Muhammed Aziz Khan Unveils Strategy to Convert Summit Group Power Plants to Data Centre Infrastructure
Bangladesh’s data centre market, currently valued in the hundreds of millions, is on the cusp of a dramatic expansion, driven by a national digital push and new data sovereignty laws. At the centre of this transformation stands Summit Group, the country’s largest private infrastructure conglomerate, which is now leveraging a unique bundle of existing assets to position itself as a dominant force in the coming data rush.
Market research indicates explosive growth is imminent. The sector, valued at approximately $168.73 million in 2020, is projected to reach $382.40 million by 2025 before surging to an estimated $1,264.76 million by 2035. In terms of capacity, the installed IT load is forecast to rocket from 23.55 megawatts in 2025 to over 150 megawatts by 2030, representing a compound annual growth rate of nearly 45%.
The Summit Advantage: Power, Pipes, and Land
Summit’s strategy, articulated by its leadership, hinges on what it calls an “integrated digital-energy ecosystem.” Rather than building from scratch, the group plans to rapidly deploy data centres by bundling three core assets it already controls: substantial power generation, a vast fibre-optic network, and strategic land holdings.
Through Summit Power International, the conglomerate is Bangladesh’s largest private power producer, accounting for around 7% of the nation’s total installed capacity. It operates a portfolio of gas-fired power plants—reportedly 11 plants with over 2,000 megawatts of capacity—which provide the reliable, 24/7 baseload power essential for modern data centres, particularly for compute-intensive artificial intelligence workloads. The company also operates the country’s second floating storage and regasification unit for liquefied natural gas, with a daily capacity of 500 million cubic feet, which it cites as a source of long-term fuel security.
The second pillar is connectivity. Its subsidiary, Summit Communications, holds a nationwide telecommunication transmission network license and has installed what it describes as the country’s largest fibre network. This infrastructure spans all 64 districts with over 46,500 km of cable, serving nearly half of national internet demand and connecting mobile operators, internet service providers, and enterprises. The company has also partnered with EDOTCO Bangladesh to strengthen end-to-end connectivity. Direct ownership of this network eliminates reliance on third-party providers for data centre links.
Completing the package are land holdings near Dhaka, adjacent to Summit’s existing power facilities. Founder Muhammed Aziz Khan told Nikkei Asia that building data centres next to gas plants allows direct access to generation, avoiding grid connection delays and transmission losses. This integrated approach, Khan stated, enables Summit to offer data centres to customers within a year and a half—a timeline significantly faster than typical multi-year greenfield development.
Targeting Hyperscalers in a Regulated Market
The company is eyeing the largest potential customers: hyperscale tenants like global cloud providers and technology firms, which occupied 62% of commissioned data centre capacity in Bangladesh during 2024. Khan mentioned interest from members of the so-called “Magnificent 7″—Alphabet, Amazon, Apple, Meta Platforms, Microsoft, Nvidia, and Tesla—though he did not identify specific companies or detail the stage of any discussions.
This partnership model acknowledges where Summit needs external expertise. While it can provide power, land, and connectivity swiftly, the specialised design, cooling systems, and customer acquisition for data centres may require experienced partners. Yan-Bin Wu, Summit Power International’s deputy CEO and CFO, has framed the opportunity around global constraints like grid congestion and land scarcity, which are pushing tech giants to seek new geographies.
Domestic regulation is adding further impetus. The Personal Data Protection Ordinance, adopted in 2024, could restrict cross-border data transfers, accelerating demand for local data centre capacity. Akihiro Shoji, a Japan International Cooperation Agency expert, told Nikkei Asia that Bangladesh’s potential to function as a regional hub is “not low,” despite current infrastructure vulnerabilities.
Navigating Challenges and Competition
Summit’s plans are not without significant challenges. The energy-intensive nature of data centres creates tension with Bangladesh’s climate goals; renewable sources contributed just 2% of the nation’s power mix in 2024 against a government target of 25% by 2035. Khan acknowledged a shift in thinking, stating that earlier targets to phase out hydrocarbon-based generation by 2050 are being “recast” due to changed global and national circumstances.
Furthermore, while national power generation capacity has increased, inconsistent power quality and grid outages remain a challenge, increasing reliance on backup systems. The broader market also faces hurdles in land acquisition and permitting. Summit itself has navigated regulatory complexities; authorities terminated an agreement for a second floating LNG terminal involving the group, citing transparency and financial concerns.
The competitive landscape is evolving. Other players in the Bangladesh data centre market include Felicity IDC Limited, RedDot Digital Limited, Dhaka Colo Limited, and Gennext Technologies. The market also sees activity from global technology and infrastructure vendors like Vertiv, Schneider Electric, and Equinix, as well as other telecommunication infrastructure providers such as Fiber@Home Global Ltd. and the state-owned Bangladesh Telecommunications Company Limited.
Despite these challenges, Summit Group is betting heavily on its vertically integrated model. With significant historical investment in Bangladesh’s energy sector and a vision to transition the country from an energy consumer to a hub for digital exports, the conglomerate is positioning its existing infrastructure as the foundation for the nation’s data-intensive future. Wu has described the strategy as converting underutilised power capacity into infrastructure supporting growing businesses beyond wholesale electricity, anchoring growth in assets the group already operates and controls.
