The Greater Dhaka metropolitan area has a population of approximately 25.3 million to 36.6 million, depending on the boundary definitions and data sources. Among these, it has a labour force of around 10 to 12 million actively engaged in economic activities.
This massive concentration of people and employment has placed enormous pressure on the city’s transport system, which has struggled to keep pace with rapid and largely unplanned urbanization.
Traffic congestion in Dhaka is not merely an inconvenience; it is a serious economic and social burden. Studies by the World Bank and the Bangladesh Institute of Development Studies show that average traffic speed is as low as 6 to 8 kilometres per hour during peak hours, only slightly faster than walking speed. The Asian Development Bank warns that without effective intervention, this situation may deteriorate further.
One of the most critical consequences of congestion is the loss of productive time. Research by the World Bank and transport experts suggests that commuters spend between 2 to 3 hours daily in traffic, losing approximately 1 to 1.5 working hours per person each day.
When multiplied across millions of workers, the cumulative loss becomes staggering, amounting to millions of working hours lost every day.
The financial cost of this lost productivity is equally alarming. A World Bank study estimates that traffic congestion costs Dhaka’s economy between $3-$5 billion annually due to lost time, excess fuel consumption, and operational inefficiencies.
The Asian Development Bank also highlights that congestion reduces national competitiveness and slows economic growth. In addition, fuel wasted during long traffic delays increases energy import costs, putting further strain on the economy.
The structure of Dhaka’s transport system significantly contributes to this crisis.
Roads cover less than 8% of the city’s land area, far below the 20-25% recommended for efficient urban mobility.
At the same time, the number of registered vehicles has increased rapidly, without a corresponding expansion in road capacity.
Public transport remains fragmented and inefficient. Studies by the International Labour Organization and the World Bank show that Dhaka’s bus system operates under numerous private operators with little coordination.
This leads to route duplication, unsafe competition, irregular services, and poor passenger experience. Non-motorized transport, especially rickshaws, continues to play a major role, reflecting both affordability and the limitations of formal transport systems.
Urban planning challenges further intensify congestion. Economic activities are heavily concentrated in a few central areas, forcing millions of people to travel long distances every day.
Projects such as metro rail systems, bus rapid transit, and elevated expressways aim to improve mobility and reduce travel time. Early evidence from operational metro rail routes shows noticeable reductions in travel time, highlighting the potential of mass transit systems.
However, the overall impact remains limited due to lack of integration and coordination. The World Bank and Asian Development Bank emphasize that isolated infrastructure projects cannot solve congestion without a comprehensive, multimodal transport strategy.
Weak institutional coordination, delays in implementation, and inadequate traffic management systems continue to undermine progress.
International experience offers valuable lessons. Cities like Singapore have successfully managed congestion through integrated transport planning, strict vehicle control policies, and advanced traffic systems.
London has introduced congestion pricing to reduce traffic in central areas. Curitiba in Brazil is known for its efficient bus rapid transit system, while Seoul has modernized its public transport through integration and smart technologies.
These examples show that effective solutions require not only infrastructure but also strong governance, policy reform, and behavioural change.
If Dhaka can reduce congestion even modestly, the gains would be significant.
Saving just 30 minutes per worker per day across a workforce of 10 million would generate an additional 5 million productive hours daily. Over a year, this could translate into billions of dollars in economic value, along with improved efficiency and quality of life.
Several actions are essential to achieving this transformation.
Developing an integrated public transport system that connects metro rail, buses, and non-motorized transport is crucial. Traffic demand management measures such as strict parking control, staggered office hours, and digital traffic systems can improve road efficiency.
Decentralizing economic activities can reduce travel demand and ease pressure on central areas. Strengthening governance and coordination among transport related agencies is also critical.
However, many of these initiatives remain slow, fragmented, or only partially implemented.
Institutional weaknesses, delays, and lack of coordination continue to limit their effectiveness.
At the same time, Dhaka’s population continues to grow rapidly, increasing daily travel demand.
Without timely and coordinated action, the gap between demand and capacity will widen further, making congestion even more severe.
Improving traffic discipline and public awareness is equally important. Without proper enforcement of rules and behavioral change, even well designed infrastructure will fail to deliver expected results.
Dhaka’s traffic congestion is a complex challenge rooted in rapid urbanization, structural limitations, and governance gaps. Its impact extends beyond transportation, affecting productivity, economic growth, and overall quality of life.
While current initiatives provide some hope, a comprehensive, integrated, and well-coordinated approach is essential.
By learning from global experiences and prioritizing efficient and inclusive solutions, Dhaka can transform its transport system and unlock its full economic potential.
Until then, the city will continue to bear the heavy cost of lost time, reduced productivity, and human suffering.
Shahiduzzaman is a freelance writer.
