On January 8, AkijBashir Group officially entered Bangladesh's cable manufacturing sector, launching the country's first three-layer insulated electrical wire at a ceremony in Dhaka. The Tk300 crore investment, executed through the acquisition of Eminence Electric Wire & Cables Limited's near-complete manufacturing facility, marks a calculated bet on safety innovation in a market where over 120 competitors largely compete on price.
The timing and strategy reveal sophisticated thinking. AkijBashir Energy Limited, the group's subsidiary handling cable operations, acquired existing infrastructure equipped with machinery from China, Europe, Germany, and India rather than building from scratch. This approach compressed time-to-market while preserving capital for brand building and distribution. Initial capacity stands at 300 tonnes of copper cables and 200 tonnes of PVC annually, modest numbers indicating a measured approach focused on establishing credibility before scaling.
The product itself addresses a genuine market problem. The three-layer insulated cables, using pure copper cores with heat resistance up to 105 degrees Celsius, represent a meaningful upgrade over the two-layer insulation standard prevalent in Bangladesh. Electrical fires caused by inadequate cable insulation remain a persistent safety concern in residential and commercial installations, creating an opening for differentiated products in an otherwise commoditized market.
The venture fits within a deliberate portfolio strategy of the group. The group already generates over 60 percent of its revenue from building materials, steel, tiles, sanitaryware, and boards. Adding cables enables the company to position itself as a comprehensive construction materials supplier, creating cross-selling opportunities with contractors and developers who prefer consolidated procurement.
The timing makes sense as well. Bangladesh's infrastructure boom continues despite recent economic headwinds, with ongoing electrification and construction projects driving cable demand.
With 32 showrooms already established nationwide, AkijBashir aims to leverage its existing building materials distribution network, spanning ceramics, glass, and sanitaryware, to accelerate market penetration. The "Confidence Within" tagline signals safety-focused positioning aimed at homeowners, electricians, engineers, contractors, and retailers. The company plans to double capacity within a year, contingent on market response.
Cable is a fascinating industry and has gone through a phenomenal transformation over the last decade in Bangladesh. To understand what AkijBashir's entry truly means and why the sector is gaining attention requires examining the broader dynamics shaping Bangladesh's cable sector. The industry now stands at a complex inflection point, caught between rapid growth and structural challenges.
The trajectory of the cable and wire industry in Bangladesh serves as a meaningful indicator for the country’s broader industrial progress. Once defined by fragmented, low-value import substitution, it has evolved into a strategically important industry for the country, valued at approximately Tk 12,000 crore (USD 1.1 billion) as of the 2024-2025 fiscal period.
This six-fold expansion from a modest Tk 2,000 crore market just a decade ago reflects several converging factors: national push toward 100% electrification, rapid urbanization, and comprehensive digital infrastructure overhaul. What makes this growth particularly significant isn't merely its scale, but the structural transformation occurring beneath the surface.
Current market dynamics suggest that the industry stands at a complex inflection point. While domestic manufacturers cater to the vast majority of internal demand, relegating imports to specialized high-voltage and marine applications, the sector is grappling with the friction of transition. It is moving from a phase of capacity accumulation, where the primary goal was volume production of basic house wiring, to a phase of technological deepening. Manufacturers are moving toward Extra High Voltage (EHV) cables, Fire Retardant Low Smoke (FRLS) variants, and high-capacity optical fibers.
This transition is occurring against intense macroeconomic volatility, marked by surging global copper prices, fluctuating exchange rates, and a domestic tariff regime that often penalizes local value addition.
Simultaneously, the competitive landscape is being reshaped.
The market, historically dominated by established giants like BRB Cable Industries, is facing competition from diversified conglomerates such as the AkijBashir Group and Walton, which bring deep capital reserves and cross-industry synergies.
Meanwhile, the financial distress of erstwhile market leaders like BBS Cables PLC highlights the fragility of manufacturers overly dependent on public procurement cycles in a volatile commodity environment.
Meanwhile, the financial distress of erstwhile market leaders like BBS Cables PLC, which posted Tk86 crore in losses in FY 2024-25, highlights the fragility of manufacturers overly dependent on public procurement in volatile commodity environments.
This report aims to provide a deep dive analysis of these cross-currents, offering a detailed overview of and insights into the future of the Bangladesh cable market.
The structural composition of the market reveals a distinct segmentation based on quality, capital intensity, and target consumer. The market is segmented not just by product type but by the legitimacy and reliability of the manufacturers.
Branded domestic manufacturers control 58-60% of the market (roughly Tk7,000 crore). This segment comprises ISO-certified players compliant with Bangladesh National Building Code (BNBC) and Bangladesh Standards and Testing Institution (BSTI) requirements, including BRB, Bizli, BBS, and Walton. These companies utilize Catenary Continuous Vulcanization (CCV) lines for high-voltage cable production.
Imported cables represent 20-25% (Tk2,000-3,000 crore), dominated by specialized EHV cables exceeding 230kV, marine cables, and industrial wiring, not yet economically viable for local production. This segment persists despite adequate domestic capacity because government procurement, particularly for foreign-funded projects, often favors imported products.
The non-branded informal sector controls 10-12% (Tk1,000-1,500 crore), operating in the "gray market" using recycled scrap copper and substandard insulation, primarily targeting rural and semi-urban low-cost housing where price sensitivity overrides safety concerns.
The branded sector's dominance indicates maturing consumer preference for safety and durability, driven by recurring urban fires that have sensitized real estate developers to substandard cabling dangers.
Yet the informal sector's persistence, controlling Tk1,000 crore, remains a critical safety challenge, undermining BSTI's regulatory efforts.
Table: Structural Segmentation of the Bangladesh Cable Market
| Market Segment | Estimated Value (BDT) | Market Share | Key Characteristics |
| Dominated by specialized EHV cables (>230kV), marine cables, and specialized industrial wiring, not yet viable for local production. | Tk 7,000 Crore | ~58-60% | ISO-certified, compliant with BNBC/BSTI, utilizing CCV lines for HV cables. Includes BRB, Bizli, BBS, Walton. |
| Imported Segment | Tk 2,000 - 3,000 Crore | ~20-25% | Dominated by specialized EHV cables (>230kV), marine cables, and specialized industrial wiring not yet viable for local production. |
| Non-Branded / Informal Sector | Tk 1,000 - 1,500 Crore | ~10-12% | Operates in the "gray market," often using recycled scrap copper and substandard insulation. Primarily targets rural/semi-urban low-cost housing. |
| Total Market Size | ~Tk 12,000 Crore | 100% | Growing at 10-15% CAGR annually. |
Source: Based on secondary research of industry insiders' observations.
The power sector remains the single most potent driver of cable demand. The government's achievement of 100% electrification hasn't ended demand; it has shifted focus from "access" (connecting new households) to "reliability" (upgrading grid infrastructure for higher loads).
With installed generation capacity exceeding 26,500 MW and plans to reach 40,000 MW by 2030, transmission and distribution cabling demand is structurally guaranteed for the next decade.
A central modernization pillar for Dhaka and major metropolitan areas involves converting overhead distribution lines to underground systems—critical not only for aesthetics but for grid resilience against storms and reducing technical losses.
However, implementation has suffered systemic delays. Projects initiated by Dhaka Power Distribution Company (DPDC) and Dhaka Electric Supply Company (DESCO) were originally slated for 2025 completion. The "Expansion and Strengthening of Power System Network under DPDC Area" project, largely China-funded, aimed to replace underground overhead cables in zones like Dhanmondi and Hatirjheel.
Chinese contractor TBEA Co. Ltd faced severe COVID-19 disruptions, with key personnel stranded in Wuhan, causing multi-year project paralysis. As of late 2025, wire-free Dhaka remains largely unrealized outside pilot zones.
For manufacturers, this delay cuts both ways. It has deferred anticipated windfalls from high-value underground medium voltage cables while prolonging demand for overhead conductors and aerial bundled cables, forcing dual production capabilities. Revised timelines pushing completion to 2026-2028 suggest a massive procurement spike for underground-grade armored cables in the medium term.
Mega-Projects as Demand Anchors
Large-scale baseload power plant construction creates specialized, high-volume demand clusters insulating top-tier manufacturers from retail fluctuations.
The Rooppur Nuclear Power Plant (2,400 MW) represents the pinnacle of domestic cable specifications. While primary reactor loop cabling comes from Russian vendors, Balance of Plant and grid interconnection systems rely heavily on local supply chains for non-nuclear safety-grade cabling. Connecting the 1,200 MW units to the national grid required over 150 kilometers of high-voltage cabling for step-up transformers alone, a volume that significantly engaged local EHV capacity.
Similarly, the Matarbari ultra-supercritical power hub in Cox's Bazar has generated massive transmission infrastructure demand. The 400kV Madunaghat-Matarbari transmission line requires high-capacity conductors surviving saline, corrosive coastal environments. The project also highlighted operational risks; theft of cables worth Tk15 crore from the site in 2025 underscores the high liquidity and black-market value of copper and aluminum assets.
Beyond mega-projects, the Bangladesh Rural Electrification Board (BREB) continues as the largest volume buyer. Having achieved universal access, BREB's focus has shifted to "system strengthening", replacing single-phase lines with three-phase lines supporting industrial loads in rural economic zones. The massive rural network expansion, spanning hundreds of thousands of kilometers, ensures that even as urban markets pivot to copper and underground solutions, rural markets provide stable demand for aluminum-based overhead cabling.
Parallel to power, telecommunications is undergoing a structural transformation, driving Optical Fiber Cable (OFC) demand. Unlike power cables driven by public utilities, OFC markets are propelled by state-owned entities (BTCL) and fiercely competitive private sector players (NTTN operators and ISPs).
The optical fiber market is projected to grow roughly 10% annually, reaching hundreds of millions in valuation by 2030. This growth is decoupled from general economic conditions due to non-negotiable data consumption, which continues rising exponentially.
Key players span the public and private sectors. Bangladesh Cable Industry Limited (BCSL) targets 25,000 km/year capacity as the primary supplier to BTCL and government projects. Fiber Optic Network Solutions (FONS), a US-Denmark joint venture, has exported fiber optic products for over 15 years, specializing in patch cords and interconnects. Leo ICT Cables, based in Bangabandhu Hi-Tech City, leverages tax incentives for central loose tube cables targeting the domestic ISP market.ABS Cables focuses on import substitution with German technology, targeting high-quality segments previously served by Korean and Chinese imports.
5G and Submarine Cable Infrastructure
While mass 5G adoption remains in the pilot stage, infrastructure build-out is active. 5G networks require dense fiber-connected tower meshes (fiber-to-the-tower) because microwave backhaul cannot support 5G's latency and bandwidth requirements. This has forced Mobile Network Operators like Grameenphone and Robi to aggressively lease dark fiber from NTTN operators like Summit Communications and Fiber@Home.
Bangladesh's international bandwidth reliance is growing, with current consumption heavily dependent on SEA-ME-WE 4 and 5. SEA-ME-WE 6 construction, scheduled for 2026 service, will add a massive 126 Tbps design capacity. This Cox's Bazar landing necessitates robust, redundant terrestrial fiber highways to Dhaka.
A recent network vulnerability emerged during submarine cable outages, forcing reliance on terrestrial cross-border cables with India. This vulnerability drives a strategic push for "network redundancy," compelling NTTN operators to lay secondary and tertiary fiber rings, sustaining demand for high-count optical fiber cables into the late 2020s.
A significant regulatory shift is BTRC's decision to allow mobile operators to import and install Dense Wavelength Division Multiplexing (DWDM) equipment. Previously an NTTN operator domain, this change incentivizes MNOs to invest more directly in high-capacity optical infrastructure, potentially broadening the customer base for local fiber manufacturers beyond the NTTN duopoly.
Table: Key Players in the Bangladesh Optical Fiber Manufacturing Ecosystem
| Located in Bangabandhu Hi-Tech City; it leverages tax incentives to produce central loose tube cables for the domestic ISP market.21 | Sector | Capacity/Role | Strategic Focus |
| Bangladesh Cable Industry Ltd (BCSL) | Public | ~25,000 km/year (Target) | Located in Bangabandhu Hi-Tech City, it leverages tax incentives to produce central loose tube cables for the domestic ISP market. |
| Fiber Optic Network Solutions (FONS) | Private | Joint Venture (USA/Denmark) | Export-oriented; claims to be the only exporter of fiber optic products for 15+ years. Specializes in patch cords and interconnects. |
| Leo ICT Cables (Leo Fiber) | Private | Hi-Tech Park Based | Hi-Tech Park-Based |
| ABS Cables | Private | German Technology | Focuses on import substitution with "4th Generation" machinery, targeting the high-quality segment previously served by Korean/Chinese imports. |
The competitive structure of the Bangladesh cable market is oligopolistic at the top, characterized by growing competition among a few massive industrial groups.
The market is consolidating as smaller players fail to cope with raw material price volatility and stricter regulatory compliance.
BRB Cable Industries Limited remains the leader, holding over 30% market share. Based in Kushtia, BRB has leveraged its first-mover advantage (established in 1978) to create a moat based on trust and capacity.
BRB is the only local manufacturer operating an Extra High Voltage (EHV) plant capable of producing cables up to 550kV.3 This capability effectively monopolizes the highest end of the transmission market, as other local competitors are mostly limited to 33kV or 132kV.
BRB also dominates Bangladesh's cable exports, shipping to India, Africa, and Southeast Asia. Export revenue provides a crucial hedge against domestic currency depreciation, allowing more fluid raw material imports than Taka-only earning competitors.
BBS Cables' trajectory offers cautionary insight into sector risks. Once a stock market darling with robust profitability, BBS reported a staggering Tk86 crore net loss in FY 2024-25—a massive reversal.
The loss stems from converging factors: drying government orders (likely linked to political shifts), inability to pass soaring raw material costs to customers due to fixed-price contracts, and significant financial irregularities. External auditors flagged severe issues, including Tk19.73 crore in unsettled insurance claims for fire damage and inventory valuation discrepancies. This financial fragility weakens BBS's competitive ability and technology investment capacity, potentially bleeding market share to better-capitalized rivals.
The market is witnessing the entry and expansion of several diversified industrial groups that view the cable sector as a synergistic addition to their construction materials portfolios.
AkijBashir Group: As we noted above, in 2025-2026, AkijBashir entered the market with a Tk 300 crore investment, acquiring an existing facility to jumpstart production.
The group's strategy aims to leverage its massive distribution network for building materials (ceramics, glass, sanitaryware) to bundle cables, offering a "one-stop solution" for developers.
This bundling strategy poses a competitive threat to standalone cable manufacturers who lack such product breadth.
Walton: Walton has integrated cable manufacturing into its consumer electronics ecosystem. With a production capacity of millions of units, Walton primarily ensures supply security for its own appliance manufacturing (fridges, ACs, TVs) but acts as a price-setter in the retail market for household wiring.
| Company | Ownership | Key Strengths | Recent Developments | Market Position |
| BRB Cable Industries | Private | EHV Capacity (550kV), Exports | Consistent profit leader; massive distribution network. | #1 (Leader) |
| Bizli Cables (RFL) | Private | Distribution Network, Retail | Expansion into MV cables; leverages PRAN-RFL logistics. | #2 (Challenger) |
| BBS Cables | Public (Listed) | Brand Equity | Financial restructuring after Tk 86cr loss in FY25. | #3 (Distressed) |
| Bangladesh Cable Ind. Ltd | State-Owned | Optical Fiber, Gov. Procurement | Optical fiber capacity expansion to 25,000 km. | Niche (Gov/Fiber) |
| Walton | Public (Listed) | Vertical Integration, Tech R&D | Increasing market share in consumer electronics wiring. | #4 (Rising) |
| AkijBashir Group | Private | Capital Depth, Construction Synergy | New entry with Tk 300cr investment; disruptive pricing strategy. | New Entrant |
Unlike many state-owned enterprises that flounder in competition with the private sector, Bangladesh Cable Shilpa Limited (BCSL) remains profitable, posting Tk 148 crore in profit over the last five years.
Its survival strategy relies on a protected market (government procurement) and strategic diversification into new product lines like HDPE pipes and overhead conductors, ensuring it remains relevant to national infrastructure projects.
The Bangladesh cable industry is fundamentally a "processing" industry, heavily reliant on imported raw materials. It imports nearly 100% of its copper cathode, aluminum rod, and PVC/XLPE compounds, exposing it to global commodity cycles and exchange rate shocks.
The global copper market is currently experiencing a "bull run," with London Metal Exchange (LME) prices surging past $13,000 per tonne in early 2025 due to supply shortages and geopolitical tensions.
For local manufacturers, raw materials constitute 70-80% of the cost of goods sold. A surge in copper prices from $9,000 to $13,000 per tonne drastically compresses margins. Because many government contracts are fixed-price or have inadequate price variation clauses, manufacturers like BBS Cables have been forced to absorb these costs, leading to massive financial losses.
The impact of high global prices is exacerbated by the depreciation of the Bangladeshi Taka against the US Dollar. The "landed cost" of raw materials has thus increased far more than the global spot price, creating a liquidity crunch for importers who must open Letters of Credit (LCs) at elevated rates.
A persistent structural grievance is the illogical tariff structure. Import duties on raw materials average around 40%, while finished cable imports attract approximately 45%.
This narrow 5% differential fails to protect local manufacturing. When factoring in overheads, energy costs, and financing costs, importing finished cables from low-cost jurisdictions like China or India is often cheaper than domestic manufacturing.
Industry associations have vehemently argued for reducing raw material duties to 15-20% to create viable value-addition margins, but policy response has been slow.
The regulatory environment is shifting from laissez-faire to strict enforcement, driven largely by recurring urban fire tragedies.
BNBC 2020
The Bangladesh National Building Code (BNBC) 2020 fundamentally altered compliance landscapes for high-rise buildings, mandating materials that resist fire propagation and limit smoke generation.
The code references international standards like IEC 60331, requiring cables to maintain circuit integrity for at least 90 minutes at temperatures exceeding 830°C—critical for keeping fire alarms, sprinklers, and emergency elevators operational during disasters.
This regulation creates premium market segments for Fire Survival (FS) and Low Smoke Zero Halogen (LSZH) cables. Only top-tier manufacturers (BRB, Bizli, Paradise) have R&D and testing facilities to certify products to these standards. This regulatory barrier effectively excludes informal sectors from lucrative high-rise real estate markets, driving consolidation.
The Counterfeit Problem
Despite regulatory progress, counterfeit products plague the market. Unscrupulous manufacturers flood markets with cables mimicking market leader branding but containing copper-clad aluminum (CCA) or undersized conductors.
These cables have significantly higher resistance than pure copper, leading to overheating and electrical fires—the leading cause of building fires in Dhaka. BSTI regularly conducts mobile court raids seizing fake products, but high counterfeiting profit margins ensure new illegal workshops constantly emerge. Leading brands have responded with digital authentication methods (holograms, QR codes), allowing consumers to verify authenticity at purchase.
Bangladesh is gradually transitioning from a net importer to a regional exporter of cable products, driven by domestic market saturation and foreign currency earnings needs.
Export is currently spearheaded by BRB Cable Industries, which has successfully penetrated India, Nepal, and African markets. International certifications (ISO, KEMA, CPRI) allow these products to compete with Indian and Chinese alternatives in price-sensitive markets.
In FY 2023-24, engineering product export earnings (including cables) showed resilience despite global headwinds. Export ability provides a "natural hedge"—manufacturers earn dollars directly by settling raw material import LCs, bypassing local currency market volatility.
State-owned BCSL has explicitly targeted export markets as growth vectors, planning to commence fiber optic cable exports to African nations by 2028. This aligns with the government strategy to diversify export baskets beyond Ready-Made Garments. However, true global competitiveness is hampered by a lack of local raw materials. Bangladesh competes essentially on "labor arbitrage"—low processing costs—rather than material advantages.
To become a global hub, the industry must advocate for bonded warehouse facilities allowing duty-free raw material imports specifically for export production—a privilege currently dominated by the garment sector.
The next decade will define winners and losers. The industry is moving toward consolidation, where efficiency, capital depth, and technological adaptability determine survival.
Markets are projected to nearly double, reaching Tk20,000-22,000 crore by 2030, driven by the "second wave" of infrastructure development: Economic Zone operationalization, metro rail construction, and 5G network deepening.
The market will likely take one of the three potential scenarios.
The consolidation. High raw material costs and strict safety enforcement force small, non-compliant players out. The industry coalesces around 5-6 major conglomerates (BRB, RFL, Walton, Akij, BBS/Partex) controlling 80% of the market. These players leverage economies of scale by investing in backward integration (e.g., copper recycling plants) to manage costs.
The export hub. The government rationalizes duty structures, creating "Green Channels" for cable manufacturers. Bangladesh leverages its geographic position to become a key supplier for regional markets. Exports grow to contribute 20% of industry revenue.
Stagnation via policy paralysis. Continued undergrounding project delays and persistent high raw material duties stifle growth. The industry suffers from overcapacity as new entrants like Akij ramp up production while demand remains flat due to the real estate slowdown. This triggers price wars, eroding profitability across boards.
We’ll have to wait to see what happens in the coming years.
Against this complex backdrop, AkijBashir's entry strategy demonstrates considerable logic, but faces substantial execution challenges.
The company's three-layer insulation innovation addresses one of the market's most pressing concerns: safety. With BNBC 2020 enforcement tightening and urban fires maintaining pressure on developers to specify quality cables, a genuine market opportunity exists for differentiated products. The critical question remains whether customers will pay premium prices in markets conditioned by decades of cost competition.
AkijBashir enjoys substantial advantages: deep capital reserves to weather commodity price volatility; established distribution networks through building materials channels, allowing bundled selling to contractors; and brand equity from decades across multiple sectors, providing credibility in trust-sensitive markets.
Yet challenges are equally significant. Entering against BRB's 30%+ market share and technological moat (EHV capability), navigating copper price crises, compressing industry-wide margins, and convincing electricians and contractors, the true decision-makers, to specify its products over established brands all require sustained investment and patience.
The company's measured approach, acquiring existing capacity, starting with modest production volumes, focusing on one key differentiator, suggests management understands these realities. Rather than all-in bets, AkijBashir is testing whether Bangladesh's cable market has matured enough to reward safety and quality over pure price competition.
The answer to that question will determine not just AkijBashir's success, but potentially reshape competitive dynamics across the entire industry. If the company succeeds in establishing premium positioning for safety-focused products, it could force industry-wide upgrading as competitors follow suit. We’ll have to wait to see what eventually materializes.
The Bangladesh cable market has successfully evolved from cottage-scale import substitution to a sophisticated Tk12,000 crore manufacturing powerhouse supporting over 50,000 jobs. This journey reflects domestic entrepreneurial resilience and the country's rapid infrastructure development. Yet the path forward is fraught with challenges requiring coordinated action across the private sector and government.
For private players, the era of easy growth is ending. Future profitability lies in efficiency (reducing energy and waste), technology (adopting EHV and FRLS manufacturing), and diversification (export markets and optical fiber). For the government, the imperative is clear: rationalize inverted duty structures and enforce safety codes rigorously to prevent markets from being undermined by unsafe, substandard products.
Ultimately, the cable market's future is inextricably tied to Bangladesh's own trajectory. As the country urbanizes and digitizes, the industry will draw growing importance.
