ABHI Microfinance Bank Limited posted a robust financial performance for the first quarter ended 31 March 2026, with revenue surging 87% year-on-year to PKR 4.874 billion, compared to PKR 2.600 billion in the corresponding period of 2025. The strong results underscore the bank’s ongoing turnaround and strategic pivot toward a digitally enabled banking model.
Revenue Growth Driven by Lending Portfolio Expansion
The bank’s income was primarily supported by loans and advances, which contributed PKR 3.827 billion, reflecting sustained growth in its lending portfolio and a focus on building earning assets. This performance was underpinned by a stable deposit base, which stood at PKR 69.216 billion as of 31 March 2026.
Equity Position Turns Positive
ABHI Microfinance Bank’s equity position improved materially during the quarter. Paid-up capital net of losses stood at a positive PKR 2.262 billion as of 31 March 2026, compared to a negative PKR 397 million as of 31 December 2025. This marks continued progress in the bank’s financial recovery and balance sheet strengthening.
Digital Transformation and Nationwide Presence
Alongside financial recovery, the bank is advancing toward a digital-first future, combining its nationwide microfinance infrastructure with digital capabilities to improve access, convenience, and financial inclusion. As of 31 March 2026, ABHI Microfinance Bank operated 114 branches across Punjab, Khyber Pakhtunkhwa, Balochistan, Sindh, Gilgit-Baltistan, and Azad Jammu and Kashmir. This physical footprint, coupled with growing digital channels, positions the bank to serve customers through both branch-led and digitally enabled platforms.
Outlook and Strategic Direction
The Q1 2026 results reflect continued progress in profitability, income growth, deposit stability, capital recovery, and the bank’s transition toward a digitally enabled financial institution. The quarter marks another step in ABHI Microfinance Bank’s journey of building a stronger, more inclusive, and future-ready digital banking platform.
