Interview
Navigating Bangladesh’s Maritime Future
An Interview with Commodore Md Shafiul Bari (ND), OSP, ndc, psc, BN Director General, Department of Shipping
Commodore Md Shafiul Bari joined the Bangladesh Navy in January 1990 and was commissioned in the Executive (Operations) branch on 1 July 1992. Over a distinguished naval career spanning more than three decades, he has held a wide range of command, staff, and instructional appointments at home and abroad. A Navigation and Direction specialist, he completed advanced professional courses in Pakistan, India, and Bangladesh, and is an alumnus of the National Defence College, Mirpur.
He has commanded multiple frontline naval platforms including missile boats, offshore patrol vessels, a guided missile frigate, and BNS Dhaka, and has served as Director Naval Training at Naval Headquarters. His international assignments include Liaison Officer with UNAMID in Darfur and Defence Attaché to Sri Lanka and Maldives. Prior to his current appointment as Director General of the Department of Shipping, he served as Member (Operation) of the Chattogram Port Authority. In recognition of his service, he
was awarded a Chief of Naval Staff Commendation in 2016.
Q: How do you see the role of the Department of Shipping evolving to support the Blue Economy, particularly in areas like offshore wind energy and deep‑sea resource exploration?
A:
The Department of Shipping is the maritime administrator of Bangladesh, which means all maritime activities fall under its regulatory framework. The Blue Economy is fundamentally driven by maritime operations—ships, seafarers, exploration,and regulation.
To engage in offshore wind energy or deep-sea exploration, the country needs specialized vessels, trained navigators, and certified seafarers. Ships cannot operate without competent manpower. At the Department of Shipping, we regulate and train seafarers in compliance with the STCW Convention, which is the global standard for training, certification, and watchkeeping.
Bangladesh is a member of the International Maritime Organization (IMO), which has developed more than 60 conventions and protocols. As a responsible member state, we ensure compliance with these standards. For emerging sectors such as offshore wind and deep-sea resource exploration, our role is to frame regulations, ensure maritime safety, and support research and survey operations. Exploration and responsible extraction of marine resources are essential pillars of the Blue Economy.
Q: What progress has been made toward building a paperless maritime administration under your leadership?
A:
Digital transformation has been a major focus. Following government directives, we have worked extensively to transition from paper-based systems to digital platforms. So far, 24 services provided by the Department of Shipping have been fully digitalized. These include ship registration, initial and annual surveys, post-docking surveys, and certification services. Seafarer documents and certificates are now issued online.
Previously, seafarers had to physically visit our offices— particularly in Chattogram—for sign-on and sign-off procedures. This process has now been fully digitalized, significantly reducing delays, travel burdens, and administrative inefficiencies. We are steadily moving toward a fully paperless maritime administration.
Q: Despite a global shortage of officers, many Bangladeshi cadets are waiting for placement. How is the Department addressing this challenge?
A:
This issue has two dimensions: competency development and placement capacity. While there is a global shortage of officers, Bangladesh produces a large number of cadets every year—more than 700 cadets and around 500 ratingsannually.
However, Bangladesh currently has only 104 flag vessels, each typically accommodating two cadets per shift. This means only about 200 cadets are placed annually, leaving many waiting.
To address this, I have instructed shipowners to take more cadets per vessel, wherever feasible. Even adding one extra cadet per ship can significantly reduce the backlog. We are also actively engaging with international shipping companies, including firms in Singapore and China, to create overseas placement opportunities.
This challenge requires a collective effort involving the government, shipping companies, training institutions, and the Bangladeshi maritime diaspora.
Q: What steps are being taken to improve Bangladesh’s flag state performance and reduce Port State Control detentions?
A:
Port State Control detentions are a serious concern. Over the past two years, we have experienced 25 to 30 detentions, particularly involving bulk carriers, which are more prone to deficiencies.
To address this, we have intensified inspections through the Mercantile Marine Office in Chattogram. Our surveyors are conducting more rigorous pre-departure inspections and working closely with shipowners to rectify deficiencies before vessels sail.
We maintain continuous communication with operators whose ships trade internationally. The objective is simple: stronger inspections at home lead to fewer detentions abroad.
Q: How is the Department guiding shipowners through the global shift toward green shipping and decarbonization?
A:
Decarbonization and net-zero emissions are major global priorities, but the international community remains divided on implementation. Bangladesh has adopted a balanced and pragmatic approach.
We are implementing the IMO Green Voyage 2050 National Action Plan, supported by international expertise. However, Bangladesh is a resource-constrained country with over 40,000 vessels running on conventional fuels. An abrupt transition to alternative fuels would significantly increase operating costs.
Our focus is on gradual emission reduction, improved efficiency, and realistic compliance with international regulations, rather than an immediate shift to net-zero targets.
Q: Ship recycling is becoming a major opportunity for Bangladesh. How do you view its future potential?
A:
Globally, nearly 60,000 ships are expected to reach end-of- life within the next five years. To handle this responsibly, ship recycling yards must comply with the Hong Kong Convention.
Bangladesh currently has 17 compliant ship recycling yards, and within the next year, this number is expected to increase to 25 or 26. This positions Bangladesh to handle almost one- fifth of the global ship recycling demand.
With proper policy support and access to financing, this sector can generate significant foreign currency earnings and enhance Bangladesh’s reputation as a responsible maritime nation.
Q: What initiatives are in place to improve safety across inland waterways?
A:
Inland waterway safety is a top priority. We have already digitalized the inland vessel survey system to improve transparency.
Due to manpower constraints—only seven surveyors for nearly 20,000 inland vessels—we have introduced body cameras for surveyors to ensure inspections are properly conducted. We have also intensified inspections of passenger vessels, focusing on firefighting equipment, crew training, certification, and safe manning.
Compliance is the key to preventing accidents. When vessels meet safety standards and crews are properly trained, risks are significantly reduced.
Q: What is the most critical bottleneck you aim to address during your tenure as Director General?
A:
The biggest challenge is not the absence of regulations but implementation and compliance. Bangladesh has adequate rules for maritime safety and security, but enforcement and awareness remain inconsistent.
Education, understanding, and cooperation are essential for effective implementation. During my tenure, I have also focused on making the sector more investor-friendly by advocating for reduced tariffs and supportive policies.
Shipping is already a USD 1 billion industry for Bangladesh. With coordinated efforts, regulatory clarity, and compliance, it has the potential to grow significantly and contribute even more to the national economy.
Engineering Value Beyond Price: Vulkan Bangladesh and the Case for Long-Term Performance
Kritwik Barua, Vulkan Bangladesh
In a market where purchasing decisions are often driven by upfront cost, Vulkan Bangladesh has taken a distinctly different path—one that prioritizes engineering depth, system accountability, and lifecycle performance over short-term price competition. Operating as a liaison office of the VULKAN Group, a global engineering company with more than a century of industrial heritage, Vulkan Bangladesh positions itself not as a component seller but as a technical solution partner to the marine, power, and industrial sectors.
This conversation explores how Vulkan Bangladesh navigates price sensitivity, market volatility, evolving customer expectations, and technological transition—while building a defensible competitive position rooted in engineering credibility, reliability, and long-term value creation.
In a market as price-sensitive as Bangladesh, how do you position Vulkan BD’s premium solutions to move beyond “commodity selling”? What is your strategy for convincing clients that high‑ end technical quality is a long‑ term investment rather than an immediate expense?
In a price-sensitive market like Bangladesh, Vulkan Bangladesh deliberately shifts the discussion from initial purchase price to Total Cost of Ownership (TCO) and long- term system reliability. We move beyond commodity selling by positioning VULKAN not as a component supplier, but as a system solution partner responsible for overall performance.
As illustrated in the Holistic Approach diagram, we integrate engineering, consulting, products, and in-house validation capabilities to deliver optimized solutions rather than isolated parts. Through advanced competencies such as torsional and lateral vibration calculations (TVC/LVC), structure-borne noise analysis (SBN), shock calculations, and 6/12 degrees-of-freedom simulations, we identify and mitigate risks at the design stage.
This proactive approach helps clients avoid costly secondary measures such as structural modifications, excess weight, increased fuel consumption, noise-related compliance issues, and operational downtime.
Additionally, our liaison office model Kritwik Barua, Vulkan Bangladesh 26 in Bangladesh allows customers to source directly from the factory, ensuring transparent pricing, authentic OEM solutions, and direct technical coordination—particularly critical for marine and industrial applications where reliability and compliance are non-negotiable.
The current economic climate has placed significant pressure on imports and the luxury sectors. How have you adapted Vulkan’s sales forecasting and inventory strategy to maintain growth while ensuring the brand remains exclusive and resilient?
In today’s economic climate—marked by import constraints, currency pressure, and cautious investment—Vulkan Bangladesh has adapted by treating sales forecasting and availability as a reliability strategy rather than a volume exercise. It is important to clarify that VULKAN is not a luxury product; it is a premium, engineered reliability solution, selected when uptime, safety, and lifecycle performance are critical.
We have shifted from broad, volume-driven forecasting to a project- and probability-led model, focused on confirmed opportunities across marine, power, and industrial sectors. At the same time, we rebalance our pipeline toward more resilient vessel categories—such as Navy Vessel, cargo ships, regional feeders, and advanced fishing trawlers—where technical performance remains essential.
Supply resilience is supported by VULKAN’s global manufacturing network and centralized original spare-parts buffers, including the main warehouse in Herne and other strategic locations worldwide. Complementing this, Vulkan Bangladesh provides on-ground technical expertise for inspections, project assessment, and demand forecasting, enabling accurate planning, reduced downtime risk, and consistent system availability even under challenging import conditions.
Managing a sales team in a specialized sector requires a mix of technical knowledge and aggressive drive. What is your personal blueprint for building a team that can speak the language of “engineers and enthusiasts” while consistently hitting high‑revenue targets?
At Vulkan Bangladesh, operating as a liaison office under Vulkan Far East Pte. Ltd., Singapore, we follow VULKAN’s blueprint for high-performance sales culture: combine deep technical credibility with disciplined commercial execution. VULKAN develops technical consultants, not conventional salespeople—people who can speak confidently with engineers, shipyards, consultants, and performance-driven end users. This enables early engagement at the design and specification stage, where engineering value is created, and price pressure is lowest. In parallel, we run structured pipelines, clear revenue ownership, and long-term account planning. Continuous technical learning, joint customer visits, and post-installation follow-up ensure performance, trust, and repeat high-value business.
How has the Bangladeshi premium automotive or industrial consumer changed in the last three years? What specific “buying triggers” have you identified that are unique to this local market compared to global trends?
Over the last three years, Bangladesh’s premium industrial and marine buyers have evolved—slowly but steadily—from cost-first decisions toward higher-value, technically complex assets. While initial investment sensitivity remains and cheaper options are still sometimes chosen, awareness of Total Cost of Ownership (TCO) is clearly increasing as the financial impact of downtime and rework becomes more visible.
A key local buying trigger—distinct from many global markets— is operational certainty under challenging conditions. Import dependency, tight construction schedules, and high financing costs mean failures are extremely expensive. As a result, customers increasingly prioritize proven reliability and early- stage technical validation.
Additional triggers include policy-driven compliance for classed vessels, growing demand for specialized ship types aligned with the Blue Economy, and rising expectations around comfort, particularly low vibration and noise in passenger and premium segments. Sustainability is also gaining importance, primarily as a requirement for international market access rather than brand positioning.
As new competitors enter the detailing and automotive care space, what is Vulkan BD’s specific competitive advantage—its “moat”—that ensures high customer retention and long‑term brand loyalty?
Vulkan Bangladesh’s competitive moat is not price—it is engineering-led system responsibility. Under the slogan “we ensure that systems work better,” we deliver tailor-made solutions that improve performance both technically and economically, instead of selling generic products. What competitors cannot easily replicate is our ability to engage early, apply a holistic, system- integration approach, and prevent costly issues before they appear in operation.
Trust is further reinforced by the depth behind the brand: the VULKAN Group has been family-owned since 1889, built on consistent values of quality, product safety, punctual delivery, and continuous improvement. In Bangladesh, this matters because customers want a partner who stays accountable over the lifecycle—not only at the point of sale.
Looking back at your career, what was the most challenging “no” you ever turned into a “yes”? How did that specific deal or experience shape your current leadership philosophy at Vulkan BD?
One of the most challenging “no” we turned into a “yes” came from a client who had standardized on a lower-cost alternative and was unwilling to consider a premium solution. Rather than pushing for an immediate sale, we at Vulkan Bangladesh chose to step back and focus on education and trust—sharing data, application risks, and lifecycle implications without pressure.
Months later, when the client faced repeated operational issues and costly downtime, the conversation reopened—this time through the lens of performance and reliability, not unit price. That experience reinforced a principle we apply in our leadership and sales culture at Vulkan Bangladesh: credibility always precedes conversion.
It shaped our approach to lead with patience, technical integrity, and long-term thinking. Real leadership in sales is not about winning arguments—it is about earning trust early, staying present throughout the customer journey, and being the reliable partner when the moment to decide truly arrives.
With the rise of digital research and social commerce, how is Vulkan BD bridging the gap between online engagement and the final high-touch, offline sales conversion in the showroom or workshop?
Vulkan Bangladesh uses digital channels to educate and qualify—but we deliberately close sales offline through face-to-face, project-based discussions. Our online engagement shares technical insights, references, and the latest documentation (including QR-based version checks), helping engineers and decision-makers shortlist the right direction early.
The conversion happens when we move from online interest to drawing-board consultancy and on-site review—aligning specifications with real operating conditions, identifying risks before installation, and building the trust premium engineering requires. In short, digital creates confidence;offline meetings in the workshop, shipyard, or project site convert that confidence into the right solution and long-term performance.
Beyond the current portfolio, where do you see the next big revenue driver for Vulkan BD? Whether it is geographic expansion into other cities or moving into new service categories, what is the “Next Big Play” on your radar
Looking ahead, the next big growth driver for Vulkan Bangladesh is the shift toward eco-friendly, high-efficiency propulsion systems, a direction we expect the Bangladesh market to follow as fuel economics, international regulations, and customer expectations continue to evolve. Our core focus is VULKAN Hybrid Architect, which enables lower emissions, quieter operation, and meaningful fuel savings for workboats, passenger vessels, and future-ready fleets.
In parallel, composite shaft solutions represent a strong opportunity. Compared to conventional steel shafts, VULKAN composite shafts offer significant weight reduction, improved vibration behavior, and greater design flexibility—often reducing bearing requirements and installation effort when combined with our highly flexible couplings.
We also see strong potential in upcoming innovations such as Dynamic E Flow, designed to further support the transition toward intelligent and sustainable drivetrains. In essence, the next big play is to prepare the market today for tomorrow’s standards, positioning VULKAN as the partner that enables Bangladesh’s transition toward cleaner, smarter, and more efficient marine systems.