Sammilito Islami Bank: Job Priorities for Successful Integration.

Sammilito Islami Bank: Job Priorities for Successful Integration.

Mohammed Shahid Ullah FCA
Senior Banker | Risk & Governance Expert

A Strategic Note Towards a Successful Ending of Integration.

The merger of EXIM Bank, First Security Islami Bank, Global Islami Bank, Social Islami Bank and Union Bank into Sammilito Islami Bank PLC is not merely an administrative consolidation rather a major institutional restructuring exercise aimed at restoring financial stability, depositor confidence and sound governance. Bangladesh Bank has already identified financial recovery, HR integration, branch rationalisation and IT integration as key workstreams also not yet done as indicated.

The restructuring is not a, ‘got it’ job rather huge. The new bank should prioritize the jobs and strategically should start it. The bank should form a dedicated Merger Integration Management Office (IMO) and the office with the coordination of CEO, CRO, and CFO office, prioritize the jobs.

The Prioritizing of the Project Jobs:
Financial Consolidation and Asset Quality i.e., Immediate Priority:
1. Establish a reliable consolidated opening balance sheet, subject to independent verification. IMO will get the above report and CFO office will made the opening balance sheet and also identify the non performing assets (NPA).
2. Reconcile assets, liabilities, interbank balances, deposits, investments and contingent liabilities across all five banks.
3. Conduct independent asset quality reviews, forensic audits and realistic provisioning assessments.
4. Prepare a recovery strategy for classified loans, related-party exposures, legal cases and diverted funds.
5. Develop a consolidated capital, liquidity, profitability and cash-flow plan.

Governance, Risk Management and Internal Control:
1. Establish clear accountability under a unified Board and professional management structure.
2. Integrate risk management, compliance, internal audit, AML/CFT and Shariah governance.
3. Introduce a common risk appetite framework, delegated authority matrix and early-warning system.
4. Ensure transparent procurement, expenditure control and accountability for past irregularities.

IT Integration and Cybersecurity:
1. Establish a single, secure core banking architecture with reliable customer and transaction data.
2. Reconcile and migrate customer accounts, deposits, loans, payment systems, SWIFT and other interfaces.
3. Conduct data validation, cybersecurity testing, disaster-recovery exercises and business-continuity testing before major system changes.
4. Maintain uninterrupted banking services throughout migration.

Human Resources and Organisational Restructuring:
1. Conduct a comprehensive skills, headcount, compensation and organisational assessment.
2. Design one merit-based organisational structure with clear job descriptions and performance indicators.
3. Redeploy surplus staff through transparent criteria, retraining and voluntary separation where appropriate and legally permissible.
4. Harmonise service rules, remuneration, promotion policies and performance management without creating unnecessary uncertainty or discrimination.

Branch Rationalisation and Business Recovery:
1. Review the combined branch and business-unit network based on customer demand, geographical overlap, operating cost and recovery potential.
2. Consolidate overlapping locations where justified, while maintaining access to essential banking services.
3. Introduce a unified business plan focused on deposit mobilisation, customer retention, SME financing and viable investment opportunities.

Islamic Banking Identity and Customer Confidence:
1. Establish consistent Shariah governance, investment policies, product documentation and Shariah-compliant treasury operations.
2. Communicate clearly with depositors about access to funds, service arrangements and complaint resolution.
3. Publish credible progress reports and strengthen customer service standards.

Implementation Framework:
Timeline Principal deliverables
First assumed period(may be one month) Consolidated financial position, liquidity dashboard, governance and risk-control priorities
Second assuumed period (may be within 90 days) Verified financial data, recovery plan, HR structure, IT integration roadmap and branch review
Third assumed period (may be within six months) Priority system integration, workforce deployment, cost rationalisation and recovery milestones
Final within one year Sustainable profitability, stronger capital position, improved service quality and measurable governance outcomes
The period may be varied with strategies. These recommendations may be management milestones, subject to regulatory directions, the bank’s verified starting position and operational readiness.

The integration should be managed through a dedicated Merger Integration Management Office (IMO) reporting to the Board and Managing Director, with accountable workstream leaders for Finance, Risk, IT, HR, Operations and Shariah governance.

However, as the bank business holds on trust, the preference should be, Financial truth first, governance and risk control second, IT & operational integration third, and HR & structural optimisation alongside these workstreams. Customer confidence and uninterrupted services must remain central throughout.

The ultimate measure of success is not whether five banks have become one legal entity, but whether that entity becomes a well-governed, financially sustainable, efficient and trusted Islamic bank.

The write up tried to reflects the challenges reported in October 2026, including workforce restructuring, overlapping branches, technology integration and cost reduction, etc.

However, Finance and risk should jointly lead the initial diagnostic, with the IMO coordinating all other workstreams. HR and IT integration should not be delayed, but neither should be undertaken without reliable financial data, clear governance and controlled implementation.