Japan Opens Doors to 100,000 Bangladeshi Workers

Tokyo has announced that it plans to welcome 100,000 skilled workers from Bangladesh over the next five years, formalized through memoranda of understanding (MoUs) between the Bangladesh Bureau of Manpower, Employment and Training (BMET) and Japanese partners. Japan is projected to face a labour shortage of about 11 million by 2040, while many young Bangladeshis are eager for employment opportunities. Yet, an important question arises: will this initiative bring mutual benefits, or could mismanagement harm the trust between Dhaka and Tokyo? Let’s explore the potential outcomes.

If managed carefully, this initiative holds significant promise for Bangladesh. First, it offers a tremendous employment opportunity for the country’s unemployed youth, arriving at a time when high-paying jobs are much needed. Second, it could substantially boost the Bangladeshi economy by increasing remittances. According to Bangladesh Bank data, Bangladesh received $112.99 million in remittances from Japan in FY 2022–23. Imagine what could happen if 100,000 workers secure stable jobs there — it could translate into a billion-dollar opportunity, strengthening financial stability and supporting development without additional external debt.

Third, working in Japan offers more than just financial benefits. Bangladeshi workers could gain valuable skills and exposure to Japan’s renowned workplace practices, such as Kaizen (continuous improvement) and the 5S methodology (a disciplined five-step approach to workplace organization). They can learn about total quality management (TQM), time management, lean production, and job rotation — skills that could later help elevate Bangladesh’s industries. Moreover, workers returning from Japan may be more likely to work in Japanese institutions in Bangladesh, further enriching the local workforce.

Additionally, Nobel laureate Prof. Muhammad Yunus highlighted that this initiative would not just provide jobs but also deepen cultural understanding between the two nations. Workers can act as informal ambassadors of Bangladesh in Japan, fostering people-to-people ties.

However, to fully realize these benefits, several challenges must be addressed — particularly differences in workplace culture and expectations. Japanese workplaces are highly disciplined, collaborative, and emphasize long-term commitment. Concepts like the senpai-kohai (senior-junior) relationship, collective decision-making through the ringi system, and meticulous organization are central to Japanese work culture — but these are relatively unfamiliar to many Bangladeshis, who are more accustomed to centralized decision-making and less formal systems.

Language and training deficits are also significant hurdles. A foreign ministry official told The Daily Star that Bangladesh has not trained enough workers to meet Japan’s high standards, partly due to a shortage of Japanese language instructors. Bangladesh also needs to expand vocational training programs, as Japanese workplaces demand high productivity, strict schedules, and meticulous attention to detail — habits that can be challenging for some Bangladeshi workers to adopt quickly.

Cultural differences also pose potential difficulties. Bangladesh, being a Muslim-majority country, contrasts with Japan’s Shinto-Buddhist traditions. For instance, customs like bowing instead of shaking hands, or Japan’s unique sense of hospitality (omotenashi), may feel unfamiliar to Bangladeshi workers. Misunderstandings in these areas, along with lax attitudes toward laws (compared to Japan’s strict legal culture), could risk damaging the reputation of Bangladeshi workers and undermine public support for the program.

So what steps should Bangladesh take?

• Make skill tests mandatory for visa processing.

• Develop curriculums that include eldercare practices, Japanese language proficiency, and key management philosophies like 5S and Kaizen.

• Ensure workers are not only technically qualified but also culturally and mentally prepared for Japanese workplace norms, punctuality, and legal obligations.

• Educate workers that they serve as informal brand ambassadors for Bangladesh in Japan.

• Crack down on dishonest manpower agencies to ensure transparency and fairness.

• Set up a bilateral monitoring committee to oversee performance, placement, and worker welfare, fostering trust between the two nations.

• Encourage experienced migrants to mentor newcomers to ease their transition.

In conclusion, sending 100,000 workers to Japan offers both remarkable opportunities and considerable challenges for Bangladesh. If we can adapt to Japan’s work culture and prepare our workers properly, this could be a blessing. But neglecting these cultural and professional expectations risks undermining the hard-earned trust between Dhaka and Tokyo.