Our advice is informed by decades of experience working alongside the leading industry players in energy, life sciences, technology, financial services, private capital and more.
H-4 Employment Authorization Document (EAD): A Comprehensive 2025 Guide
Presented by TRW Law Firm
Spouses of H-1B visa holders in the United States often face a frustrating paradox: while their partners are permitted to work in high-skilled jobs, they themselves are legally barred from pursuing employment. The H-4 Employment Authorization Document (EAD) was introduced to break this barrier, offering a lifeline of opportunity, independence, and dignity for thousands of qualified individuals.
This detailed guide by TRW Law Firm, a trusted name in global immigration services, offers a step-by-step roadmap for navigating the H-4 EAD process in 2025.
🔍 Understanding the H-4 EAD
The H-4 EAD is a work permit granted to spouses of certain H-1B visa holders. It enables eligible H-4 dependents to legally work in the United States across industries and roles of their choice.
Key Benefits:
Freedom to work for any employer, including self-employment or freelancing
Financial empowerment for families
Pathway to professional fulfillment
📅 Who Is Eligible for H-4 EAD?
To qualify for the H-4 EAD, you must:
Be the spouse of an H-1B visa holder
Your H-1B spouse must either:
Have an approved Form I-140, or
Be eligible for H-1B extensions beyond six years under AC21 sections 106(a) and 106(b)
You must be in valid H-4 nonimmigrant status
You must be physically present in the United States
✍️ H-4 EAD Application Process
Step 1: Gather Required Documents
Required Documentation:
Completed Form I-765
Proof of your H-4 status (I-94, approval notice)
Proof of your spouse’s H-1B status (I-797, I-94, passport)
Approved Form I-140 (if applicable)
Evidence of AC21 eligibility (if no I-140)
Valid marriage certificate
Two passport-style photos
Government-issued ID (passport)
Prior EAD card (if renewing)
Proof of name change (if applicable)
Step 2: Complete Form I-765
Use black ink or complete the form online
Eligibility category: (c)(26) for H-4 EAD applicants
Ensure consistency with supporting documents
Sign and date the form properly
Step 3: Pay the Filing Fee
Filing fee: $470 (subject to change)
Payable by check or money order to U.S. Department of Homeland Security
Include name and A-Number on the check
Separate checks if filing other forms (e.g., I-539)
Step 4: Submit Your Application
Mail to the correct USCIS lockbox based on your residence and any concurrent forms
Trackable mail (FedEx, USPS Priority, UPS) is recommended
Organize documents professionally
Keep a full copy of your package
Step 5: Attend Biometrics (If Required)
USCIS may send a biometrics appointment notice (Form I-797C)
Bring your appointment letter and a valid photo ID
Step 6: USCIS Review and Decision
Check status using your receipt number at USCIS.gov
Respond promptly to any Request for Evidence (RFE)
Step 7: Receive Your EAD
Upon approval, you’ll receive a physical EAD card
Card includes your photo and authorized work period
🚀 Benefits of Having an H-4 EAD
Work in any field: unrestricted to employer or location
No sponsorship required: unlike the H-1B
Start your own business
Gain professional experience
Build credit and independence
⚠️ Potential Challenges
Processing delays can exceed 6 months
Dependency on H-1B spouse’s status
Travel restrictions while application is pending
Renewal complexities (must maintain H-4 and H-1B validity)
✉️ Renewing Your H-4 EAD
When to Renew:
Start 120-180 days before expiration
Required:
New Form I-765
Updated proof of H-4 and H-1B status
Copy of current EAD
Updated photographs
📝 Frequently Asked Questions (FAQs)
1. What is an H-4 EAD? A work authorization for spouses of H-1B holders on the Green Card path.
2. Can I apply for a Green Card while on H-4 EAD? Yes, provided you meet the eligibility for adjustment of status.
3. What happens if my spouse loses their H-1B job? Your H-4 EAD may become invalid. Consult an immigration attorney for options.
4. Can I travel while my H-4 EAD is pending? Travel may delay or disrupt the application. Avoid travel unless absolutely necessary.
5. How long does it take to process? Typically 4-7 months. Check the USCIS processing times online.
6. Can I freelance or start a business on H-4 EAD? Yes. The EAD allows full work flexibility, including entrepreneurship.
7. What if USCIS denies my application? You may reapply or appeal depending on the reason for denial.
🏛️ Legal Support for H-4 EAD at TRW Law Firm
The U.S. immigration process is notoriously intricate. At TRW Law Firm, we provide:
Eligibility analysis based on latest H-4 EAD rules
Form I-765 preparation and filing support
Strategic guidance on H-1B dependency and visa renewal
Responsive support for RFEs or delays
Post-approval planning for Green Card transition
Whether you’re preparing your first H-4 EAD application or renewing your authorization, we help you take charge of your American dream with confidence.
💼 Contact TRW Law Firm
TRW Law Firm – Global Immigration & Corporate Law Experts
Dhaka Headquarters: House 410, Road 29, Mohakhali DOHS, Dhaka Dubai Office: Rolex Building, L-12, Sheikh Zayed Road London Office: 330 High Holborn, City of London
Form I-140 Process by TRW Law Firm Explained: A Comprehensive 2025 Guide for Employers and International Workers
Form I-140, officially titled the “Immigrant Petition for Alien Worker,” is one of the most pivotal elements of the U.S. employment-based immigration process. It serves as the foundation for securing permanent residency (commonly referred to as a green card) for foreign nationals through U.S.-based employment. TRW Law Firm, a leading immigration and corporate law practice with offices in Bangladesh, Dubai, and London, offers this comprehensive 2025 guide to help both employers and international professionals navigate the Form I-140 process with clarity, efficiency, and legal precision.
✉️ What is Form I-140?
Form I-140 is a petition submitted to the U.S. Citizenship and Immigration Services (USCIS) by a U.S. employer (or in limited cases, the foreign national themselves) requesting immigrant status for a foreign worker under employment-based visa categories: EB-1, EB-2, and EB-3.
Who Can File:
U.S. Employers for most employment-based categories
Foreign Nationals (Self-Petitioners) for select EB-1 and EB-2 categories
Why It Matters:
It triggers the permanent residency application
Confirms USCIS recognition of the individual’s qualification
Sets the priority date, which determines when a visa number becomes available
Enables next steps like Form I-485 (adjustment of status) or consular processing
📅 I-140 Filing Fees for 2025
In 2025, USCIS requires:
Base Filing Fee: $715 (standard for all petitioners)
Asylum Program Fee:
$600 for standard employers
$300 for small businesses (25 or fewer full-time employees)
$0 for nonprofits
Petitioner Type
Asylum Program Fee
Total Fee
Non-profit
$0
$715
Small Business
$300
$1,015
Standard Employer
$600
$1,315
Fee Payment Tips:
Submit separate checks for the base and asylum program fees
Payable to: U.S. Department of Homeland Security
Credit card payments accepted using Form G-1450
⏳ Processing Times and Premium Processing (2025 Estimates)
Standard I-140 Processing:
Visa Category
Nebraska (months)
Texas (months)
Average
EB-1A Extraordinary
12.5
14
13
EB-1B Professors/Researchers
11.5
10
11
EB-1C Multinational Exec
11.5
9.5
11
EB-2 NIW
11
9.5
10
EB-3 Skilled Workers
8
8
8
Premium Processing Option:
Fee: $2,805
Timeframe: 15-45 calendar days
Available for EB-1A, EB-1B, EB-1C, EB-2 NIW, and EB-3
✍️ Eligibility Categories: Who Qualifies?
EB-1: Priority Workers
Individuals of extraordinary ability
Outstanding professors/researchers
Multinational managers/executives
EB-2: Advanced Degree or Exceptional Ability
Advanced degree holders
Professionals with exceptional ability
EB-3: Skilled, Professional, and Other Workers
Professionals with bachelor’s degrees
Skilled workers with at least 2 years of experience
Other workers (unskilled labor)
EB-4 and EB-5 Categories: Though technically supported by I-140, these are specialized routes for religious workers and investors.
📄 Required Documents for I-140 Filing
For Employers:
Job offer letter
PERM Labor Certification (ETA Form 9089)
Financial documents (tax returns, balance sheets)
FLAG-generated Final Determination
For Employees:
CV/resume
Academic degrees and transcripts
Letters of recommendation
Proof of experience
Passport, I-94, visa, and current work authorization
Note on FLAG: FLAG (Foreign Labor Application Gateway) is the DOL system used to obtain and validate labor certifications electronically.
🔧 Filing Tips to Avoid Rejections
Double-check Part 1, Questions 5 & 6
Ensure fee accuracy based on employer type
Keep I-485 documents separate if filing concurrently
Sign all relevant sections
Retain copies of everything submitted
📆 What Happens After Filing?
1. Receipt Notice: Form I-797C sent by USCIS
2. RFE (Request for Evidence): May be issued if documentation is insufficient
3. Approval or Denial: Decision notice issued
🚀 What Does I-140 Approval Mean?
You are now eligible to apply for a green card (adjustment of status or consular processing)
You have an official priority date
Enables EAD (work permit) and Advance Parole applications
Approval may still be revoked due to fraud, withdrawal, or eligibility issues
🤔 Special Situations and Exceptions
1. Job Portability (INA 204(j))
Change jobs if:
I-140 is approved or pending
I-485 has been pending 180+ days
New job is similar to the original
File Supplement J to inform USCIS
2. Withdrawal of I-140
Must be in writing
Approval still valid for portability if 180+ days have passed
Priority date remains intact
3. Successor-in-Interest Employers
In mergers/acquisitions, new employer can assume the petition
Must prove:
Same job offer
Ability to pay
Proper legal succession
🧢 FAQs on Form I-140
Can I track my I-140 status online? Yes. Use your USCIS receipt number at the “Check Case Status” page on the USCIS website.
When can I file Form I-485? Once your priority date is current according to the monthly Visa Bulletin published by the U.S. Department of State.
What if I lose my job after I-140 is approved? If 180+ days have passed and your I-485 is pending, you may port to a similar job with a new employer without losing your priority date.
Can I file multiple I-140s? Yes, under different EB categories. Each petition is evaluated separately.
Does I-140 expire? No. While the petition remains valid, labor certifications may expire, and fraud or withdrawal can lead to revocation.
Is I-140 the same as H-1B? No. H-1B is a temporary work visa. I-140 is a step toward a permanent green card.
📅 Related Concepts and Resources
PERM Labor Certification Overview
Adjustment of Status (Form I-485)
Visa Bulletin Tracking
Transitioning from H-1B to Green Card
Employment Authorization (EAD) Rights
🌟 Why Choose TRW Law Firm for Your I-140 Petition?
TRW Law Firm has a proven track record in handling complex employment-based immigration cases for multinational corporations, start-ups, and professionals seeking U.S. permanent residency. Our services include:
Full-service legal support from I-140 to green card issuance
Compliance with USCIS, DOL, and Department of State standards
Strategic planning for concurrent filings, premium processing, and portability
Document preparation and attorney review
Personalized guidance for employers and self-petitioners
💼 Contact TRW Law Firm
TRW Law Firm – Global Immigration Experts
Bangladesh Headquarters: House 410, Road 29, Mohakhali DOHS, Dhaka Dubai Office: Rolex Building, L-12, Sheikh Zayed Road London Office: 330 High Holborn, City of London
Form I-140 is more than just a petition—it is a gateway to a new life in the United States. With evolving laws, strict documentation requirements, and strategic considerations like premium processing or job portability, it’s essential to be guided by experienced immigration attorneys. At TRW Law Firm, we help you avoid pitfalls and build strong, successful immigration journeys for you or your workforce.
Secure your U.S. immigration success—partner with TRW Law Firm today.
For decades, the National Board of Revenue (NBR) has been the primary institution tasked with crafting and enforcing tax policy in Bangladesh. It has operated under the Ministry of Finance as a central organ of the country’s revenue machinery. However, in a bold reform move, the interim government has recently announced the dissolution of the NBR and the creation of two distinct divisions: the Revenue Policy Division and the Revenue Management Division.
This unprecedented structural change marks a fundamental rethinking of how Bangladesh governs its fiscal system. At TRW Law Firm, we recognize this development as a potentially transformative milestone—one that, if executed with integrity and foresight, could lay the foundation for a more transparent, accountable, and investor-friendly tax system.
I. The Status Quo: Why Reform Was Necessary
Historical Context
The National Board of Revenue, established over half a century ago, has long borne the dual responsibilities of tax policy formulation and tax administration. On paper, this may seem efficient. In reality, however, it has entrenched systemic flaws. Bangladesh’s tax-to-GDP ratio—currently at 7.4%—is among the lowest in Asia. The global average stands at 16.6%, with countries like Malaysia at 11.6% and India at 10.8%.
These numbers matter. Bangladesh cannot sustainably fund its development goals—ranging from infrastructure expansion and healthcare to climate resilience—without a healthier tax system.
Core Issues with the NBR Structure
1. Conflict of Interest
Perhaps the most glaring problem is the conflict of interest inherent in combining tax policy-making and enforcement within the same entity. The same officials setting tax rules are also in charge of collection and enforcement. This arrangement has often led to compromises in tax policies—driven more by the imperatives of short-term collection than by principles of fairness, long-term planning, or economic growth.
There have also been widespread reports of collusion between collectors and defaulters, enabling tax evasion. When enforcers become gatekeepers without oversight, systemic abuse follows.
2. Lack of Accountability in Tax Collection
NBR officials have operated under a vague and often unquantified performance framework. There is no systematic process in place to assess:
Collection efficiency
Integrity in enforcement
Service delivery to taxpayers
Moreover, promotions and career advancements have not been linked with measurable, merit-based performance indicators. This has fostered a culture of bureaucratic inertia and rent-seeking.
3. Inefficiency in Revenue Mobilization
Despite the introduction of digitized tax filing systems, tax net expansion remains minimal. Direct taxation continues to stagnate, with indirect taxes (such as VAT and customs duties) disproportionately burdening consumers and low-income citizens. The corporate tax base remains alarmingly narrow, and informal sector contributions are virtually non-existent.
4. Bureaucratic Overlap and Governance Failures
Currently, the head of the Internal Resources Division (IRD) simultaneously serves as the Chairman of the NBR. This bureaucratic overlap creates confusion and dilutes accountability. Policy design gets entangled with administrative hurdles, slowing the implementation of tax reforms.
5. Weak Investment Facilitation
The NBR has not sufficiently engaged with the private sector. Many of its policies have been drafted in isolation, lacking consultation or impact analysis. This has led to unpredictability in tax rules, discouraging long-term investment. Bangladesh’s global rankings in ease of doing business and tax compliance have suffered accordingly.
6. Morale Crisis Within the Bureaucracy
Uncertainty around the reform process has understandably created anxiety among long-serving tax and customs officers. The fear of losing relevance or being marginalized in the new structure has caused friction within the ranks, potentially threatening the success of the transition.
II. The Proposed Restructuring: What Will Change?
The government’s decision to split the NBR is based on global best practices, observed in tax administrations in countries like the United Kingdom, Australia, Canada, and South Korea, where policy formulation and tax administration are separated.
This realignment aims to establish a clearer line of accountability. Those who draft policies will no longer be incentivized to distort them for enforcement targets. Those who collect taxes will be held to performance standards based on data and audit transparency.
III. Legal Implications and Frameworks
At TRW Law Firm, we expect the restructuring process to necessitate several legal reforms and institutional amendments, particularly to the following:
1. National Board of Revenue Act
This foundational law must be repealed or extensively revised. Provisions creating the NBR and defining its dual mandate must be replaced with two standalone legal frameworks for the new divisions.
2. Income Tax Ordinance, 1984
Significant amendments will be required to align enforcement functions with the Revenue Management Division, while the responsibility of framing tax exemptions, incentives, and structural rates will shift to the Policy Division.
3. Value Added Tax and Supplementary Duty Act, 2012
The interpretation, exemption, and administration of VAT will now involve both divisions. Legal clarity is needed to demarcate authority and avoid overlap.
4. The Rules of Business of the Government of Bangladesh
These rules will have to be amended to reflect the administrative chain of command in the Ministry of Finance vis-à-vis the two new divisions.
5. Institutional MoUs and Inter-Agency Protocols
Clear Memoranda of Understanding (MoUs) must be crafted between the Policy and Management divisions, delineating:
Data sharing
Consultations on enforcement impacts
Fiscal projections and planning
IV. How the New Structure Will Improve Bangladesh’s Tax System
1. Better Policy-Making Based on Data
A dedicated Policy Division will have the capacity to invest in tax analytics, economic modeling, and international benchmarking. This data-driven approach will result in evidence-based tax laws instead of reactive or anecdotal policymaking.
2. Separation Reduces Corruption and Collusion
When tax collectors do not draft the rules, the scope for manipulating them in collusion with defaulters diminishes. Oversight becomes easier. Policy outcomes can be audited independently of enforcement performance.
3. Broader Tax Base
With clearer enforcement priorities, the Management Division can focus on:
Widening the tax net
Leveraging technology to detect non-filers
Integrating informal businesses
Auditing high-income earners with better targeting
This will reduce over-reliance on regressive indirect taxes and shift toward equitable direct taxation.
4. Greater Confidence Among Investors
Predictable tax regimes improve the investment climate. Businesses can plan better, model profitability accurately, and reduce litigation. Investor complaints about “arbitrary assessments” or “unclear exemption criteria” may decline.
5. Cultural Shift Within Bureaucracy
New Key Performance Indicators (KPIs), tied to collection efficiency, taxpayer service satisfaction, and integrity scores, can revolutionize bureaucratic behavior. Officers can be rewarded or reassigned based on objective metrics—not patronage or tenure.
V. Potential Risks and How They Should Be Managed
While the reform is well-conceived, implementation remains the key. At TRW Law Firm, we identify several potential pitfalls and recommend legal safeguards to prevent them:
Risk
Suggested Safeguard
Turf wars between the two divisions
Legally mandated coordination committees with defined dispute resolution protocols
Comprehensive redrafting of relevant Acts, with stakeholder consultation and public review
Confusion among taxpayers
Nationwide taxpayer education campaign on new responsibilities and contacts for each division
Revenue shortfall during transition
Phased implementation, with parallel structures running for 6-12 months under a transitional committee
VI. Recommendations from TRW Law Firm
As one of the leading legal and tax advisory firms in Bangladesh, TRW Law Firm recommends the following to ensure success of this reform:
Create a Tax Policy Advisory Council with representation from the private sector, academia, legal community, and international organizations.
Ensure transparency in recruitment of leadership for both divisions, with merit-based and integrity-driven selections.
Develop an Integrated Taxpayer Portal that combines information from both divisions, ensuring that the taxpayer experience remains seamless.
Legal codification of performance metrics for enforcement officers, with annual public reporting.
Mandatory annual audits of both divisions by the Comptroller and Auditor General (CAG), with findings published online.
VII. Conclusion: A New Dawn for Fiscal Governance in Bangladesh
The dissolution of the NBR is not merely a bureaucratic shuffle—it is a long-overdue structural correction. By splitting tax policy-making from enforcement, Bangladesh can finally move toward a modern, transparent, and growth-orientedrevenue framework.
At TRW Law Firm, we believe this reform, if executed with care and integrity, will empower Bangladesh to build a fairer tax regime, attract greater investment, and provide better public services. The path to increasing the tax-to-GDP ratio begins not with aggressive enforcement, but with smart policy, clean governance, and institutional accountability.
We remain committed to supporting clients—whether domestic enterprises, MNCs, or development partners—navigate the implications of this reform. As always, our legal team is ready to advise on compliance, tax planning, and strategic engagements with the new tax authorities.
For advisory support, tax dispute resolution, and institutional engagement with the new Revenue Policy or Management Divisions, reach out to our expert counsel.
Reforming the Path to Listing: Rethinking State-Owned Enterprises in Bangladesh
By Barrister Tahmidur Rahman
In the intricate web of Bangladesh’s capital market, the conversation around State-Owned Enterprises (SOEs) and their potential listing on the stock exchange reemerges from time to time—often driven more by expediency than deep institutional reform. The Dhaka Stock Exchange (DSE) already lists several prominent SOEs such as Power Grid Company of Bangladesh, Titas Gas Transmission & Distribution Company, Jamuna Oil Company, Padma Oil Company, Meghna Petroleum, and the Bangladesh Submarine Cable Company Limited. These entities—despite their critical roles in the country’s economic machinery—do not inspire much enthusiasm among rational investors. Why?
Because in their current form, SOEs remain fundamentally un-investable. And the reasons, though numerous, are all tied to one common thread: a systemic failure to align with market norms, governance practices, and shareholder protections.
The Original Intent: Transparency and Governance
The initial rationale for listing SOEs was noble and sound—improving governance through increased transparency. The logic was that capital market participation, reporting obligations, and exposure to public scrutiny would push state-run companies toward efficiency, accountability, and performance. Shareholders, including the government, would benefit from optimized capital allocation and public confidence.
But what has unfolded is a shallow implementation of this vision. No comparative evaluation was ever conducted to measure whether listed SOEs perform better in governance, efficiency, or returns than their unlisted counterparts. Neither the Ministry of Finance nor the Bangladesh Securities and Exchange Commission (BSEC) initiated any long-term study or metrics-based performance audit post-listing.
So, the fundamental question remains unanswered: Has listing truly improved SOE governance?
The Shift in Justification: Market Depth
More recently, policymakers have changed the narrative. Instead of transparency, the listing of SOEs is now promoted as a method to “increase the supply of quality companies” in the capital market. This is an attempt to address the market’s shallowness—low turnover, limited scrip diversity, and thin institutional participation.
While increasing the volume of fundamentally sound companies is indeed a valid market-deepening strategy, it cannot and should not be done at the cost of investor confidence. Without addressing the structural problems plaguing these enterprises, mere listing serves no purpose but to widen the gulf between paper governance and market reality.
Why SOEs are Currently Un-Investable: A Breakdown
1. Poor Capital Allocation and Cash Mismanagement
A recurring problem among SOEs is their notorious inefficiency in capital allocation. Several state-owned companies sit on piles of idle cash, often not reinvested in core operations nor distributed as dividends. Instead, large cash reserves are parked with weak or questionable financial institutions—likely selected not based on prudence but on internal patronage and kickback potential.
Take the example of a listed petroleum company that reports robust annual profits but declares dismal dividends year after year. The retained earnings are neither reinvested to modernize infrastructure nor distributed to shareholders. Instead, they remain on balance sheets, often earning low returns from dubious fixed deposits.
This is not just poor financial strategy—it’s active value destruction.
2. Complete Neglect of Minority Shareholder Rights
One of the starkest manifestations of institutional ignorance was witnessed in a public hearing by the Bangladesh Energy Regulatory Commission (BERC). Despite dealing with a publicly listed utility company, the entire pricing debate revolved around cost coverage and subsidy levels, with no acknowledgement of minority shareholders.
Regulators and government officials made passionate arguments for keeping margins low, even if it meant the listed entity operated at a loss—because “it is a public service.” While this might hold true for a 100% government-owned entity, a listed company by definition has private shareholders who are entitled to fair return.
The very purpose of listing is defeated if stakeholders are blind to the fundamental rights of minority investors. No developed market treats shareholder equity as optional.
3. Flagrant Abuse in Share Issuance to Government
In one of the most astonishing examples of governance malpractice, Bangladesh Submarine Cable Company raised capital from the government without fixing a price at the time of subscription. The price was determined afterward—at a steep discount to market price.
This is not only a mockery of the capital raising process but a violation of fundamental listing principles. The government, being the controlling shareholder, essentially diluted minority interest at an arbitrary price point.
There were multiple alternative routes—a rights offer, which would have allowed all shareholders to participate proportionately; or corporate bonds, which would have maintained equity integrity.
The fact that none of these were even considered demonstrates a worrying ignorance (or disregard) of market norms.
4. Attempting to Extract Surplus Cash Outside the Dividend Mechanism
In a proposal that thankfully never materialized, there was a suggestion by the previous government to withdraw surplus cash directly from SOEs to shore up the state treasury—without declaring dividends. This, once again, reflects the deep misunderstanding of what listing entails.
If the government wishes to extract value, it must do so through dividends—just like any other shareholder. Any direct cash withdrawal bypassing dividend declarations is tantamount to expropriation of minority shareholder rights.
Such moves create a climate of uncertainty and discourage both domestic and foreign institutional investors from participating in listed state enterprises.
The Way Forward: Prerequisites for SOE Listings
Before floating more SOEs on the DSE, a structural overhaul is essential. Here are some core reforms that must precede any new listing.
1. Performance Improvement Plans (PIPs)
Each SOE must undergo a rigorous performance improvement plan before entering the market. This includes:
Operational audits
Strategic capital investment frameworks
Reduction of excess headcount
Digitalization of operations
Introduction of Key Performance Indicators (KPIs) linked to both management and board performance
Without performance reform, listing merely becomes a cosmetic exercise.
2. Training Stakeholders on Market Dynamics and Governance
Regulators, bureaucrats, and SOE board members must undergo structured training on:
Corporate governance
Fiduciary duties under the Companies Act
Capital markets dynamics
Minority shareholder protection
Unless decision-makers understand the implications of listing, the entire governance framework collapses under its own contradictions.
3. Mandatory Dividend Policies
Dividend policies must be formalized and disclosed prior to listing. The policy should clearly outline payout thresholds, cash reserve justifications, and reinvestment plans. Any deviation must be justified to shareholders through a published rationale.
This not only increases trust but also ensures responsible capital management.
4. Clear Valuation and Capital Raising Frameworks
If future capital needs are expected, the company must commit to raising capital through transparent methods:
Rights issues
Qualified Institutional Placements (QIPs)
Debt instruments like corporate bonds
Private placements to the government without market price discovery must be strictly prohibited.
5. Independent Boards and Audit Committees
The board of a listed SOE must include independent directors with no government affiliation. The audit committee must be truly independent and capable of flagging financial irregularities. Without board independence, minority shareholder interests will continue to be trampled.
6. Transparent Use of Reserves
Idle cash must be monitored, with mandatory disclosures regarding:
Where it is parked
What returns it is generating
Whether it is intended for CAPEX, dividend distribution, or working capital
Auditors must scrutinize these disclosures and flag cash mismanagement in audit reports.
Conclusion: Listing Is Not the Goal—Governance Is
The capital market can be a transformative tool. It can discipline inefficient SOEs, increase public scrutiny, and channel national savings toward productive enterprises. But this only happens when the tool is used wisely.
In their current state, most SOEs in Bangladesh remain unfit for listing. The motivations—whether to deepen the market or to monetize state assets—are understandable but insufficient. Reform must come first.
Governments must recognize that listing is not a quick-fix for fiscal gaps or a band-aid for shallow capital markets. It is a covenant—a promise of accountability, efficiency, and fairness to all shareholders. Unless that promise is fulfilled, the listing of SOEs will continue to be a missed opportunity.
Summary Table: Structural Issues and Required Reforms in SOE Listings
Problem
Description
Required Reform
Capital misallocation
Idle cash hoarded and parked in weak banks
Enforce dividend policies; mandate reinvestment or capital return
Ignorance of minority rights
Pricing, policy, and decisions exclude minority shareholders
Training on fiduciary duties; stricter BSEC oversight
Unfair share issuance
Shares issued to government at below-market prices
Mandatory rights issues or bond issuance instead
Cash extraction outside dividends
Government attempts to take surplus cash without dividends
Legally require dividends as the only channel for fund repatriation
No pre-listing performance improvements
Poor operational efficiency and accountability
Implement PIPs before listing any SOE
Lack of board independence
Government dominates board without independent voices
Mandate independent directors and audit committees
No valuation discipline
Arbitrary pricing of capital raising exercises
Pre-commit to transparent capital raising frameworks
Final Thought
Listing of SOEs in Bangladesh can unlock tremendous value—both for the government and for the capital market. But only if done right. With governance, transparency, and accountability at the forefront, SOEs can go from being un-investable to being national champions. Without these reforms, however, listing more SOEs will do little more than inflate indices on paper—while eroding real trust in the market.
বাংলাদেশে ট্রেডমার্ক রেজিস্ট্রেশন করার জন্য বাংলাদেশ পেটেন্ট, ডিজাইন ও ট্রেডমার্ক অধিদপ্তর (DPDT) কর্তৃক নির্ধারিত প্রক্রিয়া অনুসরণ করতে হয়। এটি অনলাইনে করা যায় এবং সাধারণত ৪টি ধাপে শেষ হয়, যেখানে প্রায় ১.৫ থেকে ৩ বছর সময় লাগতে পারে। TRW Law Firm আপনাকে পুরো প্রক্রিয়াটি বুঝতে, পরিচালনা করতে এবং আইনি সহায়তা দিতে প্রস্তুত।
ধাপ ০১: ট্রেডমার্ক সার্চ ও আবেদন
করণীয়:
ট্রেডমার্ক সার্চ করুন: আপনার কাঙ্ক্ষিত নাম বা লোগো আগেই কেউ ব্যবহার করছে কিনা যাচাই করুন।
আবেদন প্রস্তুত করুন: নাম ও লোগো ঠিক করে, পণ্য/সেবার ক্যাটাগরি বেছে নিয়ে অনলাইনে আবেদন করুন।
পেটেন্ট, ডিজাইন ও ট্রেডমার্ক অধিদপ্তরের কর্মকর্তারা আপনার আবেদনটি যাচাই করবেন। যদি সাদৃশ্যপূর্ণ ট্রেডমার্ক বা আইনগত বাধা না থাকে, তাহলে পরবর্তী ধাপে যাওয়া যাবে।
যদি কোনো আপত্তি থাকে, তবে নোটিশ পাঠানো হবে এবং উত্তর দেওয়ার সুযোগ থাকবে।
খরচ:
উত্তর প্রস্তুত ও জমা: ৪০০০ টাকা + ভ্যাট
সময়:
সাধারণত ৬–১৮ মাসের মধ্যে এই ধাপ শুরু হয়
ধাপ ০৩: গেজেট বা জার্নালে প্রকাশ
পরীক্ষা পাশ করার পর আপনার ট্রেডমার্কটি সরকারিভাবে গেজেটে প্রকাশ করা হবে। এর উদ্দেশ্য হচ্ছে অন্য কেউ যদি এই ট্রেডমার্ক নিয়ে আপত্তি জানাতে চায়, সে যেন তা করতে পারে।
আপত্তির সুযোগ:
গেজেট প্রকাশের ২ মাসের মধ্যে অন্য কোনো ব্যক্তি আপত্তি জানাতে পারে
খরচ:
গেজেট ফি: ৩০০০ টাকা + ভ্যাট
সময়:
৬–৯ মাসের মধ্যে সম্পন্ন হয়
ধাপ ০৪: ট্রেডমার্ক রেজিস্ট্রেশন
গেজেটে কোনো আপত্তি না আসলে বা আপত্তি খারিজ হলে, আপনি রেজিস্ট্রেশনের জন্য ফি প্রদান করে সনদ পেয়ে যাবেন। সনদ পাওয়ার পর আপনি ® চিহ্ন ব্যবহার করতে পারবেন।
খরচ:
নিবন্ধন ফি: ২০০০০ টাকা + ভ্যাট
সময়:
প্রায় ১ মাস
মোট খরচ ও কাগজপত্র
খরচ:
ধাপ
খরচ
নাম সার্চ
২০০০ টাকা
আবেদন
৫০০০ টাকা
আইনজীবী নিযোগ
১০০০ টাকা
পরীক্ষা
৪০০০ টাকা
গেজেট প্রকাশ
৩০০০ টাকা
নিবন্ধন ফি
২০০০০ টাকা
মোট
৩৫০০০ টাকা + ভ্যাট (৫২৫০ টাকা)
প্রয়োজনীয় কাগজপত্র:
ট্রেডমার্ক লোগোর কপি ও বিবরণ
আবেদনকারীর নাম, ঠিকানা, জাতীয়তা (বা কোম্পানির তথ্য)
পণ্য/সেবার বিবরণ ও ক্যাটাগরি
মার্ক ব্যবহারের তারিখ
পাওয়ার অব অ্যাটর্নি (প্রয়োজনে)
ট্রেডমার্ক নবায়ন
একবার নিবন্ধন করার পর, ৭ বছর পরপর নবায়ন করতে হয়। এরপর প্রতি ১০ বছর অন্তর নবায়ন করতে হয়।
TRW Law Firm-এর পরামর্শ
ট্রেডমার্ক একটি গুরুত্বপূর্ণ ব্যবসায়িক সম্পদ। তাই সার্চ, আবেদন, প্রতিক্রিয়া এবং নবায়নের প্রতিটি ধাপে একজন অভিজ্ঞ আইনজীবীর সহায়তা নেওয়া শ্রেয়। TRW Law Firm এই কাজগুলোতে ক্লায়েন্টদের প্রতিনিধিত্ব করে আসছে সফলভাবে।
আমরা:
ট্রেডমার্ক সার্চ ও আবেদন করি
অফিসিয়াল নোটিশের জবাব দেই
আপত্তির শুনানিতে প্রতিনিধিত্ব করি
নিবন্ধন শেষ না হওয়া পর্যন্ত সমর্থন দেই
যোগাযোগ করুন:
TRW Law Firm ফোন নম্বর: +8801708000660 +8801847220062 +8801708080817
