Empowering women in an underserved Bangladesh
As Bangladesh marks International Women’s Month, the focus on empowerment is shifting from symbolic recognition to a more urgent question: Who still lacks access to opportunity — and how institutions can bridge that gap
Empowering women in an underserved Bangladesh
As Bangladesh marks International Women’s Month, the focus on empowerment is shifting from symbolic recognition to a more urgent question: Who still lacks access to opportunity — and how institutions can bridge that gap
As institutions, businesses and professional forums observe International Women’s Month by recognising women’s leadership and contribution, the conversation around empowerment in Bangladesh is increasingly moving beyond symbolism toward access, opportunity and inclusion.
In that context, as the Managing Director and CEO of Dhaka Bank PLC, I present a leadership perspective shaped not only by business expansion, but by the broader responsibility of serving people who still remain outside the formal financial system.
Founded in 1995, Dhaka Bank has grown into a nationwide banking institution with 117 branches across Bangladesh, reflecting its long-standing presence in both urban centres and regional markets.
Yet the market in which the bank operates continues to present a profound inclusion challenge. Bangladesh remains one of the seven economies that together account for more than half of the world’s unbanked adults, a reminder that access to formal financial services is still far from universal.
For banks operating in this landscape, growth is not simply about expanding footprints or balance sheets; it is also about understanding who remains excluded, why they remain excluded, and what responsible banking must do to close that gap.
The picture becomes even more striking when viewed through the lens of formal bank and non-bank financial institution access alone. According to reporting based on Bangladesh Bureau of Statistics survey findings for 2023, only 28.3% of adults aged 15 and above in the country had an account with a bank or NBFI.
Among men, the rate stood at 32.1%, while among women it was only 24.8%. In practical terms, this means roughly three out of every four adult women in Bangladesh still remain outside formal banking and financial institution services.
That reality gives special weight to the conversation around women’s empowerment. In Bangladesh, financial exclusion is not only an economic issue; it is deeply connected to mobility, security, decision-making power and independence.
When women lack access to formal financial tools, they are more likely to rely on cash, informal borrowing or family-mediated transactions, all of which limit financial autonomy. Expanding access, therefore, is not merely a matter of bringing in new customers. It is part of a broader development imperative that links banking with dignity, resilience and participation in the formal economy.
This is why growth cannot be reduced to a numbers game. Our primary goal is to deliver a banking experience, products and features that make sense for our customers. Business growth is a by-product of achieving that goal.
In leadership, scale matters, but relevance matters more. In a country where millions remain beyond the reach of formal finance, the challenge is not just to expand networks, but to make banking useful, accessible and trustworthy for people whose needs have historically been underserved.
Reflecting on this year’s theme, “Give to Gain,” I believe leadership begins with investing in people, building strong teams and creating a culture in which individuals feel heard, valued and empowered to contribute. That idea applies not only inside organisations, but also in how institutions engage with the communities they serve.
In Bangladesh, where financial inclusion remains unfinished work, such leadership is more than sound management. It is a practical pathway to widening meaningful access, especially for women who continue to face structural barriers in entering the formal financial system.
In that sense, empowering women in Bangladesh is not a separate conversation from banking, growth or leadership; it sits at the centre of all three. And for institutions seeking to remain relevant in an evolving economy, the future may depend not only on how far they grow, but on how effectively they bring more people into the system with confidence, fairness and purpose.
Sketch: TBS
Osman Ershad Faiz is the Managing Director and CEO of Dhaka Bank PLC.
Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the opinions and views of The Business Standard.
