BRAC Bank places real-world impact at the centre of its CSR strategy

At BRAC Bank, I see CSR as a responsibility to remove barriers and expand opportunities so people can reach their full potential.

There is always a risk that CSR becomes more about visibility than impact, but we draw that line very clearly. We follow Bangladesh Bank's guidelines and prioritise targeted, effective, and sustainable partnerships that address real challenges. For us, success is measured in outcomes, not optics.

A good example is Aporajeyo TARA, the country's first women-only scholarship programme. It responds to a worrying trend—female participation drops from nearly 50% at secondary level to below 40% in tertiary education.

Each year, we support close to 1,000 young women to attend university, helping them become self-reliant and live with dignity. That is the kind of long-term, measurable change we aim for.

If our CSR budget were suddenly doubled, I would channel more resources into helping smallholder farmers adapt to climate change. Bangladesh's vulnerability makes this an urgent priority. The constraint has never been commitment—it is scale. Expanding impact requires not just funding, but supportive policies, blended finance, and cross-sector collaboration.

Infograph: TBS

Our flagship initiative, Aporajeyo Desh, launched with BRAC in 2025, reflects this approach. It supports nearly 46,000 people in the coastal areas of Bagerhat to build climate resilience. We have improved access to water, agriculture, and advisory services.

To tackle salinity and freshwater scarcity, we installed rainwater harvesting systems—15 community-based and 180 household units—reducing health risks and easing the burden on women who traditionally collect water.

We have also supported nearly 3,700 farmers with climate-resilient inputs like seeds, biofertilisers, and biopesticides, alongside 30 demonstration plots for eco-friendly crops. Solar-powered irrigation systems have reduced both costs and emissions.

The real impact is visible in stories like Sumi Begum, who earned Tk15,000 in her first season, and Renuka Rani Mistry, who earned Tk50,000 and now trains other women.

CSR at BRAC Bank is not a standalone function—it is deeply integrated into our ESG commitments. Our programmes directly contribute to environmental sustainability and social inclusion while supporting long-term business goals.

This approach has earned recognition, including being ranked the top Bangladeshi bank in Bloomberg's ESG ratings and being named one of the top sustainable banks by Bangladesh Bank for five consecutive years.

We have also embedded sustainability into our financial operations. As of December 2025, 83% of our portfolio—Tk60,456 crore—is allocated to sustainable finance. We were the first bank in Bangladesh to disclose Scope 1, 2, and 3 emissions under PCAF methodology and to publish an independent IFRS S1 and S2 report aligned with ISSB standards. Initiatives like our 50 Sustainable Finance Helpdesks and the country's first ICMA-aligned Social Bond further demonstrate how ESG is part of our core strategy.

Our founding purpose has always guided us. BRAC Bank was created to serve the "Missing Middle"—SMEs that lacked access to formal finance. That mission continues today as we focus on underserved communities. Insights from both SME banking and grassroots CSR programmes directly shape our product development and lending decisions. We incorporate ESG criteria into credit evaluations, ensuring that growth aligns with sustainability. Our green financing portfolio now stands at Tk6,199 crore, reflecting this commitment.

In designing CSR initiatives across health, education, and the environment, I prioritise systemic solutions over one-off interventions. For example, under Aporajeyo Ami, our Clear Vision Workplace Programme with VisionSpring screened 47,534 workers in 2025. Of them, 14,848 needed glasses, and most had never had access before. By delivering eye care at workplaces, we remove cost and access barriers while improving productivity and well-being. It also encourages businesses to adopt similar practices independently.

In 2025 alone, our CSR initiatives positively impacted over 172,000 lives across Bangladesh. I view CSR as an investment—one that grows alongside the bank. By embedding purpose into everything we do, we aim to build a future-ready institution where profitability and positive impact go hand in hand.

BRAC Bank Aporajeyo Alo: The rise of new hockey stars

For years, women's hockey in Bangladesh existed quietly on the sidelines. There were few tournaments, limited opportunities, and almost no structured pathway for aspiring players. Talent was never the issue—it simply lacked visibility and support.

In 2025, BRAC Bank, in partnership with the Bangladesh Hockey Federation, set out to change that. What began as the Women's Development Cup soon evolved into the Aporajeyo Alo Women's Hockey Tournament, a CSR initiative aimed at identifying and nurturing untapped talent from across the country.

The scale of the initiative has been impressive. The second edition of the tournament brought together 342 players from 18 districts, along with participants from BKSP. Many came from modest backgrounds, with little access to formal training, yet displayed remarkable determination and skill.

The results were immediate. In April 2026, Bangladesh's women's hockey team qualified for the Asian Games on their very first attempt—a historic achievement. Notably, four players—Fardia Akter Ratri and Ritu Akter from Kishoreganj, Mohua from Rajshahi, and Nadira from Jhenidah—earned their spots in the national team through the Aporajeyo Alo platform.

Their journeys highlight what access can do.

Ratri had long shown promise but lacked exposure. The tournament gave her a national stage, eventually leading to her selection for the national team. Nadira's path was interrupted by injury, but the initiative helped her regain confidence and return to competitive hockey. Mohua, once forced to step away due to family constraints, found her way back through this platform. Ritu, training on local fields despite financial and social barriers, finally got the opportunity to represent Bangladesh internationally.

Behind these stories lies a carefully built support system. Former national players, including Tariquzzaman Nannu, provided mentorship, while BRAC Bank ensured access to equipment, training, and competitive exposure. This combination helped bridge the gap between raw talent and national-level performance.

The team's strong showing in the qualifiers, including a win over Hong Kong, reflects what becomes possible when talent meets opportunity.

Aporajeyo Alo is more than just a tournament. It is a long-term effort to build a sustainable pipeline for women's hockey in Bangladesh. More importantly, it is about inclusion—reaching players beyond traditional centres and giving them a fair chance.

By investing in grassroots talent, BRAC Bank is not only supporting sports but also enabling social mobility and empowerment. The success of these players shows that with the right platform, excellence can come from anywhere.