By Dr. Md. Neyamul Islam:
In today’s interconnected global economy, trade negotiation is no longer a peripheral task—it is a strategic instrument of national policy. For Bangladesh, soon to graduate from the Least Developed Country (LDC) category by 2026, the urgency to build a competent and coordinated trade negotiation team is greater than ever. As the country engages with new bilateral, regional, and multilateral trade platforms, the capacity and structure of its trade negotiation team will significantly influence its future growth, exports, and investment inflows.
Why Trade Negotiation Teams Matter
Bangladesh’s trade negotiation teams are responsible for protecting national interests and securing long-term benefits from international trade agreements. Their key functions include:
•Safeguarding National Interests
Negotiators must ensure that trade deals reflect the country’s priorities in key sectors such as textiles, agriculture, pharmaceuticals, and ICT.
• Boosting Exports
With preferential trade benefits for LDCs set to phase out, Bangladesh must secure alternative market access through Free Trade Agreements (FTAs) and Economic Partnership Agreements (EPAs).
• Attracting Investment
Trade agreements that offer clarity and predictability can attract foreign direct investment (FDI), while facilitating technology transfer and knowledge sharing.
• Balancing Policy Commitments
Negotiations often require legal and policy adjustments. Teams must ensure national development goals are not compromised by international obligations.
• Managing Trade Risks
From anti-dumping cases to rules of origin and technical barriers, skilled negotiators are essential to protect domestic industries.
• Strengthening Strategic Alliances
Trade deals also serve as diplomatic tools to build strategic partnerships and improve geopolitical positioning.
The Australian Model: A Case in Point
Australia offers a structured and professional model for trade negotiations. The country’s efforts are led by the Department of Foreign Affairs and Trade (DFAT), which coordinates experienced teams with diverse expertise. Key features include:
•Experienced Leadership: Individuals like Elizabeth Bowes (Australia–UK FTA) and Jan Adams (DFAT Secretary and lead negotiator with China and Japan) exemplify strong, informed leadership.
•Multidisciplinary Teams: Negotiation teams include legal experts, economists, policy analysts, and sector specialists such as those in agriculture or digital trade.
•Merit-Based Recruitment: DFAT follows a rigorous selection process based on academic qualifications, relevant experience, analytical and communication skills.
•Training and Development: DFAT runs a Diplomatic Academy to equip its officials with knowledge of trade law, negotiation strategies, and policy design, ensuring high readiness for international forums.
Bangladesh’s Current Status
Bangladesh has made commendable progress in trade diplomacy, actively participating in WTO processes and negotiating with countries like Bhutan and Japan. However, the institutional framework for trade negotiation remains underdeveloped. Key challenges include:
•Fragmented Coordination among relevant ministries and agencies (Commerce, NBR, Foreign Affairs, BIDA, EPB).
•Limited Specialized Training in WTO law, trade remedies, and economic analysis.
•Absence of a Permanent Core Team, leading to inconsistent representation and limited institutional memory in long-term negotiations.
Recommendations for Bangladesh
Drawing lessons from Australia, Bangladesh should consider the following reforms:
1.Establish a Permanent Trade Negotiation Unit under the Ministry of Commerce or Prime Minister’s Office with representation from key ministries and regulatory bodies.
2.Build a National Pool of Negotiators trained in trade law, economics, and sector-specific issues, ideally drawing expertise from institutions such as CUTS, ITC, WTO, and UNESCAP.
3.Institutionalize Training through partnerships with universities, foreign diplomatic academies, and international think tanks.
4.Leverage Diaspora Talent with experience in global trade and investment to support technical negotiations.
5.Adopt Transparent, Merit-Based Selection to ensure continuity, professionalism, and accountability within the negotiation team.
Conclusion
Trade negotiations today are not just about reducing tariffs. They encompass digital trade, investment rules, environmental standards, and intellectual property rights—domains that have profound economic and legal implications. As Bangladesh transitions to a non-LDC status, it must adopt a more strategic, professional, and knowledge-driven approach to trade negotiations.
Australia’s model demonstrates that investing in the people and institutions behind trade diplomacy delivers long-term economic dividends. For Bangladesh, developing a permanent, merit-based, and well-trained negotiation team is essential—not only to protect national interests but also to secure a competitive edge in the global economy.
(The author is an international trade law expert)
