In June 2025, a Bangladeshi delegation attended a study visit at Narita Airport to learn more about disease surveillance, quarantine and emergency response. Though it was a small event, it demonstrates that Bangladesh-Japan relations can be assessed based on the impact of the two countries working together to improve healthcare systems.
Better roads, ports and rail systems are part of an improved infrastructure that will support economic growth. A high-quality healthcare system will enable people to participate in the economy by protecting them from preventable diseases, while simultaneously providing financial security against high medical costs. While this isn’t a new area to explore, there are areas in public health where the two countries are working together. We just need to improve our cooperation.
Since becoming diplomatic partners in 1972, Bangladesh and Japan have continually increased their relationship. They became Comprehensive Partners in 2014 and then Strategic Partners in 2023. This has created the foundation for a beneficial relationship between the two countries.
Health is an area included in this foundation. The 2014 partnership included medical expertise and training for Bangladeshi doctors. The Japan International Cooperation Agency has had several programs supporting maternal, neonatal, and child health, nurse education and diagnostic capabilities. A project was also started in September 2023 to improve health care systems to reduce non-communicable diseases. This covers the Dhaka and Chattogram divisions. This is a great area to begin.
Rather than simply stating to improve the world, let’s identify the successes that we have had so far and where there are gaps. We can use this information to determine which areas we should concentrate on.
The priority is primary care and management of chronic disease. We can work together to improve the quality of patient care closer to home. This could include training frontline staff and making diagnostics more accessible and affordable. We want to ensure that we are focusing on improving patient care. Has the facility being involved actually provided the service? Are patients able to receive the follow-up care? Are people staying in their roles after having received training?
The second priority is disease surveillance and emergency preparedness. The visit to Narita demonstrated how Bangladesh can learn from Japan’s experience. The information will only be valuable if we use the knowledge to improve Bangladesh’s entry points. This is possible through role definition, staff development and regular practice of emergency situations. Any consideration to include a dengue vaccine should be based on scientific evidence, national regulation and affordability. We can work with Japan to improve local research and disease surveillance. We also need to ensure we are keeping environmental management and local institutional responsibility in mind to prevent the spread of dengue. We can use international partnerships to help us; however, this doesn’t replace long-term local measures.
The third priority is workforce development and research capacity. Building on the current training relationships, we can create sustainable partnerships with hospitals, universities and research institutions. We can do this by having exchanges, mentoring schemes and joint research. We want to improve the institutions that we are sending professionals to. If they don’t have the equipment, support or opportunities to utilise their new skills, then the training won’t be very useful. Sustainable partnerships will mean we are investing in individuals and institutions to improve patient care.
We should consider what we are proposing to use based on what is needed locally. If we have an advanced diagnostic system but the facilities aren’t able to maintain the system or patients can’t afford to use it, then it won’t provide any real public benefit. If possible, we should aim for technology transfer and training to ensure Bangladeshi professionals can use, maintain and adapt these systems.
While international partnerships can add to our investment and improvements, they don’t replace good management, reliable funding and accountability. We should know what our priorities are based on local needs.
The best next action is to develop a health care agreement that has some very specific objectives. We also need to determine who will be responsible for implementing these projects and make sure that we provide public updates on our progress toward achieving our goals. We can trial initiatives and see what works. We should report on what has been invested in, what has been done and how it has improved access to healthcare. This will help both countries identify what has worked, gaps and where resources can be focused.
It should not be forgotten that infrastructure and healthcare can work well together. While building ports, roads and power plants can increase opportunities, if people are suffering from avoidable illness, they won’t be able to work, causing financial issues for families and limiting children’s education. Having healthier populations means that they will be able to engage in and benefit from the economy. It doesn’t mean we should ignore infrastructure; however, we should ensure that we are using development partnerships to meet human needs.
The relationship between Bangladesh and Japan is undoubtedly strong. Not only have they achieved some great milestones in their diplomatic relationship, but they also have huge potential to improve people’s lives. The next step is to use what we have in place to improve healthcare institutions, increase access to affordable services and decrease the burden of avoidable illness. Ultimately, this is where the value in their relationship lies.
The views expressed in this article are solely those of the author
The writer is an Undergraduate Student, Department of International Relations, University of Dhaka, and Congresswoman of the Japan Study Club-DUIRJSC. Email: [email protected]
