ROUND 1
Case & Instructions
Knowledge Partner
Digital Print Media
Digital Media Partner
Beverage Partner
Education Partner
Radio Partner
Booth Partner
Young Engagement Partner
Strategic Partner
Bangla Print Media Partner
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Engagement Partner
Digital Media Partner
E-learning Partner
Digital Media Partner
English Media Partner
Photography Partner
Industrial Relations in the Manufacturing
and Light Engineering Sector
The manufacturing and light engineering sector of Bangladesh continues to play a
vital role in driving national economic growth, employment, and industrial selfreliance. According to the Bangladesh Bureau of Statistics (BBS), the country’s
economy expanded by 4.48% in the second quarter (October–December) of FY
2024–25, showing a rebound from political unrest and labor disruptions in the
previous quarter.
This rebound was largely fueled by a resurgence in industrial production, which
surged by 7.1% in Q2, a sharp increase from 1.04% during the same period in FY
2023–24. This signals a strong comeback in Bangladesh’s manufacturing
performance, especially in public and export-oriented industrial units.
The light engineering sub-sector, in particular, has gained momentum due to its
contribution to import substitution and local infrastructure development. According
to national industrial surveys, this sector comprises over 50,000 enterprises and
employs more than 600,000 workers, producing goods such as electrical equipment,
tools, furniture, pharmaceuticals, and defense components. It supports government
infrastructure initiatives and supplies to both domestic and international clients,
including defense and utility sectors.
However, the sector continues to face challenges such as labour unrest, high
absenteeism, skill shortages, and inconsistent industrial relations, particularly in key
production zones like Gazipur and Narsingdi, where factories operate under tight
delivery timelines and high production pressure.
As the country aims to stabilize and grow its manufacturing output in the face of
global economic pressures, ensuring strong workforce engagement, functional HR
systems, and industrial harmony has become more important than ever — especially
for large, state-owned enterprises like Bangladesh Machine Tools Factory Ltd.
(BMTF).
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Company Overview:
Bangladesh Machine Tools Factory Limited (BMTF) is one of the largest and most
strategically important state-owned commercial enterprises in Bangladesh, managed
under the auspices of the Bangladesh Army. Conceived in 1963 and officially
established in 1967 to accelerate industrialisation in East Pakistan, BMTF was
inaugurated in 1979 as a mother industry aimed at supporting small enterprises and
fostering self-reliance in engineering products. Despite facing closure from 1994 to
2000 due to financial difficulties and operational inefficiencies, the factory was
revitalised when the Bangladesh Army took over management on July 27, 2000.
Since then, BMTF has transformed into a commercially viable and diversified
conglomerate, sprawling over approximately 156 acres in Gazipur and comprising 19
specialised factories. Its resurgence under centralised military leadership has been
marked by disciplined management, strategic diversification, and a sharp focus on
quality and profitability, contributing significantly to Bangladesh’s national
economy and defence manufacturing capabilities.
Industry / Factory Unit
Key Activities & Products
Footwear & Leather Factory
Military and civilian shoes and leather goods under the
"Signature" brand; produces up to 4,000 pairs/day
(~100,000/month); includes rubber outsole/insole pressing
and fusing
CFL & LED Bulb Factory
Manufactures and exports CFLs & LEDs; assembly-based
Pole & Pile Factory
Concrete poles, piles, and railway sleepers
Army Pharma
Produces pharmaceuticals and hygiene products (e.g.,
sanitizers); subsidiary started mid-2019
Steel Structure Manufacturing Shop
Fabricates steel buildings, bridges, transmission towers,
cranes, panels; equipped with CNC, welding, shearing
BUP HUMAN RESOURCE AND LEADERSHIP CLUB
BMTF’s flagship products include its high-quality military footwear under the
“Signature” brand, motorcycles and combat vehicles assembled in its Vehicle
Assembly Shop, steel structures such as bridges and pre-engineered buildings,
electronic voting and NID machines used in national elections, and LED/CFL bulbs
supporting energy efficiency initiatives. These products are central to BMTF’s
identity as a state-run, defense-oriented industrial hub. Additionally, Army Pharma’s
healthcare and hygiene products and BMTF Crafties’ official medals and insignia
hold strategic and symbolic value. Together, these offerings represent BMTF’s
commitment to national defense, infrastructure, public service, and industrial
excellence.
Now, talking on the governance and human resource structure of BMTF is distinctly
centralized, reflecting its military management heritage. The Chief of Army Staff
serves as the Board Chairman, with a Managing Director overseeing day-to-day
operations. Recruitment, policy formulation, and workforce management are
coordinated centrally from the Gazipur headquarters, ensuring uniform HR
practices and operational standards across all factories. The workforce comprises a
blend of military officers and civilian employees, all adhering to strict quality and
compliance protocols. The Structure of their operation has been presented below:Managing Director
Director
Marketing
Subsideries
Additional Director
Planning & Training
Quality & ISO
Compliance
Planning &
Training (PPC)
Compliance and
Policy Administration
Director
Production
Accounts
Performance
Management
Director
Finance Accounts
Marketing
Recruitment &
Staffing
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Other Department
Heads
Purchasing
Factory Shop
Training &
Development
Director
HR & Admin
Senior Manager
HR Operations
Employee Retention
& Welfare
This centralized command structure has enabled BMTF to streamline decisionmaking, optimize resource allocation, and maintain consistent quality control, which
were pivotal in turning around the factory’s fortunes. From its closure in 1994,
BMTF achieved profitability by 2005, reporting a profit of 60.3 million taka, and has
since steadily expanded its production capacity and product range, solidifying its
position as a commercially viable and strategically critical enterprise in Bangladesh.
Workforce Situation at BMTF Footwear &
Leather Factory
The Footwear & Leather Factory of Bangladesh Machine Tools Factory Limited
(BMTF), operating under the brand ‘Signature,’ is one of the most advanced
military-grade footwear production units in the country. With a daily output of over
4,000 pairs of shoes, the factory serves both military and civilian clients while
promoting national craftsmanship and employment. However, despite its scale and
impact, the factory is now facing critical internal workforce challenges that
jeopardize its operational consistency.
A major concern is the rising labour migration to nearby footwear factories, where
workers are drawn by more competitive compensation, structured grievance systems,
and better work-life balance. This trend has created a shortage of skilled workers in
key areas such as quality control and machine operations, directly affecting
production timelines and quality standards. The burden of compensating for this loss
has fallen on the remaining workforce, leading to overwork, increased absenteeism,
and declining morale.
These problems are worsened by irregular salary disbursements and the absence of a
structured incentive system. Without recognition for performance or a clear growth
path, many employees—especially younger and semi-skilled workers—feel
disconnected from the factory’s long-term mission. Additionally, the lack of a formal
grievance-handling mechanism means workers have no structured way to voice
concerns, resulting in quiet quitting or work slowdowns. While operational
constraints like raw material dependency and outdated technology remain, the
immediate HR issues around retention, morale, and communication pose the
greatest threat to long-term productivity and competitiveness.
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Workforce Situation at BMTF Poles
and Pile Factory
The Poles and Pile Factory, established in 2017, is a vital unit of BMTF supporting
Bangladesh’s national infrastructure by producing high-quality electric poles and
SPC piles. With daily production exceeding 1,400 poles and consistent contracts with
major clients like the Rural Electrification Board (REB), the factory plays a strategic
industrial role. It employs modern manufacturing processes and safety protocols,
positioning itself as a benchmark for product reliability.
However, the factory is currently under intense pressure due to a sharp rise in
demand without a corresponding increase in manpower. Existing workers are
subjected to long shifts and tight deadlines, often without proper overtime
compensation or adequate rest. This has led to rising dissatisfaction, absenteeism,
and turnover—particularly in technically demanding roles like welding and quality
control.
Compounding these challenges is the lack of engagement between management and
workers, and the absence of a formal grievance redressal mechanism. Without open
channels for communication or structured support systems, minor issues often
escalate, increasing the risk of informal protests or disengagement. Furthermore, the
factory lacks a performance-based recognition system and clear career progression
opportunities, reducing employee motivation and long-term commitment.
If these human resource issues are not promptly addressed through structured
incentives, worker feedback systems, and cross-functional coordination, the factory’s
ability to meet time-sensitive government contracts and maintain production quality
may be at risk.
BUP HUMAN RESOURCE AND LEADERSHIP CLUB
Task:
Bangladesh Machine Tools Factory Limited (BMTF) has hired your team.
Suggest appropriate and detailed solutions by addressing the following
issues:
1. Recommend the proactive steps BMTF should take to minimize chronic
employee absence and skill-based worker turnover, especially in critical
units like the Footwear & Leather and Pole & Pile factories.
2. Propose a structured model for BMTF to establish a functional and
representative grievance-handling committee, ensuring participation from
both military management and civilian employees.
3. Considering operational delays due to logistics, outdated machinery,
and dependency on imported inputs, suggest how BMTF’s HR and
Operations departments can jointly improve worker morale and efficiency.
4. Outline an effective communication framework to address disconnect
between BMTF's centralized decision-making and ground-level worker
concerns, ensuring smoother industrial relations.
BUP HUMAN RESOURCE AND LEADERSHIP CLUB
Assessment Criteria
CRITERIA
MARKS
Situation Analysis
10
Problem Identification
10
Plan of Action
20
Proposed Solution
20
Feasibility/Applicability
15
Financials
05
Creativity
10
Quality of Content
10
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Instructions:
1. Participants are requested to read the case carefully and provide a proper and
justified solution.
2. You should prepare your solution in a maximum of 20 slides including the
introductory one.
3. Kindly upload your PDF and PPT solutions to a Google Drive folder and share the
link. Please ensure the folder’s sharing settings allow anyone with the link to edit.
4. Do not mention the name of your universities or participants anywhere in the
solution. This will lead to disqualification.
5. Name the file following this format: “Team Name_R1_AdventHR2025” Example:
Team ABC_R1_AdventHR2025.
6. Submission link: https://forms.gle/3ECm1hoThYB1DSn56.
7. Submission deadline: 30th June 2025, 11:59 PM. Submissions received after this time
will be considered late.
8. Teams will be penalized for late submission. Plagiarism of any form is not allowed
and will lead to disqualification. No deadline extension will be granted under any
circumstances.
9. No Presentation for this Round.
10. Submissions will only be accepted through the provided Google Form. No other
mode of submission will be considered.
11. BUP Human Resource & Leadership Club (HRLC) reserves the right to change any
provisions and regulation of the competition without prior notification.
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