Category: Energy and Power

UN Climate Change has unveiled a new strategy for its Entertainment and Culture for Climate Action (ECCA) initiative, seeking to use storytelling and the creative industries to strengthen public engagement on climate action.

The strategy, launched during Climate Week NYC, follows consultations with ECCA members and is built around a new ECCA Declaration aligned with Article 12 of the Paris Agreement, which calls for educating, empowering and engaging the public on climate action.

ECCA will focus on three functions: convening a global community of practice, connecting cultural sectors with the Paris process, and highlighting climate storytelling and decarbonization efforts.

Initial workstreams will cover fi lm and television, music and visual arts, with others to follow.

A Steering Committee and annual workplans will guide implementation beginning at COP31.

UN Climate Change Executive Secretary Simon Stiell said climate action needed imagination as well as policy, investment and technology, noting that creative and cultural sectors can reach audiences in ways that formal climate negotiations cannot.

The strategy also advances ECCA’s Accelerator City initiative.

Liverpool, the fi rst Accelerator City, piloted nine decarbonization projects in live music and screen production.

Criteria for selecting the next Accelerator City or cities will be announced at COP31 in Trkiye in November, with applications to follow.

The strategy sets a vision through 2030.

Bangladesh’s decision to raise the prices of diesel, octane, petrol and kerosene by Tk 20 per liter from September 21, 2026, has triggered fresh concerns over infl ation, household purchasing power and the cost of doing business.

The government has justifi ed the increase by citing surging international fuel prices, supply-chain disruptions and mounting losses at Bangladesh Petroleum Corporation (BPC).

However, the steep adjustment comes at a particularly diffi cult time, with the country already grappling with severe gas and electricity shortages, persistent infl ation and rising transportation costs.

While higher import costs have placed considerable pressure on BPC’s fi nances and foreign exchange reserves, questions remain about whether a single, across-the-board increase was necessary or whether alternative measures could have reduced the burden on consumers.

The decision has also revived calls for greater transparency, improved effi ciency at BPC and an independent, public process for determining fuel prices.

The Energy and Mineral Resources Division (EMRD) of the Ministry of Power, Energy and Mineral Resources (MPEMR) announced adjustments to the prices of diesel, octane, petrol and kerosene, effective September 21, 2026.

Diesel prices increased from Tk 115 to Tk 135 per liter, octane from Tk 145 to Tk 165, petrol from Tk 140 to Tk 160, and kerosene from Tk 135 to Tk 155.

The adjustment raised the price of each fuel by Tk 20 per liter.

In its explanation, the government said rising international fuel prices, driven by wars and confl icts, and supply-chain disruptions had created unavoidable circumstances.

According to the government, the increase was necessary to mitigate the substantial losses incurred by Bangladesh Petroleum Corporation (BPC).

However, the increase has come at a time when Bangladesh is struggling with an unprecedented electricity and gas crisis, creating further adverse economic effects.

It has added to the infl ationary pressure already weighing heavily on the population.

Transport fares have increased across different modes, while prices of essential commodities have also risen.

People have genuine reasons to feel anxious and frustrated.

Questions are being raised about whether the adjustment could have been introduced in smaller increments or delayed until the prevailing gas and electricity crisis eased.

The diesel price increase, in particular, will inevitably raise costs across road and rail transportation, including buses, trucks and other vehicles.

Higher transportation costs, in turn, will put further upward pressure on the prices of essential commodities.

The announcement of a new national pay scale for government employees has also raised concerns about additional infl ationary pressure.

Experts believe the government should have consulted relevant stakeholders before making such a substantial increase in fuel prices.

For reasons best known to the government, the authority to determine liquid-fuel prices has not been assigned to the Bangladesh Energy Regulatory Commission (BERC).

As a result, stakeholders have no opportunity to express their views through public hearings.

Ultimately, end users bear the cost.

According to BPC, it incurred losses of approximately Tk 22,876 crore on fuel imports between March and August 2026.

International fuel prices increased signifi cantly during this period.

The public is asking whether the government had alternatives to a price increase in managing the situation.

Legitimate questions include whether better management, cost controls, and tax adjustments could have limited the increase to a much lower level.

BPC and EMRD have their own arguments.

Some government ministers have cited the need to prevent the traffi cking of liquid fuel across the porous border, arguing that keeping domestic prices below those in neighboring countries could encourage smuggling.

However, this concern could be addressed through stronger policing and surveillance along the border.

There are also legitimate economic reasons for adjusting fuel prices.

Bangladesh relies almost entirely on imported petroleum products.

The mini-refi nery operated by Sylhet Gas Fields Limited (SGFL) at Rashidpur processes condensate produced from gas fi elds in the Greater Sylhet region to manufacture petrol, octane and kerosene.

Recently, condensate production has declined alongside natural gas output.

In the near future, however, production may recover as some condensate-rich gas wells are brought into production.

The government could also consider importing condensate to operate the Rashidpur refi nery at full capacity.

The Bangladesh Standards and Testing Institution (BSTI) could review the quality of domestically produced petroleum products.

Bangladesh is believed to be self-suffi cient in petrol and octane.

There was a time when the country was even able to export petrol.

BPC sources said the corporation spent approximately US$10.83 billion on fuel imports in FY2025-26, more than twice the amount spent in the previous fi scal year.

One reason, apart from higher import costs, was the increased use of diesel to cope with power load shedding.

Industries consumed more diesel for captive power generation, while households relied more heavily on diesel-powered generators.

The rise in international petroleum prices increased import costs and put additional pressure on foreign exchange reserves.

BPC’s fi nancial position consequently became increasingly constrained.

In September 2026, its working capital reportedly stood at Tk 12,638 crore.

BPC maintains a buffer stock equivalent to 60 days of fuel consumption as a contingency measure to address supply disruptions.

However, the fi nancial pressures outlined above do not necessarily justify raising the prices of all four petroleum products by Tk 20 per liter at once.

The case for adjusting diesel prices differs from that for petrol, octane and kerosene because diesel has a much wider role in the economy.

It is extensively used in irrigation, freight transportation, industry, and road transport.

An increase in diesel prices therefore has far-reaching implications across the supply chain.

It raises irrigation costs for farmers, transportation costs for trucks and vessels, and production costs for industries.

Through this domino effect, the prices of essential food items and other consumer goods are likely to rise further.

Bangladesh is passing through a critical period in its economic history.

The new government is struggling to manage the electricity and gas supply crisis, while infl ation is placing immense pressure on households with limited incomes.

Many people are already living from hand to mouth.

This is hardly an ideal time for a sharp increase in petroleum prices.

The government should have carefully analyzed the likely economic and social consequences of the price increase before implementing it.

Alternative measures to manage the situation should also have been thoroughly reviewed.

Duties and taxes, transportation and storage, refi ning, and other operating expenses all contribute to the cost of supplying fuel.

Informed observers have also raised concerns about losses arising from ineffi ciencies and corruption at BPC.

Why did BPC take two years to fi nalize the operator for its Single Point Mooring (SPM) project? Why was the liquid-fuel pipeline from Chattogram to Dhaka constructed in a manner that has raised questions about the competence of the contractors involved? Why has the capacity expansion of Eastern Refi nery Limited (ERL) been delayed for so long? These are legitimate questions that require clear answers.

Delays and ineffi ciencies in major infrastructure projects can increase costs, undermine operational effi ciency, and weaken the fi nancial position of state-owned enterprises.

Such shortcomings must be examined rather than allowing consumers to bear the entire burden through higher fuel prices.

In view of the circumstances outlined above, we suggest reviewing the latest price increases and reducing the increases for octane, petrol and kerosene to a nominal Tk 5 per liter and for diesel to Tk 10 per liter.

The government should also review duties and taxes, while BPC must improve operational effi ciency and reduce avoidable losses.

The general public should not be made to bear the full brunt of corruption and ineffi ciency in a state-owned enterprise.

While the fi nancial sustainability of BPC is important, fuel-pricing decisions must also account for their wider effects on infl ation, production costs, transportation and household welfare.

Finally, we suggest empowering BERC to determine the prices of all fuels and petroleum products through a transparent public-hearing process that allows all stakeholders to express their views.

The respective roles of BPC as a commercial enterprise and the government as a policymaker should also be reviewed to ensure greater accountability and transparency.

A sustainable fuel-pricing framework must balance international market realities and the fi nancial requirements of the supplier with the economic capacity of consumers.

Without greater transparency, stronger institutional oversight, and improvements in BPC’s effi ciency, repeated price increases risk transferring the cost of systemic shortcomings to the public.

Bangladesh has approved the purchase of six LNG cargoes, including one at $29.795 per million British thermal units (MMBtu), as the government moves to secure gas supplies amid a sharp rise in international LNG prices.

The Cabinet Committee on Government Purchase approved two cargoes through international quotations at $28.95 and $29.795 per MMBtu.

UKbased TotalEnergies Gas and Power will supply the former, while Singapore-based Vitol Asia will supply the latter.

Four additional cargoes will be procured through direct purchases-two from USbased D’ARAB Inc.

at $17 per MMBtu and two from Mind Mingle LLC at $19 per MMBtu.

The latest spot-market price is signifi cantly higher than recent procurement costs.

Bangladesh approved LNG purchases at $28.03 per MMBtu on Sept.

2, $24.63 on Aug.

24 and $23.93 a week earlier.

Before the recent Middle East confl ict, LNG was available at around $10 per MMBtu

Bangladesh has spent nearly half of its FY202627 budget allocation for power and LNG subsidies in just two and a half months, as soaring international energy prices drive up import costs.

The government allocated about Tk480 billion for the two sectors, of which Tk238 billion, or 49.6%, had been disbursed by September 20.

The power sector received Tk138 billion, equivalent to around 37% of its Tk370 billion annual allocation.

The LNG subsidy allocation is under even greater pressure.

Of the Tk110 billion budgeted for LNG imports, around Tk100 billion had already been disbursed in July and August, leaving only Tk10 billion for the rest of the fi scal year.

Offi cials warned that subsidy requirements could rise sharply if LNG prices remain elevated.

Bangladesh has recently purchased spot LNG at nearly $30 per MMBtu, about three times the preMiddle East confl ict level.

The government had allocated Tk60 billion for LNG subsidies in FY2025-26, but actual spending rose to Tk166 billion by the end of that fi scal year.

Prime Minister Tarique Rahman has sought increased investment from USbased global energy company Chevron in exploring new gas fi elds alongside existing ones to strengthen Bangladesh’s energy security and meet its growing energy demand.

A high-level Chevron delegation, led by Javier La Rosa, President of Base Assets and Emerging Countries (BAEC), paid a courtesy call on the Prime Minister at his offi ce at the Bangladesh Secretariat on Sept 13.

Prime Minister’s Deputy Press Secretary Shahadat Shadhin said the meeting focused on Chevron’s investment in the country’s energy sector, particularly increasing investment in existing and ageing gas fi elds and exploring new gas fi elds.

Prime Minister’s Adviser on Finance and Planning Dr Rashed Al Mahmud Titumir, State Minister for Power and Energy Aninda Islam Amit, Chevron Bangladesh President and Managing Director Shu Xiong and senior offi cials were present

When the Dhaka North City Corporation (DNCC) bulldozed hundreds of make-shift structures in a drive to evict the street hawkers on September 30 (Wednesday) the area descended into violence.

Angry vendors clashed with police and eviction workers for hours.

The clashes saw attacks on police vans, torching of DNCC garbage trucks and even attacks on journalists covering the eviction drive.

Many of the brick-and-mortar stores offering a variety of commodities ranging from clothes to mobile accessories to fruits and snacks were either removed in a hurry or damaged during the drive.

After police and law enforcement agencies intensifi ed the drive the protesting vendors retreated only to face the consequences of the rioting that left some police personnel injured.

The Mirpur-10 footpath cleaning eviction came days after hundreds of men armed with hammers, sticks and excavator vandalized and dismantled part of a health center run by Radda at Mirpur-1 on the night of September 24.

The attack allegedly by men linked to the ruling BNP stunned the entire nation putting the government under severe pressure to take action against those responsible for it.

The center, popularly known as clinic for the poor, has been offering affordable health services mainly to mothers and children from the poor families since 1974.

It was preparing to provide measles shots to children as part of a nationwide drive launched by the health ministry on September 25.

Whether the eviction drive was an attempt to divert the attention from the Radda demolition is still a matter of speculation.

But the eviction has raised many eyebrows.

It has sparked a mixed reaction.

A section of city dwellers demand that the pavements must be kept clear of all vendors for smooth movement of the pedestrians.

They are right because the footpaths are meant for pedestrians and not for the vendors.

But there have long been strong arguments against such unplanned eviction without giving any thought to sustainability of the drive.

Few will support an eviction dismantles the means of livelihoods for thousands of poor people.

The economy involving Dhaka’s footpath though informal can’t be brushed aside as negligible.

Dhaka city has 355 kilometers of footpaths and 40% to 60% of it are used by the street vendors making it hazardous for the city commuters.

Ironically, because of the affordability of the low-priced commodities and services available on footpaths at least 60% of the city’s 20 million people conduct pavement shopping.

Footpaths are used not only by an estimated 350,000 to 500,000 hawkers, but by a huge number of city dwellers.

A hawker earns an average of Tk 3,000 to Tk 5,000 from one store daily, while earnings increase to Tk 20,000 for those owning more than one store.

Footpath business has always been huge during Eid festivals with some authorities estimating it Tk1.70 lakh crore.

Consider this in the backdrop of what the Asian Development Bank says – 89% of all jobs in Bangladesh are in informal sectors.

It is also easy to start vending on the streets with only a few thousand takas as the capital.

Migrants from the rural areas where jobs are seasonal and people left homeless by river erosion make up majority of the street vendors.

The business survives and fl ourishes because of a network of local musclemen, police and politicians who benefi t by way of getting daily toll collections.

Eviction of hawkers from the Dhaka pavements has never worked.

Consider what happened after the drive against hawkers in Farmgate, Panthapath and Gulishtan in April this year.

The evicted businesses returned to the streets days after the drive, this time under new arrangement.

It does not work because of the absence of alternative means of livelihoods.

The pro-eviction authorities must take this reality into consideration.

Climate change added 25 days of risky heat to Bangladesh’s June-August summer this year, with the country experiencing 31 days of temperatures above its local 90th-percentile threshold, according to a new analysis by Climate Central.

The analysis found that Bangladesh’s average temperature during the three-month period was 0.7°C above normal.

Temperatures on 54 days were made at least twice as likely by human-caused climate change, as measured by Climate Central’s Climate Shift Index (CSI).

The fi ndings are part of a global analysis showing that climate change added at least 30 risky heat days for around 1.5 billion people worldwide between June and August 2026.

More than one-quarter of the global population experienced a strong infl uence of climate change on temperatures on any given day during the period.

The impact varied across Bangladesh, with several major cities recording signifi cant numbers of risky heat days and additional heat attributable to climate change.

Bangladesh has approved a Tk38.23-billion project to introduce the country’s fi rst electric train service on the 52.32-kilometre Narayanganj-DhakaJoydevpur corridor.

Approved by the Executive Committee of the National Economic Council (ECNEC), the project will install an overhead electric traction system, procure 16 fi vecar Electric Multiple Unit (EMU) train sets and build a modern maintenance workshop at Joydevpur.

The service is planned to run every 30 minutes from 6:00am to midnight, with 60 daily trips and capacity to carry around 220,000 passengers a day.

The project is scheduled for completion by June 2031.

The government will fi nance about Tk9.42 billion, while Tk28.80 billion will come as project loans from the Asian Development Bank and European Investment Bank.

The electric system is expected to reduce operating and maintenance costs, cut travel time and lower carbon emissions compared with dieselelectric traction.

Bangladesh needs a stable, long-term plan for gas exploration and fi eld development to increase domestic supply and reduce its growing dependence on imported LNG.

The country should not rely solely on natural gas for energy security; it should also expand renewable energy and ensure the effective use of domestic coal for power generation.

In the short term, production from existing gas fi elds should be increased through technical interventions, while gas from Bhola should be brought into the national grid as quickly as possible.

Janifar Hakim Lupin, Assistant Professor of Geology at the University of Dhaka, made the observations in an interview with Energy and Power Editor Mollah Amzad Hossain.

Bangladesh’s domestic gas reserves are depleting rapidly while dependence on imported LNG is increasing.

It is often said that the country still has signifi cant potential for discovering new gas.

Yet, despite drilling around 30 development and exploration wells over the past four years, there has been no major discovery.

Are we on the right track? The present gas crisis is the result of years of inadequate planning and insuffi cient investment in infrastructure.

The gap between demand and domestic supply has continued to widen.

To overcome the crisis, we must discover new gas and increase production through development wells.

However, failure to discover gas from an exploration well should not automatically be considered a failure of the exploration program.

There is simply no alternative to exploration if we want to discover new resources.

Even a dry well generates valuable geological and technical information that can improve future exploration.

We should not judge exploration success simply by the number of wells drilled.

The key question is whether we are using available geological and seismic data properly to identify the most promising drilling locations.

Even then, no exploration program can guarantee success.

Therefore, Bangladesh must continue exploration and development drilling as part of a sustained strategy rather than treating exploration as an emergency response to a gas shortage.

Around 300 million cubic feet per day of additional gas has reportedly been added from about 30 wells, much of it from Bhola.

While Chevron can produce 50-60 MMCFD from a single well, national companies often produce only around 10 MMCFD.

Is this primarily a technological gap or a planning problem? I believe both factors are involved.

Two-dimensional seismic surveys have already been conducted over most of the prospective structures onshore.

Before drilling new wells, these data need to be reinterpreted using modern techniques.

At the same time, three-dimensional seismic surveys should be carried out in priority areas.

Bangladesh is a deltaic geological environment where changes in sedimentation can signifi cantly alter hydrocarbon prospects.

Therefore, all available geological and seismic information must be thoroughly analyzed before fi nalizing drilling locations.

There are shortcomings both in planning and implementation.

At the same time, there is no doubt that our national companies lag behind international companies such as Chevron in the use of modern exploration and production technologies.

Our national companies should therefore work with international oil companies and other technology partners.

Such cooperation could signifi cantly improve exploration and production outcomes.

A 50+100-well drilling program is currently under way, with around 70 exploration wells.

Petrobangla says the program will be completed by 2030.

How effectively is the program being implemented, and how optimistic are you about its success as a geologist? Exploration and development should be planned over a 10- or 20-year horizon.

Exploration, development drilling and workovers must be integrated into a single program.

Hydrocarbon exploration cannot be judged simply by the number of wells drilled.

Targets cannot be achieved through planning and political commitment alone.

Political stability, adequate fi nancing, skilled manpower and access to modern technology are all essential.

Given the current condition of domestic gas production, exploration, development drilling and workovers must be pursued simultaneously.

Production from some of Bangladesh’s major gas fi elds is declining steadily.

Development wells and workovers are therefore essential to sustain production.

Where necessary, fi eld compression should also be installed to maintain output.

Instead of taking action only when a crisis emerges, Bangladesh needs a stable, long-term exploration and development strategy.

That is the only way to sustain existing production while adding new reserves.

The government has said that another 150well drilling program will be undertaken after the existing 150-well program.

How do you assess this plan? What should be considered when selecting locations for new exploration wells? The proposed program appears to focus largely on onshore areas, but we need a comprehensive strategy covering both onshore and offshore prospects.

We already have a good understanding of the hydrocarbon potential of Sylhet and surrounding areas.

But exploration planning should also consider areas such as the Hatiya Trough and the northwestern region.

I am encouraged by the scale of the proposed program, but the results will depend on how the locations are selected and how the program is implemented.

Areas where only 2D seismic data are available should undergo 3D seismic surveys before drilling.

We should also drill new wells in unexplored parts of known gas-bearing structures and investigate whether additional hydrocarbon-bearing zones exist in producing fi elds.

These approaches could potentially deliver gas at relatively low cost.

Deeper structures also deserve greater attention.

So far, our exploration has focused largely on conventional structures.

Future exploration should also consider stratigraphic plays.

The data from dry wells should be carefully reassessed before fi nalizing new drilling plans.

A dry well is not simply a failure; it can provide valuable information about the geological system.

Chevron has expressed interest in returning to some of the blocks it previously relinquished under the PSC.

The government also appears positive about the proposal.

Should Chevron be given an opportunity to invest through negotiations? If a company wants to return to a relinquished block on a sole-source basis, its entire proposal must be carefully evaluated.

We need to examine the terms, the exploration program and, particularly, how the benefi ts would be shared if gas is discovered.

The government must assess how much the country would gain from such an arrangement.

However, rather than relying on a single company, bringing in several international oil companies and creating a competitive environment could be more benefi cial for Bangladesh.

Bids have been invited for oil and gas exploration in 26 offshore blocks, including 11 shallow-water blocks, with November 30 set as the submission deadline.

Two companies have already purchased bidding documents, while several others reportedly expressed interest at the London roadshow.

How optimistic are you about attracting investment and achieving offshore exploration success? Bangladesh has an offshore area roughly comparable in size to its onshore area.

Unfortunately, we have not yet achieved any major success offshore.

In contrast, neighboring India and Myanmar have made signifi cant discoveries.

Considering their experience, the Bay of Bengal is potentially one of the most promising areas for addressing Bangladesh’s gas shortage.

We need extensive exploration there.

The government’s recent initiatives and the London roadshow appear to have generated interest among investors.

But offshore exploration requires much greater investment and involves signifi cantly higher risks than onshore operations.

Therefore, it would be premature to assume investment will materialize until companies actually submit bids and commit capital.

Bangladesh also has responsibilities in attracting investment.

First, we must properly present the geological and seismic data available for the 26 blocks.

In my view, the deepwater blocks may offer greater potential than the shallow-water areas, but very little exploration has been undertaken there so far.

We must also understand that offshore exploration takes time.

Even after investment is secured, exploration, discovery, fi eld development and the construction of pipelines to bring gas into the national grid can take many years.

The new offshore PSC is attractive because it clearly defi nes the rights, obligations and potential returns of both the government and international oil companies.

I am therefore hopeful that foreign companies will participate.

Ultimately, however, the success of the bidding round will depend heavily on how effectively Bangladesh can present its geological information and exploration potential to investors.

A draft PSC for onshore exploration, including the Chattogram Hill Tracts, has reportedly been fi nalized and bidding may be invited soon.

How do you view the initiative? We have a relatively good understanding of the geology and hydrocarbon potential of eastern and central Bangladesh.

The geological structures of the Chattogram Hill Tracts, however, are considerably more complex.

This region has received limited attention for a long time.

But discoveries and exploration activities across the border in India have increased the prospectivity of the area from Bangladesh’s perspective.

Some earlier, limited exploration activities in the region also produced positive indications.

I believe there may be unconventional hydrocarbon opportunities in the Chattogram Hill Tracts.

If hydrocarbons can be discovered through systematic exploration, the region could potentially become a new source of energy supply for Bangladesh.

Before restarting exploration there, industry-academic collaboration could be useful.

At the same time, attracting foreign investment under the proposed onshore PSC would also be a positive development.

What urgent measures are needed to increase domestic gas production and make new discoveries? Bangladesh needs both short- and longterm strategies to address the current gas crisis.

In the short term, production from existing fi elds should be increased, gas discovered in Bhola should be connected to the national grid as quickly as possible, and fi elds that are currently shut down should be reassessed and brought back into production wherever economically and technically feasible.

Gas losses and wastage must also be reduced and the available gas used more effi ciently.

In the longer term, Bangladesh needs effective exploration and development programs covering the Bay of Bengal, the Chattogram Hill Tracts and other prospective onshore areas.

This requires a stable, long-term strategy implemented by a technically competent team with clear accountability.

At the same time, energy security cannot be built around gas alone.

Bangladesh needs an integrated energy strategy that accelerates renewable energy while also making appropriate use of domestic coal for power generation.

Only through such a diversifi ed and coordinated approach can Bangladesh strengthen its energy security and reduce its vulnerability to imported fuel.

Alhaj Mahmud Hasan (19462026) was a transformative fi gure in Bangladesh’s energy, mechanical construction, and infrastructure sectors.

As the founder and visionary Chairman of Dipon Group, he broke international monopolies in heavy engineering and laid the critical groundwork for the nation’s gas transmission networks.

His life was defi ned by engineering ingenuity, empathetic leadership, and a profound commitment to silent philanthropy.

Early Life and Education Born in the village of Charruhita in Lakshmipur, part of the greater Noakhali region in the southern part of the country, Mahmud Hasan faced early personal tragedy when he lost his mother at just one year of age.

His father, an accomplished individual holding a master’s degree in English, served as a government offi cer under the British administration.

Due to his father’s offi cial postings, his early education required frequent relocations.

He began his schooling at Barisal Zila School, where he notably shared a classroom with Major (Retd.) Hafi z Uddin Ahmed, MP.

Upon moving to the Khulna division, he completed his Secondary School Certifi cate (SSC) from St.

Joseph High School and his Higher Secondary Certifi cate (HSC) from Govt.

Brajalal College, Daulatpur, Khulna.

His entrepreneurial spirit ignited remarkably early; while in the 8th grade, he began manufacturing specialized fl ame tubes from home.

He named these creations ‘Dipon scientifi c apparatuses’ and sold them to local schools-a venture that birthed the name ‘Dipon,’ which would later become an industrial powerhouse.

He subsequently relocated to Dhaka to pursue higher education, earning his Bachelor of Arts (B.A.) from Jagannath College and his Master of Arts (M.A.) in Bengali Literature from the University of Dhaka.

The Genesis of an Industry Pioneer (1968-1977) Following the completion of his master’s degree, Mr.

Hasan joined British Gas, where he received specialized training in pipeline construction.

He then commenced his professional career as a Coordinator with Pak Gas Limited, a private limited entity.

During his tenure there between 1969 and 1970, he was instrumental in constructing a gas pipeline in the Demra region of Dhaka.

Driven by a distinct entrepreneurial vision, he left his job to establish his own proprietary company, Dipon Gas Coompany, in 1969, perfectly timing the venture with the Pakistan Government’s initiative to market natural gas through the newly formed Titas Gas Company.

Dipon Gas operated initially as a contractor focused on domestic and industrial pipeline connections.

In 1970, the company secured its inaugural contract with Titas Gas, offi cially commencing commercial operations with a 3/4′ pipeline project.

The 1971 Liberation War brought severe adversities.

The company suffered critical setbacks when local miscreants, identifi ed as Biharis, looted vital operational equipment, including high-value Ruston and Lister welding machines.

Throughout this turbulent era, the company operated from its primary offi ce at House 2/2, Lalmatia, and a secondary setup at 3/14 Iqbal Road.

As the company expanded alongside Titas Gas, building extensive distribution networks across Dhaka and connecting numerous industries, it was incorporated as a private limited company in 1977.

To support its rapid corporate evolution, Dipon’s headquarters transitioned through key commercial districts, moving from the Red Cross Chamber in Motijheel to Scout Bhaban in Kakrail, and eventually to a corporate district in Shyamoli.

Revolutionizing Mechanical Construction and Pipeline Engineering Mr.

Hasan propelled Dipon Group into a prominent leadership position by executing high-capacity national gas pipelines across complex and hostile terrains.

Titas Gas Expansion (1973-1975): Dipon successfully engineered a twin-phased logistics contract, constructing a 12′ main pipeline from Joydebpur to Ashulia, integrated with a dedicated feeder line extending from Ashulia to Savar Spie Capag Subcontract (1990): Entering the elite tier of mechanical construction, Dipon partnered as a strategic subcontractor with the international giant Spie Capag.

Together, they delivered a highly technical 3.5 km, 20-inch highpressure pipeline operating at 1000 PSIG.

Technological Firsts (1991): Mr.

Hasan’s team engineered a custom, in-house Hydraulic Road Boring Machine.

This innovation was critical for installing a 100 km WASA water pipeline through Kawla, Dakshinkhan, and Ashkona, allowing the fl awless traversal of four high-risk railway crossings without disrupting rail operations.

Infrastructure Tooling: He modernized local engineering by introducing high-tier specialized components such as Hydrostatic Pumps, Pneumatic Clamps, and higheffi ciency Rubber and Foam Pipeline Inspection Gauges (PIGs).

Breaking the International Monopoly (1996) Historically in Bangladesh, local companies were sidelined in favor of international contractors for transmission pipelines due to strict prior-experience prerequisites.

The defi ning breakthrough occurred in 1996 with the Monohardi to Narsingdi 20′ diameter pipeline project.

Spanning 25 kilometers to Valve Station-3, this 82 million Taka project, fi nanced by the World Bank and Asian Development Bank (ADB), was a watershed moment.

Under Mr.

Hasan’s leadership, Dipon made history as the fi rst domestic corporation to independently import and deploy a heavy-duty Caterpillar Pipelayer in Bangladesh.

The project was executed against adverse conditions but was completed ahead of schedule, breaking the international monopoly and earning a letter of appreciation from the World Bank and ADB.

This triumph paved the way for local companies to secure pipeline contracts of all sizes.

Mega Projects and Complex Engineering Feats Dipon Group’s portfolio expanded to encompass some of the most logistically daunting mega-projects in the region.

Bibiyana to Dhanua 36′ Pipeline (2013): Extending over 42 kilometers, this infrastructure network required extreme heavyhaul logistics.

The project utilized reinforced concrete-coated pipes weighing 14.50 tons per 12-meter joint.

Transporting just a single high-capacity pipe across rural pathways required the synchronized engagement of 10 to 12 heavy-duty tractors simultaneously.

Moheskhali Zero Point to Dhalghat Para: This critical 7.7 km pipeline corridor incorporated an advanced Customer Terminal Metering Station (CTMS) and an LNG inland receiving station.

Operating in extreme marine environments, the project navigated wild tidal fl uctuations of up to 7 feet.

Mr.Hasan’s engineers utilized customized shallow-water fl at-bed barges to transport massive pipe segments over volatile waters.

To move 40-inch pipes through swampy mangrove terrains, they deployed the innovative ‘fl owtyre’ fl oatation technique, towing structural lines with motorized boats during peak high tide.

Precision welding and structural alignment were strictly executed during the low tide windows to guarantee safety and compliance.

Tripee Progati and Italian Joint Ventures: Executed signifi cant capacity expansions, including the Chittagong City Gate Expansion under Bakhrabad Gas Systems, and constructed highcapacity District Regulating Stations (DRS) and Metering Stations for the Ashugonj Power Plant and Ashugonj Fertilizer Company.

Blowout Salvage Operations: Successfully led critical recovery efforts following two separate blowouts involving the CPTDC and Parker Rigs at the Chattak Gas Field.

The operation was completed with an excellent fl awless safety record, resulting in the successful extraction and disposal of 10,000 tons of structural debris for NIKO Resources (BD) Co.Ltd.

Global Expansion and EPC Contracts: Under his guidance, Dipon expanded operations internationally, executing 48-inch pipeline welding jobs in the UAE and managing complex subsea pipelines and river crossings.

The group also delivered Engineering, Procurement, and Construction (EPC) contracts for power plants ranging from 6MW to 100MW, alongside numerous Process Plants, Regulating and Metering Stations (RMS), Town Border Stations (TBS), and City Gate Stations (CGS) nationwide.

Notably, Dipon executed the Bonita process plant under EOC.

Strategic Partnerships with Global Supermajors Demonstrating world-class safety standards and engineering capabilities, Mr.

Hasan positioned Dipon Group as the premier local engineering partner for global oil and gas heavyweights.

Chevron: Undertook the comprehensive mechanical and structural scope for the nation’s largest facility of its kind, the 600 MMCFD Bibiyana Gas Processing Plant, which included laying a 25 km, 30′ diameter gas pipeline alongside a 6′ condensate transmission line.

Unocal: Executed specialized structural casing pipe welding and heavy civil works for drilling pad preparation.

Niko: Delivered comprehensive supply logistics for drilling, alongside extensive marine and civil infrastructure including heavy cargo jetties, connecting roads, and structural bridges.

Cairn Energy: Managed specialized conductor and surface casing pipe installations, along with highintegrity structural welding.

Tullow Oil: Delivered strategic gas gathering network lifelines and constructed complex processing plant modules.

Management Philosophy and Cultural Sensibility Mr.

Mahmud Hasan championed a deeply humane corporate culture within the rigid heavy-engineering sector.

He was an empathetic leader who believed in building people, prioritizing personal counseling and mentoring over disciplinary action.

He implemented wideranging employee welfare frameworks, ensuring complete accessibility and erasing the divide between on-site manual laborers and executive offi cers.

Beyond his corporate acumen, he was profoundly passionate about classical music and literature.

He was a man of diverse artistic talents who profi ciently played the tabla and harmonium, recited timeless poetry, and performed soul-stirring Hamd and Naat.

A Legacy of Silent Philanthropy Despite his monumental commercial success, Mr.Hasan maintained an absolute policy of anonymity regarding his massive philanthropic footprint, actively avoiding public acknowledgment as he established religious, social, and educational institutions across remote corners of Bangladesh.

Dipon Foundation (Est.

2007): A visionary, large-scale social project intended to construct a state-ofthe-art Old and Child Care Complex designed for the active participation of senior citizens.

Initiated with the construction of a two-story Mosque and Hospital Complex on a massive foundation intended for fi ve stories, the project was indefi nitely postponed when Mr.

Hasan developed advanced glaucoma, leading to profound visual impairment.

Dip Alo School (Est.

2015): Channeling his grief over his rapid vision loss into societal good, he founded a fully charitable primary school and a higher-education monetary deposit scheme housed within the Dipon Foundation premises in Aukpara, Savar.

He personally bore all structural maintenance costs and teacher salaries until his fi nal illness in 2022.

Despite his severe blindness, he actively traveled to participate in student assemblies, teacher training, and guardian meetings, passionately encouraging stakeholders to nurture ambition in underprivileged children.

Nuruzzaman Mosque: Constructed on prime land in Lakkhipur town inherited from his father, he named this grand spiritual sanctuary in his father’s honor immediately following his passing.

Mahmud Hasan Jame Mosque: Located in his birthplace of Charruhita village, this magnifi cent mosque stands as a testament to his pure philanthropic model.

It was constructed seamlessly without a single idle day, funded entirely from his personal wealth, with strict prohibitions against accepting external contributions.

Spiritual Refl ections and Core Beliefs Mr.

Hasan’s internal moral compass was anchored in a profound spiritual philosophy.

He frequently composed poetry that refl ected his dedication to human harmony.

One of Mr.Mahmud Hasan’s poetry is incerpted below: He deeply believed that morality, integrity, and civility must elevate the economic realm just as they do the social sphere.

He taught that upon a person’s passing, all material wealth is left behind, leaving only deeds as eternal companions.

To Mr.Hasan, acts of worship were a form of spiritual training meant for human welfare-a righteous struggle against injustice fought with unity, sacrifi ce, and moral rectitude.

He fi rmly held that any devotion failing to foster the collective well-being of humanity remains incomplete in securing divine pleasure, as every individual will ultimately be held accountable for their actions before receiving the Almighty’s infi nite mercy.