SW Report

In a signature display of strategic leadership and regional teamwork, Rear Admiral Mohammad Musa of Bangladesh emerged as a pivotal figure at two closely linked international forums—the Capacity Building Sub-Committee (CBSC23) and the Inter-Regional Coordination Committee (IRCC17)—held at the IHO Secretariat in Monaco. The meetings, staged from 28–30 May (CBSC23) and 3–5 June (IRCC17), chart a forward-looking path for capacity development in hydrography, electronic navigational charts, and marine data governance, with a distinct emphasis on S-100 readiness, gender parity, and digital learning.

Rear Admiral Mohammad Musa, Assistant Chief of Naval Staff (Operations)

Bangladesh’s two-member delegation, led by Rear Admiral Musa and accompanied by Captain Rezaur Rahman, represented the North Indian Ocean Hydrographic Commission (NIOHC). Their sustained presence and active participation underscored a broader national strategy: aligning with IHO’s evolving capacity development framework, expanding regional cooperation, and translating international support into tangible national gains.

Key moments and implications for Bangladesh

1) Steering into Capacity Development

CBSC23 marked a significant strategic pivot for the IHO. After robust discussions, delegates agreed to reframe “capacity building” as “capacity development” (CD), a shift that Bangladesh embraced as well. The reasoning is clear: capacity development emphasizes leveraging existing strengths, nurturing local ownership, and pursuing participatory, bottom-up growth rather than top-down, one-off training. For Bangladesh, the CD framework aligns with its maritime development goals—building sustainable capabilities through national ownership, regional collaboration, and targeted external support.

Musa’s leadership profile during CBSC23 helped anchor Bangladesh’s stance in these crucial discussions. By actively engaging with the proposed transition, he positioned Bangladesh to benefit from the broader CD approach—ensuring national training plans, internships, and facilitator roles dovetail with IHO’s evolving philosophy.

2) Financing and Practical Access to Training

CBSC23 confirmed that all 28 activities in the 2025 Capacity Building Work Plan (CBWP) were funded to date, sourced from IHO budget contributions and external donors. This financial clarity creates a predictable field for national planning. Yet, it also highlights cautions raised by IHO Director Luigi Sinapi about last-minute withdrawals from certain courses (notably GEOMAC) and limited applications for others (Cat A Hydrographic Course at the University of Southern Mississippi).

For Bangladesh, the takeaway is twofold: maintain active nomination pipelines to ensure seats and avoid missed opportunities, and cultivate regional and bilateral networks to broaden access to high-demand programs. The delegation’s emphasis on submitting qualified candidates and coordinating through CL10/2025 inputs is a practical path to optimizing funded opportunities.

3) Partnerships, E-Learning, and Women’s Leadership

The CBSC discussions highlighted the ongoing role of the Republic of Korea and Nippon Foundation as major funders for capacity-development activities. This reinforces Bangladesh’s incentive to deepen collaboration with these partners through regional initiatives and bilateral channels.

On the digital front, the IHO E-Learning Centre’s evolution, and the call to diversify governance through additional regional representation on the e-Learning Steering Committee and General Manager Team, signal a turning point for accessible, scalable training. Bangladesh’s growing utilization of elearning.iho.int positions it to contribute content and benefit from governance involvement, expanding the country’s reach in digital hydrographic education.

Equally important is the emphasis on empowering women in hydrography. The program’s internship offerings aboard NOAA and SHOM ships and the notable rise of women in leadership roles within IHO bodies align with global gender-equity objectives and national development commitments. Bangladesh can leverage these opportunities to craft targeted mentorship and scholarship initiatives that broaden women’s participation in its maritime institutions.

4) S-57 to S-100 Transition: A National Readiness Challenge

The CBSC’s candid assessment of S-100 transition funding gaps—especially for Phase 3—placed the spotlight on the need for external funding streams (IC-ENC, Primar) to complement national efforts. For Bangladesh, the path forward involves mapping national requirements for S-100 transition, aligning with IC-ENC/Primar-supported training, and embedding these milestones into the national hydrographic program. Musa’s advocacy, at the helm of Bangladesh’s delegation, signals readiness to integrate S-100 initiatives with domestic procurement and capacity-building plans.

5) IRCC17: A Broad Decade of Inter-Regional Cooperation

IRCC17 gathered 55 participants including regional chairs, subordinates, and project teams. The meeting reiterated achievements by Regional Hydrographic Commissions and endorsed collaboration on Marine Spatial Data Infrastructure (MSDI). The MSDIWG’s decision to prioritize global thematic layers over new portals, and the plan to appoint an MSDI Ambassador from each region, provides Bangladesh with a clear and constructive pathway to influence regional data governance and interoperability.

For Bangladesh, contributing to MSDI initiatives offers a practical vehicle to elevate national data governance standards, improve data sharing with neighboring states, and strengthen operational maritime safety and planning.

Figure 2: Inter-Regional Coordination Committee Meeting (03 - 05 June 2025)

Strategic takeaways for Bangladesh

Leadership credibility and national stature: Rear Admiral Musa’s role at CBSC23 and IRCC17 elevates Bangladesh’s profile within IHO’s governance architecture. His leadership reinforces Bangladesh’s capacity to influence discussions, mobilize national resources, and align with the IHO’s CD-centric agenda.

Embrace Capacity Development: The CD framing is compatible with Bangladesh’s long-term maritime development objectives. National programs should emphasize participatory design, leverage existing human capital, and pursue co-financing with international partners to accelerate capability building.

S-100 readiness as a national priority: Systematic planning for S-100 transition—supported by IC-ENC/Primar—should be prioritized in national hydrographic budgeting. Early planning and stakeholder coordination will maximize access to training and ensure timely implementation.

Digital learning and governance: Active engagement in the IHO e-Learning ecosystem—planning, content contribution, and governance participation—will accelerate Bangladesh’s competency-building outcomes and ensure training content aligns with national needs.

Gender diversity and leadership development: Bangladesh should design national programs to promote women’s participation in hydrography, including internships, mentorship, and leadership pathways within maritime agencies and hydrographic institutions.

Documentation and accountability: Timely reporting of capacity-building activities to the CB Calendar via CL10/2025 will improve visibility, facilitate funding decisions, and support coordinated national planning.

What’s next for Bangladesh?

Nominate candidates for e-Learning governance: Identify and propose qualified personnel to join the IHO e-Learning Steering Committee and the General Manager Team to bolster Bangladesh’s influence over content and delivery.

Plan S-100 training participation: Prepare a national S-100 transition roadmap, incorporating opportunities from IC-ENC and Primar, and submit to the IHO CB Calendar for visibility and funding alignment.

Strengthen regional collaboration: Continue to engage with neighboring states and RHCs to pursue joint training, shared resources, and coordinated procurement; ensure national needs are reflected in regional capacity-building calendars.

Maintain proactive reporting: Keep a running inventory of 2025 and future CB/CD activities, ensuring timely submissions to the IHO CB Calendar and relevant CL communications.

A forward-looking leadership narrative

Rear Admiral Mohammad Musa’s leadership during CBSC23 and IRCC17 illustrates a broader regional and global shift toward sustainable, locally anchored capacity development in hydrography. His role underscores Bangladesh’s readiness to translate international guidance and funding into concrete improvements in hydrographic surveying, maritime safety information, and data interoperability. As IHO continues to advance capacity development, S-100 adoption, and digital learning, Bangladesh stands well positioned to convert strategic discussions into practical outcomes—strengthening not only its own maritime governance but also contributing to a more resilient, cooperative Indo-Pacific and global hydrographic community.