Small Indigenous Species (SIS), such as Mola and Dhela, supply essential micro-nutrients, strengthening nutrition and reducing malnutrition (SDG 2 and SDG 3). At the same time, income generated from rural aquaculture improves access to clean water and sanitation (SDG 6), creates employment across production and processing (SDG 8), and reduces poverty and inequality (SDG 1 and SDG 10). Innovative farming systems, including rice-fish and integrated fish-vegetable ponds, support climate action (SDG 13) while conserving aquatic biodiversity (SDG 14) and promoting responsible consumption (SDG 12).

From stabilizing urban fish supplies through rooftop and peri-urban aquaponics (SDG 11) to fostering partnerships among government, private enterprises, and research institutions (SDG 16 and SDG 17), Bangladesh’s aquaculture sector illustrates the potential of a climate-adapted, sustainable, and socially inclusive food system. This story is not just about production; it reflects how a deltaic nation is transforming environmental and socioeconomic challenges into opportunity, offering a blueprint for the Global South on the path toward the 2030 SDGs.

The Economic Anchor: From Ponds to Prosperity

Bangladesh’s aquaculture transformation is remarkable. By 2026, the sector contributes over 3.5% to national GDP and roughly 25.7% to agricultural GDP, supporting the livelihoods of nearly 19 million people, or about 12% of the population.

The country is also moving beyond raw exports toward value-added production. Modern processing facilities in Khulna and Chattogram now comply with stringent EU and US traceability, HACCP standards, allowing Bangladesh to compete in premium international seafood markets.

Innovations such as Integrated Multi-Trophic Aquaculture (IMTA), cultivating shrimp alongside seaweed and mussels, are diversifying income streams while reducing ecological pressure, lowering the risks associated with monoculture dependency.

The “Nature’s Multivitamin” Strategy

While exports fuel economic growth, nutrition remains at the heart of Bangladesh’s aquaculture strategy. Mola and Dhela are exceptionally rich in Vitamin A, iron, zinc, and essential fatty acids, making them critical in combating micro-nutrient deficiencies that remain widespread in rural communities. Unlike larger commercial species, SIS are often consumed whole head, bones, and organs maximizing their nutritional impact, particularly for women and children.

Through carp-SIS polyculture systems, farmers are not only increasing productivity but also reshaping household nutrition. Larger carp generate income in the market, while SIS are retained for family consumption, creating a built-in mechanism for both income security and dietary diversity. This integrated approach directly supports SDG 2 (Zero Hunger) and SDG 3 (Good Health and Well-being), with growing evidence linking it to reductions in childhood stunting and hidden hunger in aquaculture-dependent communities.

More than a farming technique, this model represents a paradigm shift in which aquaculture is no longer viewed solely as a source of revenue, but as a public health intervention embedded within food systems. In doing so, Bangladesh is positioning itself at the forefront of nutrition-sensitive aquaculture, offering a scalable and replicable solution for other developing nations facing similar challenges.

Innovation Under Pressure: The Tech-Driven Delta

Climate stress has become a catalyst for innovation across Bangladesh’s aquaculture landscape, driving a shift from traditional practices to data-driven and climate-adaptive systems.

In key production hubs such as Mymensingh and Jessore, “Smart Pond” technologies are redefining farm management. IoT-enabled sensors continuously track critical water quality parameters such as dissolved oxygen, pH, and temperature are translating real-time data into actionable insights delivered directly to farmers’ mobile devices. This precision-based approach not only optimizes feeding and reduces input costs but also minimizes the risk of sudden mass mortality events, a major source of financial loss in aquaculture.

At the same time, Bangladesh’s salinity-affected coastal belt is undergoing a strategic transformation. Through salt-tolerant aquaculture, farmers are diversifying into high-value species such as Artemia (brine shrimp), mud crab, and brackish-water finfish like sea bass (Koral). This shift reflects a broader transition from vulnerability to climate-smart resource utilization, where saline intrusion is no longer a constraint but a productive asset.

Rather than resisting environmental change, Bangladesh is learning to work with it, leveraging technology and ecological adaptation to convert climate pressure into economic opportunity. In doing so, the country is setting a precedent for how aquaculture systems in climate-vulnerable regions can evolve to remain both resilient and profitable.

The Social Fabric: Inclusion Beneath the Surface

Sustainability in Bangladesh’s aquaculture sector is not only ecological or economic; it is fundamentally social. The long-term success of the Blue Revolution is increasingly tied to how equitably its benefits are distributed across communities.

Women are emerging as key actors within the aquaculture value chain, particularly in feed management, hatchery operations, and post-harvest processing. Their participation is not merely supportive; it is reshaping household economies by increasing income stability, improving nutrition, and strengthening decision-making roles within families.

At the same time, Community-Based Aquaculture (CBA) models are opening new pathways for inclusion. By granting landless and marginalized groups access to government-owned water bodies (Khas lands), these initiatives are transforming common resources into shared economic assets. This approach not only creates livelihoods but also fosters local stewardship, accountability, and collective management of aquatic resources.

Together, these inclusive practices ensure that the gains of aquaculture extend beyond commercial producers, embedding resilience at the community level. In this sense, Bangladesh’s aquaculture model is not only productive but also demonstrates how social equity can be integrated into the foundation of sustainable blue growth.

Challenges on the Horizon

Despite its rapid growth, Bangladesh’s aquaculture sector faces a set of interconnected challenges as it moves toward its ambitious 2031 production target of 8.5 million metric tons. Addressing these constraints will be critical for sustaining long-term growth and global competitiveness.

1. Feed Sustainability and Cost Pressure

The sector remains heavily dependent on imported fishmeal and fish oil, exposing farmers to global price volatility and supply disruptions. Developing alternative protein sources such as insect-based feed, algae, and agricultural by-products is essential to reduce costs and improve environmental sustainability.

2. Climate Volatility and Environmental Stress

Rising temperatures, erratic rainfall, salinity intrusion, and increasingly frequent cyclones continue to threaten production systems. Strengthening climate-resilient infrastructure is crucial to minimize losses and ensure continuity.

3. Traceability and Market Compliance

As export markets tighten regulations, particularly in the EU and US, ensuring end-to-end traceability has become a necessity. However, integrating smallholder farmers into digital tracking systems remains a challenge, requiring investment in technology, training, and standardized protocols.

4. Disease Management and Biosecurity

Disease outbreaks, especially in shrimp farming, pose a persistent risk to productivity and export stability. Weak biosecurity practices and limited diagnostic capacity can lead to large-scale losses. Strengthening early warning systems, hatchery standards, and farm-level biosecurity is essential.

5. Access to Finance and Technology

Small-scale farmers often lack access to affordable credit, insurance, and modern technologies. This limits their ability to adopt innovations such as smart aquaculture systems, quality feed, and improved seed. Expanding financial inclusion and extension services is key to scaling sustainable practices.

6. Governance and Institutional Coordination

Fragmented policies, regulatory gaps, and limited coordination among stakeholders can slow progress. Strengthening governance frameworks, public-private partnerships, and research-extension linkages will be critical to ensure coherent sectoral development.

Aquaculture sets Bangladesh apart through its ability to align economic growth with social and environmental priorities. From improving rural livelihoods and nutrition through Small Indigenous Species (SIS) to advancing climate-smart practices and inclusive governance, the sector has evolved into a multi-dimensional development engine. Its experience demonstrates that even under intense climate pressure, vulnerability can be transformed into opportunity through innovation, policy support, and community engagement.

As the world moves closer to the 2030 Sustainable Development Goals (SDGs), the lessons emerging from Bangladesh’s delta are clear: the future of aquaculture lies not only in increasing production, but in building systems that are resilient, equitable, and environmentally sound. In this regard, Bangladesh offers a compelling blueprint for the Global South, where water is being reimagined as a foundation for sustainable growth and shared prosperity.

Md. Shofiullah
Student, Department of Oceanography
Noakhali Science and Technology University

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As a partner organisation of ANB, Seafood Network Bangladesh (SNB) attended the workshop to cover industry developments and promote sector-wide knowledge sharing. Representatives from FISHBYTE, another ANB partner, were also present and participated actively in the discussions.

Broad Representation Across Government, Academia, and Industry

The event was chaired by Prof. Dr. Md. Monirul Islam (University of Dhaka / BFRF).
Mr. Abu Tahir Muhammed Zaber, Secretary of the Ministry of Fisheries and Livestock, attended as Chief Guest.

Distinguished Special Guests included:

• Dr. Md. Abdur Rouf, Director General, Department of Fisheries
• Rear Admiral Dr. Khandakar Akhter Hossain, Vice-Chancellor, Bangladesh Marine University

The workshop began with a welcome session and an introduction to ANB delivered by Prof. Dr. Md. Lifat Rahi of Khulna University (BSFF).

ANB’s partner organizations represented at the event included Bangladesh Marine University (BMU), Bangladesh Shrimp and Fish Foundation (BSFF), Bangladesh Fisheries Research Forum (BFRF), private sector partner FISHBYTE.

Workshop Sessions and Key Presentations

The workshop aimed to:

• Share findings from recent regional dialogues with shrimp, finfish, hatchery, and smallholder farming communities.
• Facilitate policy-oriented discussions between government, researchers, industry, and field-level actors.
• Identify strategic priorities needed to guide a future National Aquaculture Policy.

Keynote presentations included:

• Dr. Md. Motaleb Hossain – Current status and advancement of Bangladesh’s aquaculture sector
• Prof. Dr. Md. Abdul Wahab – Why Bangladesh needs a National Aquaculture Policy
• Dr. Maria Zaman – Integrating Gender Equality and Social Inclusion (GESI) into aquaculture development

Following the technical session, a panel discussion and an open floor dialogue allowed participants to exchange practical perspectives on industry challenges, governance gaps, and policy opportunities.

Toward a More Sustainable and Inclusive Aquaculture Policy

The workshop concluded with shared expectations to:

• Establish clear and actionable policy priorities for sustainable aquaculture development.
• Strengthen knowledge-sharing mechanisms between government, academia, private sector, and farming communities.
• Enhance stakeholder networking to encourage coordinated sector growth.
• Develop practical, inclusive, and climate-resilient recommendations for the proposed National Aquaculture Policy of Bangladesh.

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The ban was first imposed after white spot virus was detected in Indian shrmp. This restriction badly hurt exporters—especially in Andhra Pradesh, India’s top shrimp-producing state—forcing them to rely heavily on the US market. When the US later imposed high tariffs on Indian seafood, exporters began talks with Australia to reopen trade.

On the third day of his visit, Lokesh confirmed that Australia had approved the first import of Indian shrimp. “A long-standing hurdle for Indian seafood exporters has been removed,” he said on X (formerly Twitter). “The first import approval for Indian shrimp has been granted.”

Lokesh said the move would boost India’s aquaculture exports and reduce dependence on a single market. He thanked both governments for working together to resolve the issue and support seafood trade.

During his trip, Lokesh met officials from Seafood Industry Australia (SIA), including CEO Veronica Papacosta and engagement manager Jasmine Kelleher. They discussed possible partnerships in seafood processing, quality improvement, and expanding imports from India.

Highlighting Andhra Pradesh’s dominance in seafood exports—accounting for more than 60% of India’s aquaculture output—Lokesh noted that the state exported 16.98 million tons worth $7.4 billion in 2024–25. He called for stronger trade ties, technology exchange, and investment in cold chain and packaging facilities to improve quality and sustainability.

Lokesh also encouraged cooperation on climate resilience and sustainable aquaculture, adding that seafood trade could further strengthen India-Australia economic relations.

Seafood Industry Australia, representing over 30,000 members across fishing, aquaculture, and processing, contributes around AUD 3.5 billion to the Australian economy each year.

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It’s time to stop asking for sacrifices and start making offers. The paradigm must shift from perpetual philanthropy to smart, market-based investment. This isn’t about commodifying nature; it’s about aligning our financial systems so that a healthy ecosystem becomes the foundation of a thriving local economy. The new bargain is simple: we invest in community-led enterprises that generate revenue from conservation, creating a powerful, self-funding loop of ecological and economic resilience.

This isn’t a theory; it’s a working model already delivering returns for people, planet, and investors. Let’s talk about few.

The Carbon Deal. Coastal communities restore mangrove forests, vital carbon sinks and storm barriers. In return, they sell verified carbon credits. The bargain: investors get high-integrity offsets; the planet gains carbon sequestration, biodiversity, and coastal protection; and communities secure a durable revenue stream.

The Sustainable Food Deal. Impact enterprises are equipping smallholder farmers with regenerative agriculture and climate-smart aquaculture techniques. The bargain: farmers’ yields and incomes rise, their environmental footprint falls, and investors tap into the growing market for sustainable goods, de-risked by improved community resilience.

The Eco-Tourism Deal. Community-owned lodges and guided experiences make wildlife and wilderness more valuable alive than exploited. Tourists get authentic experiences, local people gain pride and income, and investors back a business model where conservation is the core asset, not the collateral damage.

These examples reveal a transformative principle: the structure of finance dictates the behavior it produces. Grants can protect land, but investments build constituencies. They create durable incentives that align local communities, global capital, and the environment. This is how conservation becomes scalable, investable, and resilient beyond donor timelines.

For donors and Development Finance Institutions (DFIs), this is a strategic pivot—not a departure from purpose, but an evolution of method. Their role is to catalyze and de-risk a new asset class: climate-smart, community-based enterprise. Catalytic capital can take the first-loss position, fund technical assistance, and measure success not only in hectares or species but also in livelihoods secured, revenue generated, and tons of CO₂ sequestered.

By prioritizing private sector partners who embed conservation in their business models, whether through regenerative farming, sustainable aquaculture, eco-tourism, or carbon markets, DFIs can unlock a new generation of scalable impact enterprises. These models prove that conservation and commerce can reinforce one another rather than compete for survival.

The private sector, too, must evolve its role, not as a peripheral partner to philanthropy but as the engine of climate resilience. Impact investors, local entrepreneurs, and market facilitators are showing that financial returns and ecological restoration can coexist, provided the incentives are structured correctly. The aim isn’t to monetize nature, but to mobilize capital toward its regeneration.

Philanthropy, meanwhile, has a new and vital role: not to sustain conservation indefinitely, but to prime the pump, absorbing early risk, building proof of concept, and paving the way for private capital. When used strategically, donor funding can shift from being a perpetual subsidy to a catalytic spark that draws in larger, longer-term investment.

The challenge is no longer scientific or moral, it’s financial. We know how to restore mangroves, regenerate soils, and protect coral reefs. What we lack is a financial architecture that rewards these actions as rational economic choices. It’s time to move beyond charity and build a marketplace where protecting the planet is not just virtuous, but valuable.

I urge all of us to rethink what investing in conservation means. Let’s not do it out of guilt or goodwill, but because it’s the smartest investment we can make — in our planet, our economies, and our shared future.

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In Ho Chi Minh City, several companies are leading the charge. Phuc Loc Co. Ltd. processes around 60 tonnes of by-products daily to produce 4,000–5,000 tonnes of fishmeal annually, generating revenues of 72–90 billion VND (approximately 3–3.9 million USD). Similarly, Tu Hai Co. Ltd. exports cleaned and dried fish bones to Japan, earning 10–12 billion VND annually.

On the research front, the Southern Research Institute for Marine Fisheries converts mixed crab species into canned crab paste and chitosan powder, a high-value raw material for healthcare and agriculture, sold at up to 1,000 USD per kilogram. Beyond industrial applications, companies like Hai Lan Co. Ltd. transform shells into souvenirs, artwork, and jewelry, reaching global markets through platforms like Alibaba.

Forecasts from the agriculture and environment sector indicate a massive potential for seafood by-products. Shrimp heads alone could provide 490,000 tonnes of food products, pangasius offcuts 100,000 tonnes, and fish oil 150,000 tonnes annually. By 2030, shrimp by-products could reach 650,000 tonnes worth 80–100 million USD, while pangasius by-products could hit 1.3 million tonnes, valued at over 500 million USD.

Officials highlight that converting by-products into resources requires a strategic approach, supported by policies, investment, and collaboration among businesses and scientists. This transformation not only creates tens of thousands of jobs but also reduces environmental pressure from seafood waste.

Currently, Vietnam generates roughly one million tonnes of seafood by-products annually, yet only a fraction is processed, with the sector’s current value at around 275 million USD—far below its billion-dollar potential.

By turning seafood waste into “blue gold,” Vietnam is setting an example of innovation, sustainability, and economic growth in the global seafood industry.

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Tariffs Upend a Dependable Trade Flow

The U.S. recently imposed a 58% tariff on Indian shrimp including anti-dumping and the extra 25%. For an industry where margins are already thin, the move has made Indian shrimp far less competitive in its top export destination.

As a result, shipments have slowed drastically. Exporters report cancelled or postponed orders, while inventories of frozen shrimp pile up in cold storage. Processing plants, which rely on steady exports to keep their lines running, have scaled back operations.

Farmers’ Plight: Falling Prices, Mounting Debts

Shrimp farmers in Andhra Pradesh and other coastal states are among the hardest hit. With exporters cutting back purchases, farm-gate prices have plunged, making it nearly impossible for farmers to cover the cost of feed, pond maintenance, and loans.

Many have warned they may abandon shrimp cultivation altogether. One farmer told U.S. public radio that the situation is “very, very bad” and might force him to stop farming after his next harvest. For smallholders, the combination of low prices and outstanding bank debts is pushing them into financial distress.

Exporters/Processors: Factories and Markets Under Pressure

Exporters — who are also the processors running India’s shrimp factories — face a different but equally damaging crisis. With U.S. demand drying up, their frozen inventories are swelling. To stay liquid, they have cut the price offered to farmers, which in turn worsens the farmers’ position.

Processing plants have slowed production lines, with reports of workers losing hours or shifts. This is particularly devastating for thousands of women who depend on shrimp peeling and packing jobs to support their families.

The U.S. tariff shock has also disrupted shipping schedules, forcing exporters to renegotiate contracts and absorb losses on already shipped consignments.

Coping Strategies: Diversification and Survival Tactics

Despite the disruption, the industry is trying to adapt:

• Shifting Markets: Exporters are gradually redirecting inventories toward Europe, China, and the Middle East, though competition and strict standards remain obstacles.
• Domestic Push: There are growing calls within India to promote shrimp consumption domestically, positioning it as a healthy protein source and a buffer against export volatility.
• Inventory Management: Exporters are working to slowly reduce their frozen stockpiles, even if that means taking losses in the short term.

Farmers, meanwhile, are experimenting with survival strategies. Some are considering switching to other forms of aquaculture, such as fish, which face less export dependency. Others are seeking collective bargaining through local associations to press for government relief.

Outlook: A Supply Chain Under Strain

The tariff war has exposed how vulnerable India’s shrimp industry is to policy shocks in a single key market. Farmers, processors, and exporters are all entangled in the same struggle — one side cannot survive without the other.

For now, the sector is in damage-control mode: exporters are offloading inventories, farmers are hanging on through a poor season, and policymakers are being urged to step in with support. The real test will be whether India can successfully diversify away from overreliance on the U.S. market, and in the process, build a more resilient shrimp supply chain or successful to make a good deal with Trump administration.

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The first training, “Pilot Capacity Building & Practical Field-Based Engagement and Demonstration for Farmers,” focused on smallholder aquaculture challenges. The second, “Nursery Pond Knowledge Building for Women & Practical Demonstration,” was exclusively dedicated to empowering women farmers with the knowledge and skills required to manage and operate nursery ponds as viable enterprises.

Both sessions combined classroom theory with extensive field demonstrations, allowing participants to learn about pond preparation, biosecurity, water quality testing (pH, alkalinity, salinity), feed management, disease prevention, and economic record-keeping. Farmers not only observed but also practiced techniques such as liming, fry handling, and water testing — a rare and invaluable opportunity that was deeply appreciated.

Participants expressed their heartfelt gratitude, noting that this was the first time they had received such detailed, hands-on guidance. Many shared that if they had been trained in this way earlier, their farming practices could have already improved significantly.

The trainings were facilitated by FISHBYTE adviser Mr. Taslim Mahmood, an internationally renowned Bangladeshi shrimp consultant with experience across Qatar, Vietnam, Cambodia, Thailand, Malaysia, and Sri Lanka. His practical demonstrations and global expertise resonated strongly with the participants. The sessions also saw the presence of FISHBYTE’s founder, Zubair Khan, Seafood Network Bangladesh’s women empowerment coordinator, Rezwana Shafique, Shushilan’s Program Director, Satchinando Biswas, and Program Implementation & Technical Team Leader, Rajib Ghosh, among others. On the second day, the Upazila Senior Fisheries Officer attended the nursery pond training, expressing his satisfaction with the initiative.

These programs were part of Activity #6 under ANB (Aquaculture Network of Bangladesh) — a multi-stakeholder platform launched in February 2025 through its inaugural workshop in Dhaka, attended by national and international partners. ANB unites national NGOs, universities, private enterprises, and global research organizations to tackle Bangladesh’s aquaculture challenges collaboratively. Activity #6 is being supported by partners including Khulna University, Evolved Research & Consulting (ERC, UK), MacAlister Elliott & Partners (MEP, UK), and the UK Government’s Centre for Environment, Fisheries and Aquaculture Science (Cefas).

By highlighting both sustainable, nature-based shrimp farming and women’s empowerment in aquaculture, these trainings marked a meaningful step forward for the coastal communities of Paikgacha. With continued collaboration among partners, the ANB aims to scale such initiatives, creating resilient livelihoods and fostering equitable growth across Bangladesh’s aquaculture sector.

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Shrimp Leads the Export Surge

Of the total export earnings in FY 2024-25, Tk 2,499 crore (USD 206.5 million) came from 19,512.79 tonnes of shrimp exports alone, up from 15,450.97 tonnes in FY 2023-24, which earned Tk 1,744 crore (USD 144.1 million).

Meanwhile, export earnings from other fish varieties rose from Tk 402 crore (USD 33.2 million) for 9,745.78 tonnes in FY 2023-24 to Tk 610 crore (USD 50.4 million) for 15,363.58 tonnes in FY 2024-25.

Species-wise Earnings Breakdown

The detailed breakdown for FY 2024-25 includes:

• Galda / Freshwater Giant Prawn: Tk 734.50 crore (USD 60.7 million) from 4,282.14 tonnes
• Bagda / Black Tiger shrimp: Tk 1,691.69 crore (USD 139.8 million) from 13,963.11 tonnes
• Soft shell Crab: Tk 173.27 crore (USD 14.3 million) from 1,166.89 tonnes

By comparison, in FY 2023-24:

• Galda shrimp exports brought in Tk 420.43 crore (USD 34.7 million) from 2,883.30 tonnes
• Bagda shrimp earned Tk 1,311.21 crore (USD 108.4 million) from 11,336.54 tonnes
• Soft shell Crab exports were Tk 97.87 crore (USD 8.1 million) from 644.77 tonnes

Challenges Holding Back Production

Despite the growth, the sector has faced several persistent hurdles — a decline in brackish water sources, virus outbreaks, lack of SPF (disease-free) shrimp fries, and farmers’ reluctance to adopt modern techniques. According to industry estimates, these challenges have caused production shortfalls that deprived the country of USD 25–41 million (Tk 300–500 crore) in potential export earnings.

Adding to the pressure, rising feed prices have increased input costs for farmers, further impacting profitability.

Government Support Fuels Renewed Hope

The government has been taking proactive steps, including promoting cluster farming methods, vannamei shrimp cultivation, environment-friendly aquaculture, and massive farmer training and incentives.

Farmer testimonies reflect growing optimism. Harun-ur-Rashid from Koyra Upazila credits the adequate rainfall and government virus prevention efforts for improved yields. Sheikh Mahtab Uddin from Dumuria noted that training programs, quality feed, and natural water bodies have helped increase fish production.

Previously, political interference and land grabbing disrupted shrimp farming activities in many areas. However, with improved governance and proper government action, farmers are returning to the business.

A Sector at a Crossroads

Inspector Lipton Sarder from the Khulna FIQC office noted that while shrimp production has been declining nationwide over the past five years, recent government steps have started reversing the trend. He emphasized the importance of cluster method aquaculture and the adoption of modern, sustainable farming practices.

Industry leader Sheikh Abdul Baki of Oriental Fish Processing Industries highlighted that quality inputs, natural water resources, and cluster farming are key to future success.

According to Md Zahangir Alam, Deputy Director of the Khulna Fisheries Department, the production and export of all categories — white fish (freshwater fishes), Galda, Bagda, and crabs — have increased notably in FY2024-25.

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According to the Bangladesh Export Promotion Bureau (EPB), frozen and live fish exports, including shrimp, rose by 14.45% in the first eight months (July–February) of FY2024-25, reaching USD 316.2 million. Of this, shrimp exports alone surged by 17.06%, hitting USD 215.9 million. February marked a particularly strong month, with export growth of 23.25%. Bangladesh’s main export destinations are mostly UK and EU countries.

The upward trend has continued for six consecutive months, from September to February. Despite this, many processing plants in key hubs, Khulna and Chattogram remain closed due to a shortage of raw materials, financial constraints, and high operational costs.

Industry leaders state that the sector was severely disrupted during student protests in July–August last year. Yet, EPB data suggests that shrimp exports have been gradually increasing since the fall of the previous government.

Recently elected as the Senior Vice President of the Bangladesh Frozen Foods Exporters Association (BFFEA), Md. Tarikul Islam Zaher, Managing Director of Achia Sea Foods, said:

“We’re getting a significant volume of export orders, and global demand for shrimp has risen considerably. However, the raw material shortage poses a serious threat to sustainable growth.”

Zaher added that most shrimp producers are struggling due to multiple challenges, resulting in the shutdown of many processing factories. Of BFFEA’s 200 member companies, only about 25% are currently operational, while 75% have suspended activities.

Even in Khulna, where nearly 30 factories remain technically open, only 10–12 are functioning steadily. The situation in Chattogram is reportedly just as grim.

Mixed Performance Among Listed Shrimp Exporters

While the export numbers show positive signs, the financial performance of publicly listed shrimp companies on the Dhaka Stock Exchange (DSE) tells a mixed story.
Apex Foods, one of the largest listed exporters, saw its revenue drop by 2% and profits decline by 20%, according to unaudited financials. Meanwhile, Gemini Sea Foods suffered substantial losses due to reduced revenue and shrinking profit margins.

Calls for Policy Support

Exporters and processors are urging the government to extend financial incentives, improve infrastructure, and offer policy support to help smallholder farmers restart operations. Industry insiders believe such measures will not only sustain the current growth momentum but also enhance overall export earnings.

European and Middle Eastern markets are showing robust demand, and Bangladesh could significantly increase its seafood exports with the right support. However, the shortage of shrimp seed and raw material remains a critical bottleneck.

Focus on Vannamei Shrimp

Sheikh Kamrul Alam, Managing Director of Rupali Sea Foods Ltd. and BFFEA Vice President, blamed the previous government’s restrictive policies for factory closures. Still, he remains optimistic about the future, especially with the growing interest in Vannamei shrimp farming.

“Vannamei shrimp is highly profitable for processors, but approval for farming was delayed. Now that it’s been allowed, we’re seeing encouraging results,” Kamrul said.

Vannamei shrimp—also known as Whiteleg shrimp or Pacific white shrimp—originates from the Pacific coasts of Mexico and Central/South America. In Bangladesh, trial farming began in 2021 under the Bangladesh Fisheries Research Institute (BFRI) in Paikgacha, Khulna.

Following early success, the government authorized 12 companies to commercially farm Vannamei in 2022. These ventures have reported promising yields, signaling a bright future for commercial Vannamei farming in Bangladesh.

Kamrul added,

“Vannamei can yield 8,000–10,000 kg per hectare, compared to just 1,000 kg from traditional Bagda farming (Black Tiger shrimp). If we invest in production and scale up, shrimp exports can skyrocket, significantly boosting the country’s foreign exchange reserves.”

While vannamei shrimp may seem like a promising addition to Bangladesh’s aquaculture export basket, the reality on the ground tells a different story. Bangladesh’s shrimp sector is still heavily dependent on extensive aquaculture, where average Black Tiger shrimp (P. monodon) yields are less than 300 kg per hectare.

Even after years of commercial farming, local Monodon hatcheries continue to fall short of the mark—lagging in traceability, technical standards, and the consistent production of quality post-larvae (PL). As a result, the sector relies heavily on wild-caught PL to fill the demand gap, a practice that’s further depleting the country’s already stressed natural shrimp stocks.

On top of that, a large portion of Bangladesh’s shrimp farmers are smallholders who are deeply accustomed to the low-input, low-cost farming practices of native Black Tiger shrimp. For these farmers, transitioning to vannamei—which demands higher biosecurity, hatchery-sourced SPF stock, commercial feed, and controlled water systems—is not only unfamiliar but also financially burdensome. Without significant support systems and reliable inputs, it’s unlikely these farmers will be able to adapt quickly or sustainably.

In this context, if we haven’t been able to build a resilient and sustainable system around our native species after many decades of commercial farming, it’s unrealistic to assume we can suddenly succeed with vannamei—a species that demands far stricter management, infrastructure, and compliance.

And beyond our borders, the vannamei shrimp market is already intensely competitive and nearing saturation. Countries like India, Ecuador, Vietnam, and Indonesia—who are decades ahead in vannamei farming—are dominating global supply chains with economies of scale, integrated systems, and strong government support. Bangladesh, by contrast, is just starting out, with no foothold yet.

So the question remains—should we chase a crowded market we’re not ready for, or double down on our strength?

Vannamei of course hold the long-term potential, but in the present context, betting big on Black Tiger shrimp remains the most strategic, realistic, and sustainable path forward—for both the industry and the tens of thousands of farmers who rely on it for their livelihoods.

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The Beginning of an Entrepreneurial Journey

Ripon’s journey began in the 1990s, while he was a student at Govt. B. L. College. Unlike many of his peers, who aspired to traditional careers, Ripon had a different vision. He wanted to be an employer, not an employee.

What started as a small shrimp farm in a personal space soon turned into a flourishing business. Seeing positive returns, he decided to expand commercially in 2001. By 2007, his shrimp farming area had grown to 150 bighas, and today, he manages an impressive 1,800 bighas ( approx. 240 hectare) across six farms, employing around 500 workers.

“I never wanted a job. I always believed in creating opportunities rather than seeking them,” Ripon shared, reflecting on his early aspirations.

Overcoming Challenges to Build an Empire

Success did not come easy. Like many shrimp farmers in Bangladesh, Ripon faced numerous hurdles, from disease outbreaks to political resistance and environmental challenges.

“Shrimp farming was never easy,” he admitted. “There were constant challenges—diseases, extreme weather, and even opposition from influential individuals. But I knew that perseverance and innovation were the keys to overcoming them.”

During one of the toughest phases, Ripon found himself battling resistance from political figures over water extraction rights from the river. Despite these setbacks, he pushed forward, committed to his vision of revolution in shrimp farming.

Innovation and Expansion in Shrimp Farming

Ripon attributes much of his success to advanced techniques in shrimp farming, which he adopted with support from the Department of Fisheries. These techniques not only increased productivity but also set a benchmark for other farmers in the region.

His influence is evident. Neighboring shrimp farmers, such as Alauddin Sohag, acknowledge Ripon’s role as a trailblazer. “Farmers in the coastal belt now follow the path Ripon has set,” Sohag noted.

Beyond his own farming operations, Ripon supplies high-quality shrimp fries from Cox’s Bazar to other farmers, further strengthening the industry.

Today, his businesses, Royal Fish Trading and Royal Fish Culture, generate an annual revenue of Tk 10-12 crore (approx. a million in USD). And he has no plans of stopping. With an eye on further expansion, Ripon aims to make Bangladesh’s shrimp industry more competitive in the global market.

Recognition and Industry Leadership

Ripon’s dedication and contributions have earned him numerous awards at both upazila and district levels. He currently serves as:

• President of Khulna Divisional Hatchery Traders Association
• General Secretary of Paikgacha Upazila Shrimp Farmers Association

His work has also drawn appreciation from government officials and experts.

Khulna District Fisheries Officer Dr. Farhana Taslima remarked, “For years, shrimp farmers suffered losses due to traditional farming methods, disease outbreaks, and climate change. Ripon’s cluster farming approach has provided a sustainable model that is now helping local farmers thrive.”

The Future of Bangladesh’s Shrimp Industry

Ripon’s story is not just about personal success—it’s a testament to the potential of Bangladesh’s shrimp industry. With over 5,000 shrimp farms covering 20,000 hectares in Paikgacha alone, the sector holds immense opportunities.

Senior Upazila Fisheries Officer Saikat Mallik highlighted Ripon’s contribution, stating, “His leadership in the industry has inspired a new wave of entrepreneurs, proving that with modern techniques and the right mindset, shrimp farming can be a highly profitable venture.”

As Bangladesh’s shrimp sector continues to grow, it needs visionary leaders like Ripon who are willing to embrace innovation and overcome challenges. His journey—from a college student with a dream to a pioneer in sustainable shrimp farming—is an inspiration for the next generation of agri-entrepreneurs.

What’s next for Golam Kibria Ripon? He is already working on expanding production and exploring new export opportunities. If his past success is any indication, the future of Bangladesh’s shrimp industry looks brighter than ever with adopting modern methods and innovation.

The post From dream to success: The inspiring journey of Golam Kibria Ripon in shrimp farming from Paikgacha, Khulna appeared first on Seafood Network BD.