[🇧🇩] Banking System in Bangladesh

[🇧🇩] Banking System in Bangladesh
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G Bangladesh Defense

Opening the door for owners of looted banks poses a serious risk

Kallol Mustafa

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File Visual: Shaikh Sultana Jahan Badhon

The Bank Resolution Ordinance, issued during the previous interim government, has recently been passed at the national parliament. However, the way the ordinance was amended at the time of its passage—creating an opportunity for the merged banks to return to their former owners—has raised some serious questions and concerns.

The objective of the Bank Resolution Ordinance formulated during the interim government was to bring any bank under resolution if its beneficiary owners directly or indirectly used the bank’s assets or funds fraudulently for their own or others’ interests. Resolution measures include appointing an administrator to a distressed bank, temporarily bringing it under government ownership, establishing a bridge bank, and transferring shares, assets, and liabilities to a third party—all aimed at protecting depositors’ interests and maintaining financial stability.

Under this ordinance, in December 2025, five Shariah-based private banks, that became distressed by being looted and were unable to return depositors’ money, were merged into a state-run entity titled Sommilito Islami Bank. These five banks were First Security Islamic Bank, Social Islamic Bank, Union Bank, Global Islamic Bank, and Exim Bank. The chairman of Exim Bank was Nazrul Islam Mazumder, one of the owners of Nassa Group. The ownership of the remaining banks was linked to the Chattogram-based S Alam Group.

The paid-up capital of this Sommilito Islami Bank stands at Tk 35,000 crore, of which the government has contributed Tk 20,000 crore. The remaining Tk 15,000 crore will be provided as shares to depositors. In addition, Tk 12,000 crore has been provided from the Deposit Insurance Trust Fund, and Bangladesh Bank has extended another Tk 36,000 crore as loans.

According to Bangladesh Bank data, as of December 2025, the total loans of the five merged banks stood at Tk 196,827 crore. Of this, Tk 165,781 crore has turned into default loans. That means 84.23 percent of the total loans of these banks are non-performing.

Even after the merger, it remains unclear how thousands of crores of defaulted loans will be recovered, how depositors’ funds will be returned, and where new lending capital will come from. None of the owners who looted deposits in the name of loans, the officials who facilitated the looting, or the Bangladesh Bank officials responsible for oversight have faced any trial or punishment. Under such circumstances, there are already doubts about how successful this merged bank can be. Amidst this, the recent amendment of the Bank Resolution Ordinance to create an opportunity for these five Islamic banks to return to their former owners further deepens the existing crisis of confidence in the banking sector.

The question is: what justification can there be for returning ownership to those whose looting led the banks into such distress? The argument of respecting private property rights is not acceptable here. Banks are not like other private family-owned businesses. A paid-up capital of Tk 500 crore is required to establish a bank. After that, thousands of ordinary people deposit their savings there. By investing only Tk 500 crore, the bank owners are able to control the deposits of thousands of crores of taka, decide where to invest it, and whom to lend it to. This is how the owners of the distressed Islamic banks withdrew many times more money than their initial investment in the name of loans. Returning ownership to them now means allowing those who previously syphoned off public money through anonymous loans or laundered it abroad to regain control of these banks by reinvesting only a small portion of that laundered money.

This provision of returning ownership also contradicts ongoing efforts to recover money laundered abroad by these looters. Ten banks in the country have already signed 36 non-disclosure agreements (NDAs) with multiple multinational firms to recover funds laundered by six major industrial groups, with a total of 59 agreements expected. Among these industrial groups are those responsible for looting the Islamic banks in question. In this situation, returning ownership to these groups would effectively weaken the entire process of recovering laundered funds.

To justify the amendment, it is being argued that certain conditions must be met to regain ownership. According to these conditions, former directors or owners of banks merging or listed for mergers can pay 7.5 percent upfront of the amount injected by the government or the Bangladesh Bank to reclaim the banks. The remaining 92.5 percent is to be repaid within two years at 10 percent simple interest. Additionally, all claims and liabilities of pre-merger depositors, domestic and foreign creditors, and third parties must be properly settled.

The question is: how will the same business groups—who over the past one and a half decades repeatedly violated Bangladesh Bank regulations, took anonymous loans, rescheduled loans with minimal down payments of just two percent, and repeatedly defaulted—suddenly become compliant with these conditions? And how will the same regulatory institutions which failed to enforce compliance before now be able to do so?

The way the Bank Resolution Ordinance was amended at the last moment to return looted banks to their former owners recalls the amendment of the Bank Company Act during Sheikh Hasina’s tenure. At that time, too, a last-minute amendment extended the tenure of bank directors from nine to 12 years.

The incident unfolded as follows: on June 8, 2023, then Finance Minister AHM Mustafa Kamal placed the Bank Company (Amendment) Bill, 2023 in parliament. The original proposal contained no provision regarding extending or reducing the tenure of directors. It was later sent to a parliamentary standing committee for review, which also did not propose any such amendment. However, just before the bill was passed on June 21, 2023, the then-ruling party MP Ahsanul Islam proposed an amendment to extend directors’ tenure to 12 consecutive years. Despite protests from the opposition, it was passed.

The recent Bank Resolution Ordinance amendment also followed the same pattern. This time, the BNP government formed a 10-member committee to draft the law converting the interim government’s Bank Resolution Ordinance 2025 into legislation. The committee included four members from the Ministry of Finance, two from the Legislative and Parliamentary Affairs Division, and three from the central bank, with Bangladesh Bank serving as the secretariat.

The committee proposed several amendments. However, according to the daily Samakal, it did not recommend any provision to return looted banks to their former owners. The newspaper reported speaking to three members of the committee who said that from the outset, a “certain quarter” had suggested including such a provision, but due to objections from most members, it was not included in the final draft. On the night of April 9, just before the bill was passed on April 10, Bangladesh Bank became aware of the inclusion of this provision. The next morning, Bangladesh Bank requested the Ministry of Finance not to proceed with it.

However, ignoring the objections of both the committee formed to amend the ordinance and Bangladesh Bank, the provision allowing banks to return to their former owners was added. It is not difficult to understand for whose benefit this last-minute amendment was introduced.

It seems that what the then Jatiya Party MP Mujibul Haque said in parliament in 2023, protesting the last-minute amendment of the Bank Company Act, remains equally relevant today: “It seems that many bank directors, who are aligned with the ruling party, have convinced the finance minister to bring this for passage. If that is the case, we withdraw all our amendments. Because nothing could be more unjust than this. Banks are being looted, money is being laundered abroad, and Bangladesh Bank just sits idle. Bank chairmen and directors take thousands of crores and go abroad. You do not see this. You are here to favour certain people.”

Ultimately, the recent amendment to the Bank Resolution Ordinance lends credence to fears that, rather than learning from the wrong practices and policy failures of the previous autocratic regime, the BNP government is going to accommodate them—at the cost of accountability, financial stability, and public confidence.

Kallol Mustafa is an engineer and writer who focuses on power, energy, environment, and development economics.​
 

Banks lose borrowing appetite as credit demand slumps

Jubair Hasan

Published :
Apr 22, 2026 00:07
Updated :
Apr 22, 2026 00:07

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Commercial banks' borrowing appetite continues to fall amid a squeeze in credit demand in the face of persisting economic sluggishness in recent months.

Apart from the private sector's lower credit demand, the Bangladesh Bank (BB) keeps injecting liquidity in the form of buying US dollars from the market to keep the exchange rate stable, which further cut commercial lenders' borrowing appetite, according to money market experts.

It ultimately helps banks, which often go for borrowing either from the interbank market or the central bank to meet their requirements, lessen their liquidity appetite and borrowing by overcoming the demand-supply mismatch.

According to the latest Bangladesh Bank data, the monthly volume of call-money transactions, through which banks make short-term borrowing within themselves, dropped to Tk 945 billion in March from Tk 1.47 trillion and Tk 1.06 trillion recorded in September and December last year, respectively.

The central bank repo is another major instrument through which banks can borrow funds from the regulator.

The data shows commercial banks altogether borrowed Tk 1.55 trillion in July last year, but monthly borrowing dropped to Tk 996 billion in September and Tk 1.08 trillion in December.

This further dropped to Tk 986 billion in March 2026.

On the other hand, through the special liquidity facility, under which there are seven borrowing windows like assured liquidity support (ALS), assured repo (AR), and Islamic Banks Liquidity Facility (IBLF), banks overall borrowed Tk 1.43 trillion from the central bank in July last year.

The monthly borrowing volume declined to Tk 603 billion and Tk 383 billion in September last year and March this year, respectively.

Seeking anonymity, a central bank official says the banking regulator kept purchasing US dollars from banks since July 13 last year to stabilise the taka-dollar exchange.

Under such forex-market intervention, the central bank has so far bought $5.68 billion from the market and injected more than Tk 650 billion into banks, he says.

"This intervention plays a major role in commercial banks' plummeting borrowing trend," he says.

In fact, he says, commercial banks now park their surplus liquidity in the central bank's deposit instrument called Standing Liquidity Facility (SDF) significantly despite lower gains at the rate of 7.50 per cent, while the call money rate is around 10 per cent.

According to the central bank data, the monthly volume of fund banks deposited in the SDF increased to Tk 578 billion in March from last December's count of Tk 424 billion.

Managing Director and Chief Executive Officer of Mutual Trust Bank Syed Mahbubur Rahman says the private sector's credit demand keeps plummeting, reaching 6.03 per cent by the end of February 2026.

He says industrial units are facing difficulties in their operation due to various factors like the energy crisis and the recent crisis in the Gulf countries worsened the situation further.

"So, the investment avenues of banks kept shrinking in recent months. That is why their borrowing appetite continues to drop," the experienced banker adds.​
 

Govt plans to revitalize banks: Finance Minister

Published :
Apr 21, 2026 16:32
Updated :
Apr 21, 2026 16:32

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Finance Minister Amir Khasru Mahmud Chowdhury in Parliament today. Photo: Video Screenshot

Finance Minister Amir Khosru Mahmud Chowdhury today (Tuesday) said in Jatiya Sangsad that the government plans to revitalize banks and support private sector recovery through budgetary measures and cooperation with multilateral organizations.

“This is a large deficit and can’t be resolved overnight, but we are optimistic that with time and coordinated efforts, the economy will regain its momentum,” he added, BSS reports.

The Finance Minister said while replying to a supplementary question from ruling party lawmaker Mohammed Fakhrul Islam (Noakhali-5) in the House today with Speaker Hafiz Uddin Ahmad, Bir Bikram, in the chair.

He said that Bangladesh’s financial sector is currently facing a significant capital deficit, identifying it as one of the most pressing economic challenges.

He noted that both banks and private sector businesses are experiencing capital shortages.

Khosru attributed this largely to the depreciation of the national currency by over 40 percent in recent years, alongside rising utility and operational costs, which have collectively caused nearly a 50 percent capital deficit in private sector business activities.

The Minister also pointed out that illicit capital outflows in the past have weakened banks’ financial base, creating additional strain on the sector.

“To address this situation, the government has already taken steps to replenish capital and will continue to allocate funds in the upcoming budgets,” he said.

He added that the government is working with international partners, including the IMF, to recapitalize the banking sector. “Efforts are also underway to attract foreign investors to invest in Bangladesh’s financial institutions, aiming to restore stability and liquidity,” he added.

The Minister further acknowledged past irregularities, including loan mismanagement and financial sector misconduct, which exacerbated the crisis.​
 

Bank consolidation imperative: why the Resolution Law matters for stability

Shahidul Alam Swapan

Published :
Apr 22, 2026 23:40
Updated :
Apr 22, 2026 23:40

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The unanimous passage of the Bank Resolution Bill 2026 in Bangladesh's Jatiya Sangsad comes at a critical juncture for the country's financial sector. Mounting stress in several weak banks reflected in high non-performing loans (NPLs), governance lapses, and capital shortfalls has eroded depositor confidence and constrained credit flows. The new law, which enables timely restructuring, resolution, and consolidation of troubled banks, is therefore both timely and necessary. Global experience across advanced and emerging economies shows that orderly consolidation of weak institutions is often the least costly path to restoring stability.

Bangladesh's banking system has expanded rapidly over the past two decades, supporting trade, industry, and infrastructure. However, structural weaknesses have persisted. Elevated NPL ratios, weak internal controls, and instances of connected lending have impaired asset quality. Capital adequacy in some institutions remains fragile, while liquidity pressures have surfaced intermittently. In such a setting, allowing weak banks to continue operating without decisive intervention risks contagion where loss of confidence spreads beyond individual institutions to the broader system.

The Bank Resolution Bill 2026 addresses this risk by providing a legal framework for early intervention. It empowers regulators to assess viability, initiate resolution plans, and facilitate mergers or acquisitions where necessary. The objective is clear: protect depositors, maintain continuity of critical banking services, and minimize systemic disruption. Importantly, the framework also allows for burden-sharing where shareholders and, where appropriate, certain creditors absorb losses thereby reducing the fiscal cost of resolution.

International precedents underscore the importance of such a framework. In Europe, the aftermath of the global financial crisis led to extensive bank restructuring and consolidation. Spain's savings banks (cajas), heavily exposed to the real estate downturn, were merged under a state-supported restructuring programme. Though the transition was complex, consolidation reduced fragmentation and strengthened capital positions. Greece followed a similar path during the sovereign debt crisis, with weaker banks absorbed into stronger institutions, supported by European mechanisms. These measures were essential to stabilizing the banking system amid prolonged economic stress.

The United States offers a well-established model of bank resolution. During the 2008 crisis, regulators facilitated the acquisition of failing institutions by stronger banks to prevent systemic collapse. Beyond crisis episodes, the Federal Deposit Insurance Corporation (FDIC) routinely resolves failing banks through purchase-and-assumption transactions, ensuring that depositors retain access to their funds while viable operations continue under new ownership. The key lesson is the value of speed and clarity in resolution actions.

Even in highly developed systems, consolidation has been necessary. Switzerland's emergency-facilitated acquisition of Credit Suisse by UBS in 2023 illustrated how swiftly authorities may need to act to preserve confidence. While exceptional in scale, the episode reaffirmed that no system is immune to instability and that decisive intervention can prevent broader disruption.

In Asia, consolidation has been a central pillar of post-crisis reform. Following the 1997 Asian Financial Crisis, countries such as South Korea and Malaysia reduced the number of banks through mergers and closures, creating fewer but stronger institutions with improved oversight. India has also pursued consolidation among public sector banks to enhance scale, capital strength, and operational efficiency. These measures have aimed to improve resilience while supporting credit growth.

Australia's experience, though different in context, also highlights the role of consolidation in maintaining stability. A relatively concentrated banking system has enabled stronger institutions to absorb smaller or weaker ones when needed, preserving depositor confidence and service continuity.

In Africa, Nigeria's mid-2000s banking reforms required a sharp increase in minimum capital, triggering a wave of mergers and acquisitions that significantly reduced the number of banks while strengthening the sector. Kenya has also managed bank failures through resolution and acquisition processes, protecting depositors and containing systemic risks.

Across these diverse experiences, a consistent message emerges: weak banks should not be allowed to persist indefinitely. Delayed action typically increases resolution costs, deepens losses, and undermines public trust. By contrast, timely consolidation can restore confidence, improve governance, and enhance efficiency through economies of scale.

For Bangladesh, the benefits of consolidation are multifaceted. First, it can strengthen capital bases by combining balance sheets and reducing duplication of weak assets. Second, it can improve governance by placing troubled institutions under stronger management and oversight. Third, it can enhance operational efficiency, reducing costs and enabling better service delivery. Finally, it can restore depositor confidence an essential condition for financial intermediation.

However, consolidation must be carefully managed. Not all mergers automatically create stronger institutions. Due diligence is critical to ensure that viable banks are not unduly burdened by absorbing excessive bad assets. Transparent valuation of assets and liabilities is essential, as is clarity on loss allocation. Regulatory independence must be safeguarded to prevent undue influence in selecting merger partners or structuring transactions.

Depositor protection should remain at the centre of the resolution process. Clear communication from authorities can help prevent panic and reassure the public that their savings are secure. At the same time, accountability mechanisms should ensure that those responsible for mismanagement are held to account, reinforcing market discipline.

The new law should also be complemented by broader reforms. Strengthening supervision, improving loan classification and provisioning standards, and enhancing corporate governance are necessary to prevent the recurrence of vulnerabilities. Legal reforms to expedite loan recovery and reduce default culture will further support the health of the banking system.

It is also important to recognize potential challenges. Consolidation may lead to short-term disruptions, including integration risks and workforce adjustments. Larger institutions may become systemically important, requiring enhanced oversight to mitigate "too-big-to-fail" risks. These concerns, however, can be managed through prudent regulation and phased implementation.

The passage of the Bank Resolution Bill 2026 signals a shift toward proactive crisis management in Bangladesh's banking sector. It aligns the country with international best practices and demonstrates a commitment to safeguarding financial stability. While the success of the initiative will depend on effective implementation, the direction is clear and appropriate.

In the current global environment marked by financial volatility and interconnected risks resilient banking systems are indispensable. Bangladesh's decision to adopt a structured resolution and consolidation framework is therefore not only prudent but necessary. By addressing weaknesses decisively and transparently, the country can restore confidence, strengthen its financial institutions, and support sustainable economic growth.

In sum, consolidation is not an end in itself but a means to an end: a stable, efficient, and trustworthy banking system. The Bank Resolution Bill provides the tools; it is now incumbent upon policymakers and regulators to use them judiciously and effectively.

Shahidul Alam Swapan is a Switzerland-based private banking financial crime specialist.​
 

Banking sector reform: Benefits of bank mergers and our reluctance

Mamun Rashid
Updated: 22 Apr 2026, 08: 10

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Compared to other peer countries, Bangladesh not only has more commercial banks, but it also faces several related issues. These issues include lack of capital, bad loans, and excessive interference by owners and directors. Additionally, there are issues of management ambiguity under the guise of excessive control by the central bank, lack of various services, weak risk management, and a crisis in leadership development.

Currently, there are 52 local commercial banks in Bangladesh, both public and private. Conversely, India, which is a much larger country both in terms of size and population, has 33 local banks. Over the past two decades, at least 40 banks have been reduced through mergers and acquisitions in the country. Ensuring corporate governance and reducing unnecessary banks have strengthened their banking sector. As a result, the rate of non-performing loans has also come down to around 2 per cent.

The contrasting picture in the number of banks between the two countries is not just a statistic; it primarily highlights the differences in banking philosophy, political will, and control capabilities between the two countries. The current government in our country has already expressed its interest in financial sector reform. In this context, the government needs to seek an answer to a question. Does the country need banks just for the sake of having banks, or is it necessary to establish a truly effective banking system?

Through fundamental restructuring, India's state-owned State Bank of India has become one of the world's leading banks. In the latest quarter, the bank's net profit exceeded 210 billion Indian Rupees. In contrast, more than 44 per cent of the loans distributed by Bangladesh's government banks are now non-performing. This distressing situation in the country's banking sector has not appeared suddenly; rather, it has resulted from decades of managerial failures in the financial sector.

Due to prolonged political pressure, Bangladesh Bank has not been able to play a neutral role. Time and again, by rescheduling, writing-off loans, and providing special privileges, the actual defaulter information has been obscured. Consequently, the real state of banks has not been reflected even in financial reports.

In the past one and a half decades, 16 new banks have been approved in the country. According to the finance minister's statement in parliament, most of these were established for political consideration. Undoubtedly, having so many banks in a small market like Bangladesh has increased inter-bank competition. Consequently, many banks have been forced to give risky loans. At the same time, the culture of bad loans and money laundering has led many banks to be on ‘life support’.

The incident of dissolving the boards of directors of 15 private banks after the mass uprising in 2024 indicates how much damage the banking sector irregularities have caused. Not only private banks, but each government bank also has a deficit of reserves and capital running into several billion taka. They survive only because they are government-owned. Otherwise, by market principles, these banks would've gone bankrupt by now, and customers and depositors would've faced severe crises.

After the Asian crisis of 1997 and 1998, South Korea made significant changes in its banking sector. Instead of approving new banks, they forced weak banks to merge with strong ones. Earlier, while there were many small and weak banks, this decision led to a few strong banks developing in the country. Because even though the number of banks decreased, their capital size started to increase. It is because of this strong foundation that South Korea now mainly provides banking services digitally.

During the time of this financial crisis, another capital and liquidity-strapped country, Malaysia, integrated 54 banks to establish 10 powerful anchor banks. These anchor banks can easily exchange assets among themselves. Without opening any new branches, they managed to reach customers through digital services.

India has popularised the concept of ‘banking without banks’ among the general public through digital services. They are now offering transactions and loan facilities with the help of Aadhaar cards and mobile apps. Brazil's digital bank service named ''Pix'' has now increased the use of artificial intelligence or AI. Through this, their ''neobank'' has now become the world's largest digital bank.

These examples prove that it's possible to discipline the financial structure by adopting strategic policies without increasing the number of banks or physical branches.

In the current reality, our government too has a great opportunity to reorganise the banking sector. In this case, along with private banks, there is a need to review the asset quality of state-owned banks and conduct forensic audits. There are major allegations that the current picture in the financial reports of the banks is not real. Therefore, policies and decisions must be taken based on accurate information. Reducing the number of government banks based on information is also very crucial.

Comparatively, a strong government bank could be developed like India's State Bank of India by merging two or three weak government banks with one strong one. Other government banks could be handed over to the private sector, following the examples of Pubali and Uttara Banks.

The complexity that has already arisen regarding the process of merging five Shariah-based banks during the interim government period must be resolved immediately in the interest of customers and depositors. Under no circumstances should there be any more government-owned banks.

Like many others, development partners also say that ensuring the autonomy and capability of the financial sector's regulatory body, Bangladesh Bank, has now become crucial. The central bank must be run with professional leadership, completely free from political influence. At the same time, stringent standards must be imposed when licensing or approving new banks.

It's important to modernise the supervision system of banks, ensure effective participation of independent directors on the boards, and stop the direct intervention of the board in loan approvals. It is also necessary to ensure corporate governance by amending the Banking Company Act. Enhancing the capability of the banking tribunal in recovering non-performing loans and modernising the bankruptcy law should be part of this reform.

In restructuring the banking system, progress must be made by addressing the above-mentioned problems. We have many examples in front of us. If we can prove the willingness to reform, development partners are ready to step forward. It can almost be said with certainty that if modernity does not come to the banking sector by breaking the old model, there will be no diversity in our economy.

#Mamun Rashid is an economic analyst, Chairman, Financial Excellence Limited​
 

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