Case Study

Unified IP PBX Deployment for a Multi-Branch Commercial Bank: 60% Reduction in Inter-Branch Call Costs

PSTN spend reduced by 60%; inter-branch dialling moved to free extension calls.

  • Client

    Multi-branch commercial bank

  • Location

    Dhaka + 24 branches

  • Delivered

    2025

  • Project Status

    2025

Client Organization

Multi-branch commercial bank

Deployment Location

Dhaka + 24 branches

Completion Year

2025

Brands & Systems

Tier-1 Certified

The challenge

Client Profile

A mid-size private commercial bank with 28 branches spread across six divisions of Bangladesh — Dhaka (14 branches), Chittagong (6), Sylhet (3), Rajshahi (2), Khulna (2), and Mymensingh (1). The bank employs approximately 1,800 staff and focuses primarily on SME lending and retail banking. While not among the largest private banks in Bangladesh, it has achieved consistent growth over the past decade and has been investing in operational efficiency improvements since 2024. Its telecommunications infrastructure, however, remained entirely legacy — an inherited patchwork of per-branch PSTN landline arrangements that had never been centrally reviewed or optimized.

The challenge

The Challenge

Each of the bank's 28 branches maintained its own independently contracted PSTN landline service, typically two to four lines per branch from Teletalk or BTCL, supplemented in some branches by private operator lines from Banglalink or Robi for staff use. There was no unified telephone system — a customer calling the Sylhet branch could not be transferred to a colleague in Dhaka; inter-branch communication happened through personal mobile phones, which were unrecorded, unsecured, and billed to the bank's general mobile expense account.

The bank's finance team conducted a telecom expense analysis in late 2025 that revealed the full cost picture. Total monthly PSTN line rental and call charges across 28 branches averaged BDT 85,000. The largest single cost component — approximately BDT 40,000 per month — was calls between branches and the head office: operational calls from branch managers to HQ departments, loan approval follow-ups, compliance reporting calls, and customer query escalations. These calls were charged at standard operator rates because they traversed the public telephone network, even when both parties were on the same bank's premises connected by the same bank's MPLS network.

Beyond cost, the absence of call recording was an increasing compliance concern. Bangladesh Bank's ICT Guideline v4.0 references call recording for customer-facing teller and service desk lines. The bank's internal compliance team had flagged in two consecutive internal audit cycles that teller counter telephone calls — during which customers sometimes provided account instructions, loan repayment commitments, or account detail changes verbally — were unrecorded. In the event of a customer dispute over a verbal instruction given by phone, the bank had no evidence of what was said.

Conference calling capability was similarly absent. Branch managers participating in the weekly national operations call had to be physically present at head office, or listen individually via their mobile phones — a cumbersome arrangement that limited participation, especially for managers at Chittagong and Sylhet who faced significant travel time. The CEO had repeatedly raised the conference calling gap in operations meetings as a symptom of the bank's outdated communications infrastructure.

The bank's IT department had moved most inter-branch data traffic to an MPLS network in 2022, which meant the physical connectivity to carry VoIP between branches was already in place. The economics of IP telephony — free inter-branch calls over the existing MPLS — made an IP PBX migration highly attractive on paper. What had prevented action was uncertainty about implementation complexity and concern about disrupting branch telephone service during transition.

Why SSAL

Why SSAL

Three technology integrators were invited to present solutions. SSAL's proposal was distinguished by two characteristics. First, SSAL proposed a pilot deployment at three branches before any bank-wide commitment — allowing the bank's IT team to validate call quality over the MPLS network and train on the system administration interface before the full rollout. This de-risked the project in a way the bank's IT manager explicitly valued, having experienced a previous software rollout that had failed after a full commitment was made. Second, SSAL provided a pre-project MPLS Quality of Service (QoS) assessment, reviewing the bank's existing inter-branch bandwidth and latency figures to confirm whether VoIP traffic could be reliably carried without affecting core banking application performance. The other vendors had proposed IP telephony without addressing the network readiness question.

The Yeastar platform SSAL specified had a Bangladesh support and maintenance track record through Smart Technologies (BD) Ltd., which had deployed Yeastar systems for other financial sector clients. The bank's IT manager requested a reference call with one of those clients — a leasing company — and came away satisfied with both the product's stability and SSAL's after-sales support responsiveness.

The solution

The SSAL Solution

SSAL designed and deployed a centralized IP PBX architecture with the Yeastar P560 as the core platform, connecting all 28 branches under a single unified communications system.

Core PBX — Yeastar P560: The Yeastar P560 Enterprise IP PBX was installed at the bank's head office in Dhaka, in the IT server room. The P560 supports up to 500 concurrent users, 60 concurrent calls, and built-in call recording with local or NAS storage. It provides an intuitive web-based administration interface and integrates natively with SIP trunking providers for PSTN gateway. The P560's built-in redundancy features — automatic failover to a secondary SIP trunk if the primary fails, and local survivability configuration for branches — addressed the bank's concern about service continuity.

IP Phones — Yealink T54W: 168 Yealink T54W IP phones were deployed across all 28 branches at a rate of 6 phones per branch (teller counter, branch manager, assistant manager, customer service desk, loan officer, and operations staff). The T54W is a 16-line colour-display business phone with WiFi and Bluetooth, supporting HD audio and Busy Lamp Field (BLF) for monitoring colleague availability. The phone's HD audio codec was important for teller counter use — ensuring that customer instructions received by phone were clearly audible and intelligible for the call recording.

SIP Trunk — Link3 Technologies: A dedicated SIP trunk with 20 simultaneous call capacity was provisioned from Link3 Technologies, Bangladesh's largest ISP and an established SIP trunk provider with direct interconnect to BTCL for nationwide PSTN origination and termination. The SIP trunk replaced all 28 branches' individual PSTN lines. Incoming DDI (Direct Dial-In) numbers were allocated per branch, preserving each branch's existing published telephone numbers — customers dialling the existing branch number continue to reach the same branch without any awareness of the backend change.

MPLS QoS Configuration: SSAL's network team worked with the bank's MPLS provider to configure DSCP marking and QoS queuing for VoIP traffic at all 28 branch routers. Voice traffic was assigned to a priority queue with guaranteed bandwidth allocation of 512kbps per branch — sufficient for 5 simultaneous HD VoIP calls — and maximum latency of 50ms and jitter of 20ms enforced. This ensured that a spike in core banking data traffic at peak periods could not degrade call quality.

Call Recording: The Yeastar P560's built-in call recording module was configured to automatically record all inbound and outbound calls on the 28 designated teller counter and customer service extensions. Recordings are stored on a dedicated NAS device at head office, retained for 90 days, and searchable by extension, date, time, and call duration via the Yeastar web interface. Access to the recording archive is restricted to the bank's Compliance Officer and Head of Operations, with an audit log of all recording access events.

Conference Calling: The P560's built-in conference bridge was configured with 10 permanent conference room extensions — each supporting up to 20 participants — allocated to the bank's weekly operations calls, divisional manager calls, and ad-hoc conference use. Branch managers can join conference calls from their Yealink desk phones or from the Yeastar mobile app on their smartphones.

Implementation

Implementation

The project was delivered in three phases over 10 weeks. Phase 1 (Weeks 1-2) was the Yeastar P560 installation at head office, SIP trunk provisioning with Link3, and QoS configuration validation on the MPLS network. A test call quality assessment was run from the three pilot branches to HQ, with mean opinion score (MOS) measurements confirming call quality rated at 4.2 out of 5.0 — well within acceptable VoIP quality thresholds.

Phase 2 (Weeks 3-5) was the pilot branch deployment: three branches selected to represent different MPLS link distances (one near Dhaka, one in Chittagong, one in Sylhet). Yealink phones were installed and configured, branch staff trained on the new system, and the pilot ran for two full weeks with parallel operation of the old PSTN lines as backup. During the pilot period, no call quality complaints were received from any of the three branches.

Phase 3 (Weeks 6-10) was the rollout to all remaining 25 branches at a rate of 5 branches per week. SSAL's team of 4 installation technicians visited each branch to install phones, connect to the MPLS router, test connectivity, and conduct a 2-hour staff familiarization session. Old PSTN lines were maintained at each branch for an overlap period of 2 weeks after phone installation, then terminated. The entire bank-wide cutover was complete in Week 10.

"The savings calculation in the proposal was compelling, but what actually convinced us was the pilot approach. SSAL said: let us prove it works over your actual MPLS links before you commit to 28 branches. That kind of confidence in their own proposal — backed by the willingness to put it to a real test — was different from what we normally see in vendor presentations. The 60% cost reduction is real and is being reinvested in branch operations. The call recording has already closed two compliance issues. And our operations calls finally have everyone in the room, even if that room is now virtual."

Head of IT OperationsMid-Size Private Commercial Bank, Dhaka
Outcome

Results & Impact

Inter-branch and branch-to-HQ calls now travel entirely over the bank's existing MPLS network at zero incremental call cost. The monthly SIP trunk bill from Link3 for external (PSTN) calls is BDT 34,000 — a reduction of BDT 51,000 per month from the previous BDT 85,000 average, representing a 60% reduction in total telecom expenditure. The project's capital cost is projected to be fully recovered through these monthly savings within 18 months of deployment.

Call recording on teller counter lines has been operational since go-live. In the first 90 days, the Compliance Officer accessed the recording archive on two occasions to resolve customer disputes about verbal instructions given by phone — both resolved without escalation to formal complaint. The compliance team's internal audit flagging of unrecorded teller calls has been formally closed.

The weekly national operations conference call, previously attended by only Dhaka-based branch managers due to travel constraints, now has full participation from all 28 branches. The bank's CEO acknowledged in a management meeting that the quality of the weekly operations call had improved significantly since managers who were previously absent were now consistently participating.

The Yeastar P560's admin dashboard has provided the bank's IT operations team with visibility into telephone system performance they had never previously had — call volume statistics by branch, peak hour analysis, SIP trunk utilization, and call quality metrics — enabling proactive capacity management.

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