NCC Bank: Turning CSR into long-term impact, not optics
From climate-resilient agriculture to education and healthcare, NCC Bank shares how its CSR model is designed to address structural gaps in Bangladesh
At NCC Bank, we try not to treat CSR as something that exists for visibility alone. Over time, we've moved away from the idea of one-off donations or ceremonial handovers and instead built a more structured approach through the NCC Bank Foundation.
The idea is simple for us- if something is worth doing, it should be managed properly, tracked properly, and should continue to matter even after the initial effort is over.
That's why our CSR work is designed around long-term outcomes rather than short-term attention. For example, our urban greening work at Hatirjheel is not just about planting trees. It comes with a full-year maintenance plan, and it also creates employment for trained third-gender gardeners.
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In agriculture as well, instead of limited, event-based support, we invest in longer-term research partnerships with institutions that can actually shift practices on the ground.
If we ever had a significantly larger CSR budget, the first area I would focus on is climate-resilient agriculture and rural economic stability. Bangladesh is already feeling the pressure of climate change, especially in its farming regions.
We have started working on this through our "Model Village" initiative in the char areas of Gaibandha, where we're trying to bring together storage facilities linked to markets, solar energy, safe water systems, and basic digital healthcare. With more resources, this could be expanded into a wider regional model that protects vulnerable communities more effectively.
But I should also say that money alone doesn't solve these problems. CSR funds are always tied to profit and regulatory frameworks, and real change requires coordination between multiple actors- government bodies, research institutions, and local communities.
Our work with the Bangladesh Rice Research Institute on the Prilled Urea Applicator is a good example of this. It takes time to build something that farmers can actually trust and use widely.
Globally, ESG is now shaping how institutions think, and we are also moving in that direction. At NCC Bank, CSR is not treated as a separate activity anymore- it is increasingly part of how we think about business.
On the environmental side, our Climate Risk Fund supports climate adaptation and green financing, which is now built into how we design parts of our credit portfolio. On the social side, programmes like school banking and financial literacy initiatives are helping bring young people and unbanked communities into the formal financial system, which in turn supports long-term banking growth.
On governance, CSR decisions are reviewed at the board level, so they remain aligned with both national priorities and transparent reporting standards.
What's important is that these efforts are not isolated from our core operations. For instance, we invested Tk119.50 million in agriculture-related CSR, supporting over 12,000 marginal farmers and working with BRRI on climate-smart tools like the Prilled Urea Applicator.
The results were quite tangible- lower input costs, reduced urea use, and improved yields. For us, that also means a healthier rural economy and a more stable lending environment.
During the August 2024 floods, this approach became even more visible. Alongside national-level support, we also assisted our own affected staff- many of whom are not in frontline roles but are still essential to keeping operations running. It was a basic step, but an important one for continuity and morale.
Across health, education, and environment, our focus remains the same: we try to address gaps in systems rather than only responding to individual cases. In healthcare, that means strengthening diagnostic capacity and institutions rather than just funding treatment for isolated patients.
In education, it means long-term scholarships that support students throughout their academic journey, not just at entry points. And in environment, it means investing in research and practical solutions, like our support for jute fibre innovation at Dhaka University, which has long-term implications for a more sustainable industrial base in Bangladesh.
The Author, M Shamsul Arefin is a managing director of NCC Bank PLC
