THE Middle East has long served as a critical employment destination for migrant workers, especially those from South Asia. The region remains indispensable for Bangladesh, whose economy relies heavily on overseas labour markets. About 70 per cent of Bangladesh鈥檚 more than 15 million overseas workers are employed in Middle Eastern countries, contributing over $22 billion annually in remittances 鈥� roughly 6 per cent of the country鈥檚 gross domestic product. However, this dependence also carries vulnerabilities, particularly as the Middle Eastern labour landscape undergoes rapid transformation. For Bangladesh to retain its foothold and expand its presence, strategic foresight, policy reform and investment in human capital have become urgent imperatives.
The Middle Eastern labour market, though still reliant on foreign workers, is no longer the same as it was a decade ago. Countries such as Saudi Arabia, the United Arab Emirates, Qatar and Oman remain the largest destination countries of Bangladeshi labourers, particularly in construction, domestic work, hospitality and healthcare. According to the Bangladesh Bureau of Manpower, Employment and Training, Saudi Arabia alone employs more than 2.2 million Bangladeshi workers, making it the region鈥檚 top destination for our manpower exports.
Yet profound shifts are underway. Economic diversification plans like Saudi Arabia鈥檚 Vision 2030 and the UAE鈥檚 Vision 2031 are reducing reliance on oil and targeting emerging sectors 鈥� technology, tourism, renewable energy, logistics and finance. These sectors require a highly skilled workforce, pushing the labour demand curve away from low-skilled jobs traditionally filled by Bangladeshi workers. Simultaneously, the acceleration of automation and digitisation in the post-pandemic era has further diminished the need for unskilled labour.
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Structural weaknesses
THE implications for Bangladesh are twofold. Firstly, there is an acute skills mismatch between the needs of Middle Eastern employers and the current profile of Bangladeshi migrant workers. A significant proportion of our overseas workforce remains low-skilled, with only around 20 per cent possessing any form of technical or vocational training. As host countries shift towards knowledge-based economies, Bangladeshi workers are at risk of being sidelined unless there is a concerted push towards upskilling and reskilling.
Secondly, there are systemic issues within the migration process itself. The hiring system continues to be plagued by exploitative practices, excessive recruitment fees and inadequate worker protections. Many Bangladeshi workers become indebted before even reaching their destination, having paid exorbitant fees to unscrupulous middlemen. Once abroad, they often face wage theft, unsafe working conditions and restricted access to legal recourse. Human Rights Watch and other labour rights organisations have consistently highlighted the precarious status of migrant workers in the Gulf, with Bangladeshis among the most vulnerable due to weak institutional protections and insufficient government oversight.
Further compounding the risk is the volatile geopolitical and economic environment of the Middle East. The fluctuation of oil prices, the instability arising from regional conflicts and evolving immigration policies 鈥� such as Saudi Arabia鈥檚 Saudisation initiative aimed at replacing foreign workers with Saudi nationals 鈥� pose significant threats to the continuity of employment opportunities for Bangladeshi migrants.
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Road to durability
IF BANGLADESH is to navigate this shifting terrain, it must take bold and coherent steps. At the heart of this strategy must be a renewed focus on human capital development. The government, in partnership with private sector actors, must invest in technical and vocational education and training that aligns with the evolving demands of the Middle Eastern market. Courses in information technology, healthcare, engineering, renewable energy, artificial intelligence and robotics must become standard offerings in training centres across the country.
Collaborations with host countries can also be explored to develop market-responsive training programmes. For example, Saudi Arabia鈥檚 Technical and Vocational Training Corporation has expressed willingness to partner with labour-exporting nations to improve migrant skill levels. Bangladesh should proactively pursue such partnerships, ensuring that its workers remain competitive in a tightening market.
Additionally, there must be a comprehensive overhaul of the recruitment system. Corruption, middlemen and opaque processes have long marred the integrity of labour migration. The introduction of a centralised, digital recruitment platform can help reduce dependency on intermediaries and enhance transparency in job placements. Strict regulation and enforcement of ethical recruitment practices must follow suit, with penalties for violators and support structures for workers.
Bangladesh should also look to successful models adopted by other labour-exporting countries. The Philippines offers a particularly instructive example. Its overseas employment administration requires pre-departure orientation courses, enforces transparent recruitment protocols and ensures robust consular support systems abroad. Adopting such mechanisms could help mitigate the exploitation and marginalisation of Bangladeshi workers overseas.
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Legal safeguards
PROTECTING worker rights abroad also calls for enhanced diplomatic engagement. Bangladesh must negotiate stronger bilateral agreements with host countries, incorporating clauses on minimum wages, working hours, health insurance, legal protection and grievance redressal mechanisms. Furthermore, the deployment of more labour attach茅s in key destination countries would help monitor workplace conditions and facilitate faster resolution of complaints.
Recent developments, such as the agreement between Bangladesh and Qatar to improve recruitment procedures and ensure better working conditions, are promising. But they must be institutionalised and replicated across other labour markets to have lasting impact.
In parallel, the government must continue to advocate for the inclusion of migrant worker concerns at international forums. Regional cooperation, particularly within platforms like the Abu Dhabi Dialogue or the Colombo Process, can help Bangladesh push for multilateral standards on labour migration and worker welfare.
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Digital opportunities
THE Middle East鈥檚 push for digital transformation presents yet another opportunity. By positioning itself as a supplier of digitally skilled workers, Bangladesh can diversify the skill portfolio of its migrant workforce. Initiatives that promote digital literacy, coding skills, data analysis, cyber-security, and software development must be scaled up rapidly. Collaboration with domestic tech firms and educational institutions can accelerate this shift, while online employment portals like LinkedIn or specialised digital job boards can enable direct connectivity between skilled workers and employers abroad.
Moreover, it is time Bangladesh expands its vision beyond the Middle East. While the region will likely remain a dominant market, diversification is necessary to reduce overdependence on any single geographic zone. European countries, Southeast Asia, and North America are gradually opening up to skilled and semi-skilled migrant workers, particularly in health care, construction and IT. Proactive exploration of these markets could provide alternative avenues for employment and reduce exposure to regional volatility.
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National responsibility
ULTIMATELY, the sustainability of Bangladesh鈥檚 overseas employment sector rests on a whole-of-society approach. The government must lead with policy and infrastructure. The private sector must invest in training and innovation. Civil society must ensure accountability and advocacy. And, the media must continue to spotlight migrant voices and issues.
If harnessed strategically, labour migration can continue to be a powerful engine for economic development and social mobility in Bangladesh. But the status quo is no longer sufficient. As the Middle East redefines its economic priorities, Bangladesh too must reimagine its labour export model 鈥� rooted in dignity, skills and foresight.
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Imran Hossain is a lecturer in business administration at the Rabindra Maitree University, Kushtia.
