Yasser Khan Chowdhury is regarded as a courageous, intelligent, and thoughtful political figure who aspires to place public service at the forefront of his political journey. Whether attending official meetings at the ministry, participating in government activities, or spending time with ordinary people in his constituency, he seeks to remain actively engaged in his responsibilities. Alongside his official duties, he aims to connect with people, understand their concerns, and stand beside them in times of need.

Yasser Khan Chowdhury’s political journey began in a family with a strong political background. Both his father and uncle were political leaders who also served as Members of Parliament. Growing up in such an environment helped introduce him to politics and public affairs from an early stage. Drawing inspiration from his family’s political legacy, he aspires to contribute to public welfare and remain connected with the people he represents.

For Yasser Khan Chowdhury, politics is not merely about holding a position or exercising authority; it is also about maintaining meaningful relationships with people. He places particular importance on keeping in touch with party activists who stood by the organisation during difficult times. He also makes efforts to stay connected with residents of local neighbourhoods, including friends, neighbours, and ordinary citizens, to learn about their living conditions, family circumstances, and everyday challenges.

The struggles of underprivileged and economically disadvantaged people are also an important concern in his political outlook. He seeks to understand their difficulties and extend assistance within his means. Whether people face financial hardship, family problems, or other challenges in their daily lives, maintaining contact with them provides an opportunity to understand their needs. Such engagement reflects the importance of grassroots connections in politics and the value of earning public trust through service.

His professional responsibilities keep him occupied with various official activities. In addition to attending ministry meetings, administrative programmes, and government events, he remains involved in political activities. Public meetings, roadside gatherings, and local consultation programmes provide opportunities to interact with people and listen to their views. These engagements can help political leaders understand public expectations and communicate government initiatives and development plans to citizens.

Maintaining direct contact with voters is another important aspect of his political activities. Yasser Khan Chowdhury participates in initiatives that involve visiting people at their homes, enquiring about their well-being, and conveying greetings from the Prime Minister. Such activities can strengthen communication between political representatives and local communities. However, the lasting value of these interactions depends on how effectively public concerns are addressed and how consistently people's expectations are reflected in practical action.

People naturally expect their political representatives to contribute to the development of their communities. Employment opportunities, education, healthcare, improved communication infrastructure, and better living standards for disadvantaged groups remain important priorities in public service. Identifying local needs, coordinating with relevant authorities, and pursuing practical solutions are essential responsibilities of an effective political leader. These areas also represent important opportunities for Yasser Khan Chowdhury to demonstrate his commitment to public welfare.

Overall, Yasser Khan Chowdhury seeks to advance his political journey through his family’s political legacy, organisational involvement, and continued engagement with ordinary people. Balancing official responsibilities with a commitment to local communities remains an important aspect of his public role. Ultimately, his political success will depend on sustained public service, responsible leadership, effective initiatives, and tangible improvements in people's lives. Earning public confidence and contributing meaningfully to community development can become the defining achievements of his political career.

The organizational strength, public support, and electoral success of the Bangladesh Nationalist Party (BNP) in Dhaka largely depend on local leadership, coordination among party leaders, and their relationships with grassroots activists and supporters. In the past, Sadek Hossain Khoka and Mirza Abbas played particularly influential roles in the capital’s political landscape. Under their leadership, the BNP developed a strong organizational base in various parts of Dhaka. Sadek Hossain Khoka, in particular, established a level of popularity and organizational influence that remained significant in the party’s politics for many years.

Following Khoka’s death, his son, Ishraque Hossain, emerged as a political successor to his family’s legacy in Dhaka. His political standing extends beyond his party affiliation. In parts of Old Dhaka, his family’s political heritage, personal recognition, and engagement with local communities are also important factors. Therefore, when assessing leaders like Ishraque, the BNP’s central leadership needs to consider not only their positions within the party but also their local popularity and organizational contributions.

Maintaining a Balance of Leadership in Dhaka
Several leaders have played important roles in shaping the BNP’s political activities in the capital over the years. Among them are Mirza Abbas, Goyeshwar Chandra Roy, Shamsuzzaman Dudu, Amanullah Aman, Ishraque Hossain, Habib-un-Nabi Khan Sohel, Aminul Haque, M. A. Quayum, Saiful Islam Nirab, S. M. Jahangir, and Tanvir Ahmed Robin. Their political experience, organizational networks, relationships with party activists and supporters, and influence in their respective areas represent valuable assets for the BNP’s political presence in Dhaka.

However, these leaders differ in their political standing, influence, and organizational capabilities. Some are seasoned politicians with decades of experience, while others have gained recognition through their active participation in political movements and struggles. Still others represent a newer generation of leadership seeking to establish its position within the party. Consequently, they should not all be assessed according to a single standard. Instead, responsibilities should be assigned based on their individual capabilities, experience, public acceptance, and contributions to the organization.

One of the BNP’s greatest challenges as a political party is to establish effective coordination between experienced leaders and the younger generation. The experience of senior politicians remains essential to the party, but the enthusiasm, public engagement, and understanding of contemporary political realities demonstrated by younger and more active grassroots leaders are equally important.

Neglect and Internal Rivalries Could Increase Political Risks
The allocation of party positions and organizational responsibilities is not merely an administrative matter. It has a direct bearing on the morale of party activists, unity at the local level, and electoral preparedness. Leaders who have participated in party programs for years and maintained contact with activists despite legal cases, harassment, and other adverse circumstances may become disillusioned if their contributions are overlooked.

In a politically significant city like Dhaka, dissatisfaction among leaders, internal rivalries, or disputes over responsibilities can undermine electoral activities. If a popular and organizationally effective leader is not given an appropriate role in a particular area, coordination among local party activists may suffer. Rival political forces could take advantage of such divisions.

At the same time, personal influence should not be the sole criterion for selecting leaders or assigning responsibilities. The party must prioritize integrity, organizational discipline, public engagement, electoral acceptability, and the ability to maintain unity among activists. Any allegations against a leader should also be examined impartially before a decision is made.

Learning from Electoral Experience Is Essential
Dhaka’s parliamentary constituencies are particularly important to the BNP’s electoral prospects. Victory or defeat in these constituencies depends not only on local political dynamics but also on candidate selection, voter outreach, organizational preparedness, alliance calculations, and the broader political environment.

The BNP needs to conduct an impartial, evidence-based assessment of the factors behind its failure to achieve expected results in several Dhaka constituencies in recent elections. The party should examine whether local popularity was adequately reflected in candidate selection, whether coordination among activists was effective, whether weaknesses existed in campaign management, and how far voters’ expectations were taken into account.

Blaming a single leader or a particular decision for an electoral defeat may obscure the underlying problems. Instead, the party should analyze the political realities of each constituency, identify organizational weaknesses, and develop practical strategies for future elections.

What the BNP Should Do to Strengthen Its Position in the Capital
To reinforce its organizational position in Dhaka, the BNP needs to focus on several key priorities.

First, the party should identify leaders who maintain regular contact with activists across every thana, ward, and electoral constituency and assign them responsibilities suited to their capabilities.

Second, it should strengthen coordination between experienced politicians and younger leaders so that personal disputes do not obstruct organizational activities.

Third, the party must establish transparent and widely accepted criteria for distributing responsibilities. A leader’s popularity, organizational involvement, and willingness to stand beside party activists during difficult times should all be taken into consideration.

Fourth, mechanisms for incorporating grassroots opinions must be strengthened. Relying exclusively on decisions made at the central level while disregarding the assessments of local activists could lead to an inaccurate understanding of political realities on the ground.

In addition, the BNP needs to expand its engagement with young voters, women voters, professionals, and ordinary residents struggling with the various challenges of urban life. Rather than relying solely on well-known political figures, the party should build effective and sustainable organizational structures in every locality.

Wrong Decisions Could Have Nationwide Consequences
Political analysts would generally consider organizational weaknesses in the capital potentially significant for a party’s national political prospects. Dhaka plays a major role in shaping media coverage, political campaigns, and public opinion at the national level. As a result, the effectiveness of political leadership in the capital carries particular importance. An imbalance in Dhaka’s leadership structure could therefore affect the BNP’s overall political position, although the extent of that impact would depend on the broader political environment and other organizational factors.

The BNP’s immediate priority should be to reassess the political realities of the capital in light of past experiences. By making effective use of the capabilities of experienced leaders such as Mirza Abbas, Goyeshwar Chandra Roy, and Amanullah Aman, alongside emerging figures such as Ishraque Hossain, the party could further consolidate its organizational foundation.

Ultimately, the BNP’s political future in Dhaka will depend less on personality-driven power structures and more on merit, public engagement, organizational competence, and balanced leadership. Overlooking established and tested leaders can be risky, just as obstructing the growth of new leadership can weaken the party.

The BNP must therefore avoid unnecessarily sidelining any leader, assign responsibilities according to merit, reduce internal conflicts, and preserve the confidence of grassroots activists. These principles should form the foundation of the party’s political strategy in Dhaka if it hopes to strengthen its organizational unity, expand its public support, and improve its electoral prospects in the capital.

Questions over the recognition of long-serving activists of the Bangladesh Nationalist Party (BNP) have reportedly surfaced within various circles of the party. Among those drawing attention is Arifur Rahman Tushar, an activist known among his associates for his involvement in the party’s political activities during challenging times. Despite years of service and taking risks while carrying out party responsibilities, Tushar has yet to receive the recognition his close associates and well-wishers believe he deserves.

They argue that activists who demonstrated commitment, courage and sacrifice during the party’s difficult years should be appropriately recognised. Otherwise, they warn, the growing influence of opportunistic and so-called “hybrid” leaders could deepen frustration among long-serving and dedicated party workers.

Tushar currently serves as the personal assistant to Advocate Ruhul Kabir Rizvi, a senior BNP leader. Born and raised in Bogura, Tushar began his political journey during his student years through the Jatiyatabadi Chhatra Dal, the BNP’s student wing. He subsequently became involved in the party’s organisational activities and continued working closely with Rizvi.

According to people close to him, Tushar has served as one of Rizvi’s trusted aides for more than a decade. His associates describe him as honest, dedicated and religiously observant. They say that prioritising party responsibilities over personal interests has been a defining feature of his political career.

Taking Risks to Manage Technical Responsibilities
One of the most significant chapters of Tushar’s political life, according to his associates, relates to his activities during the previous government’s tenure.

They claim that over the past 15 years, Tushar played an important technical role in facilitating Skype communications between BNP Chairman Tarique Rahman, who was based in London, and party leaders at the BNP’s central office in Nayapaltan, Dhaka.

According to his associates, managing these politically sensitive communications exposed him to considerable risks. They allege that Tushar was arrested several times by law enforcement agencies during the previous government’s tenure and subjected to physical abuse.

His close associates further claim that during the student-led mass uprising, security forces under the then government conducted raids at several locations in an effort to arrest him.

Tushar, who is also identified as a former member of the central committee of the Jatiyatabadi Swechchhasebak Dal, the BNP’s volunteer wing, was repeatedly subjected to political persecution, according to people familiar with his political activities.

These allegations have not been independently verified, and no official response from the relevant authorities has been included in the available information.

Calls for Proper Recognition
Following recent political changes, discussions have emerged over the distribution of responsibilities within the BNP and the appointment of qualified individuals to important positions in the party and administration.

In this context, Tushar’s well-wishers believe that the experience, loyalty and contributions of long-serving activists like him should receive due consideration.

They argue that overlooking those who performed important duties during the party’s difficult years, faced political pressure and remained consistently involved in organisational activities could negatively affect the morale of dedicated activists.

Some grassroots party workers are also said to be dissatisfied with what they perceive as inadequate recognition of long-standing contributions. They believe that individuals who joined the party during more favourable political circumstances should not be given priority at the expense of those who remained committed during periods of adversity.

According to them, appointments and the allocation of responsibilities should be based on a balanced assessment of political commitment, experience, competence and sacrifice.

A Broader Message for the Party
Recognition of activists’ contributions, organisational discipline and merit-based appointments are generally considered important elements of a political party’s long-term cohesion. For a major political organisation such as the BNP, drawing on the experience of its long-serving members could help strengthen internal unity and organisational stability.

The concerns surrounding Tushar therefore extend beyond the question of an individual’s appointment or career prospects. They also reflect a broader debate over how the contributions of activists who stood by the party during difficult periods should be acknowledged.

However, no official statement regarding Tushar’s future responsibilities or any decision on his appointment has been provided in the available information.

For any political activist, recognition of years of dedication and sacrifice can be an important source of motivation. It remains to be seen how the BNP’s policymakers will assess Tushar’s contributions and whether further steps will be taken to recognise the service of long-standing and tested party workers.

Serious allegations of irregularities, nepotism, inflated prices, and the supply of substandard products have emerged over two government procurement contracts worth Tk 34.27 billion under the Ministry of Social Welfare. According to the allegations, the contracts were awarded through direct procurement, bypassing competitive tendering, with Dockyard and Engineering Works Limited (DEW), an institution operated by the Bangladesh Navy, serving as the principal contracting entity. However, documents reportedly indicate that a substantial share of the financial benefits may have gone to a private company whose owners are related to Health Minister Sardar Md. Sakhawat Hossain Bokul.

According to documents and sources familiar with the matter, the two contracts comprise a Tk 32.071 billion procurement of tablets by the Department of Social Services and a Tk 2.199 billion contract for the supply of wheelchairs to the Bangladesh National Disability Development Foundation. The allegations have prompted calls for an independent investigation to establish accountability and ensure the proper use of public funds.

Three-Party Agreement Raises Questions over Profit-Sharing
Last August, the Department of Social Services signed a contract with DEW for the supply of 66,815 Android tablets at a unit price of Tk 48,000. According to the report, the day after the government contract was signed, on August 24, 2026, DEW, Dhaka-based Salstra Limited, and Burak Break Limited entered into a tripartite joint business agreement.

Under the reported terms of the agreement, DEW would receive 4 per cent of the total contract value—approximately Tk 128.3 million—without investing capital, bearing operating expenses, or assuming business losses. Salstra Limited was allocated approximately Tk 1.7925 billion for importing and supplying the tablets. After taxes and other specified expenses, the remaining profits were reportedly to be deposited into two bank accounts belonging to Burak Break Limited.

Based on the report's calculations, Burak Break could receive approximately Tk 644.9 million after estimated taxes.

Burak Break was incorporated on November 3, 2021. Its two directors, Sardar Rafin S. A. Hossain and Anika Raida Lia, are reportedly the nephew and niece of Health Minister Bokul. Their father, Sardar Tofazzal Hossain Liaquat, is identified as the minister's younger brother. Questions have also been raised about the company's prior experience and track record in supplying information technology products. The allegations and the roles of the individuals concerned require independent verification.

Allegations of Prices Far Above Market Rates
According to the report, each Xtra XT1 tablet was priced at Tk 48,000 under the government contract, while the joint agreement reportedly listed Salstra's supply price at Tk 26,828 per unit. Several comparable tablets, including models available with keyboards, were reportedly selling at lower prices in the market, raising concerns about potential overpricing.

However, a definitive assessment of any financial loss would require a detailed comparison of the products' specifications, warranties, software, additional services, taxes, and delivery costs.

Similar concerns have been raised over the wheelchair procurement. The report states that 26,000 wheelchairs were purchased at Tk 8,175 each, although ordinary folding wheelchairs reportedly cost between Tk 6,500 and Tk 7,500 in local retail markets, with bulk imports potentially available at lower prices.

In addition, 2,000 manually operated sewing machines were reportedly purchased at Tk 14,500 each. Questions have also been raised about discrepancies between the stated stitching speed and the actual specifications of the relevant machine model.

Wheelchairs Reportedly Fail Quality Inspection
Concerns have also emerged over the quality and safety of the supplied wheelchairs. According to the report, international inspection company SGS randomly inspected 125 wheelchairs from a consignment of 1,548 units on September 21 and 22. Serious defects were reportedly identified in 30 of the 125 inspected units.

The reported defects included exposed metal wires and sharp edges around the seats and backrests, as well as concerns about the safety of the wheels and brakes. Such defects could pose significant injury risks, particularly to persons with disabilities who rely on wheelchairs for mobility.

The report further alleges that inspectors were prevented from examining the wheels properly and were not provided with the necessary product specifications. SGS reportedly classified the consignment as “Not-Conform,” indicating that it did not meet the applicable requirements.

If substantiated, these findings would raise serious questions about the acceptance of the shipment, the release of payments, and the replacement or remediation of defective products. The relevant authorities should clarify what steps have been taken in response to the reported inspection findings.

Questions over Government Directives and Procurement Rules
According to the report, on March 24, 2026, the Armed Forces Division circulated a directive to more than 40 ministries and government agencies stating that prior approval from the Prime Minister's Office was required before institutions operated by the armed forces could be engaged in direct procurement.

However, the report claims that no documentary evidence of such prior approval was found for either of the two contracts in question.

The reference to Rule 54 of the Public Procurement Rules 2008 in the agreement dated August 24 has also raised concerns. Questions have been raised about the speed of the procurement process, with the evaluation committee reportedly completing the assessment and finalising the contract within a very short period.

The reasons for not accepting a proposal submitted by the state-owned Telephone Shilpa Sangstha (TSS) should also be made public to establish whether the procurement process was conducted fairly and transparently.

Political Connections and Calls for Accountability
The report refers to photographs allegedly showing meetings involving Social Welfare Secretary Dr. Mohammad Abu Yusuf, Social Welfare Minister Dr. A. Z. M. Zahid Hossain, and Sardar Tofazzal Hossain Liaquat.

However, attendance at a meeting alone does not establish involvement in procurement irregularities. Any assessment of responsibility should consider the relevant documents, the nature of the meetings, and the explanations provided by the individuals concerned. Their responses to the allegations should be fairly represented.

Ensuring transparency in procurement under the World Bank-funded Strengthening Social Protection for Improved Resilience, Inclusion and Targeting (SPIRIT) project is particularly important. The procurement agreements, bank guarantees, quality inspection reports, pricing calculations, and identities of the ultimate financial beneficiaries should be independently examined.

If the allegations are substantiated, those responsible should face appropriate legal action. Conversely, if any allegations prove unfounded, that should also be clearly established and reported.

An impartial and comprehensive investigation is essential to protect public funds, uphold procurement standards, ensure accountability, and safeguard the interests of the vulnerable people who depend on these social welfare programmes.