As soon as there is a credible indication of wrongdoing, such as a detailed whistleblower report, unexplained payments, audit findings or a regulator's inquiry. Delay increases the risk that documents are lost, that people coordinate their accounts, or that the company is later seen to have ignored warning signs. Not every concern needs a full investigation, so the first step is a short, confidential assessment of the allegation and its seriousness. That assessment decides the scope, who should oversee it and whether external lawyers and forensic support are needed from the start. Early structure keeps internal investigations credible.

Bangladesh law protects confidential communications between a client and its lawyer made for the purpose of legal advice, but the protection is narrower and less tested than in England or the United States. Facts, underlying documents and reports prepared mainly for business purposes may not be protected. To maximise protection, lawyers should be engaged to give legal advice, reports should be addressed to the decision-makers who need that advice, and distribution should be limited. Before sharing findings with auditors, insurers or regulators, consider whether that disclosure could waive protection elsewhere. We plan for this from the outset.

Usually yes, but the process must follow the employee's contract, company rules and, for workers covered by the Bangladesh Labour Act 2006, the statutory disciplinary procedure. That procedure generally requires written charges, an opportunity to respond and a proper inquiry before dismissal for misconduct, and it limits how suspension operates. Managers and officers outside the Act's definition of worker depend more on their contracts. Rushed suspensions or dismissals can lead to Labour Court claims and can damage the credibility of the investigation if challenged. We align disciplinary steps with the evidence gathered. Consistency between cases matters greatly.

It depends on the sector and the facts. Banks, financial institutions and other reporting organisations must file suspicious transaction reports under money laundering rules, and listed companies have disclosure obligations to the securities regulator and exchanges. Outside those duties, there is generally no broad obligation on a company to self-report a past offence, but voluntary engagement may be wise in some cases, especially where foreign authorities are involved. The decision should be taken with legal advice, based on verified facts, and with an eye on the position of individual employees. We can help weigh those options carefully.

If the Anti-Corruption Commission is already looking at the matter, the company must avoid any step that could be seen as obstructing it or interfering with witnesses. Internal work can still continue, but it should be coordinated, carefully documented and focused on understanding the facts and fixing controls. Responses to notices and requests for documents need to be accurate and complete, and individuals summoned for questioning should be advised on their rights. We manage the relationship between the internal inquiry and the official one so the company's cooperation is clear and consistent. Transparency usually helps the company.

Possibly, but data protection now requires closer attention. The Personal Data Protection Act 2026 regulates processing of personal data and its transfer outside Bangladesh, and banking secrecy, telecoms rules and sector regulations may add further limits. Employment contracts and policies also matter. Where a global team needs access, it is often safer to host and review data in Bangladesh first, filter it, and transfer only what is necessary under an appropriate legal basis. We design collection and transfer protocols that satisfy local rules and the requirements of foreign authorities. Internal investigations rarely need everything.

Company counsel represents the company, not its employees, and employees should be told this clearly at the start of any interview. Where an employee may face personal criminal exposure, or where their interests could diverge from the company's, separate counsel is often appropriate. Many companies agree to fund that representation, subject to their constitution, policies and any insurance cover. Separate representation protects the individual and helps the company, because statements given with proper advice are more reliable. We advise companies on when to recommend independent counsel and how to structure the arrangement. Clarity at the start reduces later disputes.

There is no standard timetable. A focused inquiry into a single transaction or complaint may be completed in a few weeks, while a review of several years of payments across business units or countries can take months. Cost depends on the volume of data, the number of interviews, the need for forensic accountants and translators, and whether regulators are involved. We agree a scope and phased budget at the outset, report regularly to the oversight committee, and revisit the plan as facts emerge so that resources are spent where the risk is highest. Phasing the work controls cost.