record and Surveys
academia and
• Board of Intermediate and Secondary Education, Dhaka
industry
associations) • Office of the Registrar General, Birth and Death
Registration
• Ministry of Primary & Mass Education
• Finance Division
• Bangladesh Telecommunication Regulatory Commission
(BTRC)
• Ministry of Law, Justice and Parliamentary Affairs
• Bangladesh Election Commission
• Palli Daridro Bimochon Foundation (PDBF)

133
 Session Participants

• Department of Shipping
• Ministry of Commerce
• Ministry of Youth and Sports
• Ministry of Expatriates Welfare and Overseas Employment
• Federation of Bangladesh Chambers of Commerce and
Industry (FBCCI)
• e-Commerce Association of Bangladesh (e-CAB)
• Dhaka Chamber of Commerce and Industry (DCCI)
• Metropolitan Chamber of Commerce and Industry
(MCCI)
• Daffodil International University (Department of Software
Engineering)
• Bangladesh University of Business and Technology (BUBT)

APPENDIX B: EMPOWER STAKEHOLDERS – OTHER

PRIORITY INITIATIVES

7.1.1 Empowering Citizens

7.1.1.1 Women Empowerment

Context: Empowering women through economic opportunities, legal protection,
and social support is essential for achieving inclusive development. A Women
Empowerment Service Portal will serve as a one-stop digital platform to provide
financial assistance, helpline support, legal aid, and career resources, ensuring
greater inclusivity and protection for women across the country.

Current State: Bangladesh has implemented several government initiatives to

support women, including Her Power Project for skill development and the Toll-Free
Hotline 109 for women in distress. Various social security schemes, microfinance
programs, and legal aid services are available, but lack a unified platform for

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access and coordination. Existing digital services are not fully integrated with law
enforcement, healthcare, and financial aid systems, making it difficult for women to
access the support they need in one streamlined interface.

Challenges:

• Fragmented Access to Services: Women must navigate multiple platforms to

access government schemes, financial aid, and legal support.

• Limited Awareness & Digital Literacy: Many women, especially in rural areas,
are unaware of available digital services and their rights.

• Lack of Integrated Emergency Response: No centralized mechanism links

police, legal aid, and healthcare services for women in crisis.

• Financial & Employment Barriers: Women lack easy access to loans,

entrepreneurship support, and career counseling.

• Low Reporting & Grievance Redressal Efficiency: Lack of trust in reporting

mechanisms due to delayed response times and unclear resolution processes.

Program Charter

Bangladesh must implement a program with the following components

Program objectives

Develop a dedicated digital platform to provide women with access to government

benefits, financial assistance, legal support, and grievance redressal services.

Program targets

▪ Monthly Active Users

▪ # of resolved requests/grievances per month

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 ▪ %women from underserved areas using the platform

SDGs impacted

• SDG 5: Gender Equality

• SDG 8: Decent Work and Economic Growth
• SDG 10: Reduced Inequality
• SDG 16: Peace, Justice & Strong Institutions
Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Integrated digital • Develop a one-stop platform that provides access to

service portal financial aid, legal assistance, skill training, and
grievance redressal.

Emergency support & • Connect helplines, police, hospitals, and legal services
helpline integration for real-time support and intervention. Use AI-driven
analytics to assess citizen concerns, policy
preferences, and emerging trends

Integrated • Implement smart case tracking, automated follow-

Grievance Redressal ups, and transparent reporting for women’s
complaints.
System

Awareness & Digital • Conduct digital literacy campaigns, legal rights

inclusion programs education,, financial training and awareness
programs for women across urban and rural areas.

7.1.1.2 Transport Services

Context: A well-regulated transport system is essential for safe, efficient, and
accessible mobility. A unified digital transport services platform will enable seamless

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application processing, real-time tracking, and automated payments, reducing
administrative bottlenecks and improving user experience.

Current State: Bangladesh has introduced online vehicle registration, driving license
applications, and digital challan payments through the Bangladesh Road Transport
Authority (BRTA) portal. RFID-based automated toll collection and smartcard-based
public transport ticketing are in limited use. However, citizens still require physical
visits for biometric verification, application processing, and document submission.
Traffic fine payments and permit renewals remain partially digital, with inconsistent
enforcement of online systems.

Challenges:

• Fragmented Digital Systems: No single integrated platform connects vehicle

registration, licensing, permits, and payments.
• Cumbersome Application, Renewal and Tracking Process: License and
vehicle registration still require physical visits, delaying approvals. Citizens
cannot track applications and approvals online, requiring in-person follow-
ups.
• Limited Automation in Tax & Fine Payments: Manual processing of road taxes,
traffic fines, and toll payments leads to inefficiencies.
• Limited Awareness & Adoption: Many users are unaware of online services,
resulting in low adoption rates.

Program objectives

Develop a fully digital transport management system to streamline license

applications, vehicle registration, tax payments, and fine collection for improved
efficiency and accessibility.

Program targets

▪ Monthly Active Users

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 ▪ Average application processing
time
▪ User Satisfaction Score

SDGs impacted

• SDG 11: Sustainable Cities and Communities

• SDG 9: Industry, Innovation, and Infrastructure
• SDG 13: Climate Action
Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Integrated transport • Develop a fully digital transport management system

services portal to streamline license applications, vehicle registration,
tax payments, and fine collection for improved
efficiency and accessibility.

E2E digital license, • Enable fully online applications, document uploads,

vehicle registration biometric verification, and automated approvals.

system with • Implement real-time digital payment solutions for

taxes, fines, tolls, and permits, reducing delays.
payments integration

AI-driven application • Use machine learning for automated document

& verification verification and fraud detection in licensing and
vehicle registration.

Digital awareness • Promote online application services and digital

campaigns payments to increase adoption and compliance.

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7.1.1.3 Land Record Digitization
Context: Bangladesh is digitizing land records to improve transparency, efficiency,
and accessibility in land management. A centralized digital land record system will
streamline processes, reduce corruption, and ensure secure property rights.

Current State: Bangladesh has introduced e-Porcha (digital land records), e-

Mutation (online ownership updates), and online land tax payments to improve
service delivery. The e-Deed registration system has enhanced accuracy in property
transactions, while satellite imaging and cadastral mapping are being used for land
surveys. Efforts are also underway to develop a centralized digital database, but full
integration across land registration, ownership verification, and taxation systems is
yet to be achieved.

Challenges: Current efforts to achieve full digitization of land records faces certain
challenges as follows: -

1. Fragmented and Manual Processes: Land records remain scattered across

multiple agencies, leading to duplication and inconsistencies.

2. Lack of System Integration: No single interoperable platform connects land

registration, taxation, and ownership verification.

3. Limited Public Access and Transparency: Citizens face difficulties accessing

land records, increasing dependency on intermediaries.

4. Slow Dispute Resolution: The absence of real-time, tamper-proof digital

records prolongs land-related legal cases.

5. Limited Use of Emerging Technologies: AI, GIS mapping, and blockchain

adoption remain low, restricting automation and fraud prevention.

Project Charter

Bangladesh must initialize a program involving the following components

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Program objectives

Establish a centralized, tamper-proof digital land record system to enhance

transparency, efficiency, and accessibility in land management.

Program targets

• % of land records digitized and uploaded on the system

• % accuracy of land records
• Average Application processing time
• %Reduction in land-related disputes

SDGs impacted

• SDG 1: No Poverty
• SDG 10: Reduced Inequalities
• SDG 16: Peace, Justice, and Strong Institutions
Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Full digitization of • Convert all land records into a centralized, tamper-

proof digital database with real-time access.
land records

Integrated Digital • Develop a single platform linking land registration,

taxation, ownership verification, and dispute
Land Management
resolution.
System: • Enable secure online access to land records, property
details, and transaction history for citizens and
businesses.

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Advanced • Implement latest technology such as Unmanned Aerial
Vehicle (UAV)/Drone Surveying, Global Navigation
technology driven
Satellite System (GNSS), GIS mapping, blockchain
digital surveying technology, AI-driven cadastral mapping, etc.

Automated Dispute • Develop an AI-powered dispute resolution mechanism

with digital case tracking to expedite land-related
Resolution System
legal issues.

7.1.1.4 Digital Tax Filing

Context: Bangladesh is working towards a modernized, digital-first tax system to
improve tax compliance, enhance revenue collection, and minimize fraud. A fully
automated, integrated tax filing system will streamline tax administration, improve
taxpayer experience, and increase government revenue.

Current State: Bangladesh has implemented e-TIN (electronic Taxpayer Identification

Number), VAT Online, and e-Return filing systems, enabling taxpayers to submit tax
returns and make payments digitally. The government has also introduced
automated tax calculation and digital invoicing for businesses. While digital
adoption is increasing, manual verification and document submission are still
required in several steps, slowing down processing. Efforts are ongoing to integrate
AI-driven compliance monitoring and fraud detection to strengthen tax
enforcement.

Challenges:

1. Taxpayers still face manual steps in submission, verification and review of tax
refunds, reducing efficiency and leading to delays.

2. Absence of a centralized system connecting income tax, VAT, and customs

for unified compliance tracking.

3. Many businesses lack awareness or incentives to adopt digital invoicing and

e-filing.

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Program objectives

Develop a fully digital, efficient, and transparent tax filing system to simplify
compliance, reduce manual processing, and enhance revenue collection

Program targets

• %Citizens using digital portal for tax filing

• Average processing time
• %Increase in tax compliance
• User Satisfaction Score

SDGs impacted

• SDG 16: Peace, Justice, and Strong Institutions

Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

End-to-End Online • Enable fully digital tax return filing, automated

calculations, and e-verification with minimal manual
Tax Filing System
intervention.

Integrated tax • Connect income tax, VAT, and customs under a

unified system for seamless compliance tracking.
management
platform

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Incentives for • Introduce tax incentives for businesses that adopt
digital invoicing and real-time tax reporting.
adoption

Use of AI/ML in tax • Implement an AI-driven tax refund system to expedite

claim verification and disbursement. Deploy machine
refund and
learning and analytics for fraud detection, risk
compliance systems assessment, and predictive tax compliance
monitoring.

7.1.1.5 Disaster Warning & Response Coordination System

Context: Bangladesh is often vulnerable to natural disasters, including floods,
cyclones, landslides, and river erosion, impacting millions of lives and livelihoods
annually. A digitally integrated early warning system will improve risk assessment,
emergency response, and post-disaster recovery efforts, ensuring greater resilience
against climate-related disasters.

Current State: Bangladesh has implemented early warning systems and disaster
response frameworks, including the Cyclone Preparedness Program (CPP) and Flood
Forecasting and Warning Center (FFWC). Satellite and weather monitoring systems
provide basic forecasting, while mobile-based early warnings are issued through SMS
alerts and sirens. The Mujib Climate Prosperity Plan and National Adaptation Plan
(NAP) outline long-term resilience strategies.

Challenges:

1. Fragmented Coordination Across Agencies: Lack of a centralized response

system results in delayed emergency actions.

2. Limited Real-Time Data & Predictive Analytics: Absence of AI-driven

forecasting for early disaster detection and impact prediction, minimal
deployment of UAVs (drones) and satellite imaging for real-time disaster
assessment.

3. Manual Alert Dissemination: Early warnings rely on SMS and sirens, limiting
reach and effectiveness.

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 4. Limited coordination in post-disaster response & relief distribution: Lack of
automated tracking of affected populations, leading to resource
misallocation.

Program Charter

Bangladesh must implement a program with the following components

Program objectives

Develop a technology-driven early warning and response coordination system to

enhance disaster preparedness, minimize risks, and ensure rapid emergency
response.

Program KPIs

• Disaster Prediction Accuracy

• # of people trained by the
system
• %Reduction in casualties &
economic damage from
disasters
SDGs impacted

• SDG 9: Industry, Innovation, and Infrastructure

• SDG 13: Climate Action
Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

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Centralized disaster • Establish an integrated national emergency response
system, linking meteorological data, rescue teams,
response platform
and local authorities.

Automated multi- • Implement geo-targeted mobile alerts, digital

billboards, and community radio warnings for effective
channel alert system
outreach.

Use of AI, drone & • Deploy machine learning models and satellite data
integration for more accurate disaster forecasting.
UAV technology for
• Use UAVs, remote sensors, and satellite imaging for
real-time tracking real-time damage assessment and rescue operations.

Blockchain-based • Ensure transparent tracking of disaster aid and relief

funds to prevent misallocation and enhance
relief distribution
efficiency.
system

7.1.1.6 Passport Services

Context: Bangladesh is advancing towards a fully digital passport issuance system to
improve efficiency, security, and accessibility. The introduction of e-passports was a
key milestone, but further enhancements are needed to streamline application
processes, reduce physical visits, and ensure faster delivery.

Current State: Bangladesh has introduced e-passports with biometric data to

enhance security and reduce fraud. An online application and appointment system
is in place, allowing applicants to initiate the process digitally. Integration with the
National ID database has improved identity verification, and digital payments are
available for passport fees. However, biometric enrollment and final document
submission still require in-person visits to passport offices

Challenges: Despite a strong start, there are a few challenges faced still

1. Cumbersome Application Process: Still requires physical presence for

biometric verification and document submission, making it difficult especially,
for those living in rural areas
2. Processing Delays: Long turnaround times and limited real-time tracking.

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 3. Identity Verification Inefficiencies: Manual verification leads to processing
errors.
4. Lack of Home Delivery: Citizens must return to passport offices to collect
passports.

Program objectives

Enable a fully digital, secure, and accessible passport issuance system to streamline
applications, enhance verification, and ensure timely delivery

Program KPIs

• %applications processed digitally

• Reduction in time to process applications
• User Satisfaction Score

SDGs impacted

• SDG 16: Peace, Justice, and Strong Institutions

Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Fully Online • Enable citizens to submit applications, upload

Application Process documents, make payments, and complete identity
verification online.

Biometric Enrollment • Implement biometric enrollment at Union Digital

at UDCs Centers (UDCs) with online appointment scheduling to
reduce the burden on passport offices.

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Real-time application • Introduce real-time tracking for passport applications,
tracking providing citizens with status updates and notifications.

Online NID/Digital ID • Utilize online NID and Digital ID verification for passport
Verification applications, eliminating the need for physical NID
verification.

Home delivery of • Offer home delivery services for e-passports, allowing

citizens to receive their passports at their doorstep.
passports

7.1.1.7 Immigration Services

Context: Bangladesh is modernizing its immigration services to enhance security,

efficiency, and traveler convenience. With increasing international travel and the
need for seamless border control, a fully digital and automated immigration system
is essential. The introduction of e-visas and biometric-based verification has been a
step forward, but further improvements are required to streamline processing,
reduce wait times, and enhance security at entry and exit points.

Current State: Bangladesh has implemented biometric-based immigration systems,

including fingerprint and facial recognition, at major international airports and land
ports. An e-visa system is in place, allowing travelers to apply online, but document
submission and approvals still involve manual steps. Automated gates for biometric
passport holders have been introduced on a limited scale, improving efficiency for
select travelers. However, real-time tracking of visa applications remains limited, and
integration between immigration, security agencies, and airlines needs further
enhancement to ensure seamless operations.

Challenges: The current immigration system faces certain challenges as outlined

below :-

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 • Manual Processing Delays: Immigration checks still involve significant manual
interventions, leading to long queues and slow processing times.

• Limited Automation at Entry/Exit Points: Automated e-gates are available only

at select airports, limiting benefits for frequent travelers.

• Lack of Real-Time Tracking: Travelers cannot track visa applications and

approvals in real-time, leading to uncertainty in processing timelines.

Program objectives

Develop a fast, automated, and secure immigration system to enhance traveler

experience, improve border security, and enable seamless entry and exit.

Program targets

• %immigrations processed through system

• Reduction in time to process applications
• # of complaints per month with system

SDGs impacted

• SDG 16: Peace, Justice, and Strong Institutions

Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

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 Implement Biometric • Deploy contactless fingerprint and facial recognition
Systems at systems to enable faster and more secure passenger
clearance
Checkpoints

Fully online e-Visa • Enable end-to-end online processing, including

submission, document verification, payments, and
system
real-time tracking.

Expand Automated • Install biometric-enabled smart gates across all major

Gates for E-Passport airports and land ports to expedite entry and exit for
eligible travelers
Holders

Real-Time Tracking of • Introduce a digital tracking system with status

notifications for applicants.
Visa Applications:

Secure data sharing • Ensure seamless and real-time integration between

immigration, airlines, and security agencies for better
across agencies
border control and security management.

7.1.2 Efficient Government

7.1.2.1 Smart Grid

Context: Bangladesh is transitioning towards a modernized and digitally enabled
power grid to improve energy efficiency, reliability, and sustainability. As electricity
demand continues to grow, manual grid operations, power interruptions, and
transmission losses pose significant challenges. A Smart Grid will integrate advanced
digital technologies, real-time monitoring, and automation to enhance grid stability,
reduce losses, and support the adoption of renewable energy sources.

149
Current State: Bangladesh has made progress in grid automation, with the
introduction of SCADA (Supervisory Control and Data Acquisition) systems, GIS
mapping, and smart meters. The government has also initiated projects for
distributed energy resource management and grid-scale battery storage, but full-
scale integration of AI-driven automation, smart metering, and decentralized energy
management is yet to be achieved.

Challenges:

1. High transmission & distribution losses result due to outdated infrastructure and
lack of predictive maintenance.
2. Limited Integration of Renewable Energy due to challenges in storing and
managing intermittent solar and wind energy.
3. Increased risk of grid hacking and system vulnerabilities due to digital
transformation.

Program Charter

Bangladesh must implement a program with the following components

Program objectives

Develop an intelligent, automated, and resilient power grid to enhance energy

efficiency, integrate renewable energy, and ensure reliable electricity supply

Program targets

• System Average Interruption Duration Index

(SAIDI)
• Smart Meter penetration rate
• %renewable energy integration

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SDGs impacted

• SDG 7: Affordable and Clean Energy

• SDG 9: Industry, Innovation, and Infrastructure
• SDG 11: Sustainable Cities and Communities
Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Grid Automation & • Implement Advanced Distribution Management

Systems (ADMS), AI-driven Energy Management
Digital Monitoring
Systems (EMS), and Automatic Generation Control
(AGC) to optimize grid operations.
Smart Metering & • Roll out smart meters to provide consumers with real-
time energy usage insights and demand-side
Consumer
management capabilities.
Participation

Renewable energy • Deploy Distributed Energy Resource Management

Systems (DERMS) and battery energy storage solutions
adoption
to enhance grid stability with solar and wind energy.

Cybersecurity & • Establish grid security frameworks, AI-based threat

detection, and backup systems to safeguard against
Resilience Measures
cyberattacks.

Predictive • Use AI and IoT-based monitoring to predict and

prevent equipment failures, reducing outages and
Maintenance & Fault
maintenance costs.
Detection

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7.1.2.2 e-Procurement
Context: Public procurement is a key driver of economic development, accounting
for a significant share of government expenditure. The adoption of e-Government
Procurement (e-GP) has improved efficiency, transparency, and vendor
participation, but procurement remains fragmented, requiring further automation,
integration, and standardization. A comprehensive e-procurement marketplace is
essential to enhance cost efficiency, prevent delays, and optimize purchasing
decisions.

Current State: Bangladesh’s e-GP system currently handles over 60% of public
procurement, offering digital tendering, contract management, and e-payment
services. The system has reduced procurement lead times and improved vendor
participation, while efforts are underway to expand integration with financial and
budgeting systems and to introduce automated purchase tracking and demand
forecasting to further optimize procurement processes.

Challenges: Despite recent developments, the system faces certain challenges :-

1. Fragmented Procurement Categories: Lack of standardized specifications

and pricing benchmarks across agencies.

2. Limited Vendor and Buyer Integration: No unified procurement marketplace

for competitive pricing and efficiency.

3. Delayed Payments: Manual processing leads to payment backlogs,

discouraging vendor participation.

4. Limited System Interoperability: No seamless integration with financial and

budgeting systems.

Initiatives Recommended for Bangladesh

• Develop a One-Stop E-Procurement Marketplace: Integrate vendor

registration, catalog-based purchases, and automated bidding for tenders
and direct purchases.

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 • Enhance Payment and Financial Integration: Enable real-time electronic
payments to expedite vendor settlements.
• Implement Demand Forecasting and Analytics: Use AI-driven insights for
optimized procurement and cost efficiency.
• Establish Standardized Procurement Categories: Define clear specifications
and pricing benchmarks across ministries.
• Ensure Full Integration with Government Systems: Link e-procurement with
financial, budgeting, and project execution systems for seamless operations.

Program Charter

Bangladesh must implement a program with the following components

Program objectives

Develop a centralized, transparent, and fully digital e-procurement system to

enhance efficiency, reduce corruption, and streamline government purchasing
processes.

Program targets

• %government ministries adopting the platform

• Average cost savings per ministry
• %Reduction in procurement time
• User Satisfaction Score

SDGs impacted

• SDG 9: Industry, Innovation, and Infrastructure

• SDG 12: Responsible Consumption and Production
• SDG 16: Peace, Justice, and Strong Institutions
Program execution & ownership

Lead Agency ICT Division

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 Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Full digitization of • Convert all land records into a centralized, tamper-

proof digital database with real-time access.
land records

Integrated Digital • Develop a single platform linking land registration,

taxation, ownership verification, and dispute
Land Management
resolution.
System: • Enable secure online access to land records, property
details, and transaction history for citizens and
businesses.
Advanced • Implement latest technology such as Unmanned Aerial
Vehicle (UAV)/Drone Surveying, Global Navigation
technology driven
Satellite System (GNSS), GIS mapping, blockchain
digital surveying technology, AI-driven cadastral mapping, etc.

Automated Dispute • Develop an AI-powered dispute resolution mechanism

with digital case tracking to expedite land-related
Resolution System
legal issues.

7.1.2.3 Government ICT Capability Building

Context: The Bangladesh Public Administration Training Center (BPATC) provides
structured training programs for civil servants, incorporating leadership and policy
development. Integrating comprehensive ICT training into these programs will ensure
officials at all levels are equipped with the necessary digital skills to manage e-
governance initiatives, enhance service efficiency, and support the country’s digital
transformation efforts.

Current state: The Bangladesh Public Administration Training Center (BPATC) under
Ministry of Public Administration (MoPA) is the apex institution responsible for the
training and capacity-building of public sector officials across various government
levels. It provides structured training programs such as the Foundation Training Course
(FTC) for entry-level officers, the Advanced Course on Administration and
Development (ACAD) for mid-level officers, and the Senior Staff Course (SSC) for high-

154
ranking officials. These programs aim to enhance administrative efficiency, leadership
skills, and policy implementation capabilities.

However, while BPATC offers a 360-degree training framework, ICT training remains
fragmented and inconsistent across different levels of government officials. Existing
programs focus primarily on traditional administrative functions, with limited
integration of digital governance, technology management, and emerging
technologies like AI, IoT, and cybersecurity. As digital transformation accelerates
across public services, there is an urgent need to embed ICT skill development within
BPATC’s structured training programs to equip government officials with the technical
knowledge required to effectively implement and oversee digital initiatives.

Challenges: To build a digitally proficient public sector, the government must address
key gaps:

1. Limited ICT training integration: Digital competencies are not completely

embedded into foundational and advanced BPATC programs, leaving civil
servants unprepared for digital governance.

2. Low motivation to undertake ICT training: Since ICT training programs for
government officials are optional and not linked to career progression, officials
are not incentivized to focus on them, leading to low participation in digital
skills development.

3. Lack of role-specific ICT training: While some officials require deeper technical
expertise, others are in need of basic ICT proficiency to effectively lead digital
initiatives, make informed policy decisions, and oversee e-governance
projects. However, there is no structured role-based training approach to
address these varied needs.

4. Limited specialized training for ICT officials: While general ICT training is lacking,
there is also no structured advanced training track for ICT officials to deepen
their expertise and take on higher technical responsibilities in government

5. Weak understanding of emerging technologies: There is minimal awareness

and expertise among officials in emerging technologies such as AI,
cybersecurity, cloud computing, etc. and their applications in government
services

6. Lack of industry-academia collaboration: There are no structured partnerships

with industry leaders and academic institutions to provide advanced, hands-
on training in emerging technologies, limiting access to cutting-edge skills and
best practices.

Program Charter

Bangladesh must implement a program involving multiple components

Program objectives

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Develop a structured, role-specific ICT training framework to equip government
officials with essential and advanced digital skills for effective governance and
digital transformation.

Program targets

▪ % of govt. officials undergone basic ICT training

▪ # of mandatory training programs integrated with
ICT curriculum
▪ # of specialized training programs introduced

Implementation timeline

Launch: 6 months

Stabilize: 18-24 months

Scale: 3-4 years

SDGs impacted

• SDG 16: Peace, Justice, and Strong Institutions

Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

• Embed ICT Curriculum in existing training programs:

Generalist track Integrate ICT training into BPATC programs (FTC, ACAD,
SSC) as a mandatory component, ensuring that all
government officials—from junior recruits to senior

156
 leaders—are equipped with a foundational ICT toolkit
and knowledge of digital service offerings.
• Develop new intermediate training program (Digital
leadership training): Introduce a new Digital Leadership
Training program for mid-level BCS recruits (5+ years) to
equip them with the ability to drive digital initiatives,
enhance e-governance, and leverage emerging
technologies like AI, cybersecurity, etc.
• Introduce basic ICT proficiency training: Develop
mandatory ICT training module for workforce in rural
areas / officials that have not taken any ICT training last 3
years to ensure they have the basic digital know-how
required to leverage existing government ICT solutions
and make informed technology-related decisions.

▪ Initiate specialized ICT training program for ICT workforce:

Establish an advanced certification-based program for
ICT officials focusing on specialized areas like
cybersecurity, AI, data analytics, and enterprise
architecture to enhance their ability to design,
implement, and manage government digital initiatives.
▪ Incorporate industry-academia collaboration: Develop
structured partnerships with leading academic institutions
and technology firms to offer joint certification programs,
industry-led workshops, and advanced technical courses
tailored to the evolving needs of government ICT
professionals.
▪ Include internationally accredited certifications:
Specialized track
Integrate globally recognized certification programs into
ICT training to ensure industry-standard expertise and
international recognition for government ICT
professionals.
▪ Leverage Non-Resident Bangladeshis (NRBs) as foreign
trainers: Utilize NRBs whenever possible to deliver
specialized training with local relevance, ensuring
alignment with Bangladesh’s digital transformation
needs.
▪ Establish a dedicated National ICT Training Academy:
Leverage the National ICT Training Academy as a central
hub for these specialist ICT training programs, ensuring
standardized training, knowledge-sharing, and upskilling
opportunities for ICT professionals.

157
 Incentivize ICT ▪ Link completion of structured ICT training programs to
training through career advancement opportunities to encourage higher
participation and ensure skill development aligns with
career progression
long-term professional growth.
(both tracks)

7.1.2.4 Legal Case Management Platform

Context: An efficient legal case management system is essential for reducing case
backlogs, expediting trials, and ensuring transparent judicial processes. A centralized
digital case management platform will enable end-to-end case tracking,
automated scheduling, and virtual court proceedings, ensuring faster dispute
resolution and improve legal accessibility.

Current state: Bangladesh has implemented digital court dashboards, e-cause lists,
and case monitoring tools, offering better visibility into court proceedings. The Amar
Adalat app provides case updates, and efforts are underway to expand e-
courtroom capabilities. However, case filing, document submission, and hearing
processes still require in-person visits, and limited automation slows down court
operations. While digitization initiatives are growing, full-scale case management
automation is yet to be achieved.

Challenges:

1. Manual & Paper-Based Court Procedures: Case filings, documentation, and

scheduling rely on physical records, causing delays and inefficiencies.
2. Inefficient Case Tracking & Scheduling: No real-time case status updates for
citizens, lawyers, or court officials.
3. Limited Public Access to Legal Information: Citizens struggle to file cases
online or track case progress without physically visiting courts.

Program Charter

Bangladesh must implement a program with the following components

158
Program objectives

Develop a fully digital, integrated legal case management system to streamline

court processes, improve case tracking, and enhance judicial transparency.

Program targets

2026 2030

• # of legal professionals,
courts, agencies onboarded
onto the platform
• %Reduction in case
processing time
• %Increase in case resolution
rates

SDGs impacted

▪ SDG 16: Peace, Justice, and Strong Institutions

Program execution & ownership

Lead Agency Ministry of Public Administration

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

E2E digital case • Implement a nationwide legal platform for case filing,
mgmt. system tracking, scheduling, and document management.

159
 Centralized National ▪ Integrate all courts into a unified digital records system to
Case Database improve case coordination and legal transparency.

▪ Expand e-court capabilities to enable remote case

Real-time case hearings and digital evidence submission
tracking and e-court ▪ Provide citizens, lawyers, and judges with AI-driven case
development status updates and automated alerts.

Online Case Filing & • Develop a citizen-friendly portal to enable digital petition
Grievance Redressal submission, case progress tracking, and legal aid access.

7.1.2.5 HR Management Systems

Context: An efficient HR management system is essential for managing personnel
records, payroll, promotions, performance tracking, and workforce planning in the
public sector. A comprehensive, fully integrated HR platform will improve service
delivery, transparency, and workforce planning by enabling real-time employee
data access and automated HR workflows

Current State: Bangladesh has implemented GEMS, covering over 20,000 civil
servants, with plans to onboard 1.4 million government employees. The system
manages appointments, transfers, and training records but lacks advanced
functionalities like performance management, benefits tracking, and organizational
workforce planning. While some ministries have adopted partial digital HR solutions,
there is no unified system ensuring seamless HR operations across all of government

Challenges:

1. Fragmented HR Data Across Ministries: No centralized database for managing

all government employees.
2. Limited HR Functionality: GEMS does not fully cover performance management,
payroll integration, or employee benefits tracking.

160
3. Manual Processing of HR Tasks: Transfers, promotions, and leave management
still involve manual approvals, causing delays.
4. Lack of Workforce Analytics & Planning: No real-time insights into workforce
efficiency, skills tracking, or retirement planning.
5. Limited Integration with Other Government Systems: No direct linkage with
finance, payroll, or performance tracking platforms.
Program Charter

Bangladesh must implement a program with the following components

Program objectives

Develop a centralized digital HR management system to streamline employee

records, automate administrative processes, and enhance workforce efficiency
across government agencies.

Program targets

▪ % of HR processes automated
▪ % of HR functions adopting platform across
ministries
▪ User Satisfaction Score

SDGs impacted

• SDG 16: Peace, Justice & Strong Institutions

Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

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 Implementation Tracks

Components Activities

Fully integrated • Expand GEMS to cover all civil servants and integrate
Govt. HR platform payroll, benefits, and leave management.

Performance • Develop a unified HR records system for real-time

Management & access to personnel data across ministries.

Workforce Analytics

Automated HR • Implement AI-driven analytics to track employee

Workflows productivity, training needs, and career progression.

Centralized • Enable digital approvals for transfers, promotions, and

Employee Database performance appraisals to reduce delays.

Integration with • Link GEMS with budget planning, payroll processing,

Payroll & Financial and pension schemes for efficiency.

Systems:

7.1.3 Enabling Businesses

7.1.3.1 Investor Single Window Clearance System

Context: The Single Window System (SWS) for clearances and approvals in
Bangladesh aims to streamline the regulatory process by creating a unified platform
that integrates multiple government services into one centralized system, improving
efficiency and reducing delays.
Current state: Currently, all 5 Investment Promotion Agencies (IPAs) have their own
standalone platforms offering 27 services
Challenges: Few challenges faced in Bangladesh are: -
• It takes 2-3 weeks to register a business in Bangladesh due to multiple
approvals, manual interventions and bureaucratic delays. Countries like
Singapore (ranked 2nd on the global EODB index) can register businesses in
less than a day
• Limited interactions between agencies result in process efficiencies for
investors

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 • Requirement of physical visits and unexpected delays in processes deters
investors from registering new businesses

Program objectives

Implement a robust single window platform to streamline applications, approvals,

compliance, grievance redressal simplifying the investment process

Program targets

▪ % of services integrated into SWS

platform
▪ %manual touchpoints digitized
▪ Reduction in number of days
required to register a business

SDGs impacted

• SDG 8: Decent Work and Economic Growth

• SDG 9: Industry, Innovation, and Infrastructure
• SDG 16: Peace, Justice, and Strong Institutions
Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Complete service • Integrate all 27 services into the SWS platform,

providing investors with a centralized, transparent, and
integration
efficient method to manage all required clearances
and approvals and respond to investor queries. Review
current workflows for these services to reduce number
of manual touchpoints required for approval.

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 • Implement real-time tracking, document verification,
and automated approval processes to streamline
clearance procedures and minimize delays.

Integrate online • Enable online payment options for all services on the
payment facility platform, making transactions faster and more secure.

Set up a monitoring • Set up a monitoring committee to regularly review any

committee delays in the processing of applications and enforce
accountability for adherence to SLAs to ensure a
smooth and efficient approval process

7.1.3.2 Maritime Single Window

Context: A Maritime Single Window (MSW) system will create a centralized digital
platform, integrating customs, port authorities, and shipping agencies to enable
seamless exchange of information and faster clearance of cargo.

Current State: Bangladesh has introduced Bangladesh Single Window (BSW) for
trade facilitation, allowing businesses to submit import, export, and transit
documentation electronically. Additionally, efforts are underway to develop a
National Maritime Port Strategy, which includes plans for a Maritime Single Window.

Challenges

• Manual Documentation Process: Reliance on physical forms and approvals

slows down port operations, multiple government agencies require separate
documentation, leading to delays and inefficiencies.
• Lack of Real-Time Shipment Tracking: Limited digital tracking hinders visibility
and delays responses to logistics bottlenecks.
• Data Silos Among Stakeholders: Absence of a fully integrated system causes
duplication and coordination challenges between customs, port authorities,
and shipping agencies.

Program Charter

164
Bangladesh must implement a program with the following components

Program objectives

Establish a unified digital platform to streamline maritime trade operations, enhance

port efficiency, and improve regulatory compliance

Program targets

• # of agencies integrated
• %Reduction in time taken to process
requests
• %manual procedures digitized

SDGs impacted

• SDG 9: Industry, Innovation, and Infrastructure

• SDG 16: Peace, Justice, and Strong Institutions
Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

Unified Maritime • Develop a centralized digital system for submission,

processing, and clearance of all maritime trade
Single Window
documents.
Platform • Enable real-time data exchange between customs,
port operators, shipping lines, and regulatory bodies.

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Implement latest • Implement AI-driven risk profiling and automated
approval mechanisms to expedite shipments.
technology
• Deploy IoT-enabled tracking systems for end-to-end
innovations (AI, IoT, cargo visibility and predictive analytics for port
efficiency.
etc.)

Digital Payment & • Introduce secure online payments for port fees,
customs duties, and service charges, reducing
Transaction
transaction delays.
Processing

7.1.3.3 Customs Single Window

Context: The Customs Single Window (CSW) aims to create a digital platform where
traders can submit all import, export, and transit documentation electronically,
ensuring seamless coordination between customs, regulatory bodies, and trade
stakeholders.

Current State: Bangladesh launched the National Single Window (NSW) initiative
under the Bangladesh Regional Connectivity Project, supported by the World Bank.
The NSW is designed to integrate 15 certificate, licensing, and permit-issuing
agencies, allowing businesses to submit trade documentation through a single
portal. The ASYCUDA World system has been introduced to digitize customs
operations, but inter-agency integration remains incomplete, requiring manual
approvals.

Challenges:

• Fragmented Trade Processing System: Multiple agencies require separate

approvals, and there isn’t a mechanism leading to delays.
• Limited Integration & Automation: Many agencies still rely on paper-based
processes, physical inspections, leading to slow clearances, reducing
efficiency.
• Low Awareness & Adoption Among Traders: Many businesses lack knowledge
and training on using digital customs platforms.

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Program Charter

Bangladesh must implement a program with the following components

Program objectives

Develop a fully integrated Customs Single Window (CSW) system to streamline trade
processes, reduce clearance times, and enhance efficiency in import and export
operations.

Program targets

• # of agencies integrated
• %Reduction in time taken for customs
clearances
• %manual procedures automated
• %growth in import/export transactions

SDGs impacted

• SDG 9: Industry, Innovation, and Infrastructure

• SDG 16: Peace, Justice, and Strong Institutions
Program execution & ownership

Lead Agency ICT Division

Implementing Body ICT Division

Funding Partner TO BE UPDATED

Implementation Tracks

Components Activities

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Unified Customs • Integrate customs, regulatory agencies, banks, and
trade bodies into a single digital platform.
Single Window
• Enable real-time document submission, tracking, and
platform approval for importers and exporters.

Seamless Inter- • Connect ASYCUDA World with trade licensing,

taxation, and logistics systems to ensure real-time
Agency Data
information sharing.
Integration • Enable one-time document submission for multi-
agency processing.
Digital Payment & • Introduce integrated digital payments for customs
duties, port charges, and related fees.
Transaction
• Enable automated reconciliation with the National
Processing Board of Revenue (NBR).

AI-Driven Risk-Based • Implement automated risk assessment tools to reduce

manual inspections and speed up clearances.
Inspections
• Introduce predictive analytics to identify high-risk
shipments for targeted inspections.

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ABBREVIATIONS
Serial Abbreviation Detailed Meaning

01 N-CERT National Computer Emergency Response Team

02 N-SOC National Computer Emergency Response Team

03 NCSA National Cyber Security Agency

04 SSL Secure Sockets Layer

05 TLS Transport Layer Security

06 P2P Person to Person / Peer to Peer

07 G2P Government to Person

08 P2G Person to Government

09 SOC Security Operations Center

10 NID National Identification

11 BDRIS Birth and Death Registration Information System

12 KYC Know Your Customer

13 EKYC Electronic Know Your Customer

14 CRVS Civil Registration and Vital Statistics

15 BBS Bangladesh Bureau of Statistics

16 NBR National Board of Revenue

17 BB Bangladesh Bank

18 MFS Mobile Financial Services

19 SIM Subscriber Identity Module

20 eSIM Embedded Subscriber Identity Module

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Serial Abbreviation Detailed Meaning

21 TIN Tax Identification Number

22 CDR Call Detail Records

23 BMET Bureau of Manpower, Employment and Training

24 BANBEIS Bangladesh Bureau of Educational Information and

Statistics
25 A2I Aspire to Innovate

26 MRA Microcredit Regulatory Authority

27 CIB Credit Information Bureau

28 GD General Diary

29 ITC International Terrestrial Cable

30 IIG International Internet Gateway

31 IGW Internet Gateway

32 BGD eGov CIRT Bangladesh e-Government Computer Incident Response

Team
33 NDMC National Data Governance Council

34 NDR National Data Repository

35 NODP National Open Data Platform

36 ITEE Information Technology Engineers Examination

37 AI Artificial Intelligence

38 IoT Information of Things

39 UNDP United Nations Development Programme.

40 BNDA Bangladesh National Digital architecture BUS.

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Serial Abbreviation Detailed Meaning

1. Bangladesh ICT Strategic Roadmap_Report_v20250211, JiCA

2. NATIONAL DIGITAL TRANSFORMATION STRATEGY PLAN, Inception report v.01
(10.01.2025) Faiz Ahmad Taiyeb, UNDP
3. eGA PORJECT: E-FFECTIVE GOVERNANCE: ACCELARATING -GOVORMANET &
DIGITAL PUBLIC SERVICES IN BANGLADESH
4. UNESCO Artificial Intelligence RAM Summary as of February 2025

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