Dr. Md. Rafiqul Islam Rana, Assistant Professor, Department of Retailing, University of South Carolina, USA

Page Contents

Introduction

Bangladesh did not fully adopt the automation-heavy concepts of Industry 4.0, yet it is well positioned for Industry 5.0. The new vision centers on three pillars: human-centric,

sustainability, and resilience. This aligns with Bangladesh’s strengths, a large and

experienced workforce, a fast-growing base of green factories, and an industry that has learned to operate through global disruptions. The priority is not to replace people with

machines. It is to help people work better with data, purposeful technology, and safer, cleaner production that can withstand the volatile nature of the fashion industry.

Why Industry 5.0 fits Bangladesh now

Industry 5.0 focuses on creating value for people and society while respecting environmental limits and building systems that recover quickly from disruptions. Bangladesh already has momentum on these fronts. After the horrific Rana Plaza incident, the sector invested heavily in safer and greener facilities, and today it hosts hundreds of LEED-certified garment

factories. At the same time, the industry navigated pandemic order cancellations, logistics problems, and policy changes, which encouraged better risk management and operational discipline. The international market is also changing, with buyers asking for traceability, verified sustainability, quality, and speed. These shifts reward companies that strengthen

people, data, and flexible processes rather than chasing full automation. Another encouraging factor is Bangladesh’s continued position as one of the top apparel exporters, which keeps

international attention on how factories can meet new expectations around transparency and low-impact production. Looking ahead to LDC graduation and possible shifts in tariff

preferences, competing only on low price will be harder, while competing on reliable, transparent, and responsible production will matter more.

Technology baseline and what Industry 5.0 looks like on the factory floor

Multiple studies indicate that Industry 4.0 adoption in Bangladesh’s RMG sector remains at an early stage, with gaps in strategy, infrastructure, and skills. This is not a barrier to Industry 5.0; it is a signal to invest first in practical capabilities that raise quality and responsiveness while supporting workers and the environment. Most factories are still building their digital and management capacity, so progress will come faster from focused, practical upgrades

rather than costly large-scale changes. In a Bangladeshi factory, Industry 5.0 is visible in routine decisions and simple tools that help people do better work. Operators and line

Supervisors receive structured training in digital production, maintenance, and quality, which improves first-time quality rate and reduces rework. Supervisors use straightforward

dashboards that pull from sewing, cutting, utilities, and effluent plants so that problems are seen and solved early. Small, ergonomic automation such as programmable folders or pocket setters improves consistency without displacing teams. Traceability is built up in manageable steps, so buyers get reliable information without creating chaos on the floor. Sustainability

Investments are treated as profit opportunities by tying energy and water dashboards to daily routines and maintenance, building on the LEED base that many facilities already have.

Safety programs continue through the RMG Sustainability Council and the International Accord, which sustain improvements made since 2013.

A practical short-to-medium-term roadmap

The first move is to choose two or three product families where quality losses or delays are most costly, then form cross-functional teams that include operators, maintenance, and IT. Set baselines for first-time quality rate, changeover time, energy per piece, and absenteeism so that teams can see progress. Create one pilot program where low-cost sensors feed a simple

board that everyone can read and add micro-automation only where it improves ergonomics and consistency. Use existing LEED features to fund upgrades by cutting utility costs and leaks, then recycle those savings into better machines or digital tools. Build a minimal

traceability layer on one product line with barcodes or QR codes that supervisors can maintain without extra staff. Seek co-investment from buyers for training and traceability

pilots and look for subsidized finance for green upgrades that reduce ongoing costs. Track a small set of combined human-centric, sustainability, and resilience indicators, for example first-time quality rate, workplace injuries, energy per piece, and on-time delivery under

disruption, and share progress with workers and customers to build trust.

Risks, safeguards, and what success could look like by 2027–2030

Skills need attention. If automation outpaces reskilling, lower-skill roles are at risk. Factories can reduce this risk by opening pathways into higher-skill operation, maintenance, and digital roles, and by making training part of daily work rather than only classroom sessions.

Greenwashing is another risk. Certifications matter, but buyers increasingly ask for

operational data, so factories should prioritize real reductions in energy, water, chemicals, and waste, supported by credible audits and continuous reporting. Cybersecurity and data

Governance also matters. As production becomes more connected, companies must protect

production data, worker data, and buyer IP with updated systems, backups, and basic training.

Many small and medium factories will need help, so industry bodies and policymakers can support them with targeted training, shared traceability platforms, and buyer co-funded pilots, which keeps progress inclusive rather than limited to the largest factories. If companies

Following this path, several outcomes are realistic by 2027 to 2030. A visible cohort of factories can run human-cyber-physical pilot cells that lift output per person and reduce rework.

Priority product categories can carry reliable traceability that meets buyer expectations

without adding heavy manual work. Energy, water, and waste intensity can decline year after year, accelerated by existing green-factory investments. Safety remediation can remain on

track under the International Accord framework. The talent pipeline can grow as more technicians, line leaders, and supervisors gain digital and problem-solving skills, including

more women in technical roles. This combination would shift Bangladesh’s reputation from only low cost to reliable, transparent, and responsible supplier, which will be important as trade preferences change.

Bottom line

Industry 5.0 matches Bangladesh’s comparative advantages. The sector can lean on its people, its experience with improvement, and its growing sustainability base, then add

practical, data-driven tools to lift quality and resilience. The reward is better work, better profit margins, and a stronger position in a competitive global market.

References

Bangladesh Garment Manufacturers and Exporters Association. (n.d.). Sustainability: Environment. https://www.bgmea.com.bd/page/Sustainability_Environment
European Commission, Directorate-General for Research and Innovation. (2021). Industry 5.0: Towards a sustainable, human-centric and resilient European industry. Publications Office of the European Union. https://research-and-innovation.ec.europa.eu/knowledge-

publications-tools-and-data/publications/all-publications/industry-50-towards-sustainable- human-centric-and-resilient-european-industry_en

International Accord. (2024). Bangladesh Safety Agreement: Signatory monitoring report. https://internationalaccord.org/wp-content/uploads/2024/04/Accord-Signatory-Monitoring- Report-Bangladesh-Safety-Agreement-April-2024.pdf
International Labour Organization. (2021). COVID-19: From crisis to response: Empirical evidence from ready-made garments in Bangladesh.

https://www.ilo.org/sites/default/files/wcmsp5/groups/public/%40dgreports/%40inst/documen ts/genericdocument/wcms_818068.pdf

World Bank. (2024). Bangladesh development update: Recovery and resilience amid global uncertainty. https://documents.worldbank.org/en/publication/documents-

reports/documentdetail/099544204102498672

World Trade Organization. (2023). World Trade Statistical Review 2023. Geneva: WTO. https://www.wto.org/english/res_e/booksp_e/wtsr_2023_e.pdf

Tags: #Bangladesh, #Industry 5.0, #Textile, #Apparel, #Sustainability, #RMG, #Fashion Industry