Bangladesh Krishi Bank has launched a 90-day special programme to push the bank toward its yearly business goals, and the announcement at a head office meeting led by managing director Sanchia Binte Ali made the aim clear from the start. The short drive is meant to speed up recovery of problem loans and boost fresh lending where it matters most, and it lists specific targets so every branch knows what success looks like. Leaders want full recovery of classified and rescheduled loans and a large cut in outstanding classified loans at branches that carry high ratios, and they have set clear goals for meeting disbursement plans for agricultural credit, CMSME and other loan types so borrowers can get timely funds. The plan also highlights savings drives to bring in low-cost and no-cost deposits, work to lower interest expenses, and steps to turn loss-making branches into sound, profitable units by matching local needs with services. Bank executives noted that profit-related targets will be shared across divisions so each team can own a part of the result and move together toward the bank’s overall target. The meeting was practical and focused, with deputy managing directors Md Abdur Rahim and Mohd Khaleduzzaman and senior general managers, deputy general managers and other head office officials present to shape how the programme will run at branch level. The approach blends clear targets with on-the-ground measures: focused recovery drives, closer monitoring of branches that face higher risk, faster processing of agricultural and small business loans, and more outreach to savers so the bank can fund lending from stable, low-cost sources. Training and guidance for staff are part of the plan so loan officers can handle collections and lending smoothly and advise customers in plain language. The programme also aims to protect customer relationships by offering workable options for rescheduled borrowers while improving the bank’s balance sheet and lending ability. By tying targets to divisions and giving staff a shared roadmap, managers expect quicker improvement and clearer tracking of progress. Officials will run regular reviews so leaders can spot challenges early and adjust support where needed, and they will keep internal teams informed so branch staff know priorities and feel prepared. The bank framed the effort as a short, strong push that can build momentum for the rest of the year, support farmers and small businesses with timely credit, and create steadier, more profitable branches that serve local people and help the wider rural economy thrive.
