Innovation was his driving force

It all started in 1988, the day Bashir completed his matriculation exams. While his friends went to Cox’s Bazar to celebrate, his father called him over and asked him to join the family business.

He started as a stationery buyer for the company, with a monthly salary of Tk 300. His job was to buy books, notebooks and pens for the company.

Slowly but surely he climbed the corporate ladder. At the age of 32, Bashir was appointed general manager of Akij Group after the death of his father Sk. Akij Uddin.

“I was quite restless and my father thought I needed discipline,” Bashir Uddin recalled in an interview with The Daily Star.

“I was treated like any other employee, with no special privileges. My father never gave me a voice in the company until I proved my capabilities and earned his trust.

“Even my salary increases followed formal procedures and I could not earn more than what was officially allowed,” he added.

Bashir worked under his father for 17 years. “I consider myself very fortunate to have had that opportunity, and I have always considered myself his number one servant. He was a man of excellence and precision in everything he did. Without a doubt, a tough boss.

“My father constantly presented challenges that seemed impossible for someone my age, but from him I learned values, ethics, the ability to objectively analyze any situation and the importance of creating a culture where everyone’s voice is heard and respected. “

Bashir was born in 1974 in Navaron village in Jashore and completed his education there before moving to Dhaka with his mother in 1977. Under his father’s leadership, Bashir helped the company venture into more advanced industries including textiles, food and beverages and printing.

The group also reorganized its core tobacco activities. “Between 1997 and 2003, I completely rebranded and modernized our tobacco division. It required an investment of Tk 1,000 crore.”

When Bashir’s father passed away in 2006, the responsibility of running a company with 55,000 employees fell squarely on Bashir’s shoulders. “It was an incredibly difficult time for us.”

But Bashir eventually overcame that and took on bigger challenges. Chief among these was the sale of Akij’s most famous and profitable tobacco company in 2018.

“Tobacco was synonymous with our brand, but our non-tobacco business grew tremendously. Tobacco then became a burden on our other successes,” he recalls.

He also cited his mother’s strong disapproval of the tobacco industry as a key factor in their decision to divest. “It took us about five to six years to find the right buyer.”

In 2018, Akij Group sold its tobacco division to Japan Tobacco International for $1.47 billion, the largest foreign direct investment in Bangladesh’s history.

“It was a very complex transaction. Japanese companies are meticulous and the due diligence process, which ensures compliance with legal and manufacturing regulations, took almost two years.”

As part of a family settlement, Akij Group split into five entities in 2020. Bashir mainly inherited new companies and then founded AkijBashir Group.

The group, which now employs 25,000 people, focused on expansion and diversification.

Today, AkijBashir Group’s portfolio includes Akij Ceramics Limited, Akij Particle Board Mills Limited, Akij Polymer Limited, Akij Steel Mills Limited, Robin Resources (Malaysia) Sdn. Bhd, Janata Sadat Jute Industries, Akij Biax Films Limited and Akij Cartons.

In addition to maintaining the highest quality standards, Bashir said he prioritized the well-being of his employees. His initiatives include subsidized housing for workers, schools, sports facilities and the AkijBashir Trust, which supports education and healthcare.

He said he firmly believes that progress is a collective endeavor. “Through collaborative efforts with our employees, customers and partners, we can cultivate a sense of community and shared purpose.”

Recently, the group launched glass manufacturing at a state-of-the-art factory in Madhabpur upazila of Habiganj, positioning itself as a major player in the fast-growing market.

According to Bashir, the AkijBashir Glass factory is a testament to the group’s commitment to sustainability and environmentally friendly practices.

“Up to 71 percent of our electricity consumption in that facility comes from renewable energy sources,” he said. “The goal is to reach 100 percent over time.”

Regarding the future of AkijBashir Group, Bashir said he wants to make it structurally sound. “I want it to be a place for talent, an entity that solves people’s problems and delivers value for money.”

When asked what kind of future he envisions for Bangladesh, especially in light of the reform initiatives after the fall of the Awami League government, he said, “I want to see a fair country where everyone gets justice.

‘Social or financial influence should not undermine justice; this is the kind of country I want to leave behind for future generations.

“In a just society, if someone loses, they will understand that they lost because of a lack of competence, not because of injustice,” he said.

“There must be fairness in the distribution of wealth, in the punishment of crimes and in equality under the law.”

When Bashir was asked in the last part of the conversation about the philosophy that drives him, he hesitated.

“I’m honestly not sure. What philosophy drives me? Get richer? No. Create more businesses? No, it’s not.”

He turned to a colleague who had entered the room moments earlier and asked, “What drives me?”

“New challenges and innovation,” the colleague replied.