In a major move aimed at safeguarding depositors’ interests and bolstering financial stability, Sammilito Islami Bank PLC has formally inaugurated a dedicated ‘Collection & Recovery War-Room’. The initiative is designed to centralise, coordinate, and intensify the bank’s efforts in recovering classified and overdue investments across its expanding network.

The war-room was officially declared operational by Abedur Rahman Sikder, Managing Director of Sammilito Islami Bank PLC, during a ceremony held at the institution’s corporate headquarters on Sunday, 16 August 2026. Senior officials representing the bank’s five constituent entities, alongside key personnel from the Recovery and Legal Divisions, convened to formulate immediate action plans. High on the agenda were strategies targeting large-scale delinquent borrowers, setting ambitious collection targets, and streamlining legal protocols to expedite asset retrieval.

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|                       KEY FINANCIAL & OPERATIONAL METRICS                      |
+------------------------------------+------------------------------------------+
| Parameter                          | Detail / Value                           |
+------------------------------------+------------------------------------------+
| Institution Name                   | Sammilito Islami Bank PLC                |
| Primary Objective                  | Accelerated Investment & Asset Recovery  |
| Event Date                         | 16 August 2026                           |
| Chief Guest / Inaugurator          | Abedur Rahman Sikder (Managing Director) |
| Special Operational Unit           | Collection & Recovery War-Room           |
| Total Approved Capital Base        | BDT 35,000 Crore                         |
| Government Capital Contribution    | BDT 20,000 Crore                         |
| Depositor Capital Contribution     | BDT 15,000 Crore                         |
| Number of Amalgamated Entities     | 5 Islamic Banks                          |
| Merged Entity 1                    | EXIM Bank PLC                            |
| Merged Entity 2                    | Social Islami Bank PLC                   |
| Merged Entity 3                    | First Security Islami Bank PLC           |
| Merged Entity 4                    | Global Islami Bank PLC                   |
| Merged Entity 5                    | Union Bank PLC                           |
| Ownership Structure                | State-Owned Islamic Commercial Bank      |
+------------------------------------+------------------------------------------+

Context and Amalgamation Background

Sammilito Islami Bank PLC recently emerged as a newly consolidated, state-owned Islamic banking entity. The institution was formed through the comprehensive transfer of all assets and liabilities from five private Islamic financial institutions: EXIM Bank PLC, Social Islami Bank PLC, First Security Islami Bank PLC, Global Islami Bank PLC, and Union Bank PLC.

The consolidation followed extensive regulatory interventions aimed at restructuring troubled balance sheets and protecting systemic liquidity within the domestic banking sector. To establish a resilient capital foundation for the newly formed entity, a substantial capital structure of BDT 35,000 crore was arranged. This capital pool comprises BDT 20,000 crore injected directly by the Government, alongside BDT 15,000 crore derived from depositors’ funds.

Despite this significant capital injection, the bank continues to face the daunting task of resolving non-performing investments inherited from its predecessor entities. Efficiently recovering these overdue funds remains critical to enhancing liquidity, restoring public confidence, and ensuring the seamless repayment of retail and institutional deposits.

Strategic Objectives of the War-Room

The newly established war-room will function as a centralized command centre to oversee non-performing asset (NPA) portfolios, monitor high-value default cases, and apply targeted recovery mechanisms.

• Centralised Oversight: Tracking overdue accounts dynamically across all branches to eliminate administrative delays in recovery proceedings.

• Targeted Recovery Plans: Developing tailored resolution frameworks for defaulting large corporate borrowers.

• Legal Acceleration: Coordinating closely with the legal division to initiate prompt litigation or out-of-court settlements where applicable.

• Liquidity Reinforcement: Recycling recovered capital directly into the bank’s operational reserves to boost daily liquidity ratios.

Leadership Directive

Addressing the assembly during the inaugural ceremony, Managing Director Abedur Rahman Sikder emphasised that investment recovery must be viewed through a broader strategic lens rather than as a routine administrative function.

“Collection and recovery should not be viewed merely as a routine banking activity; rather, it must be treated as one of our highest priorities for protecting depositors’ interests and supporting the bank’s financial recovery,” stated Mr Sikder.

He further noted that robust governance, uncompromising transparency, operational accountability, and strict professionalism would serve as the foundational pillars of Sammilito Islami Bank PLC. Calling upon staff across all tiers to perform their duties with sincerity and dedication, he expressed optimism that the war-room’s intensive, coordinated approach would yield swift, visible progress, ensuring long-term sustainability for the institution.