- Messages
- 8,095
- Reactions
- Nation of residence
-
- Nation of origin
-
Overseas employment is one of the key sectors of the Bangladesh economy.
The value of remittances was $35.59 billion in 2025-26, an increase of 17.3% from the previous year. However, migration is still limited to the number of workers and not to their skills, productivity and wages.
Unfavourable working conditions, skills mismatch and worker vulnerability and high recruitment expenses frequently result in migrants being paid low wages, in debt.
Therefore, Bangladesh needs to move from exporting low-skilled labour to skilled workforce mobility and Ansar-VDP is the potential force in that direction.
There are about 5.8 million members of the Village Defence Party (VDP), about 25,000 permanent members of the party, 60,000 embodied Ansars and nearly 100,000 new members joining Ansar-VDP every year.
The vast geographical coverage and highly disciplined membership and experience of its security guards strengthens its overseas employment opportunities in security, logistics, construction and technical services.
The organisation already has training courses in welding, electrical installation, plumbing, automotive mechanics, refrigeration, and driving and Japanese language. There are just about 6,000 trainees a year now, and this can be increased to 30,000 by planned upgrades and partnerships.
But success should not be judged by training figures but by an internationally recognised certificate, an established job, improved pay, reduced migration expenses and consistent protection of the workers.
Closing the missing link: From training to placement
There is a disjuncture between skill development and the demand for jobs in Bangladesh, as well as a lack of coordination between training, recruitment and financing institutions, and worker protection.
The necessary gap for Ansar-VDP is a license to recruit and deploy trained members as well as to negotiate with other parties directly through its welfare trust.
The Philippines, India and Sri Lanka offer useful examples of integrated systems that Bangladesh can learn from and adapt. These practices can be replicated in Bangladesh to link selection, certification, financing, placement, protection and reintegration within one single agency that is held accountable.
Establishing the legal and governance framework
There should be a joint steering committee between the Ministry of Expatriates' Welfare and Overseas Employment, the Bureau of Manpower, Employment and Training, Public Security Division and the Ansar-VDP.
The Welfare Trust's overseas-employment arm needs to have its own management, professional staff, own independent auditing, and be in full compliance with national migration laws.
Identifying jobs before training conduction
Employers confirmation of vacancies, competency standards, wages, language requirements, accommodation, insurance, contract duration, should be the basis for commencing training.
This model would be in place of the current 'train and hope' mindset and would be a 'demand, train, certify and place' approach.
Japan might be a good place to get opportunities with its Specified Skilled Worker Programme. Security services, construction, driving, maintenance and technical trades might be potential areas of employment in Saudi Arabia, United Arab Emirates, Qatar, Kuwait, Bahrain and Oman.
Other markets such as selected European markets may also be considered, as they have recognised skills and worker-protection, if any.
Starting with a measurable pilot
The authorities should give priority to the legal review, set up an employment wing and choose priority markets during the first six months.
A pilot programme for a population of 3,000-5,000 candidates should be limited to 5 occupations and 2 to 3 countries of destination between the 6th and 18th month. Selection will be based on merit, be made public and be documented digitally.
Ensuring internationally recognised certification
Courses should be designed and developed in consultation with overseas employers certification bodies.
Technical training has to be complemented by language skills, knowledge of occupational safety, digital literacy, financial management, cultural awareness and knowledge of the rights of labour. Candidates should be assessed by independent bodies, not training providers.
A transparent digital chain
Registration, training, certification, job matching and grievance management may be integrated within the Ansar VDP Enterprise Resource Planning platform. The employers and the Bangladesh missions should be able to verify qualification and contracts in a secure manner, with robust personal-data protection.
Reduction of migration costs and worker protection
The payment of the migration loans directly to the approved service providers, in small installments, may be possible from Ansar VDP Unnayan Bank.
All workers must be issued with an itemised cost statement and a signed agreement specifying wages, hours, overtime, accommodation, medical, insurance and repatriation.
There should be a provision enabling workers to get in touch with the Welfare Trust abroad and with the missions of Bangladesh.
Evaluation of results before expansion
An independent assessment should estimate the certification rate, placement and retention, migration costs, median wages, remittances per worker, complaints, time to resolve, employer satisfaction and loan payments between the 18th and 36th months.
Supporting productive reintegration
Business counselling, credit and access to the Sanjibon Programme should be provided to the workers who are returning to the work place. They may have skills and experience gained abroad, and may save money that can be used to start businesses and create jobs in their home communities.
Turning institutional strength into national prosperity
The national security network developed by Ansar-VDP could also become an economic asset.
It should start with a controlled pilot and grow only if it shows at least good jobs, better wages, reduced migration costs and a good protection for workers. Ansar-VDP can assist its members and enhance remittances, rural development and national human capital with professional management, transparent selection and independent oversight.
Maj Gen (Retd) Md Nazrul Islam is a former executive chairman of BEPZA, former executive member (Planning and Development) at BEZA, a retired Major General of the Bangladesh Army, and a PhD researcher on technology, workforce transformation, and industrial competitiveness.
www.tbsnews.net
The value of remittances was $35.59 billion in 2025-26, an increase of 17.3% from the previous year. However, migration is still limited to the number of workers and not to their skills, productivity and wages.
Unfavourable working conditions, skills mismatch and worker vulnerability and high recruitment expenses frequently result in migrants being paid low wages, in debt.
Therefore, Bangladesh needs to move from exporting low-skilled labour to skilled workforce mobility and Ansar-VDP is the potential force in that direction.
There are about 5.8 million members of the Village Defence Party (VDP), about 25,000 permanent members of the party, 60,000 embodied Ansars and nearly 100,000 new members joining Ansar-VDP every year.
The vast geographical coverage and highly disciplined membership and experience of its security guards strengthens its overseas employment opportunities in security, logistics, construction and technical services.
The organisation already has training courses in welding, electrical installation, plumbing, automotive mechanics, refrigeration, and driving and Japanese language. There are just about 6,000 trainees a year now, and this can be increased to 30,000 by planned upgrades and partnerships.
But success should not be judged by training figures but by an internationally recognised certificate, an established job, improved pay, reduced migration expenses and consistent protection of the workers.
Closing the missing link: From training to placement
There is a disjuncture between skill development and the demand for jobs in Bangladesh, as well as a lack of coordination between training, recruitment and financing institutions, and worker protection.
The necessary gap for Ansar-VDP is a license to recruit and deploy trained members as well as to negotiate with other parties directly through its welfare trust.
The Philippines, India and Sri Lanka offer useful examples of integrated systems that Bangladesh can learn from and adapt. These practices can be replicated in Bangladesh to link selection, certification, financing, placement, protection and reintegration within one single agency that is held accountable.
Establishing the legal and governance framework
There should be a joint steering committee between the Ministry of Expatriates' Welfare and Overseas Employment, the Bureau of Manpower, Employment and Training, Public Security Division and the Ansar-VDP.
The Welfare Trust's overseas-employment arm needs to have its own management, professional staff, own independent auditing, and be in full compliance with national migration laws.
Identifying jobs before training conduction
Employers confirmation of vacancies, competency standards, wages, language requirements, accommodation, insurance, contract duration, should be the basis for commencing training.
This model would be in place of the current 'train and hope' mindset and would be a 'demand, train, certify and place' approach.
Japan might be a good place to get opportunities with its Specified Skilled Worker Programme. Security services, construction, driving, maintenance and technical trades might be potential areas of employment in Saudi Arabia, United Arab Emirates, Qatar, Kuwait, Bahrain and Oman.
Other markets such as selected European markets may also be considered, as they have recognised skills and worker-protection, if any.
Starting with a measurable pilot
The authorities should give priority to the legal review, set up an employment wing and choose priority markets during the first six months.
A pilot programme for a population of 3,000-5,000 candidates should be limited to 5 occupations and 2 to 3 countries of destination between the 6th and 18th month. Selection will be based on merit, be made public and be documented digitally.
Ensuring internationally recognised certification
Courses should be designed and developed in consultation with overseas employers certification bodies.
Technical training has to be complemented by language skills, knowledge of occupational safety, digital literacy, financial management, cultural awareness and knowledge of the rights of labour. Candidates should be assessed by independent bodies, not training providers.
A transparent digital chain
Registration, training, certification, job matching and grievance management may be integrated within the Ansar VDP Enterprise Resource Planning platform. The employers and the Bangladesh missions should be able to verify qualification and contracts in a secure manner, with robust personal-data protection.
Reduction of migration costs and worker protection
The payment of the migration loans directly to the approved service providers, in small installments, may be possible from Ansar VDP Unnayan Bank.
All workers must be issued with an itemised cost statement and a signed agreement specifying wages, hours, overtime, accommodation, medical, insurance and repatriation.
There should be a provision enabling workers to get in touch with the Welfare Trust abroad and with the missions of Bangladesh.
Evaluation of results before expansion
An independent assessment should estimate the certification rate, placement and retention, migration costs, median wages, remittances per worker, complaints, time to resolve, employer satisfaction and loan payments between the 18th and 36th months.
Supporting productive reintegration
Business counselling, credit and access to the Sanjibon Programme should be provided to the workers who are returning to the work place. They may have skills and experience gained abroad, and may save money that can be used to start businesses and create jobs in their home communities.
Turning institutional strength into national prosperity
The national security network developed by Ansar-VDP could also become an economic asset.
It should start with a controlled pilot and grow only if it shows at least good jobs, better wages, reduced migration costs and a good protection for workers. Ansar-VDP can assist its members and enhance remittances, rural development and national human capital with professional management, transparent selection and independent oversight.
Maj Gen (Retd) Md Nazrul Islam is a former executive chairman of BEPZA, former executive member (Planning and Development) at BEZA, a retired Major General of the Bangladesh Army, and a PhD researcher on technology, workforce transformation, and industrial competitiveness.
From defence to deployment: Turning Ansar-VDP into a global skilled workforce
With nationwide reach, disciplined manpower and expanding training capacity, Bangladesh Ansar and Village Defence Party could become a trusted pathway for skilled overseas employment
