Case study: How IDLC identifies and works on strategic business opportunities to increase positive and reduce negative impacts

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

Stakeholder Identification and Consultation
As part of its impact analysis process, IDLC follows the regulatory instructions from respective authorities and regularly consults with them regarding challenges, priorities, and future developments. IDLC’s regulatory stakeholders include Bangladesh Bank, the Department of Financial Institutions and Markets (DFIM), the Department of Environment (DoE), and others. Additionally, IDLC maintains close interactions with the Sustainable and Renewable Energy Development Authority (SREDA), whose expertise in sustainability is considered a valuable asset.

Since IDLC’s corporate clients are primarily concentrated in the Textile & RMG sector, IDLC actively engages with various associations and forums such as BGMEA, BKMEA, IFC-PACT, among others, to address industry-specific issues. Through stakeholder engagement, IDLC gains insights into current and anticipated future trends across different sectors, which helps in shaping and aligning its sustainability strategies.

Furthermore, IDLC recognizes the importance of civil society as a key stakeholder and periodically engages with civil society organizations by participating in community events and providing grants, non-profit sponsorships, scholarships, and donations to support sustainability initiatives and foster social inclusion. These efforts reflect IDLC’s commitment to SDGs 4, 5, and 6.

How did IDLC identify and work on strategic business opportunities to increase positive and reduce negative impacts?

In its 2025 PRB Responsible Banking Progress Statement IDLC reports that it identified and worked on strategic business opportunities to increase positive and reduce negative impacts as follows:

Based on its impact analysis and additional studies, IDLC identified that its corporate clients, involved in various factories and industries, are particularly interested in concessional financing solutions to support their transition and sustainability initiatives. Accordingly, IDLC engages with Bangladesh Bank to avail their refinancing schemes that promote lower GHG emissions, energy efficiency, renewable energy, waste management, and green industry practices for its customers. IDLC also provides guidance to its clients to ensure compliance with the requirements of these refinance schemes. IDLC’s portfolio information for 2024 is outlined below:

Within IDLCC’s green finance portfolio, the following segments make significant contributions:

(USD 1 = BDT 120 as of 1 January 2025)

IDLC is consistently committed to expanding its business in green and sustainable finance solutions. Each year, a clear target is established in line with Bangladesh Bank’s guidance and regulations. For 2025, based on the current portfolio, IDLC set a disbursement target of 5% for green finance and 40% for sustainable finance. These ambitious milestones demonstrate IDLC’s unwavering dedication to sustainability and societal well-being.

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

FBRH Principles for Responsible Banking (PRB) Assurance:

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The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

References:

This case study is based on published information by IDLC, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://web.idlc.com/uploads/Unep-files/-352537.pdf

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