Dhaka, Bangladesh · Since 1998
Building the
industry that
builds the country
A diversified Bangladeshi enterprise, built one business at a time and held for the long term.
01 Overview
One head office.
Seven working
businesses.
Sandton Dhaka was built the way industrial enterprises in this country get built — one capable business at a time, financed patiently, and held for the long term.
Each company runs its own plant, fleet, desk or floor under its own management. The head office does not operate them. It sets direction, allocates capital, holds governance, and puts the weight of the whole enterprise behind any one part of it when a project calls for it.
That structure is deliberate. It lets a refinery be run by refinery people and a brokerage by market people, while counterparties deal with a single, accountable balance sheet.
A
Direction
Strategy, portfolio decisions and the long-term shape of the enterprise.
B
Capital
Funding discipline, banking relationships and reinvestment priorities.
C
Governance
Board oversight, compliance, audit and risk across every company.
D
Reach
Institutional relationships no single business could carry alone.
02 Portfolio
Seven companies.
Distinct mandates.
From condensate refining to contact centres — businesses entered because Bangladesh needed them, not because they were fashionable.
Full portfolio
01 · Since 1998
Sandton Refinery
Petroleum refining & solvents
02 · Since 2004
Sandton Plastics
Polymer manufacturing
03 · Since 2007
Sandton Securities
Brokerage & capital markets
04 · Since 2006
Sandton Properties
Real estate & development
05 · Since 2002
Sandton Sea Resources
Deep-sea fishing & marine
06 · Since 2011
Sandton Communications
Contact centre & BPO
Md. Zakir Hossain
Chairman
03 Chairman’s message
Every product this enterprise makes was once imported. That is the whole ambition — move one more thing onto the list of what Bangladesh makes for itself, then the next one.
We did not set out to assemble a conglomerate. We set out to solve supply problems that were holding back the businesses around us — a solvent that had to come by ship, a moulded part with a twelve-week lead time, a grade of sand nobody washed locally. Each answer became a company.
What holds those companies together is not sector logic. It is a standard: build for the long term, staff it properly, and be the counterparty people can rely on when conditions are difficult.
04 Standards
Quality is
a system.
Certification is held at company level and audited annually. It follows process rather than the other way round — the systems came first, the certificates confirmed them.
ISO 9001
Quality management
Refinery and Plastics. Certified 2012, recertified 2024.
ISO 14001
Environmental management
Refinery, Plastics and Silica. Certified 2018.
ISO 45001
Occupational health & safety
All manufacturing and marine operations. Certified 2020.
ISO 27001
Information security
Communications. Certified 2019, recertified 2025.
05 National contribution
Import substitution
is development.
Every litre of solvent refined here is foreign currency that stays in the country. Every component moulded locally is a lead time that drops from weeks to days for a Bangladeshi manufacturer.
We measure our contribution in those terms — substituted imports, formal employment, technical skills transferred, and tax paid in full. It is unglamorous work, and it is the work that moves an economy.
Sustainability & community06 Newsroom
Latest
updates.
Announcements from the head office and its operating companies.
All announcements
More about Sandton.
Company profile, governance, operating sites and contact details for the head office in Dhaka.