The Public Switched Telephone Network (PSTN) licence historically allowed operators to provide fixed-line (landline) voice services in Bangladesh. In 2025, the market reality is stark: state-owned BTCL is the lone nationwide PSTN operator (since 2018) and the regulator revoked seven PSTN licences on 20–23 January 2025 for non-renewal. As of today, new PSTN licensing windows are not openly advertised, and the Bangladesh Telecommunication Regulatory Commission (BTRC) guideline index does not list a live PSTN guideline for applications. In practice, companies needing fixed voice services now usually pursue IP Telephony via IPTSP (for ISPs), enterprise voice over fibre, or sector-specific authorisations rather than classic PSTN. (The Daily Star, The Business Standard, lims.btrc.gov.bd)
This guide explains (1) what a PSTN licence is, (2) the current licensing landscape and viability in 2025, (3) credible alternatives that get you to the same business outcome, (4) process, costs, timelines, and compliance if a window opens or you need a regulatory strategy now, and (5) how TRW Law Firm can help end-to-end.
1) What exactly is a PSTN licence?
A PSTN licence authorises fixed, circuit-switched telephony—traditional landlines—under the national numbering plan. Bangladesh’s numbering rules reserve ranges for PSTN and are managed by BTRC under the Telecommunication Act, 2001 and the National Numbering Plan (NNP). (ITU, btrc.portal.gov.bd)
Key characteristics (conceptual):
Geographic numbering (district/zila-based blocks under the NNP).
Interconnection with other national networks through designated exchange points and adherence to BTRC interconnection regulations.
Lawful interception, consumer protection, quality of service (QoS), billing/charging and complaint-handling obligations.
Note: The NNP is periodically updated, including a 2017 refresh that BTRC enacted to modernise allocations across mobile, PSTN, and short codes. (New Age)
2) The 2025 reality: is PSTN licensing viable?
2.1 Market structure today
BTCL is the sole nationwide PSTN operator (since 2018). Private PSTN footprints dwindled over the last decade, driven by mobile substitution and regulatory compliance pressures. (The Daily Star)
On 23 January 2025, BTRC revoked seven PSTN licences (Tele Barta, Ranks Telecom, National Telecom, Bangla Phone, Westech, One Tel, Integrated Services) for failing to submit renewal applications. After these cancellations, BTCL remained the only national PSTN licensee; a small number of regional PSTN licences survived on paper. (The Business Standard)
2.2 Is BTRC issuing new PSTN licences now?
BTRC’s public Guidelines index (its live repository) does not list a PSTN operator guideline or an open application window in 2025. When BTRC does license infrastructure or access services, it typically issues category-specific guidelines or invitation of offers (RFP/auction) with explicit application windows; PSTN is not currently featured. (lims.btrc.gov.bd)
Bottom line: In 2025, classic PSTN entry is not a practical path for new private entrants. If your goal is to offer fixed voice to enterprises/consumers, you should pivot to modern licensing routes (see Section 3).
3) What to get instead: practical alternatives to reach the same business outcome
3.1 IPTSP (Internet Protocol Telephony Service Provider) – for ISPs
Who it’s for: Licensed ISPs that want to add IP-based voice (SIP, softphone, IP-PBX, hosted voice) with BTRC-assigned numbering for voice applications and inter-operability with PSTN and mobile networks.
Regulatory anchor: Amended IPTSP Guidelines; they address numbering assignment, inter-operability (with PSTN/mobile), interconnection agreements, QoS and lawful intercept. Eligibility is restricted to ISP licensees. (lims.btrc.gov.bd)
Use cases: Hosted PBX for SMEs, enterprise SIP trunks, contact centres, and “fixed voice over fibre” offers bundled with broadband.
3.2 Enterprise voice without public numbering
Private voice inside campuses via enterprise PBX over your own fibre (or via NTTN leases). No public numbering; used for internal calling, hotlines, and integrated UC. (Where public calling is required, couple PBX with an IPTSP partner or licensed operator.)
3.3 Sectoral registrations and add-ons
TVAS Registration (Value-Added Services) for certain voice-adjacent applications (IVR/alerts integrated with licensed carriers). This does not replace a telephony licence but enables compliant service layers on top of licensed networks. (lims.btrc.gov.bd)
3.4 Why this route is better (2025)
Commercial reality: Landline retail demand is low; enterprises prefer IP voice and SIP trunks over fibre. Regulators are active against illegal VoIP; it’s essential to stay within formal, current-generation frameworks. (The Business Standard)
Speed to market: IPTSP (for ISPs) or partnering with an IPTSP is generally faster and more future-proof than hoping for a PSTN window to open.
4) If BTRC ever opens a PSTN window again: what would the process look like?
While there is no current window, BTRC’s licensing procedure regulations and historic practice show consistent patterns that TRW uses to build strategies:
4.1 Typical selection mechanics
Formal guideline & invitation: BTRC issues a guideline/RFP with scope, coverage (national/zonal/rural), technology, and timelines.
Competitive selection: Evaluation and/or auction/beauty-contest format, using eligibility filters and scoring on technical, financial, rollout, and compliance plans. (amtob.org.bd)
4.2 Usual eligibility filters (indicative)
Corporate standing: Incorporated entity in Bangladesh (or to be incorporated), clean legal and tax records, audited financials.
Advisory note: In 2025, many operators find IPTSP (for ISPs) + enterprise SIP a more capital-efficient route than legacy PSTN, especially given low landline demand and stricter compliance around illegal VoIP. (The Business Standard)
6) Timelines you can plan around
IPTSP (if you are already an ISP licensee): Dossier preparation (3–6 weeks), BTRC processing (variable; historically a few months), numbering + interconnects (4–8 weeks).
Classic PSTN (if a window opens): Pre-RFP planning (4–8 weeks), submission window (typically 3–6 weeks), evaluation (2–4 months), LoI to licence (1–2 months), rollout readiness (3–9 months).
Treat these as planning baselines, not commitments; actual durations depend on the specific guideline, completeness of documents, and interconnection/testing schedules.
7) Compliance obligations (the “always-on” responsibilities)
Whether PSTN or IPTSP, expect BTRC to require:
NNP compliance: Use and stewardship of number blocks as per the National Numbering Plan, including future portability obligations as directed. (btrc.portal.gov.bd)
Inter-operability/interconnection: Agreements with other licensees; adherence to interconnection regulations and interoperability clauses (explicit for IPTSP). (lims.btrc.gov.bd)
Lawful intercept & security: LI interfaces, data retention, incident reporting, fraud control (anti-SIMBOX/anti-grey traffic).
Emergency services: Routing access to 999 and location/routing practices as directed.
8) Numbering, interconnection & routing — what changes in an IP era?
Numbering: PSTN and IP telephony both rely on BTRC-assigned numbering resources; IPTSP guidelines explicitly provide for voice application numbering and NNP compliance. (lims.btrc.gov.bd)
Interconnection: Traditional PSTN relies on time-division exchanges and SS7; IPTSP uses SIP interconnects, SBCs and softswitches/IMS, but must still inter-operate with PSTN and mobile. (lims.btrc.gov.bd)
International calls: Subject to the ILDTS framework and must traverse authorised gateways—do not attempt to shortcut via illegal VoIP; the regulator actively penalises violations. (Mobile World Live)
9) Risk map and how to avoid pitfalls
Regulatory timing risk: Betting on a PSTN window reopening can stall business plans for years. Design a dual-track plan (IPTSP or partnership) that can launch now.
Grey traffic exposure: Zero tolerance for illegal VoIP; implement fraud management from day one. Enforcement is active. (Mobile World Live)
Commercial viability: Retail landline demand is structurally low; build a B2B-first model (hosted PBX, SIP trunks, call centre voice) on fibre. (The Daily Star)
Numbering shortages: Ask early for adequate blocks under the NNP; justify forecasts with real pipelines. (btrc.portal.gov.bd)
Interconnect delays: Start interconnection negotiations in parallel with licensing to prevent launch bottlenecks.
Compliance ops: Budget for LI, QoS probes, security, and periodic audits—these are not optional.
10) How TRW Law Firm helps (end-to-end)
Strategy: We benchmark your plan against the current licensing climate, advising whether IPTSP (for ISPs), partnerships, or sectoral registrations are optimal.
Explore our telecom-focused legal insights at TRW Law Firm: tahmidurrahman.com (internal link).
11) FAQs (client-ready)
Q1. Can I get a new PSTN licence in 2025? Short answer: There is no public PSTN window right now; BTCL remains the sole nationwide PSTN operator and several private PSTN licences were revoked in January 2025. Consider IPTSP or partnering with an existing licensee. (The Business Standard, lims.btrc.gov.bd)
Q2. I’m an ISP. Can I add voice with my own numbers? Yes—apply for IPTSP. The guideline covers numbering, inter-operability with PSTN/mobile, and interconnection. (lims.btrc.gov.bd)
Q3. How are phone numbers allocated? BTRC assigns number blocks under the National Numbering Plan; you must justify forecasts, use numbers efficiently, and follow all NNP rules. (btrc.portal.gov.bd)
Q4. What are the biggest compliance risks? Illegal VoIP exposure, weak LI/security, and poor numbering/interconnect planning. Bangladesh’s regulator actively enforces—design robust controls from day one. (Mobile World Live)
Q5. What timeline should I plan for? For IPTSP (if you already hold an ISP licence): ~3–6 weeks to prepare, a few months for processing, and another 1–2 months for numbering and interconnects. For PSTN, plan longer and only if a new window opens.
12) Client checklist — documents & decisions to fast-track
Corporate & financial
Certificate of incorporation, MoA/AoA, latest trade licence, TIN/VAT.
Board resolutions authorising the application and PBG issuance.
Audited financials (3 years, if available) and bank solvency letters.
We combine telecom regulatory depth with execution—from licence design to commercial launch. If you’re considering fixed voice in Bangladesh, we’ll map a PSTN-vs-IP strategy that gets you to market fast and compliant.
BTCL sole PSTN operator since 2018; landline trends — The Daily Star, “Landline use down drastically,” 20 Apr 2023. (The Daily Star)
BTRC revoked seven PSTN licences (Jan 2025) — The Business Standard, 23 Jan 2025. (The Business Standard)
BTRC live Guidelines index (no PSTN guideline listed in 2025) — BTRC LIMS guideline page. (lims.btrc.gov.bd)
National Numbering Plan (baseline framework; NNP 2005; 2017 update enacted) — BTRC NNP 2005 PDF; New Age report on NNP 2017. (btrc.portal.gov.bd, New Age)
TRW Law Firm’s story is, at its core, a story about building a modern, border-straddling law practice from Dhaka that thinks like a global business, ships like a technology company, and serves like a boutique. What began as a small, focused team has grown into one of Bangladesh’s most dynamic full-service firms, with an expanding international footprint (Dhaka, Dubai, London), deep sector specialisms, and a technology backbone that powers speed, quality, and accountability. This article traces how that happened—chronologically and thematically—so clients, recruits, and partners can see where TRW came from, what it stands for, and where it is headed next.
Origins: TRW, An idea bigger than a name
Every firm starts with a thesis. TRW’s was simple but ambitious: clients in Bangladesh and the Bangladeshi diaspora needed a law firm that could (i) deliver sophisticated corporate and finance work to international standards, (ii) fight and win complex disputes at home and in foreign forums, and (iii) weave technology into the day-to-day practice so that quality and responsiveness were not left to chance or heroics.
From the outset, TRW deliberately avoided the “one-star” model. While Barrister Tahmidur Rahman’s name is well known, the firm’s identity has always been team-centric. The leadership group—joining legal, managerial, and client-facing strengths—set the tone for an institution rather than a personality brand. That early decision explains much of what would follow: multidisciplinary practice groups, repeatable processes, rigorous training, and investment in internal tools.
The first chapter: Building a foundation (late 2010s)
The early years were about focus and reliability. TRW zeroed in on a handful of practice lines that regularly intersected in the Bangladeshi market:
■ Corporate & M\&A. Entity formation, shareholder arrangements, cross-border acquisitions and joint ventures, and regulatory approvals—especially for foreign investors entering or scaling in Bangladesh.
■ Banking & Finance. Working for banks, financial institutions, and corporate borrowers on lending, project finance, trade finance, and security packages—drafting, perfection, and enforcement.
■ Disputes & Arbitration. Complex commercial litigation and international arbitration, with teams comfortable briefing and appearing in forums from Dhaka to regional arbitral seats.
■ Tax & Regulatory. Transactional tax structuring and controversy—critical for deal execution and for ongoing operations.
The firm’s first growth spurt came by doing ordinary things unusually well: clean drafting, firm deadlines, transparent budgets, and partner accessibility. Word of mouth—especially among in-house lawyers in energy, infrastructure, manufacturing, and finance—brought larger mandates. Early representative clients came from established Bangladeshi conglomerates and fast-growing mid-market companies; over time, the firm expanded to banks/NBFIs and international operators entering Bangladesh.
Professionalising the platform: Process, people, and practice (2019–2021)
As the mandate mix grew, TRW put in place an architecture that now defines its operating model:
1) Practice group structure. Each core practice formed a named group with a dedicated knowledge repository, model suites, checklists, and an internal mentor. This enabled consistency across matters and accelerated onboarding for new lawyers.
2) Client-facing service levels. The firm adopted service standards—acknowledgement within hours, rolling status updates, and post-closing retrospectives—so that client experience was deliberate, not accidental.
3) Litigation discipline. Dispute teams introduced cause-lists and “hearing prep packs” with issues framed, authorities collated, and relief models pre-drafted. This simple discipline raised hit rates and predictability.
4) Tax and regulatory playbooks. Regulatory maps for approvals, filings, and consents—paired with template board papers and investor notes—enabled transaction and compliance work to flow with fewer surprises.
5) Talent pipeline. TRW launched structured pathways for interns and junior associates, emphasizing writing, client communication, and ethical advocacy. Importantly, the firm embraced women’s leadership early; Barrister Remura Mahbub’s rise as a name partner and a standout in public international law and arbitration sent a signal about merit and inclusion.
When the pandemic disrupted everything, the firm’s early embrace of process paid off. Remote hearings, remote signings, virtual diligence, and digital matter rooms became the norm. Instead of waiting for things to return to “how they were,” TRW leaned in.
The digital turn: From paper-first to product-first (2020–2023)
The next chapter of the firm’s history is inseparable from its technology pivot. TRW began to build and buy the tooling it needed to practice the way it wanted to practice.
TRW.AC—the firm’s operating system. What began as a matter tracker became a unified platform for intake, conflict checks, document assembly, calendaring, budget tracking, and quality control. The system formalized what great partners were already doing in their heads and made it accessible to every team. As AI capabilities matured, TRW.AC integrated intelligent drafting, clause comparison, and review aids—used as a co-pilot rather than a crutch. The point was not to replace lawyers but to free them from low-value friction so they could do high-value thinking.
Specialized calculators and client tools. Public-facing utilities—such as an Islamic Inheritance Calculator, RJSC fee estimates, IP cost estimators, and due-diligence checklists—weren’t marketing gimmicks; they reflected the firm’s culture of demystifying complex processes for clients. Internally, the same mindset produced carefully versioned precedent banks and playbooks that were always one sprint away from an upgrade.
Content at scale. TRW built one of the most substantive legal content libraries in the country—explainer guides, process maps, FAQs, and sector primers—designed for business readers, not just lawyers. This content informed clients, trained juniors, and created a virtuous loop: the more the firm taught the market, the more complex work the market brought back.
Internationalisation and sector depth (2023–2025)
As the platform matured, the firm pushed outward.
Geographies. TRW anchored its home base in Dhaka while developing a meaningful presence in Dubai and London, enabling MENA and UK/EU support for clients with cross-border matters. The Dubai node strengthened inbound investment into Bangladesh and outbound support for Bangladeshi businesses in the Gulf. The London node—through partners with UK credentials—bolstered international arbitration, IP, and cross-border corporate work.
Sectors. The firm deepened its bench in energy (including power and renewables), infrastructure and construction, banking and financial services, technology, manufacturing, and real estate. Engagements ranged from licensing and regulatory approvals to M\&A, project documents, financing, and subsequent disputes.
Representative client base. Over the years, TRW has supported leading names in Bangladesh and beyond, including Max Power Limited, Bashundhara Oil and Gas, Akij Foundation, Abul Khair Tobacco, Neat Leather, Mayfield Bangladesh, Pubali Bank PLC, and IPDC Finance, among others—spanning banks/NBFIs, energy, manufacturing, and technology. The client list is both a source of pride and a constraint; confidentiality and deal sensitivities mean the firm often references matters generically rather than by name.
Arbitration and cross-border disputes. The firm has acted in high-stakes arbitrations seated in Asia and beyond, with cases involving supply contracts, EPC disputes, shareholder fallouts, and technology licensing. A willingness to engage with unfamiliar rules and jurisdictions—paired with local court strategy for interim relief and enforcement—made TRW a go-to for cross-border conflict.
Leadership and teams: The people behind the platform
TRW’s growth maps directly to its people. While not exhaustive, this sketch of the leadership landscape shows why the firm scaled:
Barrister Tahmidur Rahman — Name Partner. Corporate, M\&A, banking/finance, and cross-border strategy.
Barrister Remura Mahbub — Name Partner. Public international law, international arbitration, and complex disputes; a leading female voice at the Bar.
Advocate Syed Wahid — Managing Partner. Firm operations, business services, and dispute resolution leadership.
A broader partner and senior team spans corporate, IP, disputes, tax, and sector-specific verticals. International partners extend the map: William Gerrans (USA), Mohammed Firoz Khan (MENA), Dr Sajib Hosen and Solicitor Behzad Sharmin (London), among others. The common thread is a client-first, training-forward culture in which juniors are trusted early, supported constantly, and evaluated fairly.
Culture in practice: What “TRW-style” really means
Law firms often talk about culture. TRW operationalises it. Three habits illustrate the point:
1) Write to be read. The firm drafts documents (and correspondence) in clean, client-readable English: headings that signal the answer, executive summaries, and layered detail. Courts and counterparties notice.
2) Promise outcomes, not hours. The firm scopes meticulously, prices honestly, and keeps clients informed. When scope changes, so do estimates. No surprises is a discipline, not a slogan.
3) Teach the market. The content engine is a standing invitation to clients: here’s how the law works, here’s what we’ve seen, here’s how to decide. Educated clients are TRW’s best clients.
Pro bono, community, and public-interest work
Market leadership brings obligations. TRW has supported community organizations and civic initiatives, notably through work related to BloodBag Foundation and Shohojatri, focusing on legal aid, child protection, technology safety, and social welfare engagement. These are not add-ons. They are part of how TRW views its role in Bangladesh’s legal and social fabric—help where expertise is scarce, make processes legible, and build institutional capacity.
Notable practice milestones (illustrative)
While many TRW matters are confidential, certain patterns stand out historically:
■ Banking & Finance. Acting for lenders and corporate borrowers on secured facilities for energy, manufacturing, and infrastructure projects; streamlining perfection and enforcement; advising NBFIs on regulatory compliance and product design.
■ Corporate & M\&A. Advising on cross-border acquisitions and joint ventures, including shareholder rights, investment protection, and exit pathways; designing governance frameworks for high-growth companies and family-owned businesses professionalising their management.
■ International Arbitration. Representing companies in supply and EPC disputes with proceedings in prominent arbitral seats; coordinating interim measures in Bangladeshi courts; managing enforcement and settlement strategy.
■ Intellectual Property. Registering and enforcing trademarks and patents for local and international brands; developing IP strategies for technology and consumer companies; coordinating cross-border enforcement.
■ Tax & Regulatory. Structuring transactions and defending assessments; advising on incentives, customs, VAT, and withholding; designing compliance calendars and SOPs that survive management turnover.
Technology, but human-centered
It is impossible to separate TRW’s history from its tooling. Yet the firm’s approach to technology is pragmatic and human-centered:
Automation where it belongs. Templates and clause libraries accelerate first drafts; lawyers still own the nuance.
Data to drive quality. Matter metrics—cycle times, revision counts, and issue trackers—enable coaching and continuous improvement.
Client visibility. Dashboards and regular digests allow clients to see, in plain terms, what has been done, what is next, and what is blocking progress.
Security and privacy. As the firm digitalized, it hardened systems, trained people, and audited processes—recognizing that confidentiality is the product in law.
Branding and communication: Educate first, sell later
TRW is known for long-form guides that untangle complicated topics—company formation, foreign investment procedures, business regulation, immigration pathways, property and land law, arbitration basics, and more. This is deliberate. The firm believes an educated client is an empowered client, and empowered clients choose partners, not vendors. If you browse the firm’s knowledge base, you will see the same pattern: click-through tables of contents, step-by-step flows, and actionable checklists. That’s not accidental; it’s the editorial standard.
For a taste of this approach, explore TRW’s knowledge content on its website: tahmidurrahman.com.
Governance, ethics, and risk management
A modern firm’s history also includes the quiet structures that keep it honest.
Conflicts and independence. TRW operates a professional conflicts process that respects both legal rules and client expectations; the goal is not to maximize mandates but to protect trust.
Training and supervision. Associates are guided through live matters with measurable checkpoints; partners review, but juniors learn by doing.
Billing integrity. Clear scopes, staged deliverables, and time records that explain value. Where fixed fees are appropriate, TRW uses them; where uncertainty is inherent, the firm explains it and prices accordingly.
Diversity and inclusion. The firm’s leadership includes accomplished women and internationally trained lawyers; talent selection emphasizes merit, communication, and resilience.
International capabilities: From Dhaka to Dubai and London
TRW’s cross-border work grew organically—clients who trusted the firm at home asked for help abroad. Rather than treating foreign elements as an afterthought, TRW invested in real capability:
Dubai (MENA). A base for Gulf-facing clients and Bangladeshi companies operating in the Middle East—company setup, contracting, IP protection, employment, and disputes. It also serves as a hub for inbound investors eyeing Bangladesh projects.
London (UK/EU). A platform for international arbitration, cross-border corporate work, IP, and coordination with UK/EU counsel and institutions.
The firm coordinates seamlessly across nodes, with shared playbooks, consistent templates, and unified client reporting. The internal technology stack makes the physical distance far less relevant than shared standards.
The next decade: What TRW is building toward
History is a throughline, not a destination. TRW’s next chapter rests on three pillars:
1) Scale with standards. Growth that never dilutes quality. That means deeper practice benches, more training, and even tighter checklists and model suites.
2) Sector specialism. Clients want lawyers who know their industry. TRW is doubling down on energy, infrastructure, financial services, technology, manufacturing, and real estate with sector-specific toolkits and regulatory maps.
3) Productized legal services. Not everything needs a bespoke solution. The firm will continue to develop packaged offerings—company setup, IP portfolios, recurring compliance, contract lifecycle management—priced transparently and delivered through TRW.AC.
A brief narrative timeline
Founding vision (early years). A team-centric firm focused on corporate, finance, disputes, and tax. Early growth through reliability, clean drafting, and partner access.
Professionalising operations (2019–2021). Practice groups, knowledge systems, service standards, and training pathways. Pandemic stress-test passed via process discipline.
Digital transformation (2020–2023). TRW.AC launched and matured; client-facing calculators and tools; content engine scaled.
International build-out (2023–2025). Dubai and London presence; deeper arbitration bench; sector specialism; wider client base.
What’s next (2025 →). Standards-driven scale, productised services, and more technology that frees lawyers to think, advise, and advocate.
Why clients choose TRW (recurring themes)
■ Business sense. Advice that marries legal analysis with commercial outcomes. ■ Execution. Clear plans, visible progress, and deadlines that stick. ■ Depth. Teams that know the sector and the regulator. ■ Reach. Dhaka expertise with Dubai/London connectivity. ■ Tools. A technology spine that turns good habits into firmwide systems. ■ Values. Integrity, inclusion, and contribution to the community.
Closing reflection
The best way to read TRW’s history is to look at its choices: to build a team, not a personality cult; to invest in process and technology before it was fashionable; to teach the market rather than hoard know-how; to expand internationally in ways that made client service better, not merely bigger. Those choices compound. They produce a firm that is faster without being careless, broader without being shallow, and global without forgetting where it began.
TRW’s future is being written by the same instincts that shaped its past: put clients first, empower lawyers, enforce standards, and keep building. If the firm’s history is any guide, the next chapter will be even more ambitious—and even more disciplined.
Summary Table: TRW Law Firm at a Glance
Theme
Key Points
Why It Mattered
Founding Thesis
Team-centric, standards-driven, tech-enabled
Positioned TRW as an institution rather than a personality brand
Winding up in Bangladesh: Jurisdiction and Process
In this specific scenario, it is preferred that the Company moves towards winding up in a voluntary manner, as specified in section 234(1)(ii) of the Companies Act 1994(CA).
In the process of winding up, the Company is permanently shut down with the dissolution being guided by an appointed liquidator. The RJSC, upon completion of the process, removes the name of the company from their database. The process of voluntarily winding up a company Bangladesh is as follows:
When the period, if any, specified in the articles of incorporation for the duration of the company expires or an event occurs for which the articles provide that the company is to be dissolved, and the company in general meeting has passed a resolution for winding up voluntarily;
if the company resolves by special resolution that the company be wound up voluntarily;
if the company resolves by extraordinary resolution that it cannot continue due to its liabilities;(s.286 of CA)
It should be emphasised that when the resolution for voluntary winding up is passed, the voluntary winding up process is assumed to have started.
The Process of voluntary winding up in Bangladesh:
Pass a special resolution in the board meeting for voluntary winding up.(s.287)
Subsequent to such board meeting, issue an affidavit stating the Company will be able to pay off its debts within a certain period not exceeding 3(three years).(s.290) The Company must declare solvency.
Notice of the same resolution shall be issued by the Company within 10(ten) days of such resolution and as per the guidelines enshrined within s.289 of the CA 1994.
The board within its general meeting must pass extraordinary resolution to approve the winding up and appoint a liquidator.
Within 5 weeks of making such declaration, file the necessary documents with the RJSC.
Appoint a liquidator and notify the RJSC about the same within 21(Twenty One) days.(s.309 and s.310)
The liquidator shall prepare final account before winding up.
Extra-ordinary general meeting to pass issues related to disposal of books and papers of the company.
The following documents shall be filed with the RJSC:
The company need to comply and collect the following documents from several concerned bodies before closing their operation in Bangladesh.
Certificate of Incorporation
Memorandum & Articles of Association
Return of Allotment (Form-XV)
Latest annual summary of share capital and list of shareholders/directors (Schedule-X)
Instrument of Transfer of Shares (Form-117)
Encashment Certificate
Import permit and related documents for shares issued against capital machinery
Intimation of share issuance/transfer as per relevant guidelines
Latest audited financial statements
Certified copies of Form VIII evidencing special resolution for voluntary liquidation
Liquidator’s certificates confirming full payment of liabilities and compliance with the Companies Act
Winding up documents in accordance with the Companies Act
Certification of overdue export proceeds and unmatched bill of entry
Tax clearance certificate from NBR
Police Clearance Certificate (where applicable)
CIB report from Bangladesh Bank
Bangladesh Bank FI-1 Reporting
List of non-resident shareholders to whom proceeds are payable
Obtaining any Clearance Letter from the Bangladesh Financial Intelligence Unit
Closing Trade License
Closing VAT License
Estimated timeline: 4-5 months.
Estimated cost: 8-10 Thousand USD (For two companies).
Striking off in Bangladesh: Jurisdiction and Process
The strike off process is not applicable within the Bangladesh jurisdiction. A Company in Bangladesh is not legally entitled to initiate a strike off. However, it is to be noted that the RJSC may initiate the process of strike off due to “inaction” of the Company. The process for the same by RJSC is as follows:
1.Where the Registrar has reasonable cause (like annual returns are not submitted for a long period etc.) to believe that a company is not carrying on business or in operation, sends to the company a notice (1st notice) inquiring whether the company is carrying on business or in operation.
2.If the Registrar does not within thirty (30) days of sending the notice receive any answer thereto, shall within fourteen (14) days, after the expiration of the said thirty (30) days send to the company a 2nd notice stating that if an answer is not received to the 2nd notice within thirty (30) days from the date thereof, a notice will be published in the official Gazette with a view to striking the name of the company off the register.
3.If the Registrar either receives an answer from the company to the effect that it is not carrying on business or in operation, or does not within thirty (30) days after sending the 2nd notice receive any answer, he may publish in the Official Gazette, and send to the company a notice that, at the expiration of ninety (90) days from the date of that notice, the name of the company mentioned therein will, unless cause is shown to the contrary, be struck off the register and the company will be dissolved, and
4. In such a case the Registrar may send a copy of the notice to the company while sending it to the concerned authority for its publication in official Gazette.
AI-Integrated TRW.AC: The Future-Ready Law Firm Management Software
In an era defined by lightning-fast information flows and hyper-competitive legal markets, law firms must leverage cutting-edge technology to stay ahead. TRW.AC—TRW Law Firm’s proprietary AI-integrated practice management platform—redefines how legal professionals work, communicate, and serve clients. By marrying robust workflow tools with advanced artificial intelligence, TRW.AC delivers a world-class experience: seamless collaboration, predictive analytics, and automated intelligence tailored to the unique demands of modern legal practice.
TRW.AC and The Evolution of Legal Practice Management
Legal practice management has evolved from paper-based files and manual time-keeping to cloud-hosted platforms and digital document repositories. Early tools addressed single needs—document storage, billing, or calendaring. Modern suites aim for end-to-end visibility: from client intake through matter closure. Yet few harness real-time intelligence to optimize decision-making. TRW.AC represents the next leap: a unified hub where every action is data-driven, every workflow is intelligent, and every user is empowered by AI.
Overview of TRW.AC
TRW.AC is the brainchild of TRW Law Firm’s IT and innovation team, built to address the complexities of multi-jurisdictional legal work. Hosted on secure cloud infrastructure, it integrates modules for:
Notes
Calendaring
Costing
Timelines
Partner collaboration
Feedback systems
Community chat
Leaderboards
Statements
Security monitoring
All under one centralized interface. Critically, TRW.AC embeds AI algorithms deep into its core, transforming raw data into actionable insights.
AI Integration in TRW.AC
At the heart of TRW.AC lies its AI engine, powered by Natural Language Processing (NLP), machine learning models, and predictive analytics. These components enable:
🟩 Automated Document Analysis – AI scans contracts, pleadings, and correspondence to extract key clauses, identify risks, and suggest edits.
🟩 Smart Time & Cost Prediction – Based on historical data, TRW.AC forecasts billable hours and expenses, helping partners quote realistic fees.
🟩 Intelligent Task Prioritization – The system ranks upcoming deadlines and tasks by urgency and matter value, ensuring nothing slips through the cracks.
🟩 Virtual Legal Assistant – A conversational AI interface answers routine queries—locating case files, pulling up statutes, summarizing meetings—accelerating workflows.
🟩 Outcome Modeling – TRW.AC analyzes past case outcomes to provide probability scores for litigation success or settlement ranges.
M&A in Bangladesh
Key Features of TRW.AC
1. Unified Notes Module
The Notes feature allows lawyers to take text or list-based notes, link them to specific Case IDs, categorize them by practice area, and include projected billable hours. AI summarizes long-form notes into actionable items.
2. Advanced Calendar & Timeline
This isn’t just a basic calendar. It syncs with court schedules and internal milestones. Timeline visualizations highlight bottlenecks and automatically adjust schedules when conflicts are detected.
3. Costing & Billing Intelligence
Costing entries are smart. Users can log disbursements and time against rate cards, while AI compares current entries with past data to detect overbilling, underbilling, or delays.
4. Partner Collaboration & Feedback
Partners can comment, review, and approve notes and tasks. The feedback tool allows for structured reviews with scoring matrices on drafting, negotiation, research, and communication.
5. Community Chat & Leaderboard
The chat system fosters teamwork, while leaderboards reward performance. The system tracks metrics like billable hours, client satisfaction, and internal contribution scores.
6. Statements & Security
Statements provide real-time financial overviews per matter. AI-based audit trails identify unusual edits or access attempts to protect data.
Why TRW.AC Is World-Class
TRW.AC stands apart from traditional law firm software due to its:
🟩 AI-Powered Everything – From billing forecasts to legal research assistance, every module is infused with intelligent automation.
🟩 Domain-Specific Customization – Corporate, litigation, arbitration, IP, tax—TRW.AC adapts its interface and AI predictions based on the practice area.
🟩 Beautiful User Experience – Its modern interface is responsive, fast, and intuitive.
🟩 Global-Ready – GDPR compliant, ISO-ready, and compatible with cross-border legal standards.
🟩 Proven ROI – Internal benchmarks show a 25% drop in admin work and a 15% increase in billable efficiency within 6 months.
Implementation Timeline
Initial Assessment – TRW’s onboarding team conducts meetings with practice heads.
Migration – Documents, billing records, and timelines are securely migrated.
Configuration – Rate cards, case templates, and AI models are customized.
Training – Hands-on training for partners and associates.
Go-Live – A full-firm launch, with performance tracked weekly.
Integration with TRW Law Firm Ecosystem
TRW.AC works seamlessly with TRW’s client dashboards and knowledge repositories. When a lawyer updates a note or timeline, the change reflects in client portals. Clients receive real-time updates on their matters—building unmatched transparency and trust.
Security & Compliance
TRW.AC features end-to-end encryption (AES-256), zero-trust architecture, IP tracking, activity logs, and compliance with:
ISO 27001 GDPR Bar Council privacy mandates
Its AI actively monitors for threats and flags unusual behavior.
Future of TRW.AC
The roadmap for TRW.AC includes:
AI-powered deposition summaries Predictive arbitration timelines based on tribunal behavior Global matter heatmaps Blockchain-backed digital signing Automated conflict-of-interest detection
With continuous updates and integration into TRW’s litigation, M&A, and IP units across Dhaka, London, and Dubai, the vision is clear: to become the world’s most intelligent legal operating system.
Online Lawyer Consultation in Bangladesh: A Digital Legal Revolution by TRW Law Firm
The digital transformation of the legal sector in Bangladesh is not just a trend—it’s a necessity. With a population of over 170 million and increasing internet penetration, the demand for fast, reliable, and accessible legal advice has surged across the country. Whether it’s a corporate entity seeking regulatory guidance, a family handling inheritance matters, or an expat needing urgent property law advice, clients now want immediate access to top-tier legal minds—online.
Enter TRW Law Firm, a leading technology-driven law firm based in Dhaka, with global reach and unmatched expertise across sectors. As pioneers of online lawyer consultation services in Bangladesh, TRW has revolutionized how legal advice is delivered.
Why Online Legal Consultation is Crucial in Bangladesh
Online legal consultation is not a luxury—it's a lifeline for:
Clients in rural areas with no access to metropolitan law firms.
Bangladeshi expatriates who need local legal services from abroad.
Startups and SMEs who need fast, cost-effective legal solutions.
Busy professionals looking for flexible scheduling and efficient service.
As Bangladesh modernizes its judiciary and business environment, online consultations bridge the gap between people and the justice system, ensuring that justice is accessible, affordable, and efficient.
TRW Law Firm: The Digital Legal Powerhouse
TRW Law Firm is not just a law firm—it’s a digital-first legal solution provider. From company registration to international arbitration, TRW provides seamless services across Bangladesh and internationally. What sets TRW apart?
Type of legal service (e.g., company law, property, family, immigration)
Preferred lawyer or department
Date and time (24/7 availability for urgent matters)
Step 2: Pre-Consultation Preparation
Once a slot is booked, TRW’s team sends a secure client intake form, requesting relevant documents (agreements, IDs, notices, etc.) to ensure maximum efficiency during the session.
Step 3: The Online Session
Clients meet the lawyer via Zoom, Google Meet, or TRW’s secure internal platform. Sessions typically last 30 to 60 minutes and cover:
Legal advice
Document review
Strategy consultation
Cost and time estimates
Step 4: Follow-Up & Retainership
After the session, TRW sends a summary of legal advice, and if needed, a retainer agreement is offered for continued service.
Most Popular Areas for Online Legal Consultation
1. Property & Land Law
Title verification
Succession/inheritance issues
Land grabbing protection
Mutation & registration disputes
2. Company Law & Startup Advisory
Company formation (local and foreign)
Trade licenses and VAT registration
Shareholder agreements
Employment law
3. Immigration & Foreign Visa Services
US Visa, Green Card (Family & Employment-based)
Dubai Golden Visa
UK Innovator Founder Visa
Ireland STEP (Start-Up Entrepreneur Programme)
4. Family Law
Islamic inheritance distribution
Divorce and child custody
Dowry and maintenance claims
5. Intellectual Property Law
Trademark registration and disputes
Copyright protection
Patent filing and licensing
6. Contract Drafting and Vetting
Lease agreements
Joint venture MOUs
Cross-border transactional documents
7. Criminal & Bail Consultations
Bail hearing strategies
Cybercrime and digital security law
Narcotics and financial crimes
The TRW Edge: Technology That Enhances Legal Excellence
TRW’s online consultation system is powered by proprietary and AI-assisted legal tools, including:
Islamic Inheritance Calculator
Legal Document Snippet Generator
RJSC Fee Calculator
Business Setup Estimator
Foreign Investment Guide
These tools are available free to TRW clients and are integrated into consultations to speed up issue resolution.
Who Consults TRW Online?
TRW’s online clients include:
Type of Client
Common Needs
🇧🇩 Domestic individuals
Inheritance, family law, property disputes
🌍 Expats in UK, UAE, US
Power of attorney, land recovery, visa issues
🏢 SMEs and startups
Incorporation, compliance, IP registration
🏛️ Corporates
M&A strategy, arbitration, cross-border deals
🧑⚖️ Foreign law firms
Local counsel and litigation support
TRW has served thousands of clients via its online platform, with an average rating of 4.9/5 for accessibility, clarity, and professionalism.
Common Questions Answered in Online Consultation
Question
Answer Provided by TRW
“Can I get bail from abroad?”
Yes, in special cases through power of attorney.
“How do I protect my inherited land from grabbers?”
By initiating legal notice, mutation, and suit for possession.
“Can a foreigner open a business in Bangladesh?”
Yes, under BIDA and RJSC processes.
“Can you draft me a US green card affidavit?”
Absolutely. TRW has dedicated immigration specialists.
Case Studies
Case 1: Expat Inheritance Dispute Resolved Online
An expatriate Bangladeshi from Toronto contacted TRW regarding his father's land dispute in Sylhet. Through online sessions, TRW:
Verified land records remotely
Sent legal notices on his behalf
Initiated partition suit via local counsel
Achieved interim injunction
All done without the client visiting Bangladesh.
Case 2: Startup Incorporation for a Dubai-based Founder
A founder based in Dubai wanted to launch a fintech platform in Dhaka. TRW:
Advised on shareholding structure
Registered the company with RJSC
Helped with VAT and tax registration
Drafted contracts for local hires
All communication was via Google Meet and email—fully online.
Why TRW Is the Top Choice for Online Legal Services
Be ready to take notes or ask for the session to be recorded.
How Much Does an Online Consultation Cost?
TRW offers transparent, fixed pricing, typically starting at:
BDT 2,000–5,000 for general legal consultations (30 min)
BDT 8,000+ for document drafting sessions
Custom pricing for corporate, tax, or arbitration matters
Payment is accepted via bKash, bank transfer, or online payment gateways.
Frequently Asked Questions (FAQs)
1. Is online legal advice legally valid in court? Yes, if documented and coming from a licensed advocate, it can be used to support your claim or defense.
2. Can I get a power of attorney or affidavit online? Yes, TRW drafts and sends these digitally. You can notarize through the Embassy or Consulate abroad.
3. How secure are the sessions? All communications use encrypted platforms and are governed by TRW’s internal confidentiality policy.
4. Can I retain a lawyer fully online? Yes. TRW will send a retainer agreement, which you can sign and return electronically.
Conclusion
In a fast-evolving digital world, legal services must keep pace. With TRW Law Firm’s online lawyer consultation services in Bangladesh, you don’t need to wait in line, travel across cities, or guess whether you’re getting the right legal advice. TRW brings the legal system to your screen—secure, expert, and client-first.
Whether you are a founder launching a startup, a family dealing with a complex property matter, or a foreigner needing local legal expertise—your lawyer is just one click away.
