Interview

MAN’s Selection For The Year

Nov 30, -0001 0 7 minutes 41 seconds to read

…

‘The Corporate Sector Must Lead MAN’

Nov 30, -0001 0 5 minutes 55 seconds to read

…

“DANIDA Is Striving To Improve An Enabling Environment For The Business Sector”

Nov 30, -0001 0 8 minutes 16 seconds to read

…

“Customers And Staffs Are The Strength Of Everest Bank”

Nov 30, -0001 0 6 minutes 10 seconds to read

…

“In The Long Run, Ethics Pays”

Nov 30, -0001 0 5 minutes 20 seconds to read

…

“We Don’t Believe In Transactional Selling, We Believe In Relationship Building”

Nov 30, -0001 0 5 minutes 42 seconds to read

…

“We Are Trying To Employ Nepalis In Our International Projects”

Nov 30, -0001 0 5 minutes 17 seconds to read

…

“Government Is Supressing Private Sector’s Growth”

Nov 30, -0001 0 6 minutes 43 seconds to read

…

“Godrej Might Have A Manufacturing Unit In Nepal Within A Few Years”

Nov 30, -0001 0 7 minutes 13 seconds to read

…

Appeal To Nepali Political Parties ‘Think Prosperity, Think Welfare And Shun Strikes’

Nov 30, -0001 0 5 minutes 35 seconds to read

…

“We Are Not Here To Complain. We Are Here To Achieve”

Nov 30, -0001 0 4 minutes 37 seconds to read

…

“This Budget Will Be Fully Accepted By The Coming Government”

Nov 30, -0001 0 5 minutes 41 seconds to read

…

“Ending Energy Crisis In Five Years Is Not An Ambitious Plan”

Nov 30, -0001 0 5 minutes 50 seconds to read

…

“Economic And Technical Transparencies Are Key To Success”

Nov 30, -0001 0 8 minutes 50 seconds to read

…

“Should Not Expect Much From NRNs Who Are Struggling Themselves Abroad”

Nov 30, -0001 0 5 minutes 32 seconds to read

…

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No Laughing Matter

The Sweet Rewards of Power

By Madan Lamsal

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			'title' => 'MAN’s Selection For The Year',
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	<span style="font-size: 16px;">The 33rd National Management Convention and Annual General Meeting of Management Association of Nepal (MAN) last week elected few new personalities for its new tenure and at the same time as a part of its felicitation programme the association also recognized few personalities from the private and the government sector. Here in an interview with The Corporate&rsquo;s Eliza Tuladhar, MAN&rsquo;s newly elected president </span><strong style="font-size: 16px;">Dr Som Prasad Pudasaini</strong><span style="font-size: 16px;"> who is also the chairman of King&rsquo;s College and </span><strong style="font-size: 16px;">Bina Basnet</strong><span style="font-size: 16px;">, the founder principal of Orchid Garden Nepal who received the Women Manager Recognition award this year have talked about their experiences and their respective plans in the near future.&nbsp;</span></div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<strong><span style="font-size:18px;">&ldquo;I will do something different and productive&rdquo;</span></strong></div>
<div style="text-align: center;">
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Dr Som Pudasaini, President, MAN Chairman, King’s College" src="/userfiles/images/inter(1).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 233px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<strong>Dr Som Pudasaini</strong></div>
						<div>
							President, MAN</div>
						<div>
							Chairman, King&rsquo;s College</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size:14px;"><strong>As the new president of MAN, how do you plan to use your experience in fulfilling your responsibilities?</strong></span></div>
<div>
	I have a wide experience in both the national and international management sector. I have worked with the United Nations Population Fund as its country representative and UN advisor for Nepal. I am glad that our members have given due recognition to it by electing me as the association&rsquo;s new president. The association definitely has great expectation from me and so has the management sector from MAN. I will do something different and productive for the association.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What quite essential changes in MAN can pave way for the active participation of private sector?</strong></span></div>
<div>
	MAN should be a think tank in the area of management for both government and non-government organisation. While establishing itself as a consultant to both of these sectors, it should be able to generate new ideas for resolving management issues faced by them. We are competent but we are not being able to provide consultancy services. Besides that it is important to improve the quality of trainings that the association provides. In the near future the association will provide trainings to national priority sectors such as hydropower, agriculture and tourism. Adding to it, we also have to improve the quality of our Executive MBA program by consulting evaluation experts from within the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Besides some private sectors actors who are still unaware of MAN&rsquo;s existence and objectives, even some private sector members of MAN are inactive. Why?&nbsp;</strong></span></div>
<div>
	It is not that the private sector is not interested in MAN or the association is not interested to members from the private sector but somehow the association and the private sector have not been able to work together. During my tenure we will meet representatives of the private sector, hold discussions with them for finding the exact problems hindering their participation and possible ways to resolve them. I am confident that such initiatives will help in increasing the participation of the private sector stakeholders in MAN.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As a common forum of professionals from diverse sectors and disciplines, MAN has tremendous role to play in developing management practices. Over the years of its operation how successful has MAN been in developing positive and performance oriented work culture in Nepal?</strong></span></div>
<div>
	MAN has been here for almost three decade, it has over 2000 members of which some are life members and some are ordinary members. But only 40 per cent of the total members are actively participating in the association&rsquo;s activities. So what we have to do is take initiatives to increase the participation of majority of members, remove inactive members and provide membership to new members. MAN is well known for the award it gives and it will continue to make the selection process more rigorous and make the award more distinctive. Over the year the association has become successful to introduce new personalities and felicitate them for their work and the change they brought to the management sector. We have also introduced one more award this year to recognize and felicitate civil servant who made remarkable contribution in the public service sector.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the major training and research programme organized by the association?</strong></span></div>
<div>
	Some of the key trainings that the association provides are on financial inventory, management skill, tax and VAT. Our trainings are sometimes tailored on the basis client&rsquo;s request. We have also dome some evaluation projects for local development department and municipalities. However we still lag behind when it comes to performing serious research and evaluation programmes. This remains another of our priorities in the days ahead.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<span style="font-size:18px;"><strong>&ldquo;Recognition from the MAN has encouraged us&rdquo;</strong></span></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Bina Basnet Founder Principal Orchid Garden Nepal" src="/userfiles/images/inter1.jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 210px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<div>
								<strong>Bina Basnet</strong></div>
							<div>
								Founder Principal</div>
							<div>
								Orchid Garden Nepal</div>
						</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size:14px;"><strong>How does it feel being recognized with the Women Manager Recognition Award 2013?</strong></span></div>
<div>
	It feels great. The award recognized Orchid Garden Nepal&rsquo;s contribution in securing good future for needy children. It has definitely encouraged me to rise much more above my present efforts and to work for a cause that will help to develop our society and create better environment to secure rights and needs of children that are deprived of it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What inspired you to start a care centre for the needy children?</strong></span></div>
<div>
	Seven years&rsquo; experience as a teacher in Balmandir, Naxal encouraged me to do something for the needy children and the parents who cannot afford quality education for their children. During my tenure there, I came across many parents and guardians who wanted to leave their children thereforever so that they could get good food and education, which was quite disheartening. As a response, on August 1, 2006, Orchid Garden Nepal was establishedto take care of such children, with support from various sources. There are many private day care centres, but rarely any of them are meant to accommodate children from low profile families. We have come across so many women from such families, mostly near construction sites and vegetable markets, who are unable to work or be employed in lack of someone to take care of their children. To address this issue we came up with the idea so as to build the future of their children at our care centre.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have been working in this sector for a long time. How tough it has been accommodate the children and gather support and funds to take care of them?</strong></span></div>
<div>
	It has been almost nine years since we started the Orchid Garden Nepal at Kalopool and it was definitely not an easy task. We started with around 15 children and nowadays we are taking care of 180 children from early morning that is from eight in the morning to six in the evening. We do not have extended summer and winter vacations as our target group of children belong to a group of families that rarely can afford such holidays. We receive funds from various sources and volunteers have been always supporting Orchid Garden Nepal. Volunteers work here for maximum three months. Last year 122 volunteers supported us in catering to our objective.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Now that your work has received such recognition, do you have any plans to extend Orchid Garden Nepal&rsquo;s to more such children and families?</strong></span></div>
<div>
	Ofcourse, the recognition from the Management Association of Nepal has encouraged us and we are planning to open new centres in New Road and Kalimati area. This will require around Rs 4 million annual budget. We are trying to bring together these funds, as it will&nbsp;</div>',
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			'description' => 'The 33rd National Management Convention and Annual General Meeting of Management Association of Nepal (MAN) last week elected few new personalities for its new tenure and at the same time as a part of its felicitation programme the association also recognized few personalities from the private and the government sector.',
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	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Janak Raj Shah</strong> is the president of Management Association of Nepal (MAN) which is organizing its 33rd National Management Convention and Annual General Meeting (AGM) today (February 7).<strong> Akhilesh Tripathi</strong> of The Corporate caught up with Shah, a former National Planning Commission member, for an interview. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the objectives of MAN? How successful has MAN been to achieve its objectives?</strong></span></div>
<div>
	Established in 1979, MAN is a nongovernmental organization and the apex body of management professionals in Nepal. It&rsquo;s a think tank with active support of the country&rsquo;s corporate sector. It has a strong membership base of over 2,000 individuals and 250 institutions from different disciplines and sectors of Nepali economy and society. It also provides policy recommendations to the government.</div>
<div>
	&nbsp;</div>
<div>
	The main objective of MAN is to apply, develop and promote management science and make necessary arrangements to offer such knowledge in Nepal. The other objectives are: bringing professionals and institutes related to management development under one umbrella through networking so as to facilitate interaction, innovation and pro-active involvement for promoting management professionalism; consolidating management development through education, training, research, consulting and information services; and keeping members informed of new developments in professional management approaches and their uses.</div>
<div>
	&nbsp;</div>
<div>
	MAN has been pursuing various activities to achieve these objectives for the last 33 years. These activities include interactive sessions, researches/studies and consultancies, EMBA program, professional training courses, bestowing management awards, membership expansion drive, institutional networking and so on.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>MAN executive committee and its general membership are dominated by bureaucrats. Why is the participation low by the corporate sector?</strong></span></div>
<div>
	The situation was like that in the past. For a long time, the pro-activeness of bureaucrats contributed a lot to MAN&rsquo;s activities. The situation has started to change now. The number of MAN members from the corporate sector has been increasing. They are contributing to MAN&#39;s activities directly and indirectly. I am of the opinion that the corporate sector must lead MAN as per its vision and objectives. Realising this fact, we are inviting managers from the corporate sector to participle in MAN&rsquo;s activities.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your achievements as MAN President for two consecutive terms?</strong></span></div>
<div>
	I have successfully completed two terms as MAN President. I am satisfied with the performance of MAN. However, we have to do a lot in the time to come. &nbsp;We have worked for preparing and implementing MAN&#39;s strategy to increase its height in the field of management development. We are successfully running an EMBA programme of Purbanchal University. We have been able to open MAN&#39;s Chapters in Pokhara, Dhangadhi and Biratnagar. I am optimistic that other Chapters will be opened in other parts of the country. One of MAN initiatives, the Management Development Campus, was able to receive the Best B-School Award 2010 from the CMO Council. As the president of MAN, I received the &#39;Golden Star Academic &amp; Educational Excellence Award 2013&#39; under Education Leadership Award at the &lsquo;World Marketing Summit, Malayasia 2013&#39; - a Philip Kotler Initiative for a Better World.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the things that you wanted to do but couldn&#39;t do because of various reasons?</strong></span></div>
<div>
	I had a dream of having MAN&rsquo;s own building to expand its activities smoothly and efficiently. During my tenure, I could not materialize this dream of infrastructure development. The participation from the corporate sector in MAN&#39;s activities is limited. However, I tried my level best to bring the private sector, more specifically the corporate sector, to this forum. The government&rsquo;s support to MAN&#39;s activities is not adequate though the government has helped us by sending students to our EMBA programme and providing us some grants every year.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the international organizations that MAN is affiliated with? What benefits in terms of knowledge sharing has MAN got from this affiliation?</strong></span></div>
<div>
	MAN is one of the founding members of the Asian Association of Management Organizations (AAMO) which is working in the Asia Pacific region. It has also close links with the American Management Association (AMA), All India Management Association (AIMA), North India Management Association (NIMA) and many others. We have also signed MoUs with other national and international organizations such as AAMO, Rai Foundation, and NIMA for scholarship programmes. These linkages have helped MAN to have access to information on the best management practices and techniques available in other parts of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are MAN&rsquo;s challenges?</strong></span></div>
<div>
	Resource constraint is the main challenge which has affected the sustainability of MAN&rsquo;s activities. Limited participation of Man&rsquo;s members in its activities is another challenge. Having MAN&rsquo;s own building is yet another challenge. This has been my dream as well. To turn the dream into reality, we made our level best efforts and even requested the government to provide us land in the &lsquo;right to use&rsquo; (BHOGADHIKAR) mode as other similar non-governmental organizations have got land from the government. But this process is yet to reach a logical conclusion. If we could meet these challenges, MAN&rsquo;s activities could be run in a sustainable way.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your expectations from the new Executive Committee?</strong></span></div>
<div>
	I have many expectations from the new executive committee to be elected. I am optimistic that new team will add some bricks for the overall development of MAN. The prospective executive committee members in scene are well-known professionals from different sectors and as dedicated successor they deserve to lead the MAN ahead. So I shall be more than happy to handover MAN to the new team. I would like to suggest to the new team that they should focus themselves on MAN activities such as adding value to trainings, EMBA programme and research. MAN&rsquo;s roadmap is clear with its strategic vision and objectives. But it needs to be backed by the action plan which is lagging behind. Therefore, they should create an environment and motivate MAN members to contribute by participating in the various sub committees. Equally, the attention should be given to infrastructure development of MAN. For your kind information, I also will be there as the part of team as an executive member in the capacity of Immediate Past President (IPP). MAN believes in togetherness and cooperation, so again it is my pride to be there to contribute to MAN in the future as well.</div>',
			'published' => true,
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			'modified' => '2014-02-13',
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			'description' => 'Janak Raj Shah is the president of Management Association of Nepal (MAN) which is organizing its 33rd National Management Convention and Annual General Meeting (AGM) today (February 7). Akhilesh Tripathi of The Corporate caught up with Shah, a former National Planning Commission member, for an interview.',
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			'title' => '“DANIDA Is Striving To Improve An Enabling Environment For The Business Sector”',
			'sub_title' => '',
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	&nbsp;</div>
<div>
	<span style="font-size:16px;">Nepal became a priority country for Denmark in 1989 and a long-term partnership was established. Through this partnership, Denmark aims to contribute to poverty reduction, political stability and to strengthen inclusive economic growth and access to renewable energy. In an interview with The Corporate&rsquo;s <strong>Gaurav Aryal</strong> and <strong>Sanjeev Sharma</strong>, the Ambassador of Denmark to Nepal, <strong>Kirsten Geelan</strong>, talked about DANIDA&rsquo;s projects in Nepal. She also talked about Danish development policy paper for Nepal for the years 2013-2017. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It has been 45 years since Denmark-Nepal bilateral relationship has been established. How do you evaluate this friendly relationship?</strong></span></div>
<div>
	Denmark and Nepal have been in a mutually beneficial and cordial bilateral relation for almost half a century. The Danish engagement in Nepal over these years has developed and matured considerably. We now increasingly work with Nepali national partners. We see much higher degree of national ownership and involvement in our development activities and considerable improvement of national skills and competences when compared to the early days of our collaboration.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Denmark has a quite a few successful examples of Business to Business (B2B) Cooperation like Carlsberg. How do you think such partnerships can be enhanced in the days to come?</strong></span></div>
<div>
	We hope that the match making event between Danish and Nepali businesses scheduled for March, will assist in finding new ways of increasing business collaboration between Danish companies and Nepali partners. We have identified six sectors as potential ones, namely agriculture, tourism, handicraft, IT, waste management and health. The idea of the business partnership is to create jobs, strengthen competitiveness and promote corporate social responsibility in developing countries. The initiative aims for that sort of overarching objectives while providing Danish companies with new markets and opportunities to save costs, hire human resources at cheap salaries and provide access to raw materials. We have seen some success stories in Nepal. Wehave a very well known Danish fruit and juice producing company teaming up with a Nepali company in Bhaktapur to produce organic juice and ice cream.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you view the progress of DANIDA projects in Nepal?</strong></span></div>
<div>
	There are no shortcuts or blueprint solutions to long-term sustainable development. Nevertheless, there are some lessons learnt. We have seen thatprojects and programmes developed through long-term partnership, even in a preparatory phase, is an important prerequisite for long term and sustainable outcome. Working with national partners and having their involvement throughout projects is another important aspect for national ownership.</div>
<div>
	&nbsp;</div>
<div>
	We are not an implementing agency. We work with local co-partners in order to strengthen capacity of local partners and local government institutions to pave the way for sustainable development. We have done so in the past and will continue it in the future. We work very closely with the local government,which is an important partner in the development of Nepal.</div>
<div>
	&nbsp;</div>
<div>
	Another lesson learned is on monitoring and resource management system, where we have developed considerably in our approach. We need to focus on constant monitoring of output, activities and impact, not just on the list of activities. Development has moved from a very simple straightforward project to big complicated phenomenon, covering numerous sectors and programmes. Another important lesson is we have to be working not only with national partners but also with other donors. We are constantly looking at the possibilities of basket funding, strengthening equal operation with other bilateral and international donors.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Private sector&rsquo;s role in the development programmes has tremendously increased over the years. How is DANIDA recognising this role in its new 2013-2017 programme?</strong></span></div>
<div>
	In this new inclusive growth programme, we will be focusing on developing agriculture with priorities in three key sectors namely tea, ginger and dairy in seven districts of eastern Nepal. We will increase value added chain, enhance infrastructure and work closely with district authorities in improving the enabling environment for the&nbsp;</div>
<div>
	business sector.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Some of the important programmes of DANIDA such as Education Programme, Human Rights and Good Governance Programme and Peace Support Programme concluded in 2013. How do you assess the achievements of these programmes?</strong></span></div>
<div>
	We have been working in the education sector in Nepal closely with the government for 20 years. Over these years, we have seen impressive gains in the education sector. We are very pleased to be part of that development. We have seen literacy rate rising from very low to significantly high. More importantly, we have seen an increase in female literacy rate and enrolment of girls in school. It is fair to say that with our assistance, Nepal has moved from fragmented and limited education sector to much more comprehensive and coordinated approach. So, that is some achievement we are very proud to be part of.</div>
<div>
	&nbsp;</div>
<div>
	In terms of human rights and governance, we have been very active key player in peace building process. We have supported Nepal Peace Trust, UN Peace Fund and have been instrumental in the successful integration of Maoist combatants into the Nepali Army. We have established a long-term partnership with Election Commission. We were very supportive to the recent elections. We have also worked very closely with the National Human Rights Commission and supported their important task in handling various complaints of human rights abuses. We have worked and will continue to work with civil society organisation particularly with regards to human rights. We have seen improvement in gender rights and situation of marginalised groups, particularly Dalits.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA had been supporting the Government School Sector Reform Program (SSRP). However, some of the targets of this programme are yet to be met and thus, it is extended for another two years. Why did DANIDA decide to stop supporting the education sector?</strong></span></div>
<div>
	We have two priorities in our development assistance programmes: human rights and inclusive and green growth. That is in one of the reasons why the decision was taken in Copenhagen not to continue our engagement in education sector. Having said that let&rsquo;s not forget Denmark as EU member country is continuing to support education sector in Nepal through the activities of EU.</div>
<div>
	&nbsp;</div>
<div>
	We have been criticized for shifting our engagement in Nepal from the education sector but it is important to remind ourselves that this is a decision that has been taken in Copenhagen by the Ministry for Development Cooperation. It was a slight policy shift when we had a new government in Denmark, a couple of years ago.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA has shifted its focus to renewal energy sector in Nepal. What is the progress so far?&nbsp;</strong></span></div>
<div>
	More than a million households have been benefitted from our efforts to accelerate access to renewable energy technologies in Nepal. We have worked for quite a number of years since late 1990s in Nepal&rsquo;s energy sector. We have delivered concrete results with our long-term partners, Ministry of Science, Technology and Environment and Alternative Energy Promotion Centre. We have seen improved technologies in terms of improved cooking stoves, solar systems and small hydropower plants changing the lives of millions of people. We also hope to be able to do so in our new inclusive growth programme to create even stronger synergy with renewable energy programme in tapping the experiences gained already.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA in its policy paper for 2013-2017 has prioritised poverty reduction through support on green and inclusive economic growth. How easy or difficult you find meeting this target as green economic growth is still a challenge for developed countries?</strong></span></div>
<div>
	Apart from the renewable energy programme, we will be embarking on a new inclusive growth programme. It is a programme that will run over five years and has a huge budget of 400 million Danish Kroner. Green growth is a challenge for all countries. In a country like Nepal, challenge is to reconcile the country&rsquo;s need for rapid growth and poverty alleviation while avoiding damage to the environment. This is where we see the new programme making a difference to local communities. It is not a very big programme. The approach is to support local programme that is implemented by local districts and with specific poverty alleviation dimension. Over the years, the programme will be able to support the value added chain in conjunction with supply and finance and improved infrastructure.</div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<span style="font-size:16px;"><strong>Trade/Investment</strong></span></div>
<div>
	Nepal&rsquo;s exports to Denmark include handicrafts, silver products, ready-made garments, woolen goods, paper and paper products, etc. and major imports are machinery and parts, medicine and medical equipment, industrial raw materials, food and edible items, etc. from Denmark. The following figure shows that Nepal&rsquo;s balance of trade with Denmark is negative, except for the year 2012:</div>
<div>
	&nbsp;</div>
<div>
	<img alt="TRADE / INVESTMENT" src="/userfiles/images/inter%20(Copy)(1).jpg" style="width: 550px; height: 155px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<div>
		Under Danish investment, a total of 21 joint ventures were established until July 2012 which had an FDI of Rs. 198 million and created 969 jobs.</div>
	<div style="text-align: right;">
		(Source: Ministry of Finance, Nepal)</div>
</div>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2014-01-26',
			'modified' => '2014-02-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Nepal became a priority country for Denmark in 1989 and a long-term partnership was established. Through this partnership, Denmark aims to contribute to poverty reduction, political stability and to strengthen inclusive economic growth and access to renewable energy. In an interview with The Corporate’s Gaurav Aryal and Sanjeev Sharma, the Ambassador of Denmark to Nepal, Kirsten Geelan, talked about DANIDA’s projects in Nepal.',
			'sortorder' => '2393',
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	(int) 3 => array(
		'Article' => array(
			'id' => '2409',
			'article_category_id' => '134',
			'title' => '“Customers And Staffs Are The Strength Of Everest Bank”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;">Founded in 1994, Everest Bank is one of the leading banks of Nepal. With the business of above Rs 10,000 crores, this bank has been able to maintain 3rd position in terms of net profit. It was the highest tax payer among commercial banks for the fiscal year 2068/2069. The bank has also been awarded the Asian paints New Biz award for being the Best Managed Bank. In an interview with The Corporate, <strong>A.K Ahluwalia</strong>, the CEO of Everest Bank talked about his journey with the bank for the past six months and about the bank&rsquo;s present and future status. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you evaluate your work so far in Everest Bank?</strong></span></div>
<div>
	First of all, I would like to wish all the readers a very Happy New Year. I have been here for the last six months. When I joined, the bank was already a name to be reckoned with. It has built a good reputation and a niche for itself in the market. My first effort was to maintain that and the second, to take it forward. So, reflecting now, I think I have been successful in retaining &amp; enhancing the reputation of the bank. By the time I complete my first year here, the bank will have added more value to its service and reputation.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Everest Bank had last year started an agro-specialised branch &lsquo;Krishi Udhyam Bikash Sakha&rsquo; in Rajbiraj. How is this branch doing?</strong></span></div>
<div>
	The branch is doing well. When other banks were not even thinking of agriculture, Everest Bank was the first one to act and went to the extent of opening a specialized branch for agriculture financing. The branch is operating well and has made lots of finances in the agricultural sector. However, we have not restricted ourselves to that branch only. We are doing agricultural financing in other branches through cooperatives and in some cases, directly to farmers also. We understand that agriculture&rsquo;s role the Nepali economy is paramount and that is why we are focusing on it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You talked about expanding agro-specialization to other branches as well. Which branches have this specialization?</strong></span></div>
<div>
	We have already started it in Biratnagar, Narayanghat and Birtamod. We are financing it through cooperatives and they are doing very well.</div>
<div>
	&nbsp;</div>
<div>
	Your Bank had also started a scheme to provide free debit card to school children through Freedom Account. How would you evaluate this scheme?</div>
<div>
	Our freedom account is doing very well. Besides that, we also have Nari Bachat Khata for women. So, these schemes are basically tailor-made for specific segments of the society taking care of their specific needs. All our branches are promoting these schemes. They are operating very successfully.</div>
<div>
	&nbsp;</div>
<div>
	Freedom Account is an account that requires a minimum of only 100 rupees and it gives children the freedom to use debit card. There are more than 15 thousand accounts under the Freedom Account. Overall, Freedom Account is running very well and we are planning to come up with more of such products for other segments of the society.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal Rastra Bank (NRB) is pursuing to implement its plan to introduce interest rate spread restriction on banks, despite opposition from the bankers. What is your stance on this?</strong></span></div>
<div>
	As far as our bank is concerned, we are operating on the prescribed spread only. Thus, it is not such a big issue for us. &nbsp;There is no question of Bankers opposing any directive of the Central bank; it is just a feeling being conveyed that their profitability may be affected if they are restricted. If a bank wants to open a new branch, they have to go for additional staff for that branch. The branch will definitely take some time to come into profit. Banks open new branches to expand their reach and unless their branches are opened in all the corners of the country, financial inclusion will not take place. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, all the money that the bank raises from the public is not going to be put into advance. In fact, only 80 per cent of the amount that banks raise from the public can be given the shape for advances. But, what about the remaining 20 percent which hardly earns any return, So, that 20 percent needs also to be taken into account for calculating any spread.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Now, the banking sector is flooded with excess liquidity. How is the latest situation in Everest Bank?</strong></span></div>
<div>
	Due to increase in the value of US$ and also elections extra liquidity is there with the Banks. When there is any kind of instability in the economy, people don&rsquo;t want to invest or expand. They look for the opportune time. That is also the reason that the credit off-take gets affected. If there is no credit off-take, it is obvious that the banks will have more liquidity. I think it will take around 2 months for the system to absorb the liquidity because by then, entrepreneurs will be confident to invest in new ventures or expand the existing business and the economy will be stable.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What sets Everest Bank apart from all the existing banks in Nepal?</strong></span></div>
<div>
	As of now, Everest Bank is looked upon as a very strong bank. The strength lies not only from the deposits we have and the advances we make, but also from our transparent decision making process. We also try to evaluate all the projects sincerely so that the incidence of default is reduced. Secondly, our staff is very friendly and courteous. They provide the best possible service to the customers and are always open for improvement. As a result of this, there is a constant relationship between the customers and the banks. Wherever I go, I find people who say that they started banking with Everest Bank since inception and that they find no reason to go elsewhere. So, that is the strength. Satisfied Customers and courteous staff are our biggest strength. It is the result of this that the bank did very well last year. We did a business of more than 10,000 crores with a profit of more than two hundred forty crores which is an achievement by itself.</div>
<div>
	&nbsp;</div>
<div>
	Another thing is our involvement in CSR activities. We provided free drinking water facility at Geta Eye Hospital in Dhangadhi and also at Janaki Mandir, Janakpur and also provided digital display and monitor at Pashupatinath Temple. We supported the flood victims of Western region and have been organizing free health checkup camps every year. Besides we have sponsored number of awards to encourage schools, colleges, sportsmen, music, culture and health professionals in their pursuit for excellence. &nbsp;All in all, we are very sincere and alive about our CSR activities.</div>',
			'published' => true,
			'created' => '2014-01-06',
			'modified' => '2014-01-20',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Founded in 1994, Everest Bank is one of the leading banks of Nepal. With the business of above Rs 10,000 crores, this bank has been able to maintain 3rd position in terms of net profit. It was the highest tax payer among commercial banks for the fiscal year 2068/2069. The bank has also been awarded the Asian paints New Biz award for being the Best Managed Bank. In an interview with The Corporate, A.K Ahluwalia, the CEO of Everest Bank talked about his journey with the bank for the past six months and about the bank’s present and future status. Excerpts:',
			'sortorder' => '2319',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2452',
			'article_category_id' => '134',
			'title' => '“In The Long Run, Ethics Pays”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Prof C Panduranga Bhatta</strong> is a Professor and founder coordinator of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999. In an interview with The Corporate&rsquo;s <strong>Angila Sharma</strong>, he discussed core principles of business ethics and its relevance in the present context. <strong>Excerpts</strong></span><strong>:</strong></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Generally business ethics and CSR are treated as synonymous. How to distinguish them?</strong></span></div>
<div>
	Before the introduction of the term Corporate Social Responsibility (CSR), business ethics&rsquo; definition was limited to not doing corruption in business. But now, business ethics is defined and understood in a broader way and includes Corporate Social Responsibility. So, I would like to say that CSR is one of the aspects of business ethics. As such, the business houses that are active in their CSR can be called ethical because they have realized that they have a duty to perform.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Earlier, business houses would conduct business in an ethical manner but would not be concerned with the community. But, now, they should also be concerned with the society because they make profit because of the ordinary people around them. So, CSR is a part of business ethics.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The popular view including that of the government is that business ethics and profit making cannot go hand in hand. What is your opinion on this?&nbsp;</strong></span></div>
<div>
	This is the biggest mistake people are making. We can take examples of corporations in the international arena that are making profit ethically. Ethics means taking care of the safety of the products; it means you don&rsquo;t do wrong to the customers through your products. Business ethics means that corporations allocate certain amount of their profit for the betterment of the people. So, the corporations, which are conducting business in an ethical manner, also earn profit.</div>
<div>
	&nbsp;</div>
<div>
	This issue can be looked upon in two ways. It depends on the business corporation whether it is looking at the short term or long term. Short-term business means operating for a small period of time, earning profit in any manner and then shifting to a new place. We describe these kinds of businesses as &lsquo;fly by night operators&rsquo;. This type of activity is completely unethical and we do not consider these types of activities as business. We are talking about business corporations that operate for a long period of time. Such business corporations do not limit themselves to stopping corrupt activities, but widen their view to the entire society. Thus, in the long run, such business houses survive, make profit and are considered as ethical business firms. In the long run, ethics pays.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In today&rsquo;s competitive world, how can business houses gain comparative advantage through practicing business ethics?</strong></span></div>
<div>
	Globalization can give you advantage as well as disadvantage. Firstly, if you are an ethical company, you are welcomed everywhere. This is because of the reputation of the business house which is built on ethics. Business houses have to take care of ethics. For example: Infosys is a company that is present throughout the world. They have a motto that says &lsquo;Powered by Intellect; Driven by values&rsquo;. They have been practicing it and people have been watching their loyalty towards their motto.If people are convinced, they will accept the company. This way the business houses can gain comparative advantage. Their ethics provide them the comparative advantage.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What innovative methods are being practiced or developed to instil human values in the management of business organizations?</strong></span></div>
<div>
	Human Values is a very comprehensive term. It includes the behaviour of the business houses towards its customers, employees, community and the environment. The business house has to be concerned about the environment and the community while practicing business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Business houses can instil human values in their practice through the development of caring attitude.Any business houses should consider human beings as their first priority.As a businessperson, relationship matters a lot. If business houses fail to maintain good relationship with the employees, customers and the community, it fails.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you see the situation of business in South Asia?</strong></span></div>
<div>
	The situation is picking now because of globalization. People are exposed to the activities of business houses.Earlier, the situation was such that business houses would carry out their work in an unethical manner and to cover it up, they would do some charity and give donations. But, now, how any corporation makes business is noticed and reported.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Another thing that is improving the situation is the international ranking. Every business house wants to participate in the international ranking. For example: Transparency International ranking.The moment you perform corrupt activities or you compromise with the safety of the employees and customers, you are ranked in the top of the most corrupt company. Earlier, companies were not concerned with the country&rsquo;s image, but now, companies are tied up with the country. If the country does not have good image, nobody would want to do business in that country. Countries are the conglomerates of certain companies. This has helped in improving the situation of business ethics in South Asia and rest of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Marketing profession is derided as an example of unethical business practice. What is your suggestion to this professional field for overcoming this challenge?</strong></span></div>
<div>
	In marketing, what matters the most is the product. Communication becomes very important while marketing. If you are giving false information to the consumers while selling the product, then, you lose reputation. If you are marketing a product that does no harm to the consumers, then it is not unethical.</div>',
			'published' => true,
			'created' => '2014-01-20',
			'modified' => '2014-01-27',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Prof C Panduranga Bhatta is a Professor and founder coordinator of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999. In an interview with The Corporate’s Angila Sharma, he discussed core principles of business ethics and its relevance in the present context. Excerpts:',
			'sortorder' => '2295',
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	(int) 5 => array(
		'Article' => array(
			'id' => '2318',
			'article_category_id' => '134',
			'title' => '“We Don’t Believe In Transactional Selling, We Believe In Relationship Building”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">TE Connectivity, one of the leading connectivity companies around the world, is a $13 billion world leader in the field. With nearly 90,000 employees in over 50 countries, the company designs and manufactures electronic connections for the world&rsquo;s leading industries including automotive, energy and industrial, broadband communications, consumer devices, health care, aerospace and defense. On 20th December 2013, TE Connectivity officially launched itself in Nepal in a partnership with Shrestha Amrit Traders Pvt Ltd (SAT). In an interview with The Corporate&rsquo;s <strong>Rashika Pokharel</strong>, TE Connectivity&rsquo;s <strong>R Murugesan</strong>, Country Sales Manager, India and SAARC, talked about TE&rsquo;s journey around the world and its plans in Nepal. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Tell us about TE Connectivity&rsquo;s history</strong></span>.</div>
<div>
	We are the global leaders in terms of connectivity and computer networking products. The company was started in 1945 and it was originally known as AMP net connectivity. In the year 1999, TYCO International took over the company and then, was known as Tyco Electronics. However, after couple of years, the company was renamed as TE Connectivity. We make connectivity products irrespective of the industries. We produce consumer appliances such as mobile phones and other household appliances. We are focusing on computer networking products and cabling products which is a lifeline for all other cabling networks. We provide cabling for office networks, data centers and large campuses. We mainly focus on Local Area Networks (LAN) though we also have wireless services. We have complete product range for telecommunication networks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Briefly describe about TE&rsquo;s operation globally.</strong></span></div>
<div>
	We manage companies in India and other SAARC countries. We have good operation in Srilanka, Bangladesh and Bhutan. We make our selling through distributors and system integrated partners. Some of our integrated partners in India are: HP, IBM, Wipro Infotech. They buy our cabling products and other networking instruments and install in customer premises. Our head quarter is in USA and have office in India also. We manage business from India. We have got 36% of market share in India.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the reason for choosing Nepal in particular for business expansion?</strong></span></div>
<div>
	Nepal is very potential market because the telecommunication market is rising here. This is the reason we see Nepal as an important market. Future prospect is good for our company here. Since the last one year, we are focusing on Nepal&rsquo;s market. We have identified SAT as our business partner. SAT will be funding our business in Nepal. The reason for our visit is to educate and inform our partner as well as the people of Nepal about our products and their usage. We have planned to focus on office networks in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	Nepal is widely known for its tourism and hospitality. They need wide networking services and we provide that. We have planned to focus on office networks and data cabling here. As offices require LAN and use fiber optic products, we are trying to supply it in Nepal. Though we officially launched TE Connectivity on 20th December this year, we have been studying the market since last year. We are doing Surya Nepal project here which is also an ICT company. Basically, we will be focusing on Banking and Financial Institutions, along with hospitality and tourism industry clients. We will be working on government projects also. We are planning to establish a connection between various districts, as part of our government project.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the idea behind your success? How is it different from other companies?</strong></span></div>
<div>
	The first thing is that our organization is committed. Secondly, we have got right people to manage the business. Finally, it is our products. These three factors have helped our company to become successful. We understand technology very well and it is definitely a plus point for us. Moreover, we don&rsquo;t believe in transactional selling, we believe in relationship building.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The tech market has been suffering from fast changes. As such, how is TE Connectivity keeping its &nbsp;pace with the pace of change?</strong></span></div>
<div>
	The TE Connectivity team is a part of Standard Committee and so, whenever a new technology comes in, our company is updated about it. Our company has been investing much amount on R&amp;DT (Research and Development Test). Our team is working on finding out new technologies and we are also trying to cope with that. We are an innovative company with global recognition for our services and products. The demand for our products in the global market justifies that our products are unique and good. 24 per cent of our business globally comes from the products that we have produced in the last three years. This clearly states that we are ahead in the market and we are proud of that. Our diversity in the products is helping us to handle the market situation. Of course, there are turbulences, but we are not suffering from that.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your business strategies for Nepal?</strong></span></div>
<div>
	Our main strategy in Nepal will be educating the people about technology. We are planning to conduct more workshops to acquaint the people with new technology. We are committed towards this aim, rather than only selling our products. We have different levels of training programs. Our strategy is that once people understand our technology, it will be easier for us to sell. We want to educate the customers so that they understand technology well before investing in it. This way they will invest in the right product.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As the head of TE-SAARC, what are TE&rsquo;s future prospects in South Asia?</strong></span></div>
<div>
	Product sales is good in South Asia. If we see whole South Asia, communication era started some time back. There are still more advancements to happen regarding automation. If we look at South Asia in terms of automation, only 10 percent achievement has been made. We have huge potentials to harness in the years to come. There are so many government and educational institutions that have to be automatised. &nbsp;5 or10 years down the lane, Nepal and India will have automatised infrastructures. In Nepal, the telecommunication industry has already started using such technology. Therefore, Nepal has huge potential and it will definitely grow ahead.</div>',
			'published' => true,
			'created' => '2013-12-23',
			'modified' => '2013-12-31',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'TE Connectivity, one of the leading connectivity companies around the world, is a $13 billion world leader in the field. With nearly 90,000 employees in over 50 countries, the company designs and manufactures electronic connections for the world’s leading industries including automotive, energy and industrial, broadband communications, consumer devices, health care, aerospace and defense. On 20th December 2013, TE Connectivity officially launched itself in Nepal in a partnership with Shrestha Amrit Traders Pvt Ltd (SAT).',
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		'Article' => array(
			'id' => '2269',
			'article_category_id' => '134',
			'title' => '“We Are Trying To Employ Nepalis  In Our International Projects”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">CE construction is one of the leading construction companies in Nepal. Established in 1992, the company has acquired tremendous experience and growth. Presently the company is expanding its foothold in the international construction market too. The Corporate&rsquo;s <strong>Angila Sharma</strong>, recently discussed issues surrounding the overall construction scenario of Nepal and the company&rsquo;s future plans with its Chairman and M.D, <strong>Bijay Rajbhandary</strong>. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the business scenario of Nepal&rsquo;s construction sector?</strong></span></div>
<div>
	Nepal is a developing nation and so, it is much occupied in the construction sector to meet its development infrastructural needs. We have contributed a lot to the development of the nation and still have a lot to do. Our priority is to set benchmark for building infrastructures in various development sectors. We believe that construction business has an important role in taking Nepal&rsquo;s development agenda to the next level. But, matters like political instability obstruct our vision. Basically, construction sector is doing well in Nepal. It is a sector with no limitation for growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How is the business scenario after the CA elections?</strong></span></div>
<div>
	As far as I have seen and known, it is good. We can assess the whole scenario only through economic indicators. Presently the scenario is positive and progressive. We are yet to see the changes that have been promised. For now, I believe that we can expect economic growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Kathmandu is squeezing at a fast pace. How can the industry expand beyond it?&nbsp;</strong></span></div>
<div>
	Construction is not limited to constructing buildings only. Kathmandu may have the problem of space. But, that makes no difference to the construction sector because it is beyond constructing buildings. Kathmandu is a congested place that faces traffic problems every day. As such, we can invest in constructing roads and flyovers. Construction is not limited to a specific area, it can cover a community or a country. It can also be understood in terms of hydro-electricity production, construction of transmission lines, bridges, health institutions and other infrastructural setup. It is firstly very essential to understand that construction does not simply mean building of houses. Secondly, there is a wide scope for construction business in Nepal which is yet to be explored and utilized.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your business expansion plans?&nbsp;</strong></span></div>
<div>
	We are planning to take our projects to other cities in Nepal. Along with that, we also have a project named &lsquo;Beyond the Boundaries&rsquo; under which we are currently working in Qatar. We are trying to expand our reach in Bhutan and Tibet. Our expansion strategy includes using latest construction technologies that are permitted by the law of that land. As far as the host nation&rsquo;s policy allows, we are trying to employ Nepali human resources in our international projects. We have pioneered in using latest construction technologies and this, we think, will assist the nation in gaining expertise in construction business sector too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What new construction technologies are you using?&nbsp;</strong></span></div>
<div>
	Across the world, one of the major technologies used in the construction project cycle is project management. It is important to apply project management tools to complete projects on time. Project completion in Nepal is complex due to demand for quality services within a very limited time period. Project Completion generally consists of planning tools, monitoring tools, methodologies and the application of equipment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Are the existing real estate policies conducive? What changes would your recommend?&nbsp;</strong></span></div>
<div>
	Policies should be changed periodically corresponding to the needs and demands of time. Recently, government has come up with a policy of 45-days approval of land. Previously, there was no time frame for land approval and transfers and that burdened buyers with interest. This policy has helped in minimizing the burden of interest on the buyers.</div>
<div>
	&nbsp;</div>
<div>
	Government, however, has to come up with new policies which can foster the growth of the construction sector. Government has to pass laws that allow foreigners to buy apartments in Nepal. Apartments and real estate is an unavoidable solution to organize the cities here in Nepal. It has to facilitate us with proper policies for developing essential infrastructure. It should be able to provide subsidies and security to the private sector.</div>
<div>
	&nbsp;</div>
<div>
	Likewise, government land should also be used for infrastructural development. Through active participation of private and public sector, we can build well-organized residential areas that are facilitated with recreational areas and essential services. Existing crowded city areas could be transformed into modern business centres. This needs government&rsquo;s active participation in dealing with stakeholders and in managing their relocation in new residential areas. This can be achieved only when there is political stability in the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your ongoing projects?&nbsp;</strong></span></div>
<div>
	Right now, our projects include hotels, shopping complexes, institutional projects and apartments. Similarly, we are working on 15 real estate projects. We are expecting some big projects in the near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is your future strategy for the growth of this sector?</strong></span></div>
<div>
	We believe that major volume of construction business should be conducted by Nepali people themselves rather than depending upon foreign constructors. For this, we have to prepare them. This requires establishment of training institutes, project management workshops and other practical means of learning. If we train these people properly, we will be able to deliver quality services at minimum prices and that too within a very short span of time. We will be role models in the construction sectors all over the world if we can provide quality training to the manpower in our nation.</div>',
			'published' => true,
			'created' => '2013-12-16',
			'modified' => '2013-12-23',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'CE construction is one of the leading construction companies in Nepal. Established in 1992, the company has acquired tremendous experience and growth. Presently the company is expanding its foothold in the international construction market too. The Corporate’s Angila Sharma, recently discussed issues surrounding the overall construction scenario of Nepal and the company’s future plans with its Chairman and M.D, Bijay Rajbhandary. Excerpts:',
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	(int) 7 => array(
		'Article' => array(
			'id' => '2228',
			'article_category_id' => '134',
			'title' => '“Government Is Supressing Private Sector’s Growth”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">Private sector is a crucial component and contributor to national development. However, sometimes it fails to play proper role. <strong>Dr. Kamal Raj Dhungel,</strong> Associate Professor of Central Department of Economics, Tribhuwan University, recently discussed existing relationship between private sector and government and investment climate in Nepal, with The Corporate&rsquo;s <strong>Angila Sharma, Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What can the Nepali economy expect from the success of the recent CA elections and the formation of a new government?</strong></span></div>
<div>
	In this historical election, no party gained majority and so the government will be a coalition one. If the coalition government comprises of CPN-UML and Nepali Congress, it will be beneficial for the private sector. It was evident in the 90&rsquo;s. During that time, this team had come up with liberalization policy and had made efforts to lead the economy towards prosperity. There were many bottlenecks and as such, this policy failed. So, if the parties in the higher position can now give continuity to the same policies and can implement them with effective monitoring, private sector will flourish leading to development of various parts of the economy.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, we can also expect good things from the upcoming government. But, for this, a single party or a combination of some parties cannot do anything. For the prosperity and economic growth of this nation, all political parties should work hand in hand.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you think our private sector is sincere enough in delivering services to the consumers? What are the reasons they are lacking behind in this?</strong></span></div>
<div>
	State has to play leading role when it comes to the growth of the private sector. It is the state&rsquo;s responsibility to provide the private sector with essential facilities while also monitoring their activities regarding implementation of the facilities provided by the state. Private sector is always profit-oriented. Its activities depend on the government&rsquo;s attitude towards it. The government should ensure reasonable profit for the private sector while providing security for the investment made by the private sector and guaranteeing subsidies in delivery of necessary goods for the consumers. It should be able to create market for the private sector and should implement a clean and clear monitoring system. It is because of lack of such monitoring system that private sector has been lagging behind. Private sector can be effective if government provides enough security and an effective monitoring system.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is it that is lacking in our monitoring system?</strong></span></div>
<div>
	For now, the government is weak. The government is vulnerable because of some reasons: Firstly, we do not have constitution and the Maoists who had originally demanded for CA elections are in third position while parties, who had never had this as their primary agenda, are now in leading position. In the past four years, nothing fruitful could be obtained. Rather, highlighting of issues surrounding federalism distributed solidarity among the people. Secondly, we do not have stability in our political and economic sphere. Presently these spheres are rigid and this has rendered our concerns and voices valueless. Economic activities are directly proportional to political stability and thus economic prosperity is possible via political stability. At this moment, the whole economic sector depends on the momentum of the political sector, which is presently in an unpredictable situation.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There is a wide spread criticism regarding the insincerity of some private sector actors in providing facilities to consumers. What is your opinion on this?</strong></span></div>
<div>
	Private sector is not trying to run away from its responsibility. I have listened to talk shows and programmes organized by FNCCI and CNI. They have often invited political leaders to their programmes and asked them to bring political consensus and consider economic growth as their main agenda. Private sector has substantial capital at its disposal and wants to utilize it in development activities. As such, they have highlighted five major areas that can speed up national development: agriculture, hydropower, tourism, education and infrastructure. They have identified these sectors as potential sources for national prosperity and development. People have begun investing internationally because there is no scope for investment here. This situation has been created here due to lack of security, market, and subsidies among others. Private sector is not trying to escape; rather, the government is suppressing it as it is failing to create a suitable environment for the private sector to flourish. Basically, private sector is in shadow because of government&rsquo;s failure to create a conducive environment for its growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Even though our economy is relatively smaller it has always faced the problem of capital shortage. But, we are always able to invest in sophisticated products. Why is the economy failing to invest in more essential sector?</strong></span></div>
<div>
	This is a very good question. A big portion of imports in Nepal constitutes of goods that cannot be substituted. Thus, a big amount of capital is being invested in the import of such goods. Import of goods like vehicles, gold and oil cannot be substituted by domestic production. We spend billions of rupees in importing these goods because these goods are important but cannot be produced in our country.</div>
<div>
	&nbsp;</div>
<div>
	Nonetheless, our economy has the potential to substitute import of certain goods like gas. Gas is one of the goods that have always led to conflict in the country, sometimes even leading to change of government. Nepal Oil Corporation is not always able to meet our needs and is also always on loss. We could substitute this, to some extent, through electricity. If we can produce sufficient &nbsp;electricity and provide it in convenient price, it will automatically solve the gas import problem. We could opt for electric bike, electric cars and electric trains if hydropower is properly utilized. So, it is necessary that we exploit hydropower to its fullest capacity</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It is quite essential to have effective regulatory mechanisms to ensure smooth functioning of an economy. What improvements would you suggest in our economy&rsquo;s regulatory mechanisms?</strong></span></div>
<div>
	Monitoring system is a regulatory body. Our nation must not only have controlling mechanisms but should also include facilitating mechanism as its regulatory system. It means that private sector should be provided with subsidies, enough infrastructure, facility of tax exemption etc. Along with that, there should also be a separate regulatory mechanism that monitors the private sector&rsquo;s activities.</div>
<div>
	&nbsp;</div>
<div>
	If one private sector actor does not work properly, the government should be able to dismantle it immediately and it should also provide space for the entry of new ones. However, existing lack of co-ordination within government agencies is making it difficult for the private sector to grow.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In this changed scenario, as an economist, what would you suggest to the private sector, government and the consumers?</strong></span></div>
<div>
	We are experiencing a major change and the future of our nation is unpredictable at this juncture. However, I am still optimistic. Regarding the CA elections&rsquo; results, I would sincerely like to thank the people of Terai for bringing a change in their voting pattern. I am glad that they did not stick to the earlier voting trend.</div>
<div>
	&nbsp;</div>
<div>
	Regarding the private sector, I would like to say that the private sector alone cannot grow unless it is supported and facilitated by the government. Both of them should make efforts for a better environment for mutual growth.</div>',
			'published' => true,
			'created' => '2013-12-09',
			'modified' => '2013-12-17',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Private sector is a crucial component and contributor to national development. However, sometimes it fails to play proper role. Dr. Kamal Raj Dhungel, Associate Professor of Central Department of Economics, Tribhuwan University, recently discussed existing relationship between private sector and government and investment climate in Nepal, with The Corporate’s Angila Sharma, Excerpts:',
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	(int) 8 => array(
		'Article' => array(
			'id' => '2190',
			'article_category_id' => '134',
			'title' => '“Godrej Might Have A Manufacturing Unit In Nepal Within A Few Years”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Umashaknar Mukherjee</strong> is the Country Manager at Godrej Consumer Products Limited since 2009. Godrej Consumer Products Ltd (GCPL) is a major player in the Indian FMCG market, with leading Household and Personal Care Products. Its brands, which include GoodKnight, Cinthol, Godrej No. 1, Expert, Nupur, Hit, Fairglow, Ezee and Protekt are household names across South Asia. Four of its brands (GoodKnight, Cinthol, Godrej No.1 and Godrej Expert Hair Colour) are ranked among the &lsquo;100 Most Trusted Brands&rsquo; in India by Economic Times - Brand Equity 2012. He has been looking after the entire Nepal country operation for the FMCG business and responsible for the growth and business development across channels &amp; categories. Mukherjee had been early working with Hindustan Unilever Ltd for 15 years. Along with his professional life, he also has been leading a spiritual life as a founder of Resurgence Mission where one is offered training in different forms of spiritual coaching and a true energy healing with psychic development which will lead you to personal growth. He spoke to <strong>Suraksha Adhikari</strong> of The Corporate about Godrej Consumer Products in Nepal. <strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Godrej is one of the oldest and one of the most well known business houses from India which has spread its operation across the world. Could you speak a little bit about the history of Godrej, its philosophies, its ethos and its culture?</strong></span></div>
<div>
	Godrej is a 130 years old company. It started with manufacturing Lux soap in a very small way. And then it became the conglomerate what you see today. There are various business that we expanded during this time but Godrej is essentially a manufacturing company. Most of the headquarters of Godrej exist in Mumbai.&nbsp;<span style="font-size: 12px;">It started with Lux then it came with consumer durables. Now we manufacture microwave oven, refrigerator and many more. Fridge is very old phenomenas Godrej fridges are very much popular among people. Godrej almirah is still considered to be number 1 is many places of India and South Asia with it maintenance of legacy since its production time.&nbsp;</span></div>
<div>
	&nbsp;</div>
<div>
	Godrej is a family run professional business. Adi Godrej has studied in the USA and after coming back he hired all the top management people from the topmost industries to the business so Godrej is totally a professionally managed family business. Though it is owned by a family it is completely run professionally.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the size of Godrej Empire globally by turnover, by spread across the countries and also couldbe the different sectors that Godrej is involved?</strong></span></div>
<div>
	Internationally Godrej started doing business when it collaborated with Procter &amp; Gamble. This is the first time Godrej was exposed to the international business. Apart from that, till last year there was collaboration with Sawali Corporation which is one of the fortune 500 companies which was the collaboration with Godrej for household insecticides product. Godrej has brought the shares of 51 per cent of Sawali Corporations. Above that Godrej has started their venture in South Africa, Middle East, Indonesia, Britain, North America and in Argentina. In all these countries, Godrej has started its business after buying the companies and integrating that business with Godrej consumer product business. So now more than 50 per cent of Godrej business comes from the international market.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How long has Godrej group been active in Nepal and what are the major sectors or the brand categories that are active here?&nbsp;</strong></span></div>
<div>
	Nepal is only the country where we don&rsquo;t have any manufacturing facility but among the SAARC countries we have the manufacturing facilities in Bangladesh, Srilanka and other places. Our Vice President had visited to Nepal five years back and he gave an indication that in next few years to come, Godrej might have a manufacturing unit in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	I look after the consumer products part of the business which is one of the oldest business that Godrej is having. It was named as Godrej soaps. Cinthol is 100 years old brand belonging to Godrej so Godrej soaps have become the consumer products. I have introduced this company to Nepal. It only used to be handled by the dealers group a business house called Kedia. They were exclusively doing only distribution part some four years back. The business was also around IC 40 million to 50 million which has increased to around IC 400 million under my management. We also have been able to maintain growth rate of more than 20 per cent per year.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the major problems you faced in Nepal in these years?</strong></span></div>
<div>
	The business here used to happen as the training goes on. But as we are into the coverage and distribution business it happens to be the domain of the multinational business. I had the experience of 15 years with the Unilever company and I have been hired in this company to grow the expansion of distribution and coverage.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What the condition of soaps and detergent market in Nepal?</strong></span></div>
<div>
	The market of soaps and detergent is very small in Nepal because the Unilever market is dominant here in Nepal but we are market leader in household and insecticides categories.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Well, we have competitions like AC Johnson and other multinational companies. And even we Indian multinational here have been continuously competing with these companies. And in all categories we are actually number one company in all household insecticides and Goodnight is the strongest brand of all the insecticides. Goodnight is the goodnight for every family in South Asia and HIT is the popular insecticide with the ladies of the house.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the market share of Godrej Business Company in Nepal?</strong></span></div>
<div>
	We contribute about 70 per cent of total market of Nepal in our segment and by this way we become &nbsp;market leader in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Something very close to your heart is corporate meditation, holistic growth and evolution or internalization of cosmic energy are few things that you have been talking about. Could you throw some light on these areas now?</strong></span></div>
<div>
	I am definitely more interested to talk on these subjects as they are very close to my heart. It is a discovery that I made it in Nepal. When I came here, I came to know that here exist more number of Brahma temple that people of Nepal also don&rsquo;t know. So I was very surprised to know why people don&rsquo;t worship Brahma and this fact struck my mind. From here actually this started. Then I started researching on why people should actually worship God. God gives you some kind of energy which is called divine energy may be in all the religion that exist in the world today. As I went deep in this subject, I came to know how this divine energy can be defined. My study found out that there is a cosmos from the divine energy comes in the form of cosmic energy. Then going back to our Hindu mythology, I came to know that Brahmand is the name for the cosmos. Brahma is the creator of Brahmand. So my logicis, if you want to get the cosmic energy you should get connect with the originator itself i.e. Brahma.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In business, how this cosmic energy can make a difference in their life and can actually enable them to do what they are doing more efficiently?</strong></span></div>
<div>
	This is a very good question indeed. In the corporate words, most of us work more than we can handle. For this we need more energy that God actually gives us. To get that kind of extra energy, one has to do mental exercise and free your mind. Then one should concentrate on meditation to reach into another world of abundant energy. Then they can be benefited with cosmic strength which gives additional energy to&nbsp;</div>
<div>
	the people.</div>',
			'published' => true,
			'created' => '2013-12-02',
			'modified' => '2013-12-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Umashaknar Mukherjee is the Country Manager at Godrej Consumer Products Limited since 2009. Godrej Consumer Products Ltd (GCPL) is a major player in the Indian FMCG market, with leading Household and Personal Care Products. Its brands, which include GoodKnight, Cinthol, Godrej No. 1, Expert, Nupur, Hit, Fairglow, Ezee',
			'sortorder' => '2034',
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	(int) 9 => array(
		'Article' => array(
			'id' => '2145',
			'article_category_id' => '134',
			'title' => 'Appeal To Nepali Political Parties ‘Think Prosperity, Think Welfare And Shun Strikes’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;">Nepal recently voted for a new Constituent Assembly and the poll results reflected the shift of preference of Nepali people towards political parties. The business community has been very much hopeful from the preliminary results of the election. In this scenario, <strong>Ajay Bahadur Pradhanang, </strong>President of Nepal Young Entrepreneur&rsquo;s Forum (NYEF) and member of FNCCI recently spoke with The Corporate&rsquo;s <strong>Angila Sharma,</strong> on issues surrounding latest political development and the promises it has for Nepal&rsquo;s business community. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As a member of FNCCI, what is your opinion on political strikes?&nbsp;</strong></span></div>
<div>
	Agitation or conflict between political parties does not usually correspond or hold with what the common people think. The recent confrontation between the 33 political parties and the major parties was a huge setback for the nation. We are not going into the politics of what is being done, what is being said or thought. The point is that there has to be a solution for the political problems, agitations or conflicts through democratic means. We believe the best way to do it is through elections. And since the election has been concluded, I will believe it will provide platform where these kinds of conflicts can be resolved. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you think political agenda of various political parties will actually bolster the economy?</strong></span></div>
<div>
	One of the major changes this time in the elections has been that every political party has come up with their economic agenda. These are crucial for the growth of the private sector, for the prosperity of the nation. So, this is a big plus in this year&rsquo;s election as highlighted in the manifestos of most of the political parties. I personally believe that every political party with economic agenda on its manifesto will definitely implement them if they come to power. With most of them prioritizing economic growth in their manifesto, I believe that this CA will provide political parties a common platform to materialize their promises to people. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There are two political parties who have pledged not to organize strikes in their election manifesto. Will it actually be fruitful?</strong></span></div>
<div>
	&nbsp;The culture of strike has really impacted our society and economy in a negative way. People, a commoner or a political party leader, have realized this. People&rsquo;s reaction during the recent strike called by the agitating 33 parties, reflected that people are annoyed with strike-culture. They could be so many other ways of protesting or registering discontentment, other than organizing strikes.Though most political parties are yet to make such commitments against such undemocratic practices, some have done it and that is appreciable. Every common man is tired of strikes and the political parties have to understand this as they represent the common man. If they fail to do so, next time the common man will also forget them while voting. I feel that political parties understand this and will gradually give up upholding culture of strike.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What does the FNCCI do towards compensating business losses during strike?&nbsp;</strong></span></div>
<div>
	As such, FNCCI can never compensate on the losses made during strikes. It is a totally different organization which is a platform where people go and work. People go for policy advocacy, networking and all these kind of things. But, regarding the losses made by strikes, the only thing that can be done is to stop strikes. The recent resistance shown by people during the strike called by the agitating political parties shows that people have become more resistive. This gives me feeling that strike-culture will be demoted in the days ahead.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you work with any international bodies?</strong></span></div>
<div>
	There are various organizations working for the development of the private sector. As such, like FNCCI, we have organizations like SAARC Chamber of Commerce and Industries which works into organizing private sectors or networking the private sectors within the South Asian region. Similarly, there is CACCI (Confederation of Asia Pacific Chambers of Commerce and Industry). There are bi-lateral agreements with many countries that help us linking with similar organizations.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal is in its transitional phase. How will you attract international businesses to invest here?</strong></span></div>
<div>
	I always admire the story of Onassis. Onassis was a Greek industrialist. After the Second World War, the shipping industry was in a dire state at that time. Onassis said that nobody would buy ships at that time because it was war time and thus, he bought a lot of ships. He bought it at a very low price because nobody thought it was a good business at that time. He had the vision that this industry would do good and so, bought all of those. Later, things improved after the Second World War and Onassis made fortunes out of the ships. He turned out to be a renowned industrialist. I really admire this story when we talk about Nepal now. With the numerous opportunities here, Nepal right now has got the scope for businesses as the cost of doing business is very low here. There are adamant opportunities here in comparison to countries that have already developed. In Nepal, because the environment is not conducive, the competitive nature is also not as such and the cost of business is also very low. So, that is the principle thing that business men could see over here.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What do you want to say to politicians and young entrepreneurs of Nepal?</strong></span></div>
<div>
	For the political parties, I have only one thing to say: Think about the nation more than individual or partisan goals. They need to keep this thing in mind Nepal&rsquo;s prosperity is essential for our prosperity. Where will we Nepali be, if there is no Nepal. For their own good, political parties should think for the nation&rsquo;s good. For the entrepreneurs and everyone in Nepal I would like to say: As a nation we are in a very difficult position. So, all of us should think about contribution that we can make for the nation instead of working for individual or institutional benefit.</div>',
			'published' => true,
			'created' => '2013-11-25',
			'modified' => '2013-11-29',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Nepal recently voted for a new Constituent Assembly and the poll results reflected the shift of preference of Nepali people towards political parties. The business community has been very much hopeful from the preliminary results of the election. In this scenario, Ajay Bahadur Pradhanang, President of Nepal Young Entrepreneur’s Forum (NYEF) and member of FNCCI recently spoke with The Corporate’s Angila Sharma',
			'sortorder' => '2024',
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	(int) 10 => array(
		'Article' => array(
			'id' => '2139',
			'article_category_id' => '134',
			'title' => '“We Are Not Here To Complain.  We Are Here To Achieve”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flag carrier. It was started with the goal of becoming one of Europe&rsquo;s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu, has joined the network on the first September. According to the airlines, roundtrip flights between Istanbul and Kathmandu are operated 4 times per week on Tuesdays, Thursdays, Fridays and Sundays from Istanbul, and Mondays, Wednesdays, Fridays and Saturdays from Kathmandu. In an interview with <em>The Corporate&rsquo;s <strong>Siromani Dhungana</strong></em>, General Manager of Turkish Airlines <strong><em>Celal Baykal</em></strong> explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline. <strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>What attracted Turkish Airlines &nbsp;for launching its services in Nepal?</strong></div>
<div>
	We officially started our airline in Nepal from September, this year. The reason why we are here is that we are trying to operate in as many countries as &nbsp;we can so as &nbsp;to be an airline reaching many destinations all over the world. Similarly, we want to expand our network because we want to be a network generator. We particularly chose Nepal because of its huge potential. Nepal was already in our plan for many years. But, it took some time to arrange everything and now finally we are operating in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Can you please describe the background of your decision to come to Nepal?</strong></div>
<div>
	Yes, I remember those days very well. Expanding reach to a new country involves a lot of research and know-how to gather a lot of information about the country and you have to analyze it as soon as possible. The first thing I did was to get in touch with colleagues in the business environment. I developed connections with my sectoral colleagues who have been working in Nepal and also with people who have visited Nepal before. Coming to Asia and in Nepal was itself something new for me. I was in Amsterdam. So, if it is a big change, it is also a challenge in my career providing me with numerous opportunities to learn about markets all over the world.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How has the journey for Turkish airlines in Nepal been so far?</strong></div>
<div>
	We are doing quite well. I cannot put anything negative yet. Our flights are almost fully booked and sometimes we have over-bookings. There is a lot of potential in Nepal and we need to focus on that. There are so many places with natural landscapes and thus viable for natural tourism. Considering these prospects, we are aspiring to do much more in Nepal in the&nbsp;</div>
<div>
	near future.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What do you have to say about market competition in Nepal?</strong></div>
<div>
	Competition is ever-present in any field. If there is no competition, you become weak. So, I consider competition to be beneficial. We have been working in the market regardless of competition. This was the same in Amsterdam too, where I worked before. As an airline, we are used to lot of competition.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are your strategies to expand your market here in Nepal?</strong></div>
<div>
	We want to strongly increase our presence but, we don&rsquo;t know where and what the time will be. In the near future, we will surely increase our frequencies. There are some places where we want to expand and one of these places is Nepal. We have just begun our services here and we definitely intend to do more in the future.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Where do you see yourself in 5 years?</strong></div>
<div>
	In 5 years time, we will be able to understand the market more closely and it is sure to make a difference in my personal career as well. We will learn about the cultures here and incorporate it in our business strategy.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are the complications of conducting business in Nepal?</strong></div>
<div>
	We do not keep looking at problems but, ways to solve them. If you talk about problems, you can continue talking about them for years. We are here to achieve, not to complain. We are here to make a difference. Looking at Nepal&rsquo;s human resource, I can say there is no much difference in terms of quality of people. Though there are some differences between working in Amsterdam and in Nepal, but I am confident that I can rely on Nepali colleagues to get through it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></div>
<div>
	We have already won some awards, especially the ones related to hospitality and that is our day to day experience. We also won the best kitchen in business class and even in the economy class. We are still investing in our catering and in some areas, we have also tried changing our catering services for responding to our consumers need. &nbsp;</div>',
			'published' => true,
			'created' => '2013-11-21',
			'modified' => '2013-12-02',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Turkish Airlines took to the skies 80 years ago as Turkey’s flag carrier. It was started with the goal of becoming one of Europe’s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu, has joined the network on the first September.',
			'sortorder' => '1986',
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	(int) 11 => array(
		'Article' => array(
			'id' => '2094',
			'article_category_id' => '134',
			'title' => '“This Budget Will Be Fully Accepted By The Coming Government”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong style="font-size: 14px;">Shanker Prasad Koirala</strong><span style="font-size: 14px;"> is Minister of Finance, Industry, and Commerce and Supplies since 18 March 2013. With more than 25 years of experience in bureaucracy, he believes that Nepal can achieve double digit economic growth if there is political stability in the country. In an interview with The Corporate&rsquo;s <strong>Janardan Baral</strong>, he explains government&rsquo;s plan of conducting second Constituent Assembly Election and his prospects for an economically prosperous Nepal. <strong>Excerpt:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>How is the final preparation for the second constituent assembly going on?</strong></div>
<div>
	This particular government has been formed for carrying out the election successfully and as such the main agenda is election. The required technical, legal and political resources have been met. Similarly, in the latter phase, the government has fully dedicated itself for holding elections peacefully. To achieve its objective it has adopted strict security measures so that citizens can freely go to the election booths and cast their votes.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is the progress on status of this year&rsquo;s budget&rsquo;s objectives? Especially those related to the objective of gaining ecomomic growth and stability.&nbsp;</strong></div>
<div>
	The government had introduced the budget with the aim of strengthening the country&rsquo;s economy. Since the initiation of the budget of the current fiscal year, we have been aiming to remove the tag &ldquo;under developed&rdquo; from Nepal and declare it a &lsquo;developing&rsquo; nation by 2022. We have also introduced the concept paper for the three year action plan and we are balancing long term projects with budget and moving on. In the previous years, our economy&rsquo;s highlight had always suffered from low economic growth hovering around 2-4 per cent. Since the whole of the economy is focusing on the upcoming CA elections, the development works are likely to be affected. However, due to improvement in certain economic variables, we have planned to raise our economic growth to 5.5 per cent. The International Monetary Fund has projected economic growth to be of 4.5 per cent. I strongly believe that the government is aiming towards the achievement of the stated economic growth. As such, the budget&rsquo;s main priorities are to focus on making Nepal a load-shedding free country, connecting all 75 districts to road networks and to bring about substantial change in infrastructure development.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Don&rsquo;t you think there is a high probability of inflation in the economy as you &nbsp;brought an expansionary budget when the CA elections too are being held?&nbsp;</strong></div>
<div>
	That is a very relevant question. In comparison to the previous years, the government has not compromised with the investment. As the budget was brought out in time, public expenditure has been carried out since the very beginning of the fiscal year. In the year of elections past savings are brought out and spent. We are well aware of inflation rate and we are trying to minimize it to single digit. According to the statistics provided by NRB, our inflation rate is around 8% and so, I don&rsquo;t think it will have much effect in the strength of the currency. The country maybe under the pressure of elections and strikes, but it will not weaken the currency.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Probably you say on the basis of the third month&rsquo;s statistics provided by NRB. But, the impact of election expenditure as well as government expenditure can be seen only in the coming months. In such circumstances, what ways do you suggest to control inflation?</strong></div>
<div>
	We have tried to control inflation through market monitoring. Concentrating on increasing domestic production may be the solution for the long run. On the other hand, as the exchange rate has stabilized, import should not lead to a rise in the price level.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How are the activities of the current fiscal year being implemented?</strong></div>
<div>
	This year the budget was announced on time and we expect the same in the coming year. We initiated the budget related work on the first of Shrawan itself. Out of the proposed programmes, only nine are pending approval from the National Planning Commission. We had planned to sign performance based management contract in projects of national pride. Such contracts are signed in all projects except three. Overall, I am satisfied with the progress in development projects.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>So, is the progress in programmes of national pride, such as &nbsp;black coating of mid-hill highway, initiation of east-west railway construction, Nijgadh airport and Melamchi project as per&nbsp;<span style="font-size: 12px;">the plan?</span></strong></div>
<div>
	Yes, they are are not being carried out as planned. However, in case of West Seti Hydropower Project, construction of second international airport and some other projects, &nbsp;they are still in the study phase.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What will be the consequences of CA elections in the country&rsquo;s economy?</strong></div>
<div>
	CA elections will have a positive impact on the country&rsquo;s economy. It will kick-start the economic activities in the country. The current expenditure from government is enough to boom the economy. Similarly, the expenditure carried out by the government in elections will be utilized in the country itself in activities like- advertisements, awareness, printing etc. In one way, it is investment in the economy. Similarly, the economy will speed up as the past savings of the citizens and the political parties will flow out in the market.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What kind of economy are you bequething to the upcoming government?</strong></div>
<div>
	This is a very important subject. As the government was fully oriented towards CA elections, the budget was also independent of idealogies and impartial. The budget incorporated general development programmes of all the parties. Populist and distribution oriented programmes are not included. As such, it is the foundation for the country&rsquo;s economic uplifting. I firmly believe that this budget will be fully accepted by the upcoming government and its finance minister.</div>
<div>
	&nbsp;</div>
<div>
	On the other hand, the economic indicators are also satisfactory. Banking sector is also steadily operating. The condition of share market is also strong, as per NEPSE&rsquo;s indicators. The foreign currency reserve is also comfortable till date. The collection of revenue is also impressive. Though we had predicted the revenue increment to be 19.5% in the current fiscal year, it has reached almost 27% in the first four months. Overall, the economic indicators are positive.</div>',
			'published' => true,
			'created' => '2013-11-11',
			'modified' => '2013-11-21',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Shanker Prasad Koirala is Minister of Finance, Industry, and Commerce and Supplies since 18 March 2013. With more than 25 years of experience in bureaucracy, he believes that Nepal can achieve double digit economic growth if there is political stability in the country. In an interview with The Corporate’s Janardan Baral, he explains government’s plan of conducting second Constituent Assembly Election and his prospects for an economically prosperous Nepal.',
			'sortorder' => '1941',
			'image' => null,
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	(int) 12 => array(
		'Article' => array(
			'id' => '2021',
			'article_category_id' => '134',
			'title' => '“Ending Energy Crisis In Five Years Is Not An Ambitious Plan”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;">Former Deputy Prime Minister and Finance Minister <strong>Bharat Mohan Adhikari</strong> believes that the nation can gain economic prosperity if existing power crisis is solved. His party, CPN UML, recently unveiled its manifesto that equally focuses on national economic development agenda. The Corporate&rsquo;s <strong>Janardan Baral</strong> recently caught up with him and discussed issues pertaining to party&rsquo;s plan to materialize the New Nepal dream. <strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>Like other political parties, CPN UML has also unveiled an over-ambitious manifesto. Why?</strong></div>
<div>
	UML has come up with programmes which are necessary for socioeconomic and cultural transformation. Nepal is underdeveloped country and we have envisaged uplifting the country&rsquo;s economic status in five years which, I think, is very pragmatic plan. We have developed clear plans to achieve targets set by the party. The first condition to develop Nepal is to increase its productivity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Living standards of the people can be elevated by increasing their income through creating more employment opportunities. This requires funneling more investment from both public and private sector and also channeling foreign aid and Foreign Direct Investment (FDI) in productive sectors. Stimulating cooperatives to invest in productive sector is another important aspect to gain substantial results in economic development. The three pillar economy adopted by our party corresponds to these needs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	It is worthwhile mentioning here that friends who earlier firmly believed that market operates in itself, have now started talking about the necessity of a regulatory body. This does not mean that CPN UML favors state controlled economy. Country can head towards economic prosperity only if the private sector is allowed to assume lead responsibilities. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In our context, the state is still the largest investor. It has to take responsibilities of various sectors such as infrastructure, poverty alleviation and education. Our manifesto has been prepared by considering these actualities and needs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are major economic priorities of UML?</strong></div>
<div>
	Agricultural sector is our priority. Rural development through modernization of agriculture is our main target. UML has decided to increase investment and subsidy in agriculture sector. We have decided to enhance irrigation facilities and ensure easy financial access to the farmers. We have plan to diversify agriculture sector and modernize it by introducing scientific methods. We have further decided to earmark Rs 5 million to each Village Development Committee under the programme Develop One&rsquo;s Own Village. I firmly believe that our manifesto is pragmatic and realistic.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>You claim UML&rsquo;s manifesto is very pragmatic. But doesn&rsquo;t the vision to transform the country to a developing nation from under-developed nation in five years seem impractical and ambitious?</strong></div>
<div>
	World Bank has predicted a 4.5 per cent economic growth in this year. I think, six per cent is very moderate growth for Nepal&rsquo;s economy. The economic growth can be achieved if political parties are ready to refrain from strikes. We should let economy to go ahead without hassles. Double digit economic growth is not something we cannot achieve. But we all need to be sincere to economic agenda. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	We have pledged to work in a manner that the country will be self reliant in food, we will promote export-oriented industries and we will encourage business community to substitute imports. &nbsp;We can reduce import figure by promoting export of agro products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	UML has envisaged expanding road connectivity in all districts within five years, generating 5,000 MW electricity and attracting 2 million tourists in a year. &nbsp;These programmes will help increase both productivity and employment opportunities. &nbsp;And, all these programmes are achievable too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Service sector has been expanding but productive sector has shrunk. On the other hand, energy crisis and labour unrest have been affecting economy. In this scenario, is it possible to achieve double digit economic growth?&nbsp;</strong></div>
<div>
	I agree that the country&rsquo;s economy has been facing trouble due to energy crisis. Industry sector cannot boom if the problem will continue. This is why we have decided to generate 5,000 MW electricity in five years. Electricity generation will open window for industrialization. Major setback for Nepal&rsquo;s industrial development is power deficit not labour unrest. &nbsp;We have to end frustration of industrial sector by generating power. We can automatically increase export if we produce goods in our own country by utilizing our own natural resources that we have failed to manage.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	We are in favour of a balanced industrial and labour relation. There should be social security plans for workforce. Similarly, we should also ensure investment-friendly environment for industrialists. We should create an environment where owners and workers can work together. We are committed to promote production sector.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>UML has also pledged to make revenue system scientific and private-sector friendly. Yet, it is not clear if its emphasis is on indirect tax like VAT or direct tax like income tax. What&rsquo;s your say?</strong></div>
<div>
	It is fact that the awareness about revenue has increased these days. We need to disseminate message that tax is duty of citizens and it is also a matter of pride. We want to expand tax net to make internal resources as a main source of country&rsquo;s operation. &nbsp;Our principal emphasis is on direct tax. We will formulate revenue policy based on international standards and guidelines. VAT has been doing well in Nepal&rsquo;s tax regime. UML believes that existing tax policies are fine. So, our effort will be focused on implementing these policies effectively through more competent measures.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Let&rsquo;s talk about political issues, Political parties are competing in the second CA election with the same agenda which were major bone of contention in the first CA. Don&rsquo;t you think, the new CA is doomed to share its predecessors&rsquo; fate?&nbsp;</strong></div>
<div>
	You are right to some extent. Ethnicity issues were hyped from the beginning of CA election. Foreigners were also involved in exaggerating ethnic issues in the last CA election. Some even tried to make UML weaker. But the fact is we cannot develop provinces based on caste and ethnicity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What result do you expect from this election?</strong></div>
<div>
	CPN UML will be the largest party from this election. Our research has shown that our popularity has increased in various regions. We will win around 100 seats from first-past-the-post election system and 70 seats under proportional representation system.&nbsp;</div>',
			'published' => true,
			'created' => '2013-10-27',
			'modified' => '2013-11-11',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Former Deputy Prime Minister and Finance Minister Bharat Mohan Adhikari believes that the nation can gain economic prosperity if existing power crisis is solved. His party, CPN UML, recently unveiled its manifesto that equally focuses on national economic development agenda. The Corporate’s Janardan Baral recently caught up with him and discussed issues pertaining to party’s plan to materialize the New Nepal dream.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '1974',
			'article_category_id' => '134',
			'title' => '“Economic And Technical Transparencies Are Key To Success”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><img alt="Birendra bAHADUR BASNET" src="/userfiles/images/BBB(1).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 250px; height: 268px;" /><span style="font-size:16px;">Birendra Bahadur Basnet is a first generation businessman with his reputation increasing year after year. He entered into the airline business without any prior experience but today he heads a very successful airline company. When he registered his airline, Buddha Air, and started operations in 1996, he had only one aircraft that was purchased with a loan. His journey had begun with a US-made Beechcraft 1900D. Now, Buddha Air has a fleet of nine aircraft - three Beechcraft 1900, three ATR 42-320 and three ATR 72-500. Basnet spoke to Janardan Baral of The Corporate about his company&rsquo;s strategies and country&rsquo;s aviation sector. <strong>Excerpt:&nbsp;</strong></span></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are main reasons behind massive success of Buddha Air which, as of today, holds 56 percent market share of domestic airlines?</strong></span></div>
<div>
	Buddha Air is a common platform for its 700 employees. &nbsp;We continuously motivate employees to achieve success. We believe that all employees should have feeling of ownership on the company. Buddha Air gives high value to its employees for the growth of company and shares both profit and loss with its employees. I can say that collective work of employees is the main reason for the progress of Buddha Air so far.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you motivate your employees?</strong></span></div>
<div>
	All financial transaction should be transparent. Transparency creates environment of trust between employees and company management. Salary increment based on the inflation rate and performance based reward system are some ways to motivate employees in a positive manner. We provide incentives to employees. The company should hike air fare every year to meet administrative cost including salary of employees. Yet, we are committed to provide services at reasonable cost. We have started providing services from big aircraft reducing number of small aircraft. On top of all, the most important thing is economic and technical transparency. Besides, long term vision, strategies, best products and investment are equally important to make a company successful.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Buddha Air could not achieve success in international flights such as Paro, Lucknow and Banaras. What&rsquo;s your say?</strong></span></div>
<div>
	First, we have not give importance to those destinations compared to domestic destinations. Our team should have put more effort to be successful in internal market. Second, Paro of Bhutan and Lucknow of India could not be the best flight destinations for us. We failed to do good business in these destinations. The reason we decided to stop our Lucknow flight was obvious. People can get there in three hours from Nepalgunj. Passengers opt to fly to Nepalgunj and then go to Lucknow. However, Banaras has been one of the lucrative flight routes to us. We will be continuing our service to Banaras.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Indian airline companies are doing good business from Banaras flight. Can we say Buddha Air could not compete with them?</strong></span></div>
<div>
	We have not reached at the level where we can compete with Indian airline companies. Simiarly, we cannot surpass the market of Indian Airline which has been operating service in that route since decades. Yet, we did not incur loss from the Banaras flights. But, Banaras is seasonal destination due to religious reason. Keeping this fact in mind, we have decided to operate service on this routefor six months only.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It is said that Buddha Air has given less priority to the destinations of the neighbouring countries because it will start its service to other lucrative international destinations. Is it true?</strong></span></div>
<div>
	I do not decline it completely. But we will not take decision in haste. First we should have strong presence in the areas where we have been operating our services at present. We have to be very competitive to start international flights. It seems that airline companies that have been operating service in Nepal are profit oriented than service. In such situation, the possibility of profit is high in this sector. But, Buddha Air has not reached a level where it can compete with renowned international brands such as Thai, Qatar, Etihad and others. So, we will not go to the international market for next four to five years.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There is neck to neck competition in the domestic airline market. What will be your strategies to maintain your market share?</strong></span></div>
<div>
	We have established our brand image as a company which regularly pays tax, which is employees friendly and which serves a million passenger in a year. &nbsp;We will not be adding number of aircraft for the coming few years. Similarly, we have plan to sell a Beechcraft. Currently, we have nine aircraft. We will sell a 18-seater and reduced the number of aircraft to eight. Similarly, we have been trying to enhance our capacity. We have to make profit to keep our employees satisfied. So our goal is to make profit by ethical business practices.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Audit report of ICAO has showed Nepal as a high-risk zone. Private airline companies blame Nepal&rsquo;s regulator CAAN of trying to introduce an impractical rule based on the audit report. Do you agree?</strong></span></div>
<div>
	We should let regulator work independently. It has right to monitor and regulate the entire sector. But, it is not fair to disregard the flight captains in the name of new regulation. Another issue is that the regulator has made it mandatory to keep a deposit of Rs 50 million. &nbsp;This provision is not acceptable. First, regulatory body should not be politicized. It should not blame ICAO to cover its own incompetency.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>So don&rsquo;t you abide by the provisions of Air Operator Certificate Requirements which the regulator has recently introduced?</strong></span></div>
<div>
	We cannot afford same deposit amount as the international airlines are required to offer. We have already expressed our dissatisfaction over such provision. We will stop all international flights if the government tries to implement it forcefully. We cannot continue our Banaras flight by depositing Rs 50 million. The regulation which is formulated for jet planes should not be forced for small aircraft too.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal&rsquo;s airline safety situation seems deteriorating every consecutive year. Cannot we say that this is due to airline operators who are not abiding the regulator?</strong></span></div>
<div>
	Nepali sky is obviously more risky compared to European sky. Nepal&rsquo;s geography is dangerous compared to many other countries in the world. But we have failed to avoid many accidents that could have been easily avoided, such as those were caused by minor human error. Many accidents had taken place due to negligence on the part of airline companies and human resource involved in the operation. Regulator does not have sufficient manpower to monitor effectively. I do not blame this on weak legal provisions. We all should leave our habit of breaching the law. All should be abide by the regulation.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Poor operation technology is also blamed for the frequent air accident in Nepal. Do you feel so?</strong></span></div>
<div>
	Both Instrumental Flight Rule (IFR) and Visual Flight Rule (VFR) have their own procedures and rules. Crew members should follow all the process including maintaining height and distance in all flights. Similarly, some airports have some specific rules. Crew members should follow those rules too. New technology can only facilitate the process. The main question is whether we follow all due processes strictly. I think all should follow international standards while operating airlines services. Buddha Air is very much conscious about this.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In Nepal, there is no stability in the number of airline companies. How to address this problem?</strong></span></div>
<div>
	Yes it is fact. Sustainability of airline companies is a crucial question in Nepal. There were so many good airline companies when Buddha Air started its operation. Most of them have already closed down. Owners should be serious to the problems that may occur in this business for the sustainability of the company. Companies should be updated time and again. Concerned company should give special attention for the capacity building of employees.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Buddha Air is criticized as being focused on profit oriented destinations only. It has not started operation in rural areas so far though it had pledged to do so. What do you say?</strong></span></div>
<div>
	We want to start our operation in remote areas. But we don&rsquo;t have appropriate aircraft to do so. We have planned to start service in the remote areas after getting hold in the international flights. Buddha Air had tried to buy an aircraft to start service in the remote destinations but the price of aircraft skyrocketed and we could not afford that. It is bitter reality that we cannot operate service in loss. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>So what are major preconditions to start service in remote parts?</strong></span></div>
<div>
	The first condition is infrastructure. The government should invest in infrastructure. There should be road connectivity. Then, locals will have options whether to travel by air or by road. The government should be clear also regarding subsidy and other schemes to operate services in the remote parts.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>We often hear about syndicate among airline companies to fix air fare? What is the reality?</strong></span></div>
<div>
	The government has fixed the maximum ceiling on the fare. For instance, upper limit of the air fare to Biratnagar is Rs 6,700. Airline companies have been following the ceiling set by the government. I do not think there is similarity in air fare among all airline companies.</div>',
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			'description' => 'Birendra Bahadur Basnet is a first generation businessman with his reputation increasing year after year. He entered into the airline business without any prior experience but today he heads a very successful airline company.',
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			'article_category_id' => '134',
			'title' => '“Should Not Expect Much From NRNs Who Are Struggling Themselves Abroad”',
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			'content' => '<div>
	<span style="font-size:14px;"><strong>Jiba Lamichhane</strong> has been involved in business in various countries including Russia, United Arab Emirates and Nepal. It has been two years since he has been coordinating the International Coordination Council of NRNA (Non-Resident Nepalis Association). NRNA is going to elect a new executive committee from the new General Meeting which is going to be held this month. In this context,<strong> Janardan Baral</strong> of The Corporate spoke to him regarding the evaluation of his tenure and future plans of NRNA in Nepal. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you assess your two years&rsquo; tenure?</strong></span></div>
<div>
	I think it would be good to evaluate my contribution from others. As a whole, I can say we have started some good initiatives. I am committed to fulfill my promises which I had made to my friends while declaring my candidacy for NRNA. I have succeeded to implement some of my plans. Expected results have been achieved in some plans, especially in creating a mutual fund and starting social projects in Nepal. We have been in discussion with political parties to sort out the dilemma of dual citizenship and discussions are moving in a positive direction. I am sure that our concern of dual citizenship would have been addressed if a new constitution was promulgated through the Constituent Assembly Election of 2008. We could not complete some tasks though we were very eager to. Registration of NRNA is one among them. Unfortunately, we could not register the NRNA in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Though mutual investment was in your priority, it could not yield any tangible result. Why?</strong></span></div>
<div>
	We have already started work towards this end. We have registered a company with Rs 5 billion authorized capital in the last year. Non-Resident Nepalis (NRNs) have invested Rs 1 billion in the company after we invited them to invest. We will add capita as per need in the company.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>NRNs from developed countries are often blamed that they want credit by using remittance earned by those who work in Gulf countries. What is your say?</strong></span></div>
<div>
	I do not agree with this point. I am not convinced that the mutual investment plan of NRNA has failed. NRNs from all walks of life have invested in the company. There is investment from gulf countries as well as from other countries. I am so upbeat that many friends are enthusiastic to invest in the company. It will continue if we can start some positive initiatives.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have always underlined the importance of NRN investment for the development of the country. But there is no visible progress so far.</strong></span></div>
<div>
	I have put the mutual investment plan in special priority which has been the main agenda since the establishment of the NRNA. I have been saying that NRNs are yet to reach the position in which they can contribute miraculously to the development of the country. The new generation has been struggling to establish themselves abroad. We should not expect much from NRNs who are struggling to establish themselves abroad. Investment has been made from NRNs who have the capacity to invest individually. For instance, Shesh Ghale has already started investment in a five star hotel in Kathmandu. Investment is a process which continues forever. I request all to see the initiatives from NRNs in a positive light.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have also announced to start a 100MW hydropower project. What progress has been made so far?</strong></span></div>
<div>
	We have started to invest in the hydropower sector through NRN Investment Limited which was established using capital from NRNA. NRN Investment Company has taken stake of a majority of shares of the 27MW Dordi Khola hydropower project in Lamjung. We have decided to complete this project in partnership with entrepreneur Chandra Dhakal. We have been studying the possibility to start other projects.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Yet, the trust and belief of Nepali people to the NRN has declined. How do you view the situation?</strong></span></div>
<div>
	Trust and belief towards NRNs has not declined; rather it has increased. In recent days, NRNA has received recognition from the government and other agencies. There is organizational representation of NRNs in some crucial agencies including Nepal Investment Board and Economic Advisory Council of the Prime Minister. I have found that all have accepted the NRNA in a positive manner.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There&rsquo;s visible scuffle for leadership in NRNA. Who do you want to come as your successor?</strong></span></div>
<div>
	It is natural that many friends have expressed their interest to assume leadership. And, many friends are able to take the responsibility. I wish for a leadership that can continue the good image of NRNA. The network of NRNA has been expanding &ndash; we have been successful in expanding our network to 65 countries. I want a new leadership with the commitment to run such a huge organization in an efficient manner. I will be neutral during the election. The candidate will be selected through a democratic process.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Does the NRNA get blamed for turning a cold shoulder to problems faced by migrant workers in Gulf countries?</strong></span></div>
<div>
	All migrant workers are also NRNs. They have been facing so many problems but we alone cannot solve their woes. Our duty is to find the root cause and take initiative to reduce the problems. We have always prioritized migrant workers&rsquo; rights and we have been working through our welfare fund to safeguard rights of migrant workers.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>NRNA has not been registered thus far. Can the organization go ahead without a legal status?</strong></span></div>
<div>
	It is unfortunate that the organization has not got registered even though it has branches in 65 countries. We have applied six times for registration. The main reason for not being able to register is the contradiction in the statute of the NRNA and NRN Act 2064 B.S. Registration will be our main priority in the future and all sides are positive about this.</div>
<div>
	&nbsp;</div>',
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			'created' => '2013-10-08',
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			'description' => 'Jiba Lamichhane has been involved in business in various countries including Russia, United Arab Emirates and Nepal. It has been two years since he has been coordinating the International Coordination Council of NRNA (Non-Resident Nepalis Association). NRNA is going to elect a new executive committee from the new General Meeting which is going to be held this month.',
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		'Article' => array(
			'id' => '2593',
			'article_category_id' => '134',
			'title' => 'MAN’s Selection For The Year',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 16px;">The 33rd National Management Convention and Annual General Meeting of Management Association of Nepal (MAN) last week elected few new personalities for its new tenure and at the same time as a part of its felicitation programme the association also recognized few personalities from the private and the government sector. Here in an interview with The Corporate&rsquo;s Eliza Tuladhar, MAN&rsquo;s newly elected president </span><strong style="font-size: 16px;">Dr Som Prasad Pudasaini</strong><span style="font-size: 16px;"> who is also the chairman of King&rsquo;s College and </span><strong style="font-size: 16px;">Bina Basnet</strong><span style="font-size: 16px;">, the founder principal of Orchid Garden Nepal who received the Women Manager Recognition award this year have talked about their experiences and their respective plans in the near future.&nbsp;</span></div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<strong><span style="font-size:18px;">&ldquo;I will do something different and productive&rdquo;</span></strong></div>
<div style="text-align: center;">
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Dr Som Pudasaini, President, MAN Chairman, King’s College" src="/userfiles/images/inter(1).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 233px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<strong>Dr Som Pudasaini</strong></div>
						<div>
							President, MAN</div>
						<div>
							Chairman, King&rsquo;s College</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size:14px;"><strong>As the new president of MAN, how do you plan to use your experience in fulfilling your responsibilities?</strong></span></div>
<div>
	I have a wide experience in both the national and international management sector. I have worked with the United Nations Population Fund as its country representative and UN advisor for Nepal. I am glad that our members have given due recognition to it by electing me as the association&rsquo;s new president. The association definitely has great expectation from me and so has the management sector from MAN. I will do something different and productive for the association.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What quite essential changes in MAN can pave way for the active participation of private sector?</strong></span></div>
<div>
	MAN should be a think tank in the area of management for both government and non-government organisation. While establishing itself as a consultant to both of these sectors, it should be able to generate new ideas for resolving management issues faced by them. We are competent but we are not being able to provide consultancy services. Besides that it is important to improve the quality of trainings that the association provides. In the near future the association will provide trainings to national priority sectors such as hydropower, agriculture and tourism. Adding to it, we also have to improve the quality of our Executive MBA program by consulting evaluation experts from within the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Besides some private sectors actors who are still unaware of MAN&rsquo;s existence and objectives, even some private sector members of MAN are inactive. Why?&nbsp;</strong></span></div>
<div>
	It is not that the private sector is not interested in MAN or the association is not interested to members from the private sector but somehow the association and the private sector have not been able to work together. During my tenure we will meet representatives of the private sector, hold discussions with them for finding the exact problems hindering their participation and possible ways to resolve them. I am confident that such initiatives will help in increasing the participation of the private sector stakeholders in MAN.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As a common forum of professionals from diverse sectors and disciplines, MAN has tremendous role to play in developing management practices. Over the years of its operation how successful has MAN been in developing positive and performance oriented work culture in Nepal?</strong></span></div>
<div>
	MAN has been here for almost three decade, it has over 2000 members of which some are life members and some are ordinary members. But only 40 per cent of the total members are actively participating in the association&rsquo;s activities. So what we have to do is take initiatives to increase the participation of majority of members, remove inactive members and provide membership to new members. MAN is well known for the award it gives and it will continue to make the selection process more rigorous and make the award more distinctive. Over the year the association has become successful to introduce new personalities and felicitate them for their work and the change they brought to the management sector. We have also introduced one more award this year to recognize and felicitate civil servant who made remarkable contribution in the public service sector.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the major training and research programme organized by the association?</strong></span></div>
<div>
	Some of the key trainings that the association provides are on financial inventory, management skill, tax and VAT. Our trainings are sometimes tailored on the basis client&rsquo;s request. We have also dome some evaluation projects for local development department and municipalities. However we still lag behind when it comes to performing serious research and evaluation programmes. This remains another of our priorities in the days ahead.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<span style="font-size:18px;"><strong>&ldquo;Recognition from the MAN has encouraged us&rdquo;</strong></span></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Bina Basnet Founder Principal Orchid Garden Nepal" src="/userfiles/images/inter1.jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 210px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<div>
								<strong>Bina Basnet</strong></div>
							<div>
								Founder Principal</div>
							<div>
								Orchid Garden Nepal</div>
						</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size:14px;"><strong>How does it feel being recognized with the Women Manager Recognition Award 2013?</strong></span></div>
<div>
	It feels great. The award recognized Orchid Garden Nepal&rsquo;s contribution in securing good future for needy children. It has definitely encouraged me to rise much more above my present efforts and to work for a cause that will help to develop our society and create better environment to secure rights and needs of children that are deprived of it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What inspired you to start a care centre for the needy children?</strong></span></div>
<div>
	Seven years&rsquo; experience as a teacher in Balmandir, Naxal encouraged me to do something for the needy children and the parents who cannot afford quality education for their children. During my tenure there, I came across many parents and guardians who wanted to leave their children thereforever so that they could get good food and education, which was quite disheartening. As a response, on August 1, 2006, Orchid Garden Nepal was establishedto take care of such children, with support from various sources. There are many private day care centres, but rarely any of them are meant to accommodate children from low profile families. We have come across so many women from such families, mostly near construction sites and vegetable markets, who are unable to work or be employed in lack of someone to take care of their children. To address this issue we came up with the idea so as to build the future of their children at our care centre.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have been working in this sector for a long time. How tough it has been accommodate the children and gather support and funds to take care of them?</strong></span></div>
<div>
	It has been almost nine years since we started the Orchid Garden Nepal at Kalopool and it was definitely not an easy task. We started with around 15 children and nowadays we are taking care of 180 children from early morning that is from eight in the morning to six in the evening. We do not have extended summer and winter vacations as our target group of children belong to a group of families that rarely can afford such holidays. We receive funds from various sources and volunteers have been always supporting Orchid Garden Nepal. Volunteers work here for maximum three months. Last year 122 volunteers supported us in catering to our objective.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Now that your work has received such recognition, do you have any plans to extend Orchid Garden Nepal&rsquo;s to more such children and families?</strong></span></div>
<div>
	Ofcourse, the recognition from the Management Association of Nepal has encouraged us and we are planning to open new centres in New Road and Kalimati area. This will require around Rs 4 million annual budget. We are trying to bring together these funds, as it will&nbsp;</div>',
			'published' => true,
			'created' => '2014-02-18',
			'modified' => '2014-02-18',
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			'description' => 'The 33rd National Management Convention and Annual General Meeting of Management Association of Nepal (MAN) last week elected few new personalities for its new tenure and at the same time as a part of its felicitation programme the association also recognized few personalities from the private and the government sector.',
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			'id' => '2563',
			'article_category_id' => '134',
			'title' => '‘The Corporate Sector Must Lead MAN’',
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			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Janak Raj Shah</strong> is the president of Management Association of Nepal (MAN) which is organizing its 33rd National Management Convention and Annual General Meeting (AGM) today (February 7).<strong> Akhilesh Tripathi</strong> of The Corporate caught up with Shah, a former National Planning Commission member, for an interview. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the objectives of MAN? How successful has MAN been to achieve its objectives?</strong></span></div>
<div>
	Established in 1979, MAN is a nongovernmental organization and the apex body of management professionals in Nepal. It&rsquo;s a think tank with active support of the country&rsquo;s corporate sector. It has a strong membership base of over 2,000 individuals and 250 institutions from different disciplines and sectors of Nepali economy and society. It also provides policy recommendations to the government.</div>
<div>
	&nbsp;</div>
<div>
	The main objective of MAN is to apply, develop and promote management science and make necessary arrangements to offer such knowledge in Nepal. The other objectives are: bringing professionals and institutes related to management development under one umbrella through networking so as to facilitate interaction, innovation and pro-active involvement for promoting management professionalism; consolidating management development through education, training, research, consulting and information services; and keeping members informed of new developments in professional management approaches and their uses.</div>
<div>
	&nbsp;</div>
<div>
	MAN has been pursuing various activities to achieve these objectives for the last 33 years. These activities include interactive sessions, researches/studies and consultancies, EMBA program, professional training courses, bestowing management awards, membership expansion drive, institutional networking and so on.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>MAN executive committee and its general membership are dominated by bureaucrats. Why is the participation low by the corporate sector?</strong></span></div>
<div>
	The situation was like that in the past. For a long time, the pro-activeness of bureaucrats contributed a lot to MAN&rsquo;s activities. The situation has started to change now. The number of MAN members from the corporate sector has been increasing. They are contributing to MAN&#39;s activities directly and indirectly. I am of the opinion that the corporate sector must lead MAN as per its vision and objectives. Realising this fact, we are inviting managers from the corporate sector to participle in MAN&rsquo;s activities.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your achievements as MAN President for two consecutive terms?</strong></span></div>
<div>
	I have successfully completed two terms as MAN President. I am satisfied with the performance of MAN. However, we have to do a lot in the time to come. &nbsp;We have worked for preparing and implementing MAN&#39;s strategy to increase its height in the field of management development. We are successfully running an EMBA programme of Purbanchal University. We have been able to open MAN&#39;s Chapters in Pokhara, Dhangadhi and Biratnagar. I am optimistic that other Chapters will be opened in other parts of the country. One of MAN initiatives, the Management Development Campus, was able to receive the Best B-School Award 2010 from the CMO Council. As the president of MAN, I received the &#39;Golden Star Academic &amp; Educational Excellence Award 2013&#39; under Education Leadership Award at the &lsquo;World Marketing Summit, Malayasia 2013&#39; - a Philip Kotler Initiative for a Better World.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the things that you wanted to do but couldn&#39;t do because of various reasons?</strong></span></div>
<div>
	I had a dream of having MAN&rsquo;s own building to expand its activities smoothly and efficiently. During my tenure, I could not materialize this dream of infrastructure development. The participation from the corporate sector in MAN&#39;s activities is limited. However, I tried my level best to bring the private sector, more specifically the corporate sector, to this forum. The government&rsquo;s support to MAN&#39;s activities is not adequate though the government has helped us by sending students to our EMBA programme and providing us some grants every year.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the international organizations that MAN is affiliated with? What benefits in terms of knowledge sharing has MAN got from this affiliation?</strong></span></div>
<div>
	MAN is one of the founding members of the Asian Association of Management Organizations (AAMO) which is working in the Asia Pacific region. It has also close links with the American Management Association (AMA), All India Management Association (AIMA), North India Management Association (NIMA) and many others. We have also signed MoUs with other national and international organizations such as AAMO, Rai Foundation, and NIMA for scholarship programmes. These linkages have helped MAN to have access to information on the best management practices and techniques available in other parts of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are MAN&rsquo;s challenges?</strong></span></div>
<div>
	Resource constraint is the main challenge which has affected the sustainability of MAN&rsquo;s activities. Limited participation of Man&rsquo;s members in its activities is another challenge. Having MAN&rsquo;s own building is yet another challenge. This has been my dream as well. To turn the dream into reality, we made our level best efforts and even requested the government to provide us land in the &lsquo;right to use&rsquo; (BHOGADHIKAR) mode as other similar non-governmental organizations have got land from the government. But this process is yet to reach a logical conclusion. If we could meet these challenges, MAN&rsquo;s activities could be run in a sustainable way.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your expectations from the new Executive Committee?</strong></span></div>
<div>
	I have many expectations from the new executive committee to be elected. I am optimistic that new team will add some bricks for the overall development of MAN. The prospective executive committee members in scene are well-known professionals from different sectors and as dedicated successor they deserve to lead the MAN ahead. So I shall be more than happy to handover MAN to the new team. I would like to suggest to the new team that they should focus themselves on MAN activities such as adding value to trainings, EMBA programme and research. MAN&rsquo;s roadmap is clear with its strategic vision and objectives. But it needs to be backed by the action plan which is lagging behind. Therefore, they should create an environment and motivate MAN members to contribute by participating in the various sub committees. Equally, the attention should be given to infrastructure development of MAN. For your kind information, I also will be there as the part of team as an executive member in the capacity of Immediate Past President (IPP). MAN believes in togetherness and cooperation, so again it is my pride to be there to contribute to MAN in the future as well.</div>',
			'published' => true,
			'created' => '2014-02-09',
			'modified' => '2014-02-13',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Janak Raj Shah is the president of Management Association of Nepal (MAN) which is organizing its 33rd National Management Convention and Annual General Meeting (AGM) today (February 7). Akhilesh Tripathi of The Corporate caught up with Shah, a former National Planning Commission member, for an interview.',
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	(int) 2 => array(
		'Article' => array(
			'id' => '2504',
			'article_category_id' => '134',
			'title' => '“DANIDA Is Striving To Improve An Enabling Environment For The Business Sector”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;">Nepal became a priority country for Denmark in 1989 and a long-term partnership was established. Through this partnership, Denmark aims to contribute to poverty reduction, political stability and to strengthen inclusive economic growth and access to renewable energy. In an interview with The Corporate&rsquo;s <strong>Gaurav Aryal</strong> and <strong>Sanjeev Sharma</strong>, the Ambassador of Denmark to Nepal, <strong>Kirsten Geelan</strong>, talked about DANIDA&rsquo;s projects in Nepal. She also talked about Danish development policy paper for Nepal for the years 2013-2017. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It has been 45 years since Denmark-Nepal bilateral relationship has been established. How do you evaluate this friendly relationship?</strong></span></div>
<div>
	Denmark and Nepal have been in a mutually beneficial and cordial bilateral relation for almost half a century. The Danish engagement in Nepal over these years has developed and matured considerably. We now increasingly work with Nepali national partners. We see much higher degree of national ownership and involvement in our development activities and considerable improvement of national skills and competences when compared to the early days of our collaboration.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Denmark has a quite a few successful examples of Business to Business (B2B) Cooperation like Carlsberg. How do you think such partnerships can be enhanced in the days to come?</strong></span></div>
<div>
	We hope that the match making event between Danish and Nepali businesses scheduled for March, will assist in finding new ways of increasing business collaboration between Danish companies and Nepali partners. We have identified six sectors as potential ones, namely agriculture, tourism, handicraft, IT, waste management and health. The idea of the business partnership is to create jobs, strengthen competitiveness and promote corporate social responsibility in developing countries. The initiative aims for that sort of overarching objectives while providing Danish companies with new markets and opportunities to save costs, hire human resources at cheap salaries and provide access to raw materials. We have seen some success stories in Nepal. Wehave a very well known Danish fruit and juice producing company teaming up with a Nepali company in Bhaktapur to produce organic juice and ice cream.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you view the progress of DANIDA projects in Nepal?</strong></span></div>
<div>
	There are no shortcuts or blueprint solutions to long-term sustainable development. Nevertheless, there are some lessons learnt. We have seen thatprojects and programmes developed through long-term partnership, even in a preparatory phase, is an important prerequisite for long term and sustainable outcome. Working with national partners and having their involvement throughout projects is another important aspect for national ownership.</div>
<div>
	&nbsp;</div>
<div>
	We are not an implementing agency. We work with local co-partners in order to strengthen capacity of local partners and local government institutions to pave the way for sustainable development. We have done so in the past and will continue it in the future. We work very closely with the local government,which is an important partner in the development of Nepal.</div>
<div>
	&nbsp;</div>
<div>
	Another lesson learned is on monitoring and resource management system, where we have developed considerably in our approach. We need to focus on constant monitoring of output, activities and impact, not just on the list of activities. Development has moved from a very simple straightforward project to big complicated phenomenon, covering numerous sectors and programmes. Another important lesson is we have to be working not only with national partners but also with other donors. We are constantly looking at the possibilities of basket funding, strengthening equal operation with other bilateral and international donors.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Private sector&rsquo;s role in the development programmes has tremendously increased over the years. How is DANIDA recognising this role in its new 2013-2017 programme?</strong></span></div>
<div>
	In this new inclusive growth programme, we will be focusing on developing agriculture with priorities in three key sectors namely tea, ginger and dairy in seven districts of eastern Nepal. We will increase value added chain, enhance infrastructure and work closely with district authorities in improving the enabling environment for the&nbsp;</div>
<div>
	business sector.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Some of the important programmes of DANIDA such as Education Programme, Human Rights and Good Governance Programme and Peace Support Programme concluded in 2013. How do you assess the achievements of these programmes?</strong></span></div>
<div>
	We have been working in the education sector in Nepal closely with the government for 20 years. Over these years, we have seen impressive gains in the education sector. We are very pleased to be part of that development. We have seen literacy rate rising from very low to significantly high. More importantly, we have seen an increase in female literacy rate and enrolment of girls in school. It is fair to say that with our assistance, Nepal has moved from fragmented and limited education sector to much more comprehensive and coordinated approach. So, that is some achievement we are very proud to be part of.</div>
<div>
	&nbsp;</div>
<div>
	In terms of human rights and governance, we have been very active key player in peace building process. We have supported Nepal Peace Trust, UN Peace Fund and have been instrumental in the successful integration of Maoist combatants into the Nepali Army. We have established a long-term partnership with Election Commission. We were very supportive to the recent elections. We have also worked very closely with the National Human Rights Commission and supported their important task in handling various complaints of human rights abuses. We have worked and will continue to work with civil society organisation particularly with regards to human rights. We have seen improvement in gender rights and situation of marginalised groups, particularly Dalits.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA had been supporting the Government School Sector Reform Program (SSRP). However, some of the targets of this programme are yet to be met and thus, it is extended for another two years. Why did DANIDA decide to stop supporting the education sector?</strong></span></div>
<div>
	We have two priorities in our development assistance programmes: human rights and inclusive and green growth. That is in one of the reasons why the decision was taken in Copenhagen not to continue our engagement in education sector. Having said that let&rsquo;s not forget Denmark as EU member country is continuing to support education sector in Nepal through the activities of EU.</div>
<div>
	&nbsp;</div>
<div>
	We have been criticized for shifting our engagement in Nepal from the education sector but it is important to remind ourselves that this is a decision that has been taken in Copenhagen by the Ministry for Development Cooperation. It was a slight policy shift when we had a new government in Denmark, a couple of years ago.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA has shifted its focus to renewal energy sector in Nepal. What is the progress so far?&nbsp;</strong></span></div>
<div>
	More than a million households have been benefitted from our efforts to accelerate access to renewable energy technologies in Nepal. We have worked for quite a number of years since late 1990s in Nepal&rsquo;s energy sector. We have delivered concrete results with our long-term partners, Ministry of Science, Technology and Environment and Alternative Energy Promotion Centre. We have seen improved technologies in terms of improved cooking stoves, solar systems and small hydropower plants changing the lives of millions of people. We also hope to be able to do so in our new inclusive growth programme to create even stronger synergy with renewable energy programme in tapping the experiences gained already.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA in its policy paper for 2013-2017 has prioritised poverty reduction through support on green and inclusive economic growth. How easy or difficult you find meeting this target as green economic growth is still a challenge for developed countries?</strong></span></div>
<div>
	Apart from the renewable energy programme, we will be embarking on a new inclusive growth programme. It is a programme that will run over five years and has a huge budget of 400 million Danish Kroner. Green growth is a challenge for all countries. In a country like Nepal, challenge is to reconcile the country&rsquo;s need for rapid growth and poverty alleviation while avoiding damage to the environment. This is where we see the new programme making a difference to local communities. It is not a very big programme. The approach is to support local programme that is implemented by local districts and with specific poverty alleviation dimension. Over the years, the programme will be able to support the value added chain in conjunction with supply and finance and improved infrastructure.</div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<span style="font-size:16px;"><strong>Trade/Investment</strong></span></div>
<div>
	Nepal&rsquo;s exports to Denmark include handicrafts, silver products, ready-made garments, woolen goods, paper and paper products, etc. and major imports are machinery and parts, medicine and medical equipment, industrial raw materials, food and edible items, etc. from Denmark. The following figure shows that Nepal&rsquo;s balance of trade with Denmark is negative, except for the year 2012:</div>
<div>
	&nbsp;</div>
<div>
	<img alt="TRADE / INVESTMENT" src="/userfiles/images/inter%20(Copy)(1).jpg" style="width: 550px; height: 155px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<div>
		Under Danish investment, a total of 21 joint ventures were established until July 2012 which had an FDI of Rs. 198 million and created 969 jobs.</div>
	<div style="text-align: right;">
		(Source: Ministry of Finance, Nepal)</div>
</div>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2014-01-26',
			'modified' => '2014-02-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Nepal became a priority country for Denmark in 1989 and a long-term partnership was established. Through this partnership, Denmark aims to contribute to poverty reduction, political stability and to strengthen inclusive economic growth and access to renewable energy. In an interview with The Corporate’s Gaurav Aryal and Sanjeev Sharma, the Ambassador of Denmark to Nepal, Kirsten Geelan, talked about DANIDA’s projects in Nepal.',
			'sortorder' => '2393',
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	(int) 3 => array(
		'Article' => array(
			'id' => '2409',
			'article_category_id' => '134',
			'title' => '“Customers And Staffs Are The Strength Of Everest Bank”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;">Founded in 1994, Everest Bank is one of the leading banks of Nepal. With the business of above Rs 10,000 crores, this bank has been able to maintain 3rd position in terms of net profit. It was the highest tax payer among commercial banks for the fiscal year 2068/2069. The bank has also been awarded the Asian paints New Biz award for being the Best Managed Bank. In an interview with The Corporate, <strong>A.K Ahluwalia</strong>, the CEO of Everest Bank talked about his journey with the bank for the past six months and about the bank&rsquo;s present and future status. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you evaluate your work so far in Everest Bank?</strong></span></div>
<div>
	First of all, I would like to wish all the readers a very Happy New Year. I have been here for the last six months. When I joined, the bank was already a name to be reckoned with. It has built a good reputation and a niche for itself in the market. My first effort was to maintain that and the second, to take it forward. So, reflecting now, I think I have been successful in retaining &amp; enhancing the reputation of the bank. By the time I complete my first year here, the bank will have added more value to its service and reputation.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Everest Bank had last year started an agro-specialised branch &lsquo;Krishi Udhyam Bikash Sakha&rsquo; in Rajbiraj. How is this branch doing?</strong></span></div>
<div>
	The branch is doing well. When other banks were not even thinking of agriculture, Everest Bank was the first one to act and went to the extent of opening a specialized branch for agriculture financing. The branch is operating well and has made lots of finances in the agricultural sector. However, we have not restricted ourselves to that branch only. We are doing agricultural financing in other branches through cooperatives and in some cases, directly to farmers also. We understand that agriculture&rsquo;s role the Nepali economy is paramount and that is why we are focusing on it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You talked about expanding agro-specialization to other branches as well. Which branches have this specialization?</strong></span></div>
<div>
	We have already started it in Biratnagar, Narayanghat and Birtamod. We are financing it through cooperatives and they are doing very well.</div>
<div>
	&nbsp;</div>
<div>
	Your Bank had also started a scheme to provide free debit card to school children through Freedom Account. How would you evaluate this scheme?</div>
<div>
	Our freedom account is doing very well. Besides that, we also have Nari Bachat Khata for women. So, these schemes are basically tailor-made for specific segments of the society taking care of their specific needs. All our branches are promoting these schemes. They are operating very successfully.</div>
<div>
	&nbsp;</div>
<div>
	Freedom Account is an account that requires a minimum of only 100 rupees and it gives children the freedom to use debit card. There are more than 15 thousand accounts under the Freedom Account. Overall, Freedom Account is running very well and we are planning to come up with more of such products for other segments of the society.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal Rastra Bank (NRB) is pursuing to implement its plan to introduce interest rate spread restriction on banks, despite opposition from the bankers. What is your stance on this?</strong></span></div>
<div>
	As far as our bank is concerned, we are operating on the prescribed spread only. Thus, it is not such a big issue for us. &nbsp;There is no question of Bankers opposing any directive of the Central bank; it is just a feeling being conveyed that their profitability may be affected if they are restricted. If a bank wants to open a new branch, they have to go for additional staff for that branch. The branch will definitely take some time to come into profit. Banks open new branches to expand their reach and unless their branches are opened in all the corners of the country, financial inclusion will not take place. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, all the money that the bank raises from the public is not going to be put into advance. In fact, only 80 per cent of the amount that banks raise from the public can be given the shape for advances. But, what about the remaining 20 percent which hardly earns any return, So, that 20 percent needs also to be taken into account for calculating any spread.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Now, the banking sector is flooded with excess liquidity. How is the latest situation in Everest Bank?</strong></span></div>
<div>
	Due to increase in the value of US$ and also elections extra liquidity is there with the Banks. When there is any kind of instability in the economy, people don&rsquo;t want to invest or expand. They look for the opportune time. That is also the reason that the credit off-take gets affected. If there is no credit off-take, it is obvious that the banks will have more liquidity. I think it will take around 2 months for the system to absorb the liquidity because by then, entrepreneurs will be confident to invest in new ventures or expand the existing business and the economy will be stable.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What sets Everest Bank apart from all the existing banks in Nepal?</strong></span></div>
<div>
	As of now, Everest Bank is looked upon as a very strong bank. The strength lies not only from the deposits we have and the advances we make, but also from our transparent decision making process. We also try to evaluate all the projects sincerely so that the incidence of default is reduced. Secondly, our staff is very friendly and courteous. They provide the best possible service to the customers and are always open for improvement. As a result of this, there is a constant relationship between the customers and the banks. Wherever I go, I find people who say that they started banking with Everest Bank since inception and that they find no reason to go elsewhere. So, that is the strength. Satisfied Customers and courteous staff are our biggest strength. It is the result of this that the bank did very well last year. We did a business of more than 10,000 crores with a profit of more than two hundred forty crores which is an achievement by itself.</div>
<div>
	&nbsp;</div>
<div>
	Another thing is our involvement in CSR activities. We provided free drinking water facility at Geta Eye Hospital in Dhangadhi and also at Janaki Mandir, Janakpur and also provided digital display and monitor at Pashupatinath Temple. We supported the flood victims of Western region and have been organizing free health checkup camps every year. Besides we have sponsored number of awards to encourage schools, colleges, sportsmen, music, culture and health professionals in their pursuit for excellence. &nbsp;All in all, we are very sincere and alive about our CSR activities.</div>',
			'published' => true,
			'created' => '2014-01-06',
			'modified' => '2014-01-20',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Founded in 1994, Everest Bank is one of the leading banks of Nepal. With the business of above Rs 10,000 crores, this bank has been able to maintain 3rd position in terms of net profit. It was the highest tax payer among commercial banks for the fiscal year 2068/2069. The bank has also been awarded the Asian paints New Biz award for being the Best Managed Bank. In an interview with The Corporate, A.K Ahluwalia, the CEO of Everest Bank talked about his journey with the bank for the past six months and about the bank’s present and future status. Excerpts:',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2452',
			'article_category_id' => '134',
			'title' => '“In The Long Run, Ethics Pays”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Prof C Panduranga Bhatta</strong> is a Professor and founder coordinator of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999. In an interview with The Corporate&rsquo;s <strong>Angila Sharma</strong>, he discussed core principles of business ethics and its relevance in the present context. <strong>Excerpts</strong></span><strong>:</strong></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Generally business ethics and CSR are treated as synonymous. How to distinguish them?</strong></span></div>
<div>
	Before the introduction of the term Corporate Social Responsibility (CSR), business ethics&rsquo; definition was limited to not doing corruption in business. But now, business ethics is defined and understood in a broader way and includes Corporate Social Responsibility. So, I would like to say that CSR is one of the aspects of business ethics. As such, the business houses that are active in their CSR can be called ethical because they have realized that they have a duty to perform.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Earlier, business houses would conduct business in an ethical manner but would not be concerned with the community. But, now, they should also be concerned with the society because they make profit because of the ordinary people around them. So, CSR is a part of business ethics.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The popular view including that of the government is that business ethics and profit making cannot go hand in hand. What is your opinion on this?&nbsp;</strong></span></div>
<div>
	This is the biggest mistake people are making. We can take examples of corporations in the international arena that are making profit ethically. Ethics means taking care of the safety of the products; it means you don&rsquo;t do wrong to the customers through your products. Business ethics means that corporations allocate certain amount of their profit for the betterment of the people. So, the corporations, which are conducting business in an ethical manner, also earn profit.</div>
<div>
	&nbsp;</div>
<div>
	This issue can be looked upon in two ways. It depends on the business corporation whether it is looking at the short term or long term. Short-term business means operating for a small period of time, earning profit in any manner and then shifting to a new place. We describe these kinds of businesses as &lsquo;fly by night operators&rsquo;. This type of activity is completely unethical and we do not consider these types of activities as business. We are talking about business corporations that operate for a long period of time. Such business corporations do not limit themselves to stopping corrupt activities, but widen their view to the entire society. Thus, in the long run, such business houses survive, make profit and are considered as ethical business firms. In the long run, ethics pays.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In today&rsquo;s competitive world, how can business houses gain comparative advantage through practicing business ethics?</strong></span></div>
<div>
	Globalization can give you advantage as well as disadvantage. Firstly, if you are an ethical company, you are welcomed everywhere. This is because of the reputation of the business house which is built on ethics. Business houses have to take care of ethics. For example: Infosys is a company that is present throughout the world. They have a motto that says &lsquo;Powered by Intellect; Driven by values&rsquo;. They have been practicing it and people have been watching their loyalty towards their motto.If people are convinced, they will accept the company. This way the business houses can gain comparative advantage. Their ethics provide them the comparative advantage.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What innovative methods are being practiced or developed to instil human values in the management of business organizations?</strong></span></div>
<div>
	Human Values is a very comprehensive term. It includes the behaviour of the business houses towards its customers, employees, community and the environment. The business house has to be concerned about the environment and the community while practicing business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Business houses can instil human values in their practice through the development of caring attitude.Any business houses should consider human beings as their first priority.As a businessperson, relationship matters a lot. If business houses fail to maintain good relationship with the employees, customers and the community, it fails.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you see the situation of business in South Asia?</strong></span></div>
<div>
	The situation is picking now because of globalization. People are exposed to the activities of business houses.Earlier, the situation was such that business houses would carry out their work in an unethical manner and to cover it up, they would do some charity and give donations. But, now, how any corporation makes business is noticed and reported.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Another thing that is improving the situation is the international ranking. Every business house wants to participate in the international ranking. For example: Transparency International ranking.The moment you perform corrupt activities or you compromise with the safety of the employees and customers, you are ranked in the top of the most corrupt company. Earlier, companies were not concerned with the country&rsquo;s image, but now, companies are tied up with the country. If the country does not have good image, nobody would want to do business in that country. Countries are the conglomerates of certain companies. This has helped in improving the situation of business ethics in South Asia and rest of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Marketing profession is derided as an example of unethical business practice. What is your suggestion to this professional field for overcoming this challenge?</strong></span></div>
<div>
	In marketing, what matters the most is the product. Communication becomes very important while marketing. If you are giving false information to the consumers while selling the product, then, you lose reputation. If you are marketing a product that does no harm to the consumers, then it is not unethical.</div>',
			'published' => true,
			'created' => '2014-01-20',
			'modified' => '2014-01-27',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Prof C Panduranga Bhatta is a Professor and founder coordinator of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999. In an interview with The Corporate’s Angila Sharma, he discussed core principles of business ethics and its relevance in the present context. Excerpts:',
			'sortorder' => '2295',
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	(int) 5 => array(
		'Article' => array(
			'id' => '2318',
			'article_category_id' => '134',
			'title' => '“We Don’t Believe In Transactional Selling, We Believe In Relationship Building”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">TE Connectivity, one of the leading connectivity companies around the world, is a $13 billion world leader in the field. With nearly 90,000 employees in over 50 countries, the company designs and manufactures electronic connections for the world&rsquo;s leading industries including automotive, energy and industrial, broadband communications, consumer devices, health care, aerospace and defense. On 20th December 2013, TE Connectivity officially launched itself in Nepal in a partnership with Shrestha Amrit Traders Pvt Ltd (SAT). In an interview with The Corporate&rsquo;s <strong>Rashika Pokharel</strong>, TE Connectivity&rsquo;s <strong>R Murugesan</strong>, Country Sales Manager, India and SAARC, talked about TE&rsquo;s journey around the world and its plans in Nepal. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Tell us about TE Connectivity&rsquo;s history</strong></span>.</div>
<div>
	We are the global leaders in terms of connectivity and computer networking products. The company was started in 1945 and it was originally known as AMP net connectivity. In the year 1999, TYCO International took over the company and then, was known as Tyco Electronics. However, after couple of years, the company was renamed as TE Connectivity. We make connectivity products irrespective of the industries. We produce consumer appliances such as mobile phones and other household appliances. We are focusing on computer networking products and cabling products which is a lifeline for all other cabling networks. We provide cabling for office networks, data centers and large campuses. We mainly focus on Local Area Networks (LAN) though we also have wireless services. We have complete product range for telecommunication networks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Briefly describe about TE&rsquo;s operation globally.</strong></span></div>
<div>
	We manage companies in India and other SAARC countries. We have good operation in Srilanka, Bangladesh and Bhutan. We make our selling through distributors and system integrated partners. Some of our integrated partners in India are: HP, IBM, Wipro Infotech. They buy our cabling products and other networking instruments and install in customer premises. Our head quarter is in USA and have office in India also. We manage business from India. We have got 36% of market share in India.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the reason for choosing Nepal in particular for business expansion?</strong></span></div>
<div>
	Nepal is very potential market because the telecommunication market is rising here. This is the reason we see Nepal as an important market. Future prospect is good for our company here. Since the last one year, we are focusing on Nepal&rsquo;s market. We have identified SAT as our business partner. SAT will be funding our business in Nepal. The reason for our visit is to educate and inform our partner as well as the people of Nepal about our products and their usage. We have planned to focus on office networks in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	Nepal is widely known for its tourism and hospitality. They need wide networking services and we provide that. We have planned to focus on office networks and data cabling here. As offices require LAN and use fiber optic products, we are trying to supply it in Nepal. Though we officially launched TE Connectivity on 20th December this year, we have been studying the market since last year. We are doing Surya Nepal project here which is also an ICT company. Basically, we will be focusing on Banking and Financial Institutions, along with hospitality and tourism industry clients. We will be working on government projects also. We are planning to establish a connection between various districts, as part of our government project.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the idea behind your success? How is it different from other companies?</strong></span></div>
<div>
	The first thing is that our organization is committed. Secondly, we have got right people to manage the business. Finally, it is our products. These three factors have helped our company to become successful. We understand technology very well and it is definitely a plus point for us. Moreover, we don&rsquo;t believe in transactional selling, we believe in relationship building.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The tech market has been suffering from fast changes. As such, how is TE Connectivity keeping its &nbsp;pace with the pace of change?</strong></span></div>
<div>
	The TE Connectivity team is a part of Standard Committee and so, whenever a new technology comes in, our company is updated about it. Our company has been investing much amount on R&amp;DT (Research and Development Test). Our team is working on finding out new technologies and we are also trying to cope with that. We are an innovative company with global recognition for our services and products. The demand for our products in the global market justifies that our products are unique and good. 24 per cent of our business globally comes from the products that we have produced in the last three years. This clearly states that we are ahead in the market and we are proud of that. Our diversity in the products is helping us to handle the market situation. Of course, there are turbulences, but we are not suffering from that.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your business strategies for Nepal?</strong></span></div>
<div>
	Our main strategy in Nepal will be educating the people about technology. We are planning to conduct more workshops to acquaint the people with new technology. We are committed towards this aim, rather than only selling our products. We have different levels of training programs. Our strategy is that once people understand our technology, it will be easier for us to sell. We want to educate the customers so that they understand technology well before investing in it. This way they will invest in the right product.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As the head of TE-SAARC, what are TE&rsquo;s future prospects in South Asia?</strong></span></div>
<div>
	Product sales is good in South Asia. If we see whole South Asia, communication era started some time back. There are still more advancements to happen regarding automation. If we look at South Asia in terms of automation, only 10 percent achievement has been made. We have huge potentials to harness in the years to come. There are so many government and educational institutions that have to be automatised. &nbsp;5 or10 years down the lane, Nepal and India will have automatised infrastructures. In Nepal, the telecommunication industry has already started using such technology. Therefore, Nepal has huge potential and it will definitely grow ahead.</div>',
			'published' => true,
			'created' => '2013-12-23',
			'modified' => '2013-12-31',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'TE Connectivity, one of the leading connectivity companies around the world, is a $13 billion world leader in the field. With nearly 90,000 employees in over 50 countries, the company designs and manufactures electronic connections for the world’s leading industries including automotive, energy and industrial, broadband communications, consumer devices, health care, aerospace and defense. On 20th December 2013, TE Connectivity officially launched itself in Nepal in a partnership with Shrestha Amrit Traders Pvt Ltd (SAT).',
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	(int) 6 => array(
		'Article' => array(
			'id' => '2269',
			'article_category_id' => '134',
			'title' => '“We Are Trying To Employ Nepalis  In Our International Projects”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">CE construction is one of the leading construction companies in Nepal. Established in 1992, the company has acquired tremendous experience and growth. Presently the company is expanding its foothold in the international construction market too. The Corporate&rsquo;s <strong>Angila Sharma</strong>, recently discussed issues surrounding the overall construction scenario of Nepal and the company&rsquo;s future plans with its Chairman and M.D, <strong>Bijay Rajbhandary</strong>. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the business scenario of Nepal&rsquo;s construction sector?</strong></span></div>
<div>
	Nepal is a developing nation and so, it is much occupied in the construction sector to meet its development infrastructural needs. We have contributed a lot to the development of the nation and still have a lot to do. Our priority is to set benchmark for building infrastructures in various development sectors. We believe that construction business has an important role in taking Nepal&rsquo;s development agenda to the next level. But, matters like political instability obstruct our vision. Basically, construction sector is doing well in Nepal. It is a sector with no limitation for growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How is the business scenario after the CA elections?</strong></span></div>
<div>
	As far as I have seen and known, it is good. We can assess the whole scenario only through economic indicators. Presently the scenario is positive and progressive. We are yet to see the changes that have been promised. For now, I believe that we can expect economic growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Kathmandu is squeezing at a fast pace. How can the industry expand beyond it?&nbsp;</strong></span></div>
<div>
	Construction is not limited to constructing buildings only. Kathmandu may have the problem of space. But, that makes no difference to the construction sector because it is beyond constructing buildings. Kathmandu is a congested place that faces traffic problems every day. As such, we can invest in constructing roads and flyovers. Construction is not limited to a specific area, it can cover a community or a country. It can also be understood in terms of hydro-electricity production, construction of transmission lines, bridges, health institutions and other infrastructural setup. It is firstly very essential to understand that construction does not simply mean building of houses. Secondly, there is a wide scope for construction business in Nepal which is yet to be explored and utilized.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your business expansion plans?&nbsp;</strong></span></div>
<div>
	We are planning to take our projects to other cities in Nepal. Along with that, we also have a project named &lsquo;Beyond the Boundaries&rsquo; under which we are currently working in Qatar. We are trying to expand our reach in Bhutan and Tibet. Our expansion strategy includes using latest construction technologies that are permitted by the law of that land. As far as the host nation&rsquo;s policy allows, we are trying to employ Nepali human resources in our international projects. We have pioneered in using latest construction technologies and this, we think, will assist the nation in gaining expertise in construction business sector too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What new construction technologies are you using?&nbsp;</strong></span></div>
<div>
	Across the world, one of the major technologies used in the construction project cycle is project management. It is important to apply project management tools to complete projects on time. Project completion in Nepal is complex due to demand for quality services within a very limited time period. Project Completion generally consists of planning tools, monitoring tools, methodologies and the application of equipment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Are the existing real estate policies conducive? What changes would your recommend?&nbsp;</strong></span></div>
<div>
	Policies should be changed periodically corresponding to the needs and demands of time. Recently, government has come up with a policy of 45-days approval of land. Previously, there was no time frame for land approval and transfers and that burdened buyers with interest. This policy has helped in minimizing the burden of interest on the buyers.</div>
<div>
	&nbsp;</div>
<div>
	Government, however, has to come up with new policies which can foster the growth of the construction sector. Government has to pass laws that allow foreigners to buy apartments in Nepal. Apartments and real estate is an unavoidable solution to organize the cities here in Nepal. It has to facilitate us with proper policies for developing essential infrastructure. It should be able to provide subsidies and security to the private sector.</div>
<div>
	&nbsp;</div>
<div>
	Likewise, government land should also be used for infrastructural development. Through active participation of private and public sector, we can build well-organized residential areas that are facilitated with recreational areas and essential services. Existing crowded city areas could be transformed into modern business centres. This needs government&rsquo;s active participation in dealing with stakeholders and in managing their relocation in new residential areas. This can be achieved only when there is political stability in the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your ongoing projects?&nbsp;</strong></span></div>
<div>
	Right now, our projects include hotels, shopping complexes, institutional projects and apartments. Similarly, we are working on 15 real estate projects. We are expecting some big projects in the near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is your future strategy for the growth of this sector?</strong></span></div>
<div>
	We believe that major volume of construction business should be conducted by Nepali people themselves rather than depending upon foreign constructors. For this, we have to prepare them. This requires establishment of training institutes, project management workshops and other practical means of learning. If we train these people properly, we will be able to deliver quality services at minimum prices and that too within a very short span of time. We will be role models in the construction sectors all over the world if we can provide quality training to the manpower in our nation.</div>',
			'published' => true,
			'created' => '2013-12-16',
			'modified' => '2013-12-23',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'CE construction is one of the leading construction companies in Nepal. Established in 1992, the company has acquired tremendous experience and growth. Presently the company is expanding its foothold in the international construction market too. The Corporate’s Angila Sharma, recently discussed issues surrounding the overall construction scenario of Nepal and the company’s future plans with its Chairman and M.D, Bijay Rajbhandary. Excerpts:',
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	(int) 7 => array(
		'Article' => array(
			'id' => '2228',
			'article_category_id' => '134',
			'title' => '“Government Is Supressing Private Sector’s Growth”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">Private sector is a crucial component and contributor to national development. However, sometimes it fails to play proper role. <strong>Dr. Kamal Raj Dhungel,</strong> Associate Professor of Central Department of Economics, Tribhuwan University, recently discussed existing relationship between private sector and government and investment climate in Nepal, with The Corporate&rsquo;s <strong>Angila Sharma, Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What can the Nepali economy expect from the success of the recent CA elections and the formation of a new government?</strong></span></div>
<div>
	In this historical election, no party gained majority and so the government will be a coalition one. If the coalition government comprises of CPN-UML and Nepali Congress, it will be beneficial for the private sector. It was evident in the 90&rsquo;s. During that time, this team had come up with liberalization policy and had made efforts to lead the economy towards prosperity. There were many bottlenecks and as such, this policy failed. So, if the parties in the higher position can now give continuity to the same policies and can implement them with effective monitoring, private sector will flourish leading to development of various parts of the economy.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, we can also expect good things from the upcoming government. But, for this, a single party or a combination of some parties cannot do anything. For the prosperity and economic growth of this nation, all political parties should work hand in hand.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you think our private sector is sincere enough in delivering services to the consumers? What are the reasons they are lacking behind in this?</strong></span></div>
<div>
	State has to play leading role when it comes to the growth of the private sector. It is the state&rsquo;s responsibility to provide the private sector with essential facilities while also monitoring their activities regarding implementation of the facilities provided by the state. Private sector is always profit-oriented. Its activities depend on the government&rsquo;s attitude towards it. The government should ensure reasonable profit for the private sector while providing security for the investment made by the private sector and guaranteeing subsidies in delivery of necessary goods for the consumers. It should be able to create market for the private sector and should implement a clean and clear monitoring system. It is because of lack of such monitoring system that private sector has been lagging behind. Private sector can be effective if government provides enough security and an effective monitoring system.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is it that is lacking in our monitoring system?</strong></span></div>
<div>
	For now, the government is weak. The government is vulnerable because of some reasons: Firstly, we do not have constitution and the Maoists who had originally demanded for CA elections are in third position while parties, who had never had this as their primary agenda, are now in leading position. In the past four years, nothing fruitful could be obtained. Rather, highlighting of issues surrounding federalism distributed solidarity among the people. Secondly, we do not have stability in our political and economic sphere. Presently these spheres are rigid and this has rendered our concerns and voices valueless. Economic activities are directly proportional to political stability and thus economic prosperity is possible via political stability. At this moment, the whole economic sector depends on the momentum of the political sector, which is presently in an unpredictable situation.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There is a wide spread criticism regarding the insincerity of some private sector actors in providing facilities to consumers. What is your opinion on this?</strong></span></div>
<div>
	Private sector is not trying to run away from its responsibility. I have listened to talk shows and programmes organized by FNCCI and CNI. They have often invited political leaders to their programmes and asked them to bring political consensus and consider economic growth as their main agenda. Private sector has substantial capital at its disposal and wants to utilize it in development activities. As such, they have highlighted five major areas that can speed up national development: agriculture, hydropower, tourism, education and infrastructure. They have identified these sectors as potential sources for national prosperity and development. People have begun investing internationally because there is no scope for investment here. This situation has been created here due to lack of security, market, and subsidies among others. Private sector is not trying to escape; rather, the government is suppressing it as it is failing to create a suitable environment for the private sector to flourish. Basically, private sector is in shadow because of government&rsquo;s failure to create a conducive environment for its growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Even though our economy is relatively smaller it has always faced the problem of capital shortage. But, we are always able to invest in sophisticated products. Why is the economy failing to invest in more essential sector?</strong></span></div>
<div>
	This is a very good question. A big portion of imports in Nepal constitutes of goods that cannot be substituted. Thus, a big amount of capital is being invested in the import of such goods. Import of goods like vehicles, gold and oil cannot be substituted by domestic production. We spend billions of rupees in importing these goods because these goods are important but cannot be produced in our country.</div>
<div>
	&nbsp;</div>
<div>
	Nonetheless, our economy has the potential to substitute import of certain goods like gas. Gas is one of the goods that have always led to conflict in the country, sometimes even leading to change of government. Nepal Oil Corporation is not always able to meet our needs and is also always on loss. We could substitute this, to some extent, through electricity. If we can produce sufficient &nbsp;electricity and provide it in convenient price, it will automatically solve the gas import problem. We could opt for electric bike, electric cars and electric trains if hydropower is properly utilized. So, it is necessary that we exploit hydropower to its fullest capacity</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It is quite essential to have effective regulatory mechanisms to ensure smooth functioning of an economy. What improvements would you suggest in our economy&rsquo;s regulatory mechanisms?</strong></span></div>
<div>
	Monitoring system is a regulatory body. Our nation must not only have controlling mechanisms but should also include facilitating mechanism as its regulatory system. It means that private sector should be provided with subsidies, enough infrastructure, facility of tax exemption etc. Along with that, there should also be a separate regulatory mechanism that monitors the private sector&rsquo;s activities.</div>
<div>
	&nbsp;</div>
<div>
	If one private sector actor does not work properly, the government should be able to dismantle it immediately and it should also provide space for the entry of new ones. However, existing lack of co-ordination within government agencies is making it difficult for the private sector to grow.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In this changed scenario, as an economist, what would you suggest to the private sector, government and the consumers?</strong></span></div>
<div>
	We are experiencing a major change and the future of our nation is unpredictable at this juncture. However, I am still optimistic. Regarding the CA elections&rsquo; results, I would sincerely like to thank the people of Terai for bringing a change in their voting pattern. I am glad that they did not stick to the earlier voting trend.</div>
<div>
	&nbsp;</div>
<div>
	Regarding the private sector, I would like to say that the private sector alone cannot grow unless it is supported and facilitated by the government. Both of them should make efforts for a better environment for mutual growth.</div>',
			'published' => true,
			'created' => '2013-12-09',
			'modified' => '2013-12-17',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Private sector is a crucial component and contributor to national development. However, sometimes it fails to play proper role. Dr. Kamal Raj Dhungel, Associate Professor of Central Department of Economics, Tribhuwan University, recently discussed existing relationship between private sector and government and investment climate in Nepal, with The Corporate’s Angila Sharma, Excerpts:',
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	(int) 8 => array(
		'Article' => array(
			'id' => '2190',
			'article_category_id' => '134',
			'title' => '“Godrej Might Have A Manufacturing Unit In Nepal Within A Few Years”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Umashaknar Mukherjee</strong> is the Country Manager at Godrej Consumer Products Limited since 2009. Godrej Consumer Products Ltd (GCPL) is a major player in the Indian FMCG market, with leading Household and Personal Care Products. Its brands, which include GoodKnight, Cinthol, Godrej No. 1, Expert, Nupur, Hit, Fairglow, Ezee and Protekt are household names across South Asia. Four of its brands (GoodKnight, Cinthol, Godrej No.1 and Godrej Expert Hair Colour) are ranked among the &lsquo;100 Most Trusted Brands&rsquo; in India by Economic Times - Brand Equity 2012. He has been looking after the entire Nepal country operation for the FMCG business and responsible for the growth and business development across channels &amp; categories. Mukherjee had been early working with Hindustan Unilever Ltd for 15 years. Along with his professional life, he also has been leading a spiritual life as a founder of Resurgence Mission where one is offered training in different forms of spiritual coaching and a true energy healing with psychic development which will lead you to personal growth. He spoke to <strong>Suraksha Adhikari</strong> of The Corporate about Godrej Consumer Products in Nepal. <strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Godrej is one of the oldest and one of the most well known business houses from India which has spread its operation across the world. Could you speak a little bit about the history of Godrej, its philosophies, its ethos and its culture?</strong></span></div>
<div>
	Godrej is a 130 years old company. It started with manufacturing Lux soap in a very small way. And then it became the conglomerate what you see today. There are various business that we expanded during this time but Godrej is essentially a manufacturing company. Most of the headquarters of Godrej exist in Mumbai.&nbsp;<span style="font-size: 12px;">It started with Lux then it came with consumer durables. Now we manufacture microwave oven, refrigerator and many more. Fridge is very old phenomenas Godrej fridges are very much popular among people. Godrej almirah is still considered to be number 1 is many places of India and South Asia with it maintenance of legacy since its production time.&nbsp;</span></div>
<div>
	&nbsp;</div>
<div>
	Godrej is a family run professional business. Adi Godrej has studied in the USA and after coming back he hired all the top management people from the topmost industries to the business so Godrej is totally a professionally managed family business. Though it is owned by a family it is completely run professionally.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the size of Godrej Empire globally by turnover, by spread across the countries and also couldbe the different sectors that Godrej is involved?</strong></span></div>
<div>
	Internationally Godrej started doing business when it collaborated with Procter &amp; Gamble. This is the first time Godrej was exposed to the international business. Apart from that, till last year there was collaboration with Sawali Corporation which is one of the fortune 500 companies which was the collaboration with Godrej for household insecticides product. Godrej has brought the shares of 51 per cent of Sawali Corporations. Above that Godrej has started their venture in South Africa, Middle East, Indonesia, Britain, North America and in Argentina. In all these countries, Godrej has started its business after buying the companies and integrating that business with Godrej consumer product business. So now more than 50 per cent of Godrej business comes from the international market.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How long has Godrej group been active in Nepal and what are the major sectors or the brand categories that are active here?&nbsp;</strong></span></div>
<div>
	Nepal is only the country where we don&rsquo;t have any manufacturing facility but among the SAARC countries we have the manufacturing facilities in Bangladesh, Srilanka and other places. Our Vice President had visited to Nepal five years back and he gave an indication that in next few years to come, Godrej might have a manufacturing unit in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	I look after the consumer products part of the business which is one of the oldest business that Godrej is having. It was named as Godrej soaps. Cinthol is 100 years old brand belonging to Godrej so Godrej soaps have become the consumer products. I have introduced this company to Nepal. It only used to be handled by the dealers group a business house called Kedia. They were exclusively doing only distribution part some four years back. The business was also around IC 40 million to 50 million which has increased to around IC 400 million under my management. We also have been able to maintain growth rate of more than 20 per cent per year.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the major problems you faced in Nepal in these years?</strong></span></div>
<div>
	The business here used to happen as the training goes on. But as we are into the coverage and distribution business it happens to be the domain of the multinational business. I had the experience of 15 years with the Unilever company and I have been hired in this company to grow the expansion of distribution and coverage.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What the condition of soaps and detergent market in Nepal?</strong></span></div>
<div>
	The market of soaps and detergent is very small in Nepal because the Unilever market is dominant here in Nepal but we are market leader in household and insecticides categories.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Well, we have competitions like AC Johnson and other multinational companies. And even we Indian multinational here have been continuously competing with these companies. And in all categories we are actually number one company in all household insecticides and Goodnight is the strongest brand of all the insecticides. Goodnight is the goodnight for every family in South Asia and HIT is the popular insecticide with the ladies of the house.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the market share of Godrej Business Company in Nepal?</strong></span></div>
<div>
	We contribute about 70 per cent of total market of Nepal in our segment and by this way we become &nbsp;market leader in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Something very close to your heart is corporate meditation, holistic growth and evolution or internalization of cosmic energy are few things that you have been talking about. Could you throw some light on these areas now?</strong></span></div>
<div>
	I am definitely more interested to talk on these subjects as they are very close to my heart. It is a discovery that I made it in Nepal. When I came here, I came to know that here exist more number of Brahma temple that people of Nepal also don&rsquo;t know. So I was very surprised to know why people don&rsquo;t worship Brahma and this fact struck my mind. From here actually this started. Then I started researching on why people should actually worship God. God gives you some kind of energy which is called divine energy may be in all the religion that exist in the world today. As I went deep in this subject, I came to know how this divine energy can be defined. My study found out that there is a cosmos from the divine energy comes in the form of cosmic energy. Then going back to our Hindu mythology, I came to know that Brahmand is the name for the cosmos. Brahma is the creator of Brahmand. So my logicis, if you want to get the cosmic energy you should get connect with the originator itself i.e. Brahma.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In business, how this cosmic energy can make a difference in their life and can actually enable them to do what they are doing more efficiently?</strong></span></div>
<div>
	This is a very good question indeed. In the corporate words, most of us work more than we can handle. For this we need more energy that God actually gives us. To get that kind of extra energy, one has to do mental exercise and free your mind. Then one should concentrate on meditation to reach into another world of abundant energy. Then they can be benefited with cosmic strength which gives additional energy to&nbsp;</div>
<div>
	the people.</div>',
			'published' => true,
			'created' => '2013-12-02',
			'modified' => '2013-12-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Umashaknar Mukherjee is the Country Manager at Godrej Consumer Products Limited since 2009. Godrej Consumer Products Ltd (GCPL) is a major player in the Indian FMCG market, with leading Household and Personal Care Products. Its brands, which include GoodKnight, Cinthol, Godrej No. 1, Expert, Nupur, Hit, Fairglow, Ezee',
			'sortorder' => '2034',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	(int) 9 => array(
		'Article' => array(
			'id' => '2145',
			'article_category_id' => '134',
			'title' => 'Appeal To Nepali Political Parties ‘Think Prosperity, Think Welfare And Shun Strikes’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;">Nepal recently voted for a new Constituent Assembly and the poll results reflected the shift of preference of Nepali people towards political parties. The business community has been very much hopeful from the preliminary results of the election. In this scenario, <strong>Ajay Bahadur Pradhanang, </strong>President of Nepal Young Entrepreneur&rsquo;s Forum (NYEF) and member of FNCCI recently spoke with The Corporate&rsquo;s <strong>Angila Sharma,</strong> on issues surrounding latest political development and the promises it has for Nepal&rsquo;s business community. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As a member of FNCCI, what is your opinion on political strikes?&nbsp;</strong></span></div>
<div>
	Agitation or conflict between political parties does not usually correspond or hold with what the common people think. The recent confrontation between the 33 political parties and the major parties was a huge setback for the nation. We are not going into the politics of what is being done, what is being said or thought. The point is that there has to be a solution for the political problems, agitations or conflicts through democratic means. We believe the best way to do it is through elections. And since the election has been concluded, I will believe it will provide platform where these kinds of conflicts can be resolved. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you think political agenda of various political parties will actually bolster the economy?</strong></span></div>
<div>
	One of the major changes this time in the elections has been that every political party has come up with their economic agenda. These are crucial for the growth of the private sector, for the prosperity of the nation. So, this is a big plus in this year&rsquo;s election as highlighted in the manifestos of most of the political parties. I personally believe that every political party with economic agenda on its manifesto will definitely implement them if they come to power. With most of them prioritizing economic growth in their manifesto, I believe that this CA will provide political parties a common platform to materialize their promises to people. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There are two political parties who have pledged not to organize strikes in their election manifesto. Will it actually be fruitful?</strong></span></div>
<div>
	&nbsp;The culture of strike has really impacted our society and economy in a negative way. People, a commoner or a political party leader, have realized this. People&rsquo;s reaction during the recent strike called by the agitating 33 parties, reflected that people are annoyed with strike-culture. They could be so many other ways of protesting or registering discontentment, other than organizing strikes.Though most political parties are yet to make such commitments against such undemocratic practices, some have done it and that is appreciable. Every common man is tired of strikes and the political parties have to understand this as they represent the common man. If they fail to do so, next time the common man will also forget them while voting. I feel that political parties understand this and will gradually give up upholding culture of strike.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What does the FNCCI do towards compensating business losses during strike?&nbsp;</strong></span></div>
<div>
	As such, FNCCI can never compensate on the losses made during strikes. It is a totally different organization which is a platform where people go and work. People go for policy advocacy, networking and all these kind of things. But, regarding the losses made by strikes, the only thing that can be done is to stop strikes. The recent resistance shown by people during the strike called by the agitating political parties shows that people have become more resistive. This gives me feeling that strike-culture will be demoted in the days ahead.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you work with any international bodies?</strong></span></div>
<div>
	There are various organizations working for the development of the private sector. As such, like FNCCI, we have organizations like SAARC Chamber of Commerce and Industries which works into organizing private sectors or networking the private sectors within the South Asian region. Similarly, there is CACCI (Confederation of Asia Pacific Chambers of Commerce and Industry). There are bi-lateral agreements with many countries that help us linking with similar organizations.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal is in its transitional phase. How will you attract international businesses to invest here?</strong></span></div>
<div>
	I always admire the story of Onassis. Onassis was a Greek industrialist. After the Second World War, the shipping industry was in a dire state at that time. Onassis said that nobody would buy ships at that time because it was war time and thus, he bought a lot of ships. He bought it at a very low price because nobody thought it was a good business at that time. He had the vision that this industry would do good and so, bought all of those. Later, things improved after the Second World War and Onassis made fortunes out of the ships. He turned out to be a renowned industrialist. I really admire this story when we talk about Nepal now. With the numerous opportunities here, Nepal right now has got the scope for businesses as the cost of doing business is very low here. There are adamant opportunities here in comparison to countries that have already developed. In Nepal, because the environment is not conducive, the competitive nature is also not as such and the cost of business is also very low. So, that is the principle thing that business men could see over here.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What do you want to say to politicians and young entrepreneurs of Nepal?</strong></span></div>
<div>
	For the political parties, I have only one thing to say: Think about the nation more than individual or partisan goals. They need to keep this thing in mind Nepal&rsquo;s prosperity is essential for our prosperity. Where will we Nepali be, if there is no Nepal. For their own good, political parties should think for the nation&rsquo;s good. For the entrepreneurs and everyone in Nepal I would like to say: As a nation we are in a very difficult position. So, all of us should think about contribution that we can make for the nation instead of working for individual or institutional benefit.</div>',
			'published' => true,
			'created' => '2013-11-25',
			'modified' => '2013-11-29',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Nepal recently voted for a new Constituent Assembly and the poll results reflected the shift of preference of Nepali people towards political parties. The business community has been very much hopeful from the preliminary results of the election. In this scenario, Ajay Bahadur Pradhanang, President of Nepal Young Entrepreneur’s Forum (NYEF) and member of FNCCI recently spoke with The Corporate’s Angila Sharma',
			'sortorder' => '2024',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	(int) 10 => array(
		'Article' => array(
			'id' => '2139',
			'article_category_id' => '134',
			'title' => '“We Are Not Here To Complain.  We Are Here To Achieve”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flag carrier. It was started with the goal of becoming one of Europe&rsquo;s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu, has joined the network on the first September. According to the airlines, roundtrip flights between Istanbul and Kathmandu are operated 4 times per week on Tuesdays, Thursdays, Fridays and Sundays from Istanbul, and Mondays, Wednesdays, Fridays and Saturdays from Kathmandu. In an interview with <em>The Corporate&rsquo;s <strong>Siromani Dhungana</strong></em>, General Manager of Turkish Airlines <strong><em>Celal Baykal</em></strong> explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline. <strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>What attracted Turkish Airlines &nbsp;for launching its services in Nepal?</strong></div>
<div>
	We officially started our airline in Nepal from September, this year. The reason why we are here is that we are trying to operate in as many countries as &nbsp;we can so as &nbsp;to be an airline reaching many destinations all over the world. Similarly, we want to expand our network because we want to be a network generator. We particularly chose Nepal because of its huge potential. Nepal was already in our plan for many years. But, it took some time to arrange everything and now finally we are operating in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Can you please describe the background of your decision to come to Nepal?</strong></div>
<div>
	Yes, I remember those days very well. Expanding reach to a new country involves a lot of research and know-how to gather a lot of information about the country and you have to analyze it as soon as possible. The first thing I did was to get in touch with colleagues in the business environment. I developed connections with my sectoral colleagues who have been working in Nepal and also with people who have visited Nepal before. Coming to Asia and in Nepal was itself something new for me. I was in Amsterdam. So, if it is a big change, it is also a challenge in my career providing me with numerous opportunities to learn about markets all over the world.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How has the journey for Turkish airlines in Nepal been so far?</strong></div>
<div>
	We are doing quite well. I cannot put anything negative yet. Our flights are almost fully booked and sometimes we have over-bookings. There is a lot of potential in Nepal and we need to focus on that. There are so many places with natural landscapes and thus viable for natural tourism. Considering these prospects, we are aspiring to do much more in Nepal in the&nbsp;</div>
<div>
	near future.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What do you have to say about market competition in Nepal?</strong></div>
<div>
	Competition is ever-present in any field. If there is no competition, you become weak. So, I consider competition to be beneficial. We have been working in the market regardless of competition. This was the same in Amsterdam too, where I worked before. As an airline, we are used to lot of competition.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are your strategies to expand your market here in Nepal?</strong></div>
<div>
	We want to strongly increase our presence but, we don&rsquo;t know where and what the time will be. In the near future, we will surely increase our frequencies. There are some places where we want to expand and one of these places is Nepal. We have just begun our services here and we definitely intend to do more in the future.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Where do you see yourself in 5 years?</strong></div>
<div>
	In 5 years time, we will be able to understand the market more closely and it is sure to make a difference in my personal career as well. We will learn about the cultures here and incorporate it in our business strategy.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are the complications of conducting business in Nepal?</strong></div>
<div>
	We do not keep looking at problems but, ways to solve them. If you talk about problems, you can continue talking about them for years. We are here to achieve, not to complain. We are here to make a difference. Looking at Nepal&rsquo;s human resource, I can say there is no much difference in terms of quality of people. Though there are some differences between working in Amsterdam and in Nepal, but I am confident that I can rely on Nepali colleagues to get through it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></div>
<div>
	We have already won some awards, especially the ones related to hospitality and that is our day to day experience. We also won the best kitchen in business class and even in the economy class. We are still investing in our catering and in some areas, we have also tried changing our catering services for responding to our consumers need. &nbsp;</div>',
			'published' => true,
			'created' => '2013-11-21',
			'modified' => '2013-12-02',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Turkish Airlines took to the skies 80 years ago as Turkey’s flag carrier. It was started with the goal of becoming one of Europe’s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu, has joined the network on the first September.',
			'sortorder' => '1986',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	(int) 11 => array(
		'Article' => array(
			'id' => '2094',
			'article_category_id' => '134',
			'title' => '“This Budget Will Be Fully Accepted By The Coming Government”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong style="font-size: 14px;">Shanker Prasad Koirala</strong><span style="font-size: 14px;"> is Minister of Finance, Industry, and Commerce and Supplies since 18 March 2013. With more than 25 years of experience in bureaucracy, he believes that Nepal can achieve double digit economic growth if there is political stability in the country. In an interview with The Corporate&rsquo;s <strong>Janardan Baral</strong>, he explains government&rsquo;s plan of conducting second Constituent Assembly Election and his prospects for an economically prosperous Nepal. <strong>Excerpt:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>How is the final preparation for the second constituent assembly going on?</strong></div>
<div>
	This particular government has been formed for carrying out the election successfully and as such the main agenda is election. The required technical, legal and political resources have been met. Similarly, in the latter phase, the government has fully dedicated itself for holding elections peacefully. To achieve its objective it has adopted strict security measures so that citizens can freely go to the election booths and cast their votes.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is the progress on status of this year&rsquo;s budget&rsquo;s objectives? Especially those related to the objective of gaining ecomomic growth and stability.&nbsp;</strong></div>
<div>
	The government had introduced the budget with the aim of strengthening the country&rsquo;s economy. Since the initiation of the budget of the current fiscal year, we have been aiming to remove the tag &ldquo;under developed&rdquo; from Nepal and declare it a &lsquo;developing&rsquo; nation by 2022. We have also introduced the concept paper for the three year action plan and we are balancing long term projects with budget and moving on. In the previous years, our economy&rsquo;s highlight had always suffered from low economic growth hovering around 2-4 per cent. Since the whole of the economy is focusing on the upcoming CA elections, the development works are likely to be affected. However, due to improvement in certain economic variables, we have planned to raise our economic growth to 5.5 per cent. The International Monetary Fund has projected economic growth to be of 4.5 per cent. I strongly believe that the government is aiming towards the achievement of the stated economic growth. As such, the budget&rsquo;s main priorities are to focus on making Nepal a load-shedding free country, connecting all 75 districts to road networks and to bring about substantial change in infrastructure development.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Don&rsquo;t you think there is a high probability of inflation in the economy as you &nbsp;brought an expansionary budget when the CA elections too are being held?&nbsp;</strong></div>
<div>
	That is a very relevant question. In comparison to the previous years, the government has not compromised with the investment. As the budget was brought out in time, public expenditure has been carried out since the very beginning of the fiscal year. In the year of elections past savings are brought out and spent. We are well aware of inflation rate and we are trying to minimize it to single digit. According to the statistics provided by NRB, our inflation rate is around 8% and so, I don&rsquo;t think it will have much effect in the strength of the currency. The country maybe under the pressure of elections and strikes, but it will not weaken the currency.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Probably you say on the basis of the third month&rsquo;s statistics provided by NRB. But, the impact of election expenditure as well as government expenditure can be seen only in the coming months. In such circumstances, what ways do you suggest to control inflation?</strong></div>
<div>
	We have tried to control inflation through market monitoring. Concentrating on increasing domestic production may be the solution for the long run. On the other hand, as the exchange rate has stabilized, import should not lead to a rise in the price level.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How are the activities of the current fiscal year being implemented?</strong></div>
<div>
	This year the budget was announced on time and we expect the same in the coming year. We initiated the budget related work on the first of Shrawan itself. Out of the proposed programmes, only nine are pending approval from the National Planning Commission. We had planned to sign performance based management contract in projects of national pride. Such contracts are signed in all projects except three. Overall, I am satisfied with the progress in development projects.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>So, is the progress in programmes of national pride, such as &nbsp;black coating of mid-hill highway, initiation of east-west railway construction, Nijgadh airport and Melamchi project as per&nbsp;<span style="font-size: 12px;">the plan?</span></strong></div>
<div>
	Yes, they are are not being carried out as planned. However, in case of West Seti Hydropower Project, construction of second international airport and some other projects, &nbsp;they are still in the study phase.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What will be the consequences of CA elections in the country&rsquo;s economy?</strong></div>
<div>
	CA elections will have a positive impact on the country&rsquo;s economy. It will kick-start the economic activities in the country. The current expenditure from government is enough to boom the economy. Similarly, the expenditure carried out by the government in elections will be utilized in the country itself in activities like- advertisements, awareness, printing etc. In one way, it is investment in the economy. Similarly, the economy will speed up as the past savings of the citizens and the political parties will flow out in the market.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What kind of economy are you bequething to the upcoming government?</strong></div>
<div>
	This is a very important subject. As the government was fully oriented towards CA elections, the budget was also independent of idealogies and impartial. The budget incorporated general development programmes of all the parties. Populist and distribution oriented programmes are not included. As such, it is the foundation for the country&rsquo;s economic uplifting. I firmly believe that this budget will be fully accepted by the upcoming government and its finance minister.</div>
<div>
	&nbsp;</div>
<div>
	On the other hand, the economic indicators are also satisfactory. Banking sector is also steadily operating. The condition of share market is also strong, as per NEPSE&rsquo;s indicators. The foreign currency reserve is also comfortable till date. The collection of revenue is also impressive. Though we had predicted the revenue increment to be 19.5% in the current fiscal year, it has reached almost 27% in the first four months. Overall, the economic indicators are positive.</div>',
			'published' => true,
			'created' => '2013-11-11',
			'modified' => '2013-11-21',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Shanker Prasad Koirala is Minister of Finance, Industry, and Commerce and Supplies since 18 March 2013. With more than 25 years of experience in bureaucracy, he believes that Nepal can achieve double digit economic growth if there is political stability in the country. In an interview with The Corporate’s Janardan Baral, he explains government’s plan of conducting second Constituent Assembly Election and his prospects for an economically prosperous Nepal.',
			'sortorder' => '1941',
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	(int) 12 => array(
		'Article' => array(
			'id' => '2021',
			'article_category_id' => '134',
			'title' => '“Ending Energy Crisis In Five Years Is Not An Ambitious Plan”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;">Former Deputy Prime Minister and Finance Minister <strong>Bharat Mohan Adhikari</strong> believes that the nation can gain economic prosperity if existing power crisis is solved. His party, CPN UML, recently unveiled its manifesto that equally focuses on national economic development agenda. The Corporate&rsquo;s <strong>Janardan Baral</strong> recently caught up with him and discussed issues pertaining to party&rsquo;s plan to materialize the New Nepal dream. <strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>Like other political parties, CPN UML has also unveiled an over-ambitious manifesto. Why?</strong></div>
<div>
	UML has come up with programmes which are necessary for socioeconomic and cultural transformation. Nepal is underdeveloped country and we have envisaged uplifting the country&rsquo;s economic status in five years which, I think, is very pragmatic plan. We have developed clear plans to achieve targets set by the party. The first condition to develop Nepal is to increase its productivity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Living standards of the people can be elevated by increasing their income through creating more employment opportunities. This requires funneling more investment from both public and private sector and also channeling foreign aid and Foreign Direct Investment (FDI) in productive sectors. Stimulating cooperatives to invest in productive sector is another important aspect to gain substantial results in economic development. The three pillar economy adopted by our party corresponds to these needs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	It is worthwhile mentioning here that friends who earlier firmly believed that market operates in itself, have now started talking about the necessity of a regulatory body. This does not mean that CPN UML favors state controlled economy. Country can head towards economic prosperity only if the private sector is allowed to assume lead responsibilities. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In our context, the state is still the largest investor. It has to take responsibilities of various sectors such as infrastructure, poverty alleviation and education. Our manifesto has been prepared by considering these actualities and needs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are major economic priorities of UML?</strong></div>
<div>
	Agricultural sector is our priority. Rural development through modernization of agriculture is our main target. UML has decided to increase investment and subsidy in agriculture sector. We have decided to enhance irrigation facilities and ensure easy financial access to the farmers. We have plan to diversify agriculture sector and modernize it by introducing scientific methods. We have further decided to earmark Rs 5 million to each Village Development Committee under the programme Develop One&rsquo;s Own Village. I firmly believe that our manifesto is pragmatic and realistic.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>You claim UML&rsquo;s manifesto is very pragmatic. But doesn&rsquo;t the vision to transform the country to a developing nation from under-developed nation in five years seem impractical and ambitious?</strong></div>
<div>
	World Bank has predicted a 4.5 per cent economic growth in this year. I think, six per cent is very moderate growth for Nepal&rsquo;s economy. The economic growth can be achieved if political parties are ready to refrain from strikes. We should let economy to go ahead without hassles. Double digit economic growth is not something we cannot achieve. But we all need to be sincere to economic agenda. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	We have pledged to work in a manner that the country will be self reliant in food, we will promote export-oriented industries and we will encourage business community to substitute imports. &nbsp;We can reduce import figure by promoting export of agro products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	UML has envisaged expanding road connectivity in all districts within five years, generating 5,000 MW electricity and attracting 2 million tourists in a year. &nbsp;These programmes will help increase both productivity and employment opportunities. &nbsp;And, all these programmes are achievable too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Service sector has been expanding but productive sector has shrunk. On the other hand, energy crisis and labour unrest have been affecting economy. In this scenario, is it possible to achieve double digit economic growth?&nbsp;</strong></div>
<div>
	I agree that the country&rsquo;s economy has been facing trouble due to energy crisis. Industry sector cannot boom if the problem will continue. This is why we have decided to generate 5,000 MW electricity in five years. Electricity generation will open window for industrialization. Major setback for Nepal&rsquo;s industrial development is power deficit not labour unrest. &nbsp;We have to end frustration of industrial sector by generating power. We can automatically increase export if we produce goods in our own country by utilizing our own natural resources that we have failed to manage.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	We are in favour of a balanced industrial and labour relation. There should be social security plans for workforce. Similarly, we should also ensure investment-friendly environment for industrialists. We should create an environment where owners and workers can work together. We are committed to promote production sector.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>UML has also pledged to make revenue system scientific and private-sector friendly. Yet, it is not clear if its emphasis is on indirect tax like VAT or direct tax like income tax. What&rsquo;s your say?</strong></div>
<div>
	It is fact that the awareness about revenue has increased these days. We need to disseminate message that tax is duty of citizens and it is also a matter of pride. We want to expand tax net to make internal resources as a main source of country&rsquo;s operation. &nbsp;Our principal emphasis is on direct tax. We will formulate revenue policy based on international standards and guidelines. VAT has been doing well in Nepal&rsquo;s tax regime. UML believes that existing tax policies are fine. So, our effort will be focused on implementing these policies effectively through more competent measures.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Let&rsquo;s talk about political issues, Political parties are competing in the second CA election with the same agenda which were major bone of contention in the first CA. Don&rsquo;t you think, the new CA is doomed to share its predecessors&rsquo; fate?&nbsp;</strong></div>
<div>
	You are right to some extent. Ethnicity issues were hyped from the beginning of CA election. Foreigners were also involved in exaggerating ethnic issues in the last CA election. Some even tried to make UML weaker. But the fact is we cannot develop provinces based on caste and ethnicity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What result do you expect from this election?</strong></div>
<div>
	CPN UML will be the largest party from this election. Our research has shown that our popularity has increased in various regions. We will win around 100 seats from first-past-the-post election system and 70 seats under proportional representation system.&nbsp;</div>',
			'published' => true,
			'created' => '2013-10-27',
			'modified' => '2013-11-11',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Former Deputy Prime Minister and Finance Minister Bharat Mohan Adhikari believes that the nation can gain economic prosperity if existing power crisis is solved. His party, CPN UML, recently unveiled its manifesto that equally focuses on national economic development agenda. The Corporate’s Janardan Baral recently caught up with him and discussed issues pertaining to party’s plan to materialize the New Nepal dream.',
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			'id' => '1974',
			'article_category_id' => '134',
			'title' => '“Economic And Technical Transparencies Are Key To Success”',
			'sub_title' => '',
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			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><img alt="Birendra bAHADUR BASNET" src="/userfiles/images/BBB(1).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 250px; height: 268px;" /><span style="font-size:16px;">Birendra Bahadur Basnet is a first generation businessman with his reputation increasing year after year. He entered into the airline business without any prior experience but today he heads a very successful airline company. When he registered his airline, Buddha Air, and started operations in 1996, he had only one aircraft that was purchased with a loan. His journey had begun with a US-made Beechcraft 1900D. Now, Buddha Air has a fleet of nine aircraft - three Beechcraft 1900, three ATR 42-320 and three ATR 72-500. Basnet spoke to Janardan Baral of The Corporate about his company&rsquo;s strategies and country&rsquo;s aviation sector. <strong>Excerpt:&nbsp;</strong></span></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are main reasons behind massive success of Buddha Air which, as of today, holds 56 percent market share of domestic airlines?</strong></span></div>
<div>
	Buddha Air is a common platform for its 700 employees. &nbsp;We continuously motivate employees to achieve success. We believe that all employees should have feeling of ownership on the company. Buddha Air gives high value to its employees for the growth of company and shares both profit and loss with its employees. I can say that collective work of employees is the main reason for the progress of Buddha Air so far.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you motivate your employees?</strong></span></div>
<div>
	All financial transaction should be transparent. Transparency creates environment of trust between employees and company management. Salary increment based on the inflation rate and performance based reward system are some ways to motivate employees in a positive manner. We provide incentives to employees. The company should hike air fare every year to meet administrative cost including salary of employees. Yet, we are committed to provide services at reasonable cost. We have started providing services from big aircraft reducing number of small aircraft. On top of all, the most important thing is economic and technical transparency. Besides, long term vision, strategies, best products and investment are equally important to make a company successful.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Buddha Air could not achieve success in international flights such as Paro, Lucknow and Banaras. What&rsquo;s your say?</strong></span></div>
<div>
	First, we have not give importance to those destinations compared to domestic destinations. Our team should have put more effort to be successful in internal market. Second, Paro of Bhutan and Lucknow of India could not be the best flight destinations for us. We failed to do good business in these destinations. The reason we decided to stop our Lucknow flight was obvious. People can get there in three hours from Nepalgunj. Passengers opt to fly to Nepalgunj and then go to Lucknow. However, Banaras has been one of the lucrative flight routes to us. We will be continuing our service to Banaras.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Indian airline companies are doing good business from Banaras flight. Can we say Buddha Air could not compete with them?</strong></span></div>
<div>
	We have not reached at the level where we can compete with Indian airline companies. Simiarly, we cannot surpass the market of Indian Airline which has been operating service in that route since decades. Yet, we did not incur loss from the Banaras flights. But, Banaras is seasonal destination due to religious reason. Keeping this fact in mind, we have decided to operate service on this routefor six months only.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It is said that Buddha Air has given less priority to the destinations of the neighbouring countries because it will start its service to other lucrative international destinations. Is it true?</strong></span></div>
<div>
	I do not decline it completely. But we will not take decision in haste. First we should have strong presence in the areas where we have been operating our services at present. We have to be very competitive to start international flights. It seems that airline companies that have been operating service in Nepal are profit oriented than service. In such situation, the possibility of profit is high in this sector. But, Buddha Air has not reached a level where it can compete with renowned international brands such as Thai, Qatar, Etihad and others. So, we will not go to the international market for next four to five years.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There is neck to neck competition in the domestic airline market. What will be your strategies to maintain your market share?</strong></span></div>
<div>
	We have established our brand image as a company which regularly pays tax, which is employees friendly and which serves a million passenger in a year. &nbsp;We will not be adding number of aircraft for the coming few years. Similarly, we have plan to sell a Beechcraft. Currently, we have nine aircraft. We will sell a 18-seater and reduced the number of aircraft to eight. Similarly, we have been trying to enhance our capacity. We have to make profit to keep our employees satisfied. So our goal is to make profit by ethical business practices.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Audit report of ICAO has showed Nepal as a high-risk zone. Private airline companies blame Nepal&rsquo;s regulator CAAN of trying to introduce an impractical rule based on the audit report. Do you agree?</strong></span></div>
<div>
	We should let regulator work independently. It has right to monitor and regulate the entire sector. But, it is not fair to disregard the flight captains in the name of new regulation. Another issue is that the regulator has made it mandatory to keep a deposit of Rs 50 million. &nbsp;This provision is not acceptable. First, regulatory body should not be politicized. It should not blame ICAO to cover its own incompetency.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>So don&rsquo;t you abide by the provisions of Air Operator Certificate Requirements which the regulator has recently introduced?</strong></span></div>
<div>
	We cannot afford same deposit amount as the international airlines are required to offer. We have already expressed our dissatisfaction over such provision. We will stop all international flights if the government tries to implement it forcefully. We cannot continue our Banaras flight by depositing Rs 50 million. The regulation which is formulated for jet planes should not be forced for small aircraft too.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal&rsquo;s airline safety situation seems deteriorating every consecutive year. Cannot we say that this is due to airline operators who are not abiding the regulator?</strong></span></div>
<div>
	Nepali sky is obviously more risky compared to European sky. Nepal&rsquo;s geography is dangerous compared to many other countries in the world. But we have failed to avoid many accidents that could have been easily avoided, such as those were caused by minor human error. Many accidents had taken place due to negligence on the part of airline companies and human resource involved in the operation. Regulator does not have sufficient manpower to monitor effectively. I do not blame this on weak legal provisions. We all should leave our habit of breaching the law. All should be abide by the regulation.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Poor operation technology is also blamed for the frequent air accident in Nepal. Do you feel so?</strong></span></div>
<div>
	Both Instrumental Flight Rule (IFR) and Visual Flight Rule (VFR) have their own procedures and rules. Crew members should follow all the process including maintaining height and distance in all flights. Similarly, some airports have some specific rules. Crew members should follow those rules too. New technology can only facilitate the process. The main question is whether we follow all due processes strictly. I think all should follow international standards while operating airlines services. Buddha Air is very much conscious about this.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In Nepal, there is no stability in the number of airline companies. How to address this problem?</strong></span></div>
<div>
	Yes it is fact. Sustainability of airline companies is a crucial question in Nepal. There were so many good airline companies when Buddha Air started its operation. Most of them have already closed down. Owners should be serious to the problems that may occur in this business for the sustainability of the company. Companies should be updated time and again. Concerned company should give special attention for the capacity building of employees.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Buddha Air is criticized as being focused on profit oriented destinations only. It has not started operation in rural areas so far though it had pledged to do so. What do you say?</strong></span></div>
<div>
	We want to start our operation in remote areas. But we don&rsquo;t have appropriate aircraft to do so. We have planned to start service in the remote areas after getting hold in the international flights. Buddha Air had tried to buy an aircraft to start service in the remote destinations but the price of aircraft skyrocketed and we could not afford that. It is bitter reality that we cannot operate service in loss. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>So what are major preconditions to start service in remote parts?</strong></span></div>
<div>
	The first condition is infrastructure. The government should invest in infrastructure. There should be road connectivity. Then, locals will have options whether to travel by air or by road. The government should be clear also regarding subsidy and other schemes to operate services in the remote parts.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>We often hear about syndicate among airline companies to fix air fare? What is the reality?</strong></span></div>
<div>
	The government has fixed the maximum ceiling on the fare. For instance, upper limit of the air fare to Biratnagar is Rs 6,700. Airline companies have been following the ceiling set by the government. I do not think there is similarity in air fare among all airline companies.</div>',
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			'description' => 'Birendra Bahadur Basnet is a first generation businessman with his reputation increasing year after year. He entered into the airline business without any prior experience but today he heads a very successful airline company.',
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			'id' => '1962',
			'article_category_id' => '134',
			'title' => '“Should Not Expect Much From NRNs Who Are Struggling Themselves Abroad”',
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	<span style="font-size:14px;"><strong>Jiba Lamichhane</strong> has been involved in business in various countries including Russia, United Arab Emirates and Nepal. It has been two years since he has been coordinating the International Coordination Council of NRNA (Non-Resident Nepalis Association). NRNA is going to elect a new executive committee from the new General Meeting which is going to be held this month. In this context,<strong> Janardan Baral</strong> of The Corporate spoke to him regarding the evaluation of his tenure and future plans of NRNA in Nepal. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you assess your two years&rsquo; tenure?</strong></span></div>
<div>
	I think it would be good to evaluate my contribution from others. As a whole, I can say we have started some good initiatives. I am committed to fulfill my promises which I had made to my friends while declaring my candidacy for NRNA. I have succeeded to implement some of my plans. Expected results have been achieved in some plans, especially in creating a mutual fund and starting social projects in Nepal. We have been in discussion with political parties to sort out the dilemma of dual citizenship and discussions are moving in a positive direction. I am sure that our concern of dual citizenship would have been addressed if a new constitution was promulgated through the Constituent Assembly Election of 2008. We could not complete some tasks though we were very eager to. Registration of NRNA is one among them. Unfortunately, we could not register the NRNA in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Though mutual investment was in your priority, it could not yield any tangible result. Why?</strong></span></div>
<div>
	We have already started work towards this end. We have registered a company with Rs 5 billion authorized capital in the last year. Non-Resident Nepalis (NRNs) have invested Rs 1 billion in the company after we invited them to invest. We will add capita as per need in the company.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>NRNs from developed countries are often blamed that they want credit by using remittance earned by those who work in Gulf countries. What is your say?</strong></span></div>
<div>
	I do not agree with this point. I am not convinced that the mutual investment plan of NRNA has failed. NRNs from all walks of life have invested in the company. There is investment from gulf countries as well as from other countries. I am so upbeat that many friends are enthusiastic to invest in the company. It will continue if we can start some positive initiatives.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have always underlined the importance of NRN investment for the development of the country. But there is no visible progress so far.</strong></span></div>
<div>
	I have put the mutual investment plan in special priority which has been the main agenda since the establishment of the NRNA. I have been saying that NRNs are yet to reach the position in which they can contribute miraculously to the development of the country. The new generation has been struggling to establish themselves abroad. We should not expect much from NRNs who are struggling to establish themselves abroad. Investment has been made from NRNs who have the capacity to invest individually. For instance, Shesh Ghale has already started investment in a five star hotel in Kathmandu. Investment is a process which continues forever. I request all to see the initiatives from NRNs in a positive light.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have also announced to start a 100MW hydropower project. What progress has been made so far?</strong></span></div>
<div>
	We have started to invest in the hydropower sector through NRN Investment Limited which was established using capital from NRNA. NRN Investment Company has taken stake of a majority of shares of the 27MW Dordi Khola hydropower project in Lamjung. We have decided to complete this project in partnership with entrepreneur Chandra Dhakal. We have been studying the possibility to start other projects.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Yet, the trust and belief of Nepali people to the NRN has declined. How do you view the situation?</strong></span></div>
<div>
	Trust and belief towards NRNs has not declined; rather it has increased. In recent days, NRNA has received recognition from the government and other agencies. There is organizational representation of NRNs in some crucial agencies including Nepal Investment Board and Economic Advisory Council of the Prime Minister. I have found that all have accepted the NRNA in a positive manner.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There&rsquo;s visible scuffle for leadership in NRNA. Who do you want to come as your successor?</strong></span></div>
<div>
	It is natural that many friends have expressed their interest to assume leadership. And, many friends are able to take the responsibility. I wish for a leadership that can continue the good image of NRNA. The network of NRNA has been expanding &ndash; we have been successful in expanding our network to 65 countries. I want a new leadership with the commitment to run such a huge organization in an efficient manner. I will be neutral during the election. The candidate will be selected through a democratic process.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Does the NRNA get blamed for turning a cold shoulder to problems faced by migrant workers in Gulf countries?</strong></span></div>
<div>
	All migrant workers are also NRNs. They have been facing so many problems but we alone cannot solve their woes. Our duty is to find the root cause and take initiative to reduce the problems. We have always prioritized migrant workers&rsquo; rights and we have been working through our welfare fund to safeguard rights of migrant workers.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>NRNA has not been registered thus far. Can the organization go ahead without a legal status?</strong></span></div>
<div>
	It is unfortunate that the organization has not got registered even though it has branches in 65 countries. We have applied six times for registration. The main reason for not being able to register is the contradiction in the statute of the NRNA and NRN Act 2064 B.S. Registration will be our main priority in the future and all sides are positive about this.</div>
<div>
	&nbsp;</div>',
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	<span style="font-size: 16px;">The 33rd National Management Convention and Annual General Meeting of Management Association of Nepal (MAN) last week elected few new personalities for its new tenure and at the same time as a part of its felicitation programme the association also recognized few personalities from the private and the government sector. Here in an interview with The Corporate&rsquo;s Eliza Tuladhar, MAN&rsquo;s newly elected president </span><strong style="font-size: 16px;">Dr Som Prasad Pudasaini</strong><span style="font-size: 16px;"> who is also the chairman of King&rsquo;s College and </span><strong style="font-size: 16px;">Bina Basnet</strong><span style="font-size: 16px;">, the founder principal of Orchid Garden Nepal who received the Women Manager Recognition award this year have talked about their experiences and their respective plans in the near future.&nbsp;</span></div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<strong><span style="font-size:18px;">&ldquo;I will do something different and productive&rdquo;</span></strong></div>
<div style="text-align: center;">
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Dr Som Pudasaini, President, MAN Chairman, King’s College" src="/userfiles/images/inter(1).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 233px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<strong>Dr Som Pudasaini</strong></div>
						<div>
							President, MAN</div>
						<div>
							Chairman, King&rsquo;s College</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size:14px;"><strong>As the new president of MAN, how do you plan to use your experience in fulfilling your responsibilities?</strong></span></div>
<div>
	I have a wide experience in both the national and international management sector. I have worked with the United Nations Population Fund as its country representative and UN advisor for Nepal. I am glad that our members have given due recognition to it by electing me as the association&rsquo;s new president. The association definitely has great expectation from me and so has the management sector from MAN. I will do something different and productive for the association.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What quite essential changes in MAN can pave way for the active participation of private sector?</strong></span></div>
<div>
	MAN should be a think tank in the area of management for both government and non-government organisation. While establishing itself as a consultant to both of these sectors, it should be able to generate new ideas for resolving management issues faced by them. We are competent but we are not being able to provide consultancy services. Besides that it is important to improve the quality of trainings that the association provides. In the near future the association will provide trainings to national priority sectors such as hydropower, agriculture and tourism. Adding to it, we also have to improve the quality of our Executive MBA program by consulting evaluation experts from within the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Besides some private sectors actors who are still unaware of MAN&rsquo;s existence and objectives, even some private sector members of MAN are inactive. Why?&nbsp;</strong></span></div>
<div>
	It is not that the private sector is not interested in MAN or the association is not interested to members from the private sector but somehow the association and the private sector have not been able to work together. During my tenure we will meet representatives of the private sector, hold discussions with them for finding the exact problems hindering their participation and possible ways to resolve them. I am confident that such initiatives will help in increasing the participation of the private sector stakeholders in MAN.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As a common forum of professionals from diverse sectors and disciplines, MAN has tremendous role to play in developing management practices. Over the years of its operation how successful has MAN been in developing positive and performance oriented work culture in Nepal?</strong></span></div>
<div>
	MAN has been here for almost three decade, it has over 2000 members of which some are life members and some are ordinary members. But only 40 per cent of the total members are actively participating in the association&rsquo;s activities. So what we have to do is take initiatives to increase the participation of majority of members, remove inactive members and provide membership to new members. MAN is well known for the award it gives and it will continue to make the selection process more rigorous and make the award more distinctive. Over the year the association has become successful to introduce new personalities and felicitate them for their work and the change they brought to the management sector. We have also introduced one more award this year to recognize and felicitate civil servant who made remarkable contribution in the public service sector.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the major training and research programme organized by the association?</strong></span></div>
<div>
	Some of the key trainings that the association provides are on financial inventory, management skill, tax and VAT. Our trainings are sometimes tailored on the basis client&rsquo;s request. We have also dome some evaluation projects for local development department and municipalities. However we still lag behind when it comes to performing serious research and evaluation programmes. This remains another of our priorities in the days ahead.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<span style="font-size:18px;"><strong>&ldquo;Recognition from the MAN has encouraged us&rdquo;</strong></span></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Bina Basnet Founder Principal Orchid Garden Nepal" src="/userfiles/images/inter1.jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 210px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<div>
								<strong>Bina Basnet</strong></div>
							<div>
								Founder Principal</div>
							<div>
								Orchid Garden Nepal</div>
						</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size:14px;"><strong>How does it feel being recognized with the Women Manager Recognition Award 2013?</strong></span></div>
<div>
	It feels great. The award recognized Orchid Garden Nepal&rsquo;s contribution in securing good future for needy children. It has definitely encouraged me to rise much more above my present efforts and to work for a cause that will help to develop our society and create better environment to secure rights and needs of children that are deprived of it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What inspired you to start a care centre for the needy children?</strong></span></div>
<div>
	Seven years&rsquo; experience as a teacher in Balmandir, Naxal encouraged me to do something for the needy children and the parents who cannot afford quality education for their children. During my tenure there, I came across many parents and guardians who wanted to leave their children thereforever so that they could get good food and education, which was quite disheartening. As a response, on August 1, 2006, Orchid Garden Nepal was establishedto take care of such children, with support from various sources. There are many private day care centres, but rarely any of them are meant to accommodate children from low profile families. We have come across so many women from such families, mostly near construction sites and vegetable markets, who are unable to work or be employed in lack of someone to take care of their children. To address this issue we came up with the idea so as to build the future of their children at our care centre.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have been working in this sector for a long time. How tough it has been accommodate the children and gather support and funds to take care of them?</strong></span></div>
<div>
	It has been almost nine years since we started the Orchid Garden Nepal at Kalopool and it was definitely not an easy task. We started with around 15 children and nowadays we are taking care of 180 children from early morning that is from eight in the morning to six in the evening. We do not have extended summer and winter vacations as our target group of children belong to a group of families that rarely can afford such holidays. We receive funds from various sources and volunteers have been always supporting Orchid Garden Nepal. Volunteers work here for maximum three months. Last year 122 volunteers supported us in catering to our objective.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Now that your work has received such recognition, do you have any plans to extend Orchid Garden Nepal&rsquo;s to more such children and families?</strong></span></div>
<div>
	Ofcourse, the recognition from the Management Association of Nepal has encouraged us and we are planning to open new centres in New Road and Kalimati area. This will require around Rs 4 million annual budget. We are trying to bring together these funds, as it will&nbsp;</div>',
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			'created' => '2014-02-18',
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			'description' => 'The 33rd National Management Convention and Annual General Meeting of Management Association of Nepal (MAN) last week elected few new personalities for its new tenure and at the same time as a part of its felicitation programme the association also recognized few personalities from the private and the government sector.',
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			'id' => '2563',
			'article_category_id' => '134',
			'title' => '‘The Corporate Sector Must Lead MAN’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Janak Raj Shah</strong> is the president of Management Association of Nepal (MAN) which is organizing its 33rd National Management Convention and Annual General Meeting (AGM) today (February 7).<strong> Akhilesh Tripathi</strong> of The Corporate caught up with Shah, a former National Planning Commission member, for an interview. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the objectives of MAN? How successful has MAN been to achieve its objectives?</strong></span></div>
<div>
	Established in 1979, MAN is a nongovernmental organization and the apex body of management professionals in Nepal. It&rsquo;s a think tank with active support of the country&rsquo;s corporate sector. It has a strong membership base of over 2,000 individuals and 250 institutions from different disciplines and sectors of Nepali economy and society. It also provides policy recommendations to the government.</div>
<div>
	&nbsp;</div>
<div>
	The main objective of MAN is to apply, develop and promote management science and make necessary arrangements to offer such knowledge in Nepal. The other objectives are: bringing professionals and institutes related to management development under one umbrella through networking so as to facilitate interaction, innovation and pro-active involvement for promoting management professionalism; consolidating management development through education, training, research, consulting and information services; and keeping members informed of new developments in professional management approaches and their uses.</div>
<div>
	&nbsp;</div>
<div>
	MAN has been pursuing various activities to achieve these objectives for the last 33 years. These activities include interactive sessions, researches/studies and consultancies, EMBA program, professional training courses, bestowing management awards, membership expansion drive, institutional networking and so on.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>MAN executive committee and its general membership are dominated by bureaucrats. Why is the participation low by the corporate sector?</strong></span></div>
<div>
	The situation was like that in the past. For a long time, the pro-activeness of bureaucrats contributed a lot to MAN&rsquo;s activities. The situation has started to change now. The number of MAN members from the corporate sector has been increasing. They are contributing to MAN&#39;s activities directly and indirectly. I am of the opinion that the corporate sector must lead MAN as per its vision and objectives. Realising this fact, we are inviting managers from the corporate sector to participle in MAN&rsquo;s activities.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your achievements as MAN President for two consecutive terms?</strong></span></div>
<div>
	I have successfully completed two terms as MAN President. I am satisfied with the performance of MAN. However, we have to do a lot in the time to come. &nbsp;We have worked for preparing and implementing MAN&#39;s strategy to increase its height in the field of management development. We are successfully running an EMBA programme of Purbanchal University. We have been able to open MAN&#39;s Chapters in Pokhara, Dhangadhi and Biratnagar. I am optimistic that other Chapters will be opened in other parts of the country. One of MAN initiatives, the Management Development Campus, was able to receive the Best B-School Award 2010 from the CMO Council. As the president of MAN, I received the &#39;Golden Star Academic &amp; Educational Excellence Award 2013&#39; under Education Leadership Award at the &lsquo;World Marketing Summit, Malayasia 2013&#39; - a Philip Kotler Initiative for a Better World.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the things that you wanted to do but couldn&#39;t do because of various reasons?</strong></span></div>
<div>
	I had a dream of having MAN&rsquo;s own building to expand its activities smoothly and efficiently. During my tenure, I could not materialize this dream of infrastructure development. The participation from the corporate sector in MAN&#39;s activities is limited. However, I tried my level best to bring the private sector, more specifically the corporate sector, to this forum. The government&rsquo;s support to MAN&#39;s activities is not adequate though the government has helped us by sending students to our EMBA programme and providing us some grants every year.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the international organizations that MAN is affiliated with? What benefits in terms of knowledge sharing has MAN got from this affiliation?</strong></span></div>
<div>
	MAN is one of the founding members of the Asian Association of Management Organizations (AAMO) which is working in the Asia Pacific region. It has also close links with the American Management Association (AMA), All India Management Association (AIMA), North India Management Association (NIMA) and many others. We have also signed MoUs with other national and international organizations such as AAMO, Rai Foundation, and NIMA for scholarship programmes. These linkages have helped MAN to have access to information on the best management practices and techniques available in other parts of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are MAN&rsquo;s challenges?</strong></span></div>
<div>
	Resource constraint is the main challenge which has affected the sustainability of MAN&rsquo;s activities. Limited participation of Man&rsquo;s members in its activities is another challenge. Having MAN&rsquo;s own building is yet another challenge. This has been my dream as well. To turn the dream into reality, we made our level best efforts and even requested the government to provide us land in the &lsquo;right to use&rsquo; (BHOGADHIKAR) mode as other similar non-governmental organizations have got land from the government. But this process is yet to reach a logical conclusion. If we could meet these challenges, MAN&rsquo;s activities could be run in a sustainable way.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your expectations from the new Executive Committee?</strong></span></div>
<div>
	I have many expectations from the new executive committee to be elected. I am optimistic that new team will add some bricks for the overall development of MAN. The prospective executive committee members in scene are well-known professionals from different sectors and as dedicated successor they deserve to lead the MAN ahead. So I shall be more than happy to handover MAN to the new team. I would like to suggest to the new team that they should focus themselves on MAN activities such as adding value to trainings, EMBA programme and research. MAN&rsquo;s roadmap is clear with its strategic vision and objectives. But it needs to be backed by the action plan which is lagging behind. Therefore, they should create an environment and motivate MAN members to contribute by participating in the various sub committees. Equally, the attention should be given to infrastructure development of MAN. For your kind information, I also will be there as the part of team as an executive member in the capacity of Immediate Past President (IPP). MAN believes in togetherness and cooperation, so again it is my pride to be there to contribute to MAN in the future as well.</div>',
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			'description' => 'Janak Raj Shah is the president of Management Association of Nepal (MAN) which is organizing its 33rd National Management Convention and Annual General Meeting (AGM) today (February 7). Akhilesh Tripathi of The Corporate caught up with Shah, a former National Planning Commission member, for an interview.',
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			'id' => '2504',
			'article_category_id' => '134',
			'title' => '“DANIDA Is Striving To Improve An Enabling Environment For The Business Sector”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;">Nepal became a priority country for Denmark in 1989 and a long-term partnership was established. Through this partnership, Denmark aims to contribute to poverty reduction, political stability and to strengthen inclusive economic growth and access to renewable energy. In an interview with The Corporate&rsquo;s <strong>Gaurav Aryal</strong> and <strong>Sanjeev Sharma</strong>, the Ambassador of Denmark to Nepal, <strong>Kirsten Geelan</strong>, talked about DANIDA&rsquo;s projects in Nepal. She also talked about Danish development policy paper for Nepal for the years 2013-2017. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It has been 45 years since Denmark-Nepal bilateral relationship has been established. How do you evaluate this friendly relationship?</strong></span></div>
<div>
	Denmark and Nepal have been in a mutually beneficial and cordial bilateral relation for almost half a century. The Danish engagement in Nepal over these years has developed and matured considerably. We now increasingly work with Nepali national partners. We see much higher degree of national ownership and involvement in our development activities and considerable improvement of national skills and competences when compared to the early days of our collaboration.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Denmark has a quite a few successful examples of Business to Business (B2B) Cooperation like Carlsberg. How do you think such partnerships can be enhanced in the days to come?</strong></span></div>
<div>
	We hope that the match making event between Danish and Nepali businesses scheduled for March, will assist in finding new ways of increasing business collaboration between Danish companies and Nepali partners. We have identified six sectors as potential ones, namely agriculture, tourism, handicraft, IT, waste management and health. The idea of the business partnership is to create jobs, strengthen competitiveness and promote corporate social responsibility in developing countries. The initiative aims for that sort of overarching objectives while providing Danish companies with new markets and opportunities to save costs, hire human resources at cheap salaries and provide access to raw materials. We have seen some success stories in Nepal. Wehave a very well known Danish fruit and juice producing company teaming up with a Nepali company in Bhaktapur to produce organic juice and ice cream.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you view the progress of DANIDA projects in Nepal?</strong></span></div>
<div>
	There are no shortcuts or blueprint solutions to long-term sustainable development. Nevertheless, there are some lessons learnt. We have seen thatprojects and programmes developed through long-term partnership, even in a preparatory phase, is an important prerequisite for long term and sustainable outcome. Working with national partners and having their involvement throughout projects is another important aspect for national ownership.</div>
<div>
	&nbsp;</div>
<div>
	We are not an implementing agency. We work with local co-partners in order to strengthen capacity of local partners and local government institutions to pave the way for sustainable development. We have done so in the past and will continue it in the future. We work very closely with the local government,which is an important partner in the development of Nepal.</div>
<div>
	&nbsp;</div>
<div>
	Another lesson learned is on monitoring and resource management system, where we have developed considerably in our approach. We need to focus on constant monitoring of output, activities and impact, not just on the list of activities. Development has moved from a very simple straightforward project to big complicated phenomenon, covering numerous sectors and programmes. Another important lesson is we have to be working not only with national partners but also with other donors. We are constantly looking at the possibilities of basket funding, strengthening equal operation with other bilateral and international donors.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Private sector&rsquo;s role in the development programmes has tremendously increased over the years. How is DANIDA recognising this role in its new 2013-2017 programme?</strong></span></div>
<div>
	In this new inclusive growth programme, we will be focusing on developing agriculture with priorities in three key sectors namely tea, ginger and dairy in seven districts of eastern Nepal. We will increase value added chain, enhance infrastructure and work closely with district authorities in improving the enabling environment for the&nbsp;</div>
<div>
	business sector.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Some of the important programmes of DANIDA such as Education Programme, Human Rights and Good Governance Programme and Peace Support Programme concluded in 2013. How do you assess the achievements of these programmes?</strong></span></div>
<div>
	We have been working in the education sector in Nepal closely with the government for 20 years. Over these years, we have seen impressive gains in the education sector. We are very pleased to be part of that development. We have seen literacy rate rising from very low to significantly high. More importantly, we have seen an increase in female literacy rate and enrolment of girls in school. It is fair to say that with our assistance, Nepal has moved from fragmented and limited education sector to much more comprehensive and coordinated approach. So, that is some achievement we are very proud to be part of.</div>
<div>
	&nbsp;</div>
<div>
	In terms of human rights and governance, we have been very active key player in peace building process. We have supported Nepal Peace Trust, UN Peace Fund and have been instrumental in the successful integration of Maoist combatants into the Nepali Army. We have established a long-term partnership with Election Commission. We were very supportive to the recent elections. We have also worked very closely with the National Human Rights Commission and supported their important task in handling various complaints of human rights abuses. We have worked and will continue to work with civil society organisation particularly with regards to human rights. We have seen improvement in gender rights and situation of marginalised groups, particularly Dalits.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA had been supporting the Government School Sector Reform Program (SSRP). However, some of the targets of this programme are yet to be met and thus, it is extended for another two years. Why did DANIDA decide to stop supporting the education sector?</strong></span></div>
<div>
	We have two priorities in our development assistance programmes: human rights and inclusive and green growth. That is in one of the reasons why the decision was taken in Copenhagen not to continue our engagement in education sector. Having said that let&rsquo;s not forget Denmark as EU member country is continuing to support education sector in Nepal through the activities of EU.</div>
<div>
	&nbsp;</div>
<div>
	We have been criticized for shifting our engagement in Nepal from the education sector but it is important to remind ourselves that this is a decision that has been taken in Copenhagen by the Ministry for Development Cooperation. It was a slight policy shift when we had a new government in Denmark, a couple of years ago.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA has shifted its focus to renewal energy sector in Nepal. What is the progress so far?&nbsp;</strong></span></div>
<div>
	More than a million households have been benefitted from our efforts to accelerate access to renewable energy technologies in Nepal. We have worked for quite a number of years since late 1990s in Nepal&rsquo;s energy sector. We have delivered concrete results with our long-term partners, Ministry of Science, Technology and Environment and Alternative Energy Promotion Centre. We have seen improved technologies in terms of improved cooking stoves, solar systems and small hydropower plants changing the lives of millions of people. We also hope to be able to do so in our new inclusive growth programme to create even stronger synergy with renewable energy programme in tapping the experiences gained already.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA in its policy paper for 2013-2017 has prioritised poverty reduction through support on green and inclusive economic growth. How easy or difficult you find meeting this target as green economic growth is still a challenge for developed countries?</strong></span></div>
<div>
	Apart from the renewable energy programme, we will be embarking on a new inclusive growth programme. It is a programme that will run over five years and has a huge budget of 400 million Danish Kroner. Green growth is a challenge for all countries. In a country like Nepal, challenge is to reconcile the country&rsquo;s need for rapid growth and poverty alleviation while avoiding damage to the environment. This is where we see the new programme making a difference to local communities. It is not a very big programme. The approach is to support local programme that is implemented by local districts and with specific poverty alleviation dimension. Over the years, the programme will be able to support the value added chain in conjunction with supply and finance and improved infrastructure.</div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<span style="font-size:16px;"><strong>Trade/Investment</strong></span></div>
<div>
	Nepal&rsquo;s exports to Denmark include handicrafts, silver products, ready-made garments, woolen goods, paper and paper products, etc. and major imports are machinery and parts, medicine and medical equipment, industrial raw materials, food and edible items, etc. from Denmark. The following figure shows that Nepal&rsquo;s balance of trade with Denmark is negative, except for the year 2012:</div>
<div>
	&nbsp;</div>
<div>
	<img alt="TRADE / INVESTMENT" src="/userfiles/images/inter%20(Copy)(1).jpg" style="width: 550px; height: 155px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<div>
		Under Danish investment, a total of 21 joint ventures were established until July 2012 which had an FDI of Rs. 198 million and created 969 jobs.</div>
	<div style="text-align: right;">
		(Source: Ministry of Finance, Nepal)</div>
</div>
<p>
	&nbsp;</p>',
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			'description' => 'Nepal became a priority country for Denmark in 1989 and a long-term partnership was established. Through this partnership, Denmark aims to contribute to poverty reduction, political stability and to strengthen inclusive economic growth and access to renewable energy. In an interview with The Corporate’s Gaurav Aryal and Sanjeev Sharma, the Ambassador of Denmark to Nepal, Kirsten Geelan, talked about DANIDA’s projects in Nepal.',
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			'title' => '“Customers And Staffs Are The Strength Of Everest Bank”',
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	&nbsp;</div>
<div>
	<span style="font-size:16px;">Founded in 1994, Everest Bank is one of the leading banks of Nepal. With the business of above Rs 10,000 crores, this bank has been able to maintain 3rd position in terms of net profit. It was the highest tax payer among commercial banks for the fiscal year 2068/2069. The bank has also been awarded the Asian paints New Biz award for being the Best Managed Bank. In an interview with The Corporate, <strong>A.K Ahluwalia</strong>, the CEO of Everest Bank talked about his journey with the bank for the past six months and about the bank&rsquo;s present and future status. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you evaluate your work so far in Everest Bank?</strong></span></div>
<div>
	First of all, I would like to wish all the readers a very Happy New Year. I have been here for the last six months. When I joined, the bank was already a name to be reckoned with. It has built a good reputation and a niche for itself in the market. My first effort was to maintain that and the second, to take it forward. So, reflecting now, I think I have been successful in retaining &amp; enhancing the reputation of the bank. By the time I complete my first year here, the bank will have added more value to its service and reputation.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Everest Bank had last year started an agro-specialised branch &lsquo;Krishi Udhyam Bikash Sakha&rsquo; in Rajbiraj. How is this branch doing?</strong></span></div>
<div>
	The branch is doing well. When other banks were not even thinking of agriculture, Everest Bank was the first one to act and went to the extent of opening a specialized branch for agriculture financing. The branch is operating well and has made lots of finances in the agricultural sector. However, we have not restricted ourselves to that branch only. We are doing agricultural financing in other branches through cooperatives and in some cases, directly to farmers also. We understand that agriculture&rsquo;s role the Nepali economy is paramount and that is why we are focusing on it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You talked about expanding agro-specialization to other branches as well. Which branches have this specialization?</strong></span></div>
<div>
	We have already started it in Biratnagar, Narayanghat and Birtamod. We are financing it through cooperatives and they are doing very well.</div>
<div>
	&nbsp;</div>
<div>
	Your Bank had also started a scheme to provide free debit card to school children through Freedom Account. How would you evaluate this scheme?</div>
<div>
	Our freedom account is doing very well. Besides that, we also have Nari Bachat Khata for women. So, these schemes are basically tailor-made for specific segments of the society taking care of their specific needs. All our branches are promoting these schemes. They are operating very successfully.</div>
<div>
	&nbsp;</div>
<div>
	Freedom Account is an account that requires a minimum of only 100 rupees and it gives children the freedom to use debit card. There are more than 15 thousand accounts under the Freedom Account. Overall, Freedom Account is running very well and we are planning to come up with more of such products for other segments of the society.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal Rastra Bank (NRB) is pursuing to implement its plan to introduce interest rate spread restriction on banks, despite opposition from the bankers. What is your stance on this?</strong></span></div>
<div>
	As far as our bank is concerned, we are operating on the prescribed spread only. Thus, it is not such a big issue for us. &nbsp;There is no question of Bankers opposing any directive of the Central bank; it is just a feeling being conveyed that their profitability may be affected if they are restricted. If a bank wants to open a new branch, they have to go for additional staff for that branch. The branch will definitely take some time to come into profit. Banks open new branches to expand their reach and unless their branches are opened in all the corners of the country, financial inclusion will not take place. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, all the money that the bank raises from the public is not going to be put into advance. In fact, only 80 per cent of the amount that banks raise from the public can be given the shape for advances. But, what about the remaining 20 percent which hardly earns any return, So, that 20 percent needs also to be taken into account for calculating any spread.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Now, the banking sector is flooded with excess liquidity. How is the latest situation in Everest Bank?</strong></span></div>
<div>
	Due to increase in the value of US$ and also elections extra liquidity is there with the Banks. When there is any kind of instability in the economy, people don&rsquo;t want to invest or expand. They look for the opportune time. That is also the reason that the credit off-take gets affected. If there is no credit off-take, it is obvious that the banks will have more liquidity. I think it will take around 2 months for the system to absorb the liquidity because by then, entrepreneurs will be confident to invest in new ventures or expand the existing business and the economy will be stable.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What sets Everest Bank apart from all the existing banks in Nepal?</strong></span></div>
<div>
	As of now, Everest Bank is looked upon as a very strong bank. The strength lies not only from the deposits we have and the advances we make, but also from our transparent decision making process. We also try to evaluate all the projects sincerely so that the incidence of default is reduced. Secondly, our staff is very friendly and courteous. They provide the best possible service to the customers and are always open for improvement. As a result of this, there is a constant relationship between the customers and the banks. Wherever I go, I find people who say that they started banking with Everest Bank since inception and that they find no reason to go elsewhere. So, that is the strength. Satisfied Customers and courteous staff are our biggest strength. It is the result of this that the bank did very well last year. We did a business of more than 10,000 crores with a profit of more than two hundred forty crores which is an achievement by itself.</div>
<div>
	&nbsp;</div>
<div>
	Another thing is our involvement in CSR activities. We provided free drinking water facility at Geta Eye Hospital in Dhangadhi and also at Janaki Mandir, Janakpur and also provided digital display and monitor at Pashupatinath Temple. We supported the flood victims of Western region and have been organizing free health checkup camps every year. Besides we have sponsored number of awards to encourage schools, colleges, sportsmen, music, culture and health professionals in their pursuit for excellence. &nbsp;All in all, we are very sincere and alive about our CSR activities.</div>',
			'published' => true,
			'created' => '2014-01-06',
			'modified' => '2014-01-20',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Founded in 1994, Everest Bank is one of the leading banks of Nepal. With the business of above Rs 10,000 crores, this bank has been able to maintain 3rd position in terms of net profit. It was the highest tax payer among commercial banks for the fiscal year 2068/2069. The bank has also been awarded the Asian paints New Biz award for being the Best Managed Bank. In an interview with The Corporate, A.K Ahluwalia, the CEO of Everest Bank talked about his journey with the bank for the past six months and about the bank’s present and future status. Excerpts:',
			'sortorder' => '2319',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2452',
			'article_category_id' => '134',
			'title' => '“In The Long Run, Ethics Pays”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Prof C Panduranga Bhatta</strong> is a Professor and founder coordinator of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999. In an interview with The Corporate&rsquo;s <strong>Angila Sharma</strong>, he discussed core principles of business ethics and its relevance in the present context. <strong>Excerpts</strong></span><strong>:</strong></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Generally business ethics and CSR are treated as synonymous. How to distinguish them?</strong></span></div>
<div>
	Before the introduction of the term Corporate Social Responsibility (CSR), business ethics&rsquo; definition was limited to not doing corruption in business. But now, business ethics is defined and understood in a broader way and includes Corporate Social Responsibility. So, I would like to say that CSR is one of the aspects of business ethics. As such, the business houses that are active in their CSR can be called ethical because they have realized that they have a duty to perform.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Earlier, business houses would conduct business in an ethical manner but would not be concerned with the community. But, now, they should also be concerned with the society because they make profit because of the ordinary people around them. So, CSR is a part of business ethics.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The popular view including that of the government is that business ethics and profit making cannot go hand in hand. What is your opinion on this?&nbsp;</strong></span></div>
<div>
	This is the biggest mistake people are making. We can take examples of corporations in the international arena that are making profit ethically. Ethics means taking care of the safety of the products; it means you don&rsquo;t do wrong to the customers through your products. Business ethics means that corporations allocate certain amount of their profit for the betterment of the people. So, the corporations, which are conducting business in an ethical manner, also earn profit.</div>
<div>
	&nbsp;</div>
<div>
	This issue can be looked upon in two ways. It depends on the business corporation whether it is looking at the short term or long term. Short-term business means operating for a small period of time, earning profit in any manner and then shifting to a new place. We describe these kinds of businesses as &lsquo;fly by night operators&rsquo;. This type of activity is completely unethical and we do not consider these types of activities as business. We are talking about business corporations that operate for a long period of time. Such business corporations do not limit themselves to stopping corrupt activities, but widen their view to the entire society. Thus, in the long run, such business houses survive, make profit and are considered as ethical business firms. In the long run, ethics pays.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In today&rsquo;s competitive world, how can business houses gain comparative advantage through practicing business ethics?</strong></span></div>
<div>
	Globalization can give you advantage as well as disadvantage. Firstly, if you are an ethical company, you are welcomed everywhere. This is because of the reputation of the business house which is built on ethics. Business houses have to take care of ethics. For example: Infosys is a company that is present throughout the world. They have a motto that says &lsquo;Powered by Intellect; Driven by values&rsquo;. They have been practicing it and people have been watching their loyalty towards their motto.If people are convinced, they will accept the company. This way the business houses can gain comparative advantage. Their ethics provide them the comparative advantage.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What innovative methods are being practiced or developed to instil human values in the management of business organizations?</strong></span></div>
<div>
	Human Values is a very comprehensive term. It includes the behaviour of the business houses towards its customers, employees, community and the environment. The business house has to be concerned about the environment and the community while practicing business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Business houses can instil human values in their practice through the development of caring attitude.Any business houses should consider human beings as their first priority.As a businessperson, relationship matters a lot. If business houses fail to maintain good relationship with the employees, customers and the community, it fails.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you see the situation of business in South Asia?</strong></span></div>
<div>
	The situation is picking now because of globalization. People are exposed to the activities of business houses.Earlier, the situation was such that business houses would carry out their work in an unethical manner and to cover it up, they would do some charity and give donations. But, now, how any corporation makes business is noticed and reported.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Another thing that is improving the situation is the international ranking. Every business house wants to participate in the international ranking. For example: Transparency International ranking.The moment you perform corrupt activities or you compromise with the safety of the employees and customers, you are ranked in the top of the most corrupt company. Earlier, companies were not concerned with the country&rsquo;s image, but now, companies are tied up with the country. If the country does not have good image, nobody would want to do business in that country. Countries are the conglomerates of certain companies. This has helped in improving the situation of business ethics in South Asia and rest of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Marketing profession is derided as an example of unethical business practice. What is your suggestion to this professional field for overcoming this challenge?</strong></span></div>
<div>
	In marketing, what matters the most is the product. Communication becomes very important while marketing. If you are giving false information to the consumers while selling the product, then, you lose reputation. If you are marketing a product that does no harm to the consumers, then it is not unethical.</div>',
			'published' => true,
			'created' => '2014-01-20',
			'modified' => '2014-01-27',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Prof C Panduranga Bhatta is a Professor and founder coordinator of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999. In an interview with The Corporate’s Angila Sharma, he discussed core principles of business ethics and its relevance in the present context. Excerpts:',
			'sortorder' => '2295',
			'image' => null,
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	(int) 5 => array(
		'Article' => array(
			'id' => '2318',
			'article_category_id' => '134',
			'title' => '“We Don’t Believe In Transactional Selling, We Believe In Relationship Building”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">TE Connectivity, one of the leading connectivity companies around the world, is a $13 billion world leader in the field. With nearly 90,000 employees in over 50 countries, the company designs and manufactures electronic connections for the world&rsquo;s leading industries including automotive, energy and industrial, broadband communications, consumer devices, health care, aerospace and defense. On 20th December 2013, TE Connectivity officially launched itself in Nepal in a partnership with Shrestha Amrit Traders Pvt Ltd (SAT). In an interview with The Corporate&rsquo;s <strong>Rashika Pokharel</strong>, TE Connectivity&rsquo;s <strong>R Murugesan</strong>, Country Sales Manager, India and SAARC, talked about TE&rsquo;s journey around the world and its plans in Nepal. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Tell us about TE Connectivity&rsquo;s history</strong></span>.</div>
<div>
	We are the global leaders in terms of connectivity and computer networking products. The company was started in 1945 and it was originally known as AMP net connectivity. In the year 1999, TYCO International took over the company and then, was known as Tyco Electronics. However, after couple of years, the company was renamed as TE Connectivity. We make connectivity products irrespective of the industries. We produce consumer appliances such as mobile phones and other household appliances. We are focusing on computer networking products and cabling products which is a lifeline for all other cabling networks. We provide cabling for office networks, data centers and large campuses. We mainly focus on Local Area Networks (LAN) though we also have wireless services. We have complete product range for telecommunication networks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Briefly describe about TE&rsquo;s operation globally.</strong></span></div>
<div>
	We manage companies in India and other SAARC countries. We have good operation in Srilanka, Bangladesh and Bhutan. We make our selling through distributors and system integrated partners. Some of our integrated partners in India are: HP, IBM, Wipro Infotech. They buy our cabling products and other networking instruments and install in customer premises. Our head quarter is in USA and have office in India also. We manage business from India. We have got 36% of market share in India.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the reason for choosing Nepal in particular for business expansion?</strong></span></div>
<div>
	Nepal is very potential market because the telecommunication market is rising here. This is the reason we see Nepal as an important market. Future prospect is good for our company here. Since the last one year, we are focusing on Nepal&rsquo;s market. We have identified SAT as our business partner. SAT will be funding our business in Nepal. The reason for our visit is to educate and inform our partner as well as the people of Nepal about our products and their usage. We have planned to focus on office networks in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	Nepal is widely known for its tourism and hospitality. They need wide networking services and we provide that. We have planned to focus on office networks and data cabling here. As offices require LAN and use fiber optic products, we are trying to supply it in Nepal. Though we officially launched TE Connectivity on 20th December this year, we have been studying the market since last year. We are doing Surya Nepal project here which is also an ICT company. Basically, we will be focusing on Banking and Financial Institutions, along with hospitality and tourism industry clients. We will be working on government projects also. We are planning to establish a connection between various districts, as part of our government project.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the idea behind your success? How is it different from other companies?</strong></span></div>
<div>
	The first thing is that our organization is committed. Secondly, we have got right people to manage the business. Finally, it is our products. These three factors have helped our company to become successful. We understand technology very well and it is definitely a plus point for us. Moreover, we don&rsquo;t believe in transactional selling, we believe in relationship building.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The tech market has been suffering from fast changes. As such, how is TE Connectivity keeping its &nbsp;pace with the pace of change?</strong></span></div>
<div>
	The TE Connectivity team is a part of Standard Committee and so, whenever a new technology comes in, our company is updated about it. Our company has been investing much amount on R&amp;DT (Research and Development Test). Our team is working on finding out new technologies and we are also trying to cope with that. We are an innovative company with global recognition for our services and products. The demand for our products in the global market justifies that our products are unique and good. 24 per cent of our business globally comes from the products that we have produced in the last three years. This clearly states that we are ahead in the market and we are proud of that. Our diversity in the products is helping us to handle the market situation. Of course, there are turbulences, but we are not suffering from that.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your business strategies for Nepal?</strong></span></div>
<div>
	Our main strategy in Nepal will be educating the people about technology. We are planning to conduct more workshops to acquaint the people with new technology. We are committed towards this aim, rather than only selling our products. We have different levels of training programs. Our strategy is that once people understand our technology, it will be easier for us to sell. We want to educate the customers so that they understand technology well before investing in it. This way they will invest in the right product.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As the head of TE-SAARC, what are TE&rsquo;s future prospects in South Asia?</strong></span></div>
<div>
	Product sales is good in South Asia. If we see whole South Asia, communication era started some time back. There are still more advancements to happen regarding automation. If we look at South Asia in terms of automation, only 10 percent achievement has been made. We have huge potentials to harness in the years to come. There are so many government and educational institutions that have to be automatised. &nbsp;5 or10 years down the lane, Nepal and India will have automatised infrastructures. In Nepal, the telecommunication industry has already started using such technology. Therefore, Nepal has huge potential and it will definitely grow ahead.</div>',
			'published' => true,
			'created' => '2013-12-23',
			'modified' => '2013-12-31',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'TE Connectivity, one of the leading connectivity companies around the world, is a $13 billion world leader in the field. With nearly 90,000 employees in over 50 countries, the company designs and manufactures electronic connections for the world’s leading industries including automotive, energy and industrial, broadband communications, consumer devices, health care, aerospace and defense. On 20th December 2013, TE Connectivity officially launched itself in Nepal in a partnership with Shrestha Amrit Traders Pvt Ltd (SAT).',
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		'Article' => array(
			'id' => '2269',
			'article_category_id' => '134',
			'title' => '“We Are Trying To Employ Nepalis  In Our International Projects”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">CE construction is one of the leading construction companies in Nepal. Established in 1992, the company has acquired tremendous experience and growth. Presently the company is expanding its foothold in the international construction market too. The Corporate&rsquo;s <strong>Angila Sharma</strong>, recently discussed issues surrounding the overall construction scenario of Nepal and the company&rsquo;s future plans with its Chairman and M.D, <strong>Bijay Rajbhandary</strong>. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the business scenario of Nepal&rsquo;s construction sector?</strong></span></div>
<div>
	Nepal is a developing nation and so, it is much occupied in the construction sector to meet its development infrastructural needs. We have contributed a lot to the development of the nation and still have a lot to do. Our priority is to set benchmark for building infrastructures in various development sectors. We believe that construction business has an important role in taking Nepal&rsquo;s development agenda to the next level. But, matters like political instability obstruct our vision. Basically, construction sector is doing well in Nepal. It is a sector with no limitation for growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How is the business scenario after the CA elections?</strong></span></div>
<div>
	As far as I have seen and known, it is good. We can assess the whole scenario only through economic indicators. Presently the scenario is positive and progressive. We are yet to see the changes that have been promised. For now, I believe that we can expect economic growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Kathmandu is squeezing at a fast pace. How can the industry expand beyond it?&nbsp;</strong></span></div>
<div>
	Construction is not limited to constructing buildings only. Kathmandu may have the problem of space. But, that makes no difference to the construction sector because it is beyond constructing buildings. Kathmandu is a congested place that faces traffic problems every day. As such, we can invest in constructing roads and flyovers. Construction is not limited to a specific area, it can cover a community or a country. It can also be understood in terms of hydro-electricity production, construction of transmission lines, bridges, health institutions and other infrastructural setup. It is firstly very essential to understand that construction does not simply mean building of houses. Secondly, there is a wide scope for construction business in Nepal which is yet to be explored and utilized.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your business expansion plans?&nbsp;</strong></span></div>
<div>
	We are planning to take our projects to other cities in Nepal. Along with that, we also have a project named &lsquo;Beyond the Boundaries&rsquo; under which we are currently working in Qatar. We are trying to expand our reach in Bhutan and Tibet. Our expansion strategy includes using latest construction technologies that are permitted by the law of that land. As far as the host nation&rsquo;s policy allows, we are trying to employ Nepali human resources in our international projects. We have pioneered in using latest construction technologies and this, we think, will assist the nation in gaining expertise in construction business sector too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What new construction technologies are you using?&nbsp;</strong></span></div>
<div>
	Across the world, one of the major technologies used in the construction project cycle is project management. It is important to apply project management tools to complete projects on time. Project completion in Nepal is complex due to demand for quality services within a very limited time period. Project Completion generally consists of planning tools, monitoring tools, methodologies and the application of equipment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Are the existing real estate policies conducive? What changes would your recommend?&nbsp;</strong></span></div>
<div>
	Policies should be changed periodically corresponding to the needs and demands of time. Recently, government has come up with a policy of 45-days approval of land. Previously, there was no time frame for land approval and transfers and that burdened buyers with interest. This policy has helped in minimizing the burden of interest on the buyers.</div>
<div>
	&nbsp;</div>
<div>
	Government, however, has to come up with new policies which can foster the growth of the construction sector. Government has to pass laws that allow foreigners to buy apartments in Nepal. Apartments and real estate is an unavoidable solution to organize the cities here in Nepal. It has to facilitate us with proper policies for developing essential infrastructure. It should be able to provide subsidies and security to the private sector.</div>
<div>
	&nbsp;</div>
<div>
	Likewise, government land should also be used for infrastructural development. Through active participation of private and public sector, we can build well-organized residential areas that are facilitated with recreational areas and essential services. Existing crowded city areas could be transformed into modern business centres. This needs government&rsquo;s active participation in dealing with stakeholders and in managing their relocation in new residential areas. This can be achieved only when there is political stability in the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your ongoing projects?&nbsp;</strong></span></div>
<div>
	Right now, our projects include hotels, shopping complexes, institutional projects and apartments. Similarly, we are working on 15 real estate projects. We are expecting some big projects in the near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is your future strategy for the growth of this sector?</strong></span></div>
<div>
	We believe that major volume of construction business should be conducted by Nepali people themselves rather than depending upon foreign constructors. For this, we have to prepare them. This requires establishment of training institutes, project management workshops and other practical means of learning. If we train these people properly, we will be able to deliver quality services at minimum prices and that too within a very short span of time. We will be role models in the construction sectors all over the world if we can provide quality training to the manpower in our nation.</div>',
			'published' => true,
			'created' => '2013-12-16',
			'modified' => '2013-12-23',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'CE construction is one of the leading construction companies in Nepal. Established in 1992, the company has acquired tremendous experience and growth. Presently the company is expanding its foothold in the international construction market too. The Corporate’s Angila Sharma, recently discussed issues surrounding the overall construction scenario of Nepal and the company’s future plans with its Chairman and M.D, Bijay Rajbhandary. Excerpts:',
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	(int) 7 => array(
		'Article' => array(
			'id' => '2228',
			'article_category_id' => '134',
			'title' => '“Government Is Supressing Private Sector’s Growth”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">Private sector is a crucial component and contributor to national development. However, sometimes it fails to play proper role. <strong>Dr. Kamal Raj Dhungel,</strong> Associate Professor of Central Department of Economics, Tribhuwan University, recently discussed existing relationship between private sector and government and investment climate in Nepal, with The Corporate&rsquo;s <strong>Angila Sharma, Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What can the Nepali economy expect from the success of the recent CA elections and the formation of a new government?</strong></span></div>
<div>
	In this historical election, no party gained majority and so the government will be a coalition one. If the coalition government comprises of CPN-UML and Nepali Congress, it will be beneficial for the private sector. It was evident in the 90&rsquo;s. During that time, this team had come up with liberalization policy and had made efforts to lead the economy towards prosperity. There were many bottlenecks and as such, this policy failed. So, if the parties in the higher position can now give continuity to the same policies and can implement them with effective monitoring, private sector will flourish leading to development of various parts of the economy.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, we can also expect good things from the upcoming government. But, for this, a single party or a combination of some parties cannot do anything. For the prosperity and economic growth of this nation, all political parties should work hand in hand.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you think our private sector is sincere enough in delivering services to the consumers? What are the reasons they are lacking behind in this?</strong></span></div>
<div>
	State has to play leading role when it comes to the growth of the private sector. It is the state&rsquo;s responsibility to provide the private sector with essential facilities while also monitoring their activities regarding implementation of the facilities provided by the state. Private sector is always profit-oriented. Its activities depend on the government&rsquo;s attitude towards it. The government should ensure reasonable profit for the private sector while providing security for the investment made by the private sector and guaranteeing subsidies in delivery of necessary goods for the consumers. It should be able to create market for the private sector and should implement a clean and clear monitoring system. It is because of lack of such monitoring system that private sector has been lagging behind. Private sector can be effective if government provides enough security and an effective monitoring system.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is it that is lacking in our monitoring system?</strong></span></div>
<div>
	For now, the government is weak. The government is vulnerable because of some reasons: Firstly, we do not have constitution and the Maoists who had originally demanded for CA elections are in third position while parties, who had never had this as their primary agenda, are now in leading position. In the past four years, nothing fruitful could be obtained. Rather, highlighting of issues surrounding federalism distributed solidarity among the people. Secondly, we do not have stability in our political and economic sphere. Presently these spheres are rigid and this has rendered our concerns and voices valueless. Economic activities are directly proportional to political stability and thus economic prosperity is possible via political stability. At this moment, the whole economic sector depends on the momentum of the political sector, which is presently in an unpredictable situation.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There is a wide spread criticism regarding the insincerity of some private sector actors in providing facilities to consumers. What is your opinion on this?</strong></span></div>
<div>
	Private sector is not trying to run away from its responsibility. I have listened to talk shows and programmes organized by FNCCI and CNI. They have often invited political leaders to their programmes and asked them to bring political consensus and consider economic growth as their main agenda. Private sector has substantial capital at its disposal and wants to utilize it in development activities. As such, they have highlighted five major areas that can speed up national development: agriculture, hydropower, tourism, education and infrastructure. They have identified these sectors as potential sources for national prosperity and development. People have begun investing internationally because there is no scope for investment here. This situation has been created here due to lack of security, market, and subsidies among others. Private sector is not trying to escape; rather, the government is suppressing it as it is failing to create a suitable environment for the private sector to flourish. Basically, private sector is in shadow because of government&rsquo;s failure to create a conducive environment for its growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Even though our economy is relatively smaller it has always faced the problem of capital shortage. But, we are always able to invest in sophisticated products. Why is the economy failing to invest in more essential sector?</strong></span></div>
<div>
	This is a very good question. A big portion of imports in Nepal constitutes of goods that cannot be substituted. Thus, a big amount of capital is being invested in the import of such goods. Import of goods like vehicles, gold and oil cannot be substituted by domestic production. We spend billions of rupees in importing these goods because these goods are important but cannot be produced in our country.</div>
<div>
	&nbsp;</div>
<div>
	Nonetheless, our economy has the potential to substitute import of certain goods like gas. Gas is one of the goods that have always led to conflict in the country, sometimes even leading to change of government. Nepal Oil Corporation is not always able to meet our needs and is also always on loss. We could substitute this, to some extent, through electricity. If we can produce sufficient &nbsp;electricity and provide it in convenient price, it will automatically solve the gas import problem. We could opt for electric bike, electric cars and electric trains if hydropower is properly utilized. So, it is necessary that we exploit hydropower to its fullest capacity</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It is quite essential to have effective regulatory mechanisms to ensure smooth functioning of an economy. What improvements would you suggest in our economy&rsquo;s regulatory mechanisms?</strong></span></div>
<div>
	Monitoring system is a regulatory body. Our nation must not only have controlling mechanisms but should also include facilitating mechanism as its regulatory system. It means that private sector should be provided with subsidies, enough infrastructure, facility of tax exemption etc. Along with that, there should also be a separate regulatory mechanism that monitors the private sector&rsquo;s activities.</div>
<div>
	&nbsp;</div>
<div>
	If one private sector actor does not work properly, the government should be able to dismantle it immediately and it should also provide space for the entry of new ones. However, existing lack of co-ordination within government agencies is making it difficult for the private sector to grow.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In this changed scenario, as an economist, what would you suggest to the private sector, government and the consumers?</strong></span></div>
<div>
	We are experiencing a major change and the future of our nation is unpredictable at this juncture. However, I am still optimistic. Regarding the CA elections&rsquo; results, I would sincerely like to thank the people of Terai for bringing a change in their voting pattern. I am glad that they did not stick to the earlier voting trend.</div>
<div>
	&nbsp;</div>
<div>
	Regarding the private sector, I would like to say that the private sector alone cannot grow unless it is supported and facilitated by the government. Both of them should make efforts for a better environment for mutual growth.</div>',
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			'created' => '2013-12-09',
			'modified' => '2013-12-17',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Private sector is a crucial component and contributor to national development. However, sometimes it fails to play proper role. Dr. Kamal Raj Dhungel, Associate Professor of Central Department of Economics, Tribhuwan University, recently discussed existing relationship between private sector and government and investment climate in Nepal, with The Corporate’s Angila Sharma, Excerpts:',
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		'Article' => array(
			'id' => '2190',
			'article_category_id' => '134',
			'title' => '“Godrej Might Have A Manufacturing Unit In Nepal Within A Few Years”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Umashaknar Mukherjee</strong> is the Country Manager at Godrej Consumer Products Limited since 2009. Godrej Consumer Products Ltd (GCPL) is a major player in the Indian FMCG market, with leading Household and Personal Care Products. Its brands, which include GoodKnight, Cinthol, Godrej No. 1, Expert, Nupur, Hit, Fairglow, Ezee and Protekt are household names across South Asia. Four of its brands (GoodKnight, Cinthol, Godrej No.1 and Godrej Expert Hair Colour) are ranked among the &lsquo;100 Most Trusted Brands&rsquo; in India by Economic Times - Brand Equity 2012. He has been looking after the entire Nepal country operation for the FMCG business and responsible for the growth and business development across channels &amp; categories. Mukherjee had been early working with Hindustan Unilever Ltd for 15 years. Along with his professional life, he also has been leading a spiritual life as a founder of Resurgence Mission where one is offered training in different forms of spiritual coaching and a true energy healing with psychic development which will lead you to personal growth. He spoke to <strong>Suraksha Adhikari</strong> of The Corporate about Godrej Consumer Products in Nepal. <strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Godrej is one of the oldest and one of the most well known business houses from India which has spread its operation across the world. Could you speak a little bit about the history of Godrej, its philosophies, its ethos and its culture?</strong></span></div>
<div>
	Godrej is a 130 years old company. It started with manufacturing Lux soap in a very small way. And then it became the conglomerate what you see today. There are various business that we expanded during this time but Godrej is essentially a manufacturing company. Most of the headquarters of Godrej exist in Mumbai.&nbsp;<span style="font-size: 12px;">It started with Lux then it came with consumer durables. Now we manufacture microwave oven, refrigerator and many more. Fridge is very old phenomenas Godrej fridges are very much popular among people. Godrej almirah is still considered to be number 1 is many places of India and South Asia with it maintenance of legacy since its production time.&nbsp;</span></div>
<div>
	&nbsp;</div>
<div>
	Godrej is a family run professional business. Adi Godrej has studied in the USA and after coming back he hired all the top management people from the topmost industries to the business so Godrej is totally a professionally managed family business. Though it is owned by a family it is completely run professionally.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the size of Godrej Empire globally by turnover, by spread across the countries and also couldbe the different sectors that Godrej is involved?</strong></span></div>
<div>
	Internationally Godrej started doing business when it collaborated with Procter &amp; Gamble. This is the first time Godrej was exposed to the international business. Apart from that, till last year there was collaboration with Sawali Corporation which is one of the fortune 500 companies which was the collaboration with Godrej for household insecticides product. Godrej has brought the shares of 51 per cent of Sawali Corporations. Above that Godrej has started their venture in South Africa, Middle East, Indonesia, Britain, North America and in Argentina. In all these countries, Godrej has started its business after buying the companies and integrating that business with Godrej consumer product business. So now more than 50 per cent of Godrej business comes from the international market.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How long has Godrej group been active in Nepal and what are the major sectors or the brand categories that are active here?&nbsp;</strong></span></div>
<div>
	Nepal is only the country where we don&rsquo;t have any manufacturing facility but among the SAARC countries we have the manufacturing facilities in Bangladesh, Srilanka and other places. Our Vice President had visited to Nepal five years back and he gave an indication that in next few years to come, Godrej might have a manufacturing unit in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	I look after the consumer products part of the business which is one of the oldest business that Godrej is having. It was named as Godrej soaps. Cinthol is 100 years old brand belonging to Godrej so Godrej soaps have become the consumer products. I have introduced this company to Nepal. It only used to be handled by the dealers group a business house called Kedia. They were exclusively doing only distribution part some four years back. The business was also around IC 40 million to 50 million which has increased to around IC 400 million under my management. We also have been able to maintain growth rate of more than 20 per cent per year.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the major problems you faced in Nepal in these years?</strong></span></div>
<div>
	The business here used to happen as the training goes on. But as we are into the coverage and distribution business it happens to be the domain of the multinational business. I had the experience of 15 years with the Unilever company and I have been hired in this company to grow the expansion of distribution and coverage.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What the condition of soaps and detergent market in Nepal?</strong></span></div>
<div>
	The market of soaps and detergent is very small in Nepal because the Unilever market is dominant here in Nepal but we are market leader in household and insecticides categories.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Well, we have competitions like AC Johnson and other multinational companies. And even we Indian multinational here have been continuously competing with these companies. And in all categories we are actually number one company in all household insecticides and Goodnight is the strongest brand of all the insecticides. Goodnight is the goodnight for every family in South Asia and HIT is the popular insecticide with the ladies of the house.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the market share of Godrej Business Company in Nepal?</strong></span></div>
<div>
	We contribute about 70 per cent of total market of Nepal in our segment and by this way we become &nbsp;market leader in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Something very close to your heart is corporate meditation, holistic growth and evolution or internalization of cosmic energy are few things that you have been talking about. Could you throw some light on these areas now?</strong></span></div>
<div>
	I am definitely more interested to talk on these subjects as they are very close to my heart. It is a discovery that I made it in Nepal. When I came here, I came to know that here exist more number of Brahma temple that people of Nepal also don&rsquo;t know. So I was very surprised to know why people don&rsquo;t worship Brahma and this fact struck my mind. From here actually this started. Then I started researching on why people should actually worship God. God gives you some kind of energy which is called divine energy may be in all the religion that exist in the world today. As I went deep in this subject, I came to know how this divine energy can be defined. My study found out that there is a cosmos from the divine energy comes in the form of cosmic energy. Then going back to our Hindu mythology, I came to know that Brahmand is the name for the cosmos. Brahma is the creator of Brahmand. So my logicis, if you want to get the cosmic energy you should get connect with the originator itself i.e. Brahma.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In business, how this cosmic energy can make a difference in their life and can actually enable them to do what they are doing more efficiently?</strong></span></div>
<div>
	This is a very good question indeed. In the corporate words, most of us work more than we can handle. For this we need more energy that God actually gives us. To get that kind of extra energy, one has to do mental exercise and free your mind. Then one should concentrate on meditation to reach into another world of abundant energy. Then they can be benefited with cosmic strength which gives additional energy to&nbsp;</div>
<div>
	the people.</div>',
			'published' => true,
			'created' => '2013-12-02',
			'modified' => '2013-12-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Umashaknar Mukherjee is the Country Manager at Godrej Consumer Products Limited since 2009. Godrej Consumer Products Ltd (GCPL) is a major player in the Indian FMCG market, with leading Household and Personal Care Products. Its brands, which include GoodKnight, Cinthol, Godrej No. 1, Expert, Nupur, Hit, Fairglow, Ezee',
			'sortorder' => '2034',
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	(int) 9 => array(
		'Article' => array(
			'id' => '2145',
			'article_category_id' => '134',
			'title' => 'Appeal To Nepali Political Parties ‘Think Prosperity, Think Welfare And Shun Strikes’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;">Nepal recently voted for a new Constituent Assembly and the poll results reflected the shift of preference of Nepali people towards political parties. The business community has been very much hopeful from the preliminary results of the election. In this scenario, <strong>Ajay Bahadur Pradhanang, </strong>President of Nepal Young Entrepreneur&rsquo;s Forum (NYEF) and member of FNCCI recently spoke with The Corporate&rsquo;s <strong>Angila Sharma,</strong> on issues surrounding latest political development and the promises it has for Nepal&rsquo;s business community. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As a member of FNCCI, what is your opinion on political strikes?&nbsp;</strong></span></div>
<div>
	Agitation or conflict between political parties does not usually correspond or hold with what the common people think. The recent confrontation between the 33 political parties and the major parties was a huge setback for the nation. We are not going into the politics of what is being done, what is being said or thought. The point is that there has to be a solution for the political problems, agitations or conflicts through democratic means. We believe the best way to do it is through elections. And since the election has been concluded, I will believe it will provide platform where these kinds of conflicts can be resolved. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you think political agenda of various political parties will actually bolster the economy?</strong></span></div>
<div>
	One of the major changes this time in the elections has been that every political party has come up with their economic agenda. These are crucial for the growth of the private sector, for the prosperity of the nation. So, this is a big plus in this year&rsquo;s election as highlighted in the manifestos of most of the political parties. I personally believe that every political party with economic agenda on its manifesto will definitely implement them if they come to power. With most of them prioritizing economic growth in their manifesto, I believe that this CA will provide political parties a common platform to materialize their promises to people. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There are two political parties who have pledged not to organize strikes in their election manifesto. Will it actually be fruitful?</strong></span></div>
<div>
	&nbsp;The culture of strike has really impacted our society and economy in a negative way. People, a commoner or a political party leader, have realized this. People&rsquo;s reaction during the recent strike called by the agitating 33 parties, reflected that people are annoyed with strike-culture. They could be so many other ways of protesting or registering discontentment, other than organizing strikes.Though most political parties are yet to make such commitments against such undemocratic practices, some have done it and that is appreciable. Every common man is tired of strikes and the political parties have to understand this as they represent the common man. If they fail to do so, next time the common man will also forget them while voting. I feel that political parties understand this and will gradually give up upholding culture of strike.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What does the FNCCI do towards compensating business losses during strike?&nbsp;</strong></span></div>
<div>
	As such, FNCCI can never compensate on the losses made during strikes. It is a totally different organization which is a platform where people go and work. People go for policy advocacy, networking and all these kind of things. But, regarding the losses made by strikes, the only thing that can be done is to stop strikes. The recent resistance shown by people during the strike called by the agitating political parties shows that people have become more resistive. This gives me feeling that strike-culture will be demoted in the days ahead.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you work with any international bodies?</strong></span></div>
<div>
	There are various organizations working for the development of the private sector. As such, like FNCCI, we have organizations like SAARC Chamber of Commerce and Industries which works into organizing private sectors or networking the private sectors within the South Asian region. Similarly, there is CACCI (Confederation of Asia Pacific Chambers of Commerce and Industry). There are bi-lateral agreements with many countries that help us linking with similar organizations.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal is in its transitional phase. How will you attract international businesses to invest here?</strong></span></div>
<div>
	I always admire the story of Onassis. Onassis was a Greek industrialist. After the Second World War, the shipping industry was in a dire state at that time. Onassis said that nobody would buy ships at that time because it was war time and thus, he bought a lot of ships. He bought it at a very low price because nobody thought it was a good business at that time. He had the vision that this industry would do good and so, bought all of those. Later, things improved after the Second World War and Onassis made fortunes out of the ships. He turned out to be a renowned industrialist. I really admire this story when we talk about Nepal now. With the numerous opportunities here, Nepal right now has got the scope for businesses as the cost of doing business is very low here. There are adamant opportunities here in comparison to countries that have already developed. In Nepal, because the environment is not conducive, the competitive nature is also not as such and the cost of business is also very low. So, that is the principle thing that business men could see over here.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What do you want to say to politicians and young entrepreneurs of Nepal?</strong></span></div>
<div>
	For the political parties, I have only one thing to say: Think about the nation more than individual or partisan goals. They need to keep this thing in mind Nepal&rsquo;s prosperity is essential for our prosperity. Where will we Nepali be, if there is no Nepal. For their own good, political parties should think for the nation&rsquo;s good. For the entrepreneurs and everyone in Nepal I would like to say: As a nation we are in a very difficult position. So, all of us should think about contribution that we can make for the nation instead of working for individual or institutional benefit.</div>',
			'published' => true,
			'created' => '2013-11-25',
			'modified' => '2013-11-29',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Nepal recently voted for a new Constituent Assembly and the poll results reflected the shift of preference of Nepali people towards political parties. The business community has been very much hopeful from the preliminary results of the election. In this scenario, Ajay Bahadur Pradhanang, President of Nepal Young Entrepreneur’s Forum (NYEF) and member of FNCCI recently spoke with The Corporate’s Angila Sharma',
			'sortorder' => '2024',
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	(int) 10 => array(
		'Article' => array(
			'id' => '2139',
			'article_category_id' => '134',
			'title' => '“We Are Not Here To Complain.  We Are Here To Achieve”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flag carrier. It was started with the goal of becoming one of Europe&rsquo;s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu, has joined the network on the first September. According to the airlines, roundtrip flights between Istanbul and Kathmandu are operated 4 times per week on Tuesdays, Thursdays, Fridays and Sundays from Istanbul, and Mondays, Wednesdays, Fridays and Saturdays from Kathmandu. In an interview with <em>The Corporate&rsquo;s <strong>Siromani Dhungana</strong></em>, General Manager of Turkish Airlines <strong><em>Celal Baykal</em></strong> explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline. <strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>What attracted Turkish Airlines &nbsp;for launching its services in Nepal?</strong></div>
<div>
	We officially started our airline in Nepal from September, this year. The reason why we are here is that we are trying to operate in as many countries as &nbsp;we can so as &nbsp;to be an airline reaching many destinations all over the world. Similarly, we want to expand our network because we want to be a network generator. We particularly chose Nepal because of its huge potential. Nepal was already in our plan for many years. But, it took some time to arrange everything and now finally we are operating in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Can you please describe the background of your decision to come to Nepal?</strong></div>
<div>
	Yes, I remember those days very well. Expanding reach to a new country involves a lot of research and know-how to gather a lot of information about the country and you have to analyze it as soon as possible. The first thing I did was to get in touch with colleagues in the business environment. I developed connections with my sectoral colleagues who have been working in Nepal and also with people who have visited Nepal before. Coming to Asia and in Nepal was itself something new for me. I was in Amsterdam. So, if it is a big change, it is also a challenge in my career providing me with numerous opportunities to learn about markets all over the world.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How has the journey for Turkish airlines in Nepal been so far?</strong></div>
<div>
	We are doing quite well. I cannot put anything negative yet. Our flights are almost fully booked and sometimes we have over-bookings. There is a lot of potential in Nepal and we need to focus on that. There are so many places with natural landscapes and thus viable for natural tourism. Considering these prospects, we are aspiring to do much more in Nepal in the&nbsp;</div>
<div>
	near future.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What do you have to say about market competition in Nepal?</strong></div>
<div>
	Competition is ever-present in any field. If there is no competition, you become weak. So, I consider competition to be beneficial. We have been working in the market regardless of competition. This was the same in Amsterdam too, where I worked before. As an airline, we are used to lot of competition.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are your strategies to expand your market here in Nepal?</strong></div>
<div>
	We want to strongly increase our presence but, we don&rsquo;t know where and what the time will be. In the near future, we will surely increase our frequencies. There are some places where we want to expand and one of these places is Nepal. We have just begun our services here and we definitely intend to do more in the future.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Where do you see yourself in 5 years?</strong></div>
<div>
	In 5 years time, we will be able to understand the market more closely and it is sure to make a difference in my personal career as well. We will learn about the cultures here and incorporate it in our business strategy.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are the complications of conducting business in Nepal?</strong></div>
<div>
	We do not keep looking at problems but, ways to solve them. If you talk about problems, you can continue talking about them for years. We are here to achieve, not to complain. We are here to make a difference. Looking at Nepal&rsquo;s human resource, I can say there is no much difference in terms of quality of people. Though there are some differences between working in Amsterdam and in Nepal, but I am confident that I can rely on Nepali colleagues to get through it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></div>
<div>
	We have already won some awards, especially the ones related to hospitality and that is our day to day experience. We also won the best kitchen in business class and even in the economy class. We are still investing in our catering and in some areas, we have also tried changing our catering services for responding to our consumers need. &nbsp;</div>',
			'published' => true,
			'created' => '2013-11-21',
			'modified' => '2013-12-02',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Turkish Airlines took to the skies 80 years ago as Turkey’s flag carrier. It was started with the goal of becoming one of Europe’s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu, has joined the network on the first September.',
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	(int) 11 => array(
		'Article' => array(
			'id' => '2094',
			'article_category_id' => '134',
			'title' => '“This Budget Will Be Fully Accepted By The Coming Government”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong style="font-size: 14px;">Shanker Prasad Koirala</strong><span style="font-size: 14px;"> is Minister of Finance, Industry, and Commerce and Supplies since 18 March 2013. With more than 25 years of experience in bureaucracy, he believes that Nepal can achieve double digit economic growth if there is political stability in the country. In an interview with The Corporate&rsquo;s <strong>Janardan Baral</strong>, he explains government&rsquo;s plan of conducting second Constituent Assembly Election and his prospects for an economically prosperous Nepal. <strong>Excerpt:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>How is the final preparation for the second constituent assembly going on?</strong></div>
<div>
	This particular government has been formed for carrying out the election successfully and as such the main agenda is election. The required technical, legal and political resources have been met. Similarly, in the latter phase, the government has fully dedicated itself for holding elections peacefully. To achieve its objective it has adopted strict security measures so that citizens can freely go to the election booths and cast their votes.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is the progress on status of this year&rsquo;s budget&rsquo;s objectives? Especially those related to the objective of gaining ecomomic growth and stability.&nbsp;</strong></div>
<div>
	The government had introduced the budget with the aim of strengthening the country&rsquo;s economy. Since the initiation of the budget of the current fiscal year, we have been aiming to remove the tag &ldquo;under developed&rdquo; from Nepal and declare it a &lsquo;developing&rsquo; nation by 2022. We have also introduced the concept paper for the three year action plan and we are balancing long term projects with budget and moving on. In the previous years, our economy&rsquo;s highlight had always suffered from low economic growth hovering around 2-4 per cent. Since the whole of the economy is focusing on the upcoming CA elections, the development works are likely to be affected. However, due to improvement in certain economic variables, we have planned to raise our economic growth to 5.5 per cent. The International Monetary Fund has projected economic growth to be of 4.5 per cent. I strongly believe that the government is aiming towards the achievement of the stated economic growth. As such, the budget&rsquo;s main priorities are to focus on making Nepal a load-shedding free country, connecting all 75 districts to road networks and to bring about substantial change in infrastructure development.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Don&rsquo;t you think there is a high probability of inflation in the economy as you &nbsp;brought an expansionary budget when the CA elections too are being held?&nbsp;</strong></div>
<div>
	That is a very relevant question. In comparison to the previous years, the government has not compromised with the investment. As the budget was brought out in time, public expenditure has been carried out since the very beginning of the fiscal year. In the year of elections past savings are brought out and spent. We are well aware of inflation rate and we are trying to minimize it to single digit. According to the statistics provided by NRB, our inflation rate is around 8% and so, I don&rsquo;t think it will have much effect in the strength of the currency. The country maybe under the pressure of elections and strikes, but it will not weaken the currency.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Probably you say on the basis of the third month&rsquo;s statistics provided by NRB. But, the impact of election expenditure as well as government expenditure can be seen only in the coming months. In such circumstances, what ways do you suggest to control inflation?</strong></div>
<div>
	We have tried to control inflation through market monitoring. Concentrating on increasing domestic production may be the solution for the long run. On the other hand, as the exchange rate has stabilized, import should not lead to a rise in the price level.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How are the activities of the current fiscal year being implemented?</strong></div>
<div>
	This year the budget was announced on time and we expect the same in the coming year. We initiated the budget related work on the first of Shrawan itself. Out of the proposed programmes, only nine are pending approval from the National Planning Commission. We had planned to sign performance based management contract in projects of national pride. Such contracts are signed in all projects except three. Overall, I am satisfied with the progress in development projects.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>So, is the progress in programmes of national pride, such as &nbsp;black coating of mid-hill highway, initiation of east-west railway construction, Nijgadh airport and Melamchi project as per&nbsp;<span style="font-size: 12px;">the plan?</span></strong></div>
<div>
	Yes, they are are not being carried out as planned. However, in case of West Seti Hydropower Project, construction of second international airport and some other projects, &nbsp;they are still in the study phase.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What will be the consequences of CA elections in the country&rsquo;s economy?</strong></div>
<div>
	CA elections will have a positive impact on the country&rsquo;s economy. It will kick-start the economic activities in the country. The current expenditure from government is enough to boom the economy. Similarly, the expenditure carried out by the government in elections will be utilized in the country itself in activities like- advertisements, awareness, printing etc. In one way, it is investment in the economy. Similarly, the economy will speed up as the past savings of the citizens and the political parties will flow out in the market.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What kind of economy are you bequething to the upcoming government?</strong></div>
<div>
	This is a very important subject. As the government was fully oriented towards CA elections, the budget was also independent of idealogies and impartial. The budget incorporated general development programmes of all the parties. Populist and distribution oriented programmes are not included. As such, it is the foundation for the country&rsquo;s economic uplifting. I firmly believe that this budget will be fully accepted by the upcoming government and its finance minister.</div>
<div>
	&nbsp;</div>
<div>
	On the other hand, the economic indicators are also satisfactory. Banking sector is also steadily operating. The condition of share market is also strong, as per NEPSE&rsquo;s indicators. The foreign currency reserve is also comfortable till date. The collection of revenue is also impressive. Though we had predicted the revenue increment to be 19.5% in the current fiscal year, it has reached almost 27% in the first four months. Overall, the economic indicators are positive.</div>',
			'published' => true,
			'created' => '2013-11-11',
			'modified' => '2013-11-21',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Shanker Prasad Koirala is Minister of Finance, Industry, and Commerce and Supplies since 18 March 2013. With more than 25 years of experience in bureaucracy, he believes that Nepal can achieve double digit economic growth if there is political stability in the country. In an interview with The Corporate’s Janardan Baral, he explains government’s plan of conducting second Constituent Assembly Election and his prospects for an economically prosperous Nepal.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '2021',
			'article_category_id' => '134',
			'title' => '“Ending Energy Crisis In Five Years Is Not An Ambitious Plan”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;">Former Deputy Prime Minister and Finance Minister <strong>Bharat Mohan Adhikari</strong> believes that the nation can gain economic prosperity if existing power crisis is solved. His party, CPN UML, recently unveiled its manifesto that equally focuses on national economic development agenda. The Corporate&rsquo;s <strong>Janardan Baral</strong> recently caught up with him and discussed issues pertaining to party&rsquo;s plan to materialize the New Nepal dream. <strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>Like other political parties, CPN UML has also unveiled an over-ambitious manifesto. Why?</strong></div>
<div>
	UML has come up with programmes which are necessary for socioeconomic and cultural transformation. Nepal is underdeveloped country and we have envisaged uplifting the country&rsquo;s economic status in five years which, I think, is very pragmatic plan. We have developed clear plans to achieve targets set by the party. The first condition to develop Nepal is to increase its productivity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Living standards of the people can be elevated by increasing their income through creating more employment opportunities. This requires funneling more investment from both public and private sector and also channeling foreign aid and Foreign Direct Investment (FDI) in productive sectors. Stimulating cooperatives to invest in productive sector is another important aspect to gain substantial results in economic development. The three pillar economy adopted by our party corresponds to these needs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	It is worthwhile mentioning here that friends who earlier firmly believed that market operates in itself, have now started talking about the necessity of a regulatory body. This does not mean that CPN UML favors state controlled economy. Country can head towards economic prosperity only if the private sector is allowed to assume lead responsibilities. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In our context, the state is still the largest investor. It has to take responsibilities of various sectors such as infrastructure, poverty alleviation and education. Our manifesto has been prepared by considering these actualities and needs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are major economic priorities of UML?</strong></div>
<div>
	Agricultural sector is our priority. Rural development through modernization of agriculture is our main target. UML has decided to increase investment and subsidy in agriculture sector. We have decided to enhance irrigation facilities and ensure easy financial access to the farmers. We have plan to diversify agriculture sector and modernize it by introducing scientific methods. We have further decided to earmark Rs 5 million to each Village Development Committee under the programme Develop One&rsquo;s Own Village. I firmly believe that our manifesto is pragmatic and realistic.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>You claim UML&rsquo;s manifesto is very pragmatic. But doesn&rsquo;t the vision to transform the country to a developing nation from under-developed nation in five years seem impractical and ambitious?</strong></div>
<div>
	World Bank has predicted a 4.5 per cent economic growth in this year. I think, six per cent is very moderate growth for Nepal&rsquo;s economy. The economic growth can be achieved if political parties are ready to refrain from strikes. We should let economy to go ahead without hassles. Double digit economic growth is not something we cannot achieve. But we all need to be sincere to economic agenda. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	We have pledged to work in a manner that the country will be self reliant in food, we will promote export-oriented industries and we will encourage business community to substitute imports. &nbsp;We can reduce import figure by promoting export of agro products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	UML has envisaged expanding road connectivity in all districts within five years, generating 5,000 MW electricity and attracting 2 million tourists in a year. &nbsp;These programmes will help increase both productivity and employment opportunities. &nbsp;And, all these programmes are achievable too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Service sector has been expanding but productive sector has shrunk. On the other hand, energy crisis and labour unrest have been affecting economy. In this scenario, is it possible to achieve double digit economic growth?&nbsp;</strong></div>
<div>
	I agree that the country&rsquo;s economy has been facing trouble due to energy crisis. Industry sector cannot boom if the problem will continue. This is why we have decided to generate 5,000 MW electricity in five years. Electricity generation will open window for industrialization. Major setback for Nepal&rsquo;s industrial development is power deficit not labour unrest. &nbsp;We have to end frustration of industrial sector by generating power. We can automatically increase export if we produce goods in our own country by utilizing our own natural resources that we have failed to manage.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	We are in favour of a balanced industrial and labour relation. There should be social security plans for workforce. Similarly, we should also ensure investment-friendly environment for industrialists. We should create an environment where owners and workers can work together. We are committed to promote production sector.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>UML has also pledged to make revenue system scientific and private-sector friendly. Yet, it is not clear if its emphasis is on indirect tax like VAT or direct tax like income tax. What&rsquo;s your say?</strong></div>
<div>
	It is fact that the awareness about revenue has increased these days. We need to disseminate message that tax is duty of citizens and it is also a matter of pride. We want to expand tax net to make internal resources as a main source of country&rsquo;s operation. &nbsp;Our principal emphasis is on direct tax. We will formulate revenue policy based on international standards and guidelines. VAT has been doing well in Nepal&rsquo;s tax regime. UML believes that existing tax policies are fine. So, our effort will be focused on implementing these policies effectively through more competent measures.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Let&rsquo;s talk about political issues, Political parties are competing in the second CA election with the same agenda which were major bone of contention in the first CA. Don&rsquo;t you think, the new CA is doomed to share its predecessors&rsquo; fate?&nbsp;</strong></div>
<div>
	You are right to some extent. Ethnicity issues were hyped from the beginning of CA election. Foreigners were also involved in exaggerating ethnic issues in the last CA election. Some even tried to make UML weaker. But the fact is we cannot develop provinces based on caste and ethnicity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What result do you expect from this election?</strong></div>
<div>
	CPN UML will be the largest party from this election. Our research has shown that our popularity has increased in various regions. We will win around 100 seats from first-past-the-post election system and 70 seats under proportional representation system.&nbsp;</div>',
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			'created' => '2013-10-27',
			'modified' => '2013-11-11',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Former Deputy Prime Minister and Finance Minister Bharat Mohan Adhikari believes that the nation can gain economic prosperity if existing power crisis is solved. His party, CPN UML, recently unveiled its manifesto that equally focuses on national economic development agenda. The Corporate’s Janardan Baral recently caught up with him and discussed issues pertaining to party’s plan to materialize the New Nepal dream.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '1974',
			'article_category_id' => '134',
			'title' => '“Economic And Technical Transparencies Are Key To Success”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><img alt="Birendra bAHADUR BASNET" src="/userfiles/images/BBB(1).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 250px; height: 268px;" /><span style="font-size:16px;">Birendra Bahadur Basnet is a first generation businessman with his reputation increasing year after year. He entered into the airline business without any prior experience but today he heads a very successful airline company. When he registered his airline, Buddha Air, and started operations in 1996, he had only one aircraft that was purchased with a loan. His journey had begun with a US-made Beechcraft 1900D. Now, Buddha Air has a fleet of nine aircraft - three Beechcraft 1900, three ATR 42-320 and three ATR 72-500. Basnet spoke to Janardan Baral of The Corporate about his company&rsquo;s strategies and country&rsquo;s aviation sector. <strong>Excerpt:&nbsp;</strong></span></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are main reasons behind massive success of Buddha Air which, as of today, holds 56 percent market share of domestic airlines?</strong></span></div>
<div>
	Buddha Air is a common platform for its 700 employees. &nbsp;We continuously motivate employees to achieve success. We believe that all employees should have feeling of ownership on the company. Buddha Air gives high value to its employees for the growth of company and shares both profit and loss with its employees. I can say that collective work of employees is the main reason for the progress of Buddha Air so far.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you motivate your employees?</strong></span></div>
<div>
	All financial transaction should be transparent. Transparency creates environment of trust between employees and company management. Salary increment based on the inflation rate and performance based reward system are some ways to motivate employees in a positive manner. We provide incentives to employees. The company should hike air fare every year to meet administrative cost including salary of employees. Yet, we are committed to provide services at reasonable cost. We have started providing services from big aircraft reducing number of small aircraft. On top of all, the most important thing is economic and technical transparency. Besides, long term vision, strategies, best products and investment are equally important to make a company successful.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Buddha Air could not achieve success in international flights such as Paro, Lucknow and Banaras. What&rsquo;s your say?</strong></span></div>
<div>
	First, we have not give importance to those destinations compared to domestic destinations. Our team should have put more effort to be successful in internal market. Second, Paro of Bhutan and Lucknow of India could not be the best flight destinations for us. We failed to do good business in these destinations. The reason we decided to stop our Lucknow flight was obvious. People can get there in three hours from Nepalgunj. Passengers opt to fly to Nepalgunj and then go to Lucknow. However, Banaras has been one of the lucrative flight routes to us. We will be continuing our service to Banaras.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Indian airline companies are doing good business from Banaras flight. Can we say Buddha Air could not compete with them?</strong></span></div>
<div>
	We have not reached at the level where we can compete with Indian airline companies. Simiarly, we cannot surpass the market of Indian Airline which has been operating service in that route since decades. Yet, we did not incur loss from the Banaras flights. But, Banaras is seasonal destination due to religious reason. Keeping this fact in mind, we have decided to operate service on this routefor six months only.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It is said that Buddha Air has given less priority to the destinations of the neighbouring countries because it will start its service to other lucrative international destinations. Is it true?</strong></span></div>
<div>
	I do not decline it completely. But we will not take decision in haste. First we should have strong presence in the areas where we have been operating our services at present. We have to be very competitive to start international flights. It seems that airline companies that have been operating service in Nepal are profit oriented than service. In such situation, the possibility of profit is high in this sector. But, Buddha Air has not reached a level where it can compete with renowned international brands such as Thai, Qatar, Etihad and others. So, we will not go to the international market for next four to five years.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There is neck to neck competition in the domestic airline market. What will be your strategies to maintain your market share?</strong></span></div>
<div>
	We have established our brand image as a company which regularly pays tax, which is employees friendly and which serves a million passenger in a year. &nbsp;We will not be adding number of aircraft for the coming few years. Similarly, we have plan to sell a Beechcraft. Currently, we have nine aircraft. We will sell a 18-seater and reduced the number of aircraft to eight. Similarly, we have been trying to enhance our capacity. We have to make profit to keep our employees satisfied. So our goal is to make profit by ethical business practices.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Audit report of ICAO has showed Nepal as a high-risk zone. Private airline companies blame Nepal&rsquo;s regulator CAAN of trying to introduce an impractical rule based on the audit report. Do you agree?</strong></span></div>
<div>
	We should let regulator work independently. It has right to monitor and regulate the entire sector. But, it is not fair to disregard the flight captains in the name of new regulation. Another issue is that the regulator has made it mandatory to keep a deposit of Rs 50 million. &nbsp;This provision is not acceptable. First, regulatory body should not be politicized. It should not blame ICAO to cover its own incompetency.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>So don&rsquo;t you abide by the provisions of Air Operator Certificate Requirements which the regulator has recently introduced?</strong></span></div>
<div>
	We cannot afford same deposit amount as the international airlines are required to offer. We have already expressed our dissatisfaction over such provision. We will stop all international flights if the government tries to implement it forcefully. We cannot continue our Banaras flight by depositing Rs 50 million. The regulation which is formulated for jet planes should not be forced for small aircraft too.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal&rsquo;s airline safety situation seems deteriorating every consecutive year. Cannot we say that this is due to airline operators who are not abiding the regulator?</strong></span></div>
<div>
	Nepali sky is obviously more risky compared to European sky. Nepal&rsquo;s geography is dangerous compared to many other countries in the world. But we have failed to avoid many accidents that could have been easily avoided, such as those were caused by minor human error. Many accidents had taken place due to negligence on the part of airline companies and human resource involved in the operation. Regulator does not have sufficient manpower to monitor effectively. I do not blame this on weak legal provisions. We all should leave our habit of breaching the law. All should be abide by the regulation.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Poor operation technology is also blamed for the frequent air accident in Nepal. Do you feel so?</strong></span></div>
<div>
	Both Instrumental Flight Rule (IFR) and Visual Flight Rule (VFR) have their own procedures and rules. Crew members should follow all the process including maintaining height and distance in all flights. Similarly, some airports have some specific rules. Crew members should follow those rules too. New technology can only facilitate the process. The main question is whether we follow all due processes strictly. I think all should follow international standards while operating airlines services. Buddha Air is very much conscious about this.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In Nepal, there is no stability in the number of airline companies. How to address this problem?</strong></span></div>
<div>
	Yes it is fact. Sustainability of airline companies is a crucial question in Nepal. There were so many good airline companies when Buddha Air started its operation. Most of them have already closed down. Owners should be serious to the problems that may occur in this business for the sustainability of the company. Companies should be updated time and again. Concerned company should give special attention for the capacity building of employees.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Buddha Air is criticized as being focused on profit oriented destinations only. It has not started operation in rural areas so far though it had pledged to do so. What do you say?</strong></span></div>
<div>
	We want to start our operation in remote areas. But we don&rsquo;t have appropriate aircraft to do so. We have planned to start service in the remote areas after getting hold in the international flights. Buddha Air had tried to buy an aircraft to start service in the remote destinations but the price of aircraft skyrocketed and we could not afford that. It is bitter reality that we cannot operate service in loss. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>So what are major preconditions to start service in remote parts?</strong></span></div>
<div>
	The first condition is infrastructure. The government should invest in infrastructure. There should be road connectivity. Then, locals will have options whether to travel by air or by road. The government should be clear also regarding subsidy and other schemes to operate services in the remote parts.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>We often hear about syndicate among airline companies to fix air fare? What is the reality?</strong></span></div>
<div>
	The government has fixed the maximum ceiling on the fare. For instance, upper limit of the air fare to Biratnagar is Rs 6,700. Airline companies have been following the ceiling set by the government. I do not think there is similarity in air fare among all airline companies.</div>',
			'published' => true,
			'created' => '2013-10-21',
			'modified' => '2013-10-28',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Birendra Bahadur Basnet is a first generation businessman with his reputation increasing year after year. He entered into the airline business without any prior experience but today he heads a very successful airline company.',
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			'article_category_id' => '134',
			'title' => '“Should Not Expect Much From NRNs Who Are Struggling Themselves Abroad”',
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	<span style="font-size:14px;"><strong>Jiba Lamichhane</strong> has been involved in business in various countries including Russia, United Arab Emirates and Nepal. It has been two years since he has been coordinating the International Coordination Council of NRNA (Non-Resident Nepalis Association). NRNA is going to elect a new executive committee from the new General Meeting which is going to be held this month. In this context,<strong> Janardan Baral</strong> of The Corporate spoke to him regarding the evaluation of his tenure and future plans of NRNA in Nepal. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you assess your two years&rsquo; tenure?</strong></span></div>
<div>
	I think it would be good to evaluate my contribution from others. As a whole, I can say we have started some good initiatives. I am committed to fulfill my promises which I had made to my friends while declaring my candidacy for NRNA. I have succeeded to implement some of my plans. Expected results have been achieved in some plans, especially in creating a mutual fund and starting social projects in Nepal. We have been in discussion with political parties to sort out the dilemma of dual citizenship and discussions are moving in a positive direction. I am sure that our concern of dual citizenship would have been addressed if a new constitution was promulgated through the Constituent Assembly Election of 2008. We could not complete some tasks though we were very eager to. Registration of NRNA is one among them. Unfortunately, we could not register the NRNA in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Though mutual investment was in your priority, it could not yield any tangible result. Why?</strong></span></div>
<div>
	We have already started work towards this end. We have registered a company with Rs 5 billion authorized capital in the last year. Non-Resident Nepalis (NRNs) have invested Rs 1 billion in the company after we invited them to invest. We will add capita as per need in the company.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>NRNs from developed countries are often blamed that they want credit by using remittance earned by those who work in Gulf countries. What is your say?</strong></span></div>
<div>
	I do not agree with this point. I am not convinced that the mutual investment plan of NRNA has failed. NRNs from all walks of life have invested in the company. There is investment from gulf countries as well as from other countries. I am so upbeat that many friends are enthusiastic to invest in the company. It will continue if we can start some positive initiatives.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have always underlined the importance of NRN investment for the development of the country. But there is no visible progress so far.</strong></span></div>
<div>
	I have put the mutual investment plan in special priority which has been the main agenda since the establishment of the NRNA. I have been saying that NRNs are yet to reach the position in which they can contribute miraculously to the development of the country. The new generation has been struggling to establish themselves abroad. We should not expect much from NRNs who are struggling to establish themselves abroad. Investment has been made from NRNs who have the capacity to invest individually. For instance, Shesh Ghale has already started investment in a five star hotel in Kathmandu. Investment is a process which continues forever. I request all to see the initiatives from NRNs in a positive light.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have also announced to start a 100MW hydropower project. What progress has been made so far?</strong></span></div>
<div>
	We have started to invest in the hydropower sector through NRN Investment Limited which was established using capital from NRNA. NRN Investment Company has taken stake of a majority of shares of the 27MW Dordi Khola hydropower project in Lamjung. We have decided to complete this project in partnership with entrepreneur Chandra Dhakal. We have been studying the possibility to start other projects.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Yet, the trust and belief of Nepali people to the NRN has declined. How do you view the situation?</strong></span></div>
<div>
	Trust and belief towards NRNs has not declined; rather it has increased. In recent days, NRNA has received recognition from the government and other agencies. There is organizational representation of NRNs in some crucial agencies including Nepal Investment Board and Economic Advisory Council of the Prime Minister. I have found that all have accepted the NRNA in a positive manner.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There&rsquo;s visible scuffle for leadership in NRNA. Who do you want to come as your successor?</strong></span></div>
<div>
	It is natural that many friends have expressed their interest to assume leadership. And, many friends are able to take the responsibility. I wish for a leadership that can continue the good image of NRNA. The network of NRNA has been expanding &ndash; we have been successful in expanding our network to 65 countries. I want a new leadership with the commitment to run such a huge organization in an efficient manner. I will be neutral during the election. The candidate will be selected through a democratic process.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Does the NRNA get blamed for turning a cold shoulder to problems faced by migrant workers in Gulf countries?</strong></span></div>
<div>
	All migrant workers are also NRNs. They have been facing so many problems but we alone cannot solve their woes. Our duty is to find the root cause and take initiative to reduce the problems. We have always prioritized migrant workers&rsquo; rights and we have been working through our welfare fund to safeguard rights of migrant workers.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>NRNA has not been registered thus far. Can the organization go ahead without a legal status?</strong></span></div>
<div>
	It is unfortunate that the organization has not got registered even though it has branches in 65 countries. We have applied six times for registration. The main reason for not being able to register is the contradiction in the statute of the NRNA and NRN Act 2064 B.S. Registration will be our main priority in the future and all sides are positive about this.</div>
<div>
	&nbsp;</div>',
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			'created' => '2013-10-08',
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		'Article' => array(
			'id' => '2593',
			'article_category_id' => '134',
			'title' => 'MAN’s Selection For The Year',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 16px;">The 33rd National Management Convention and Annual General Meeting of Management Association of Nepal (MAN) last week elected few new personalities for its new tenure and at the same time as a part of its felicitation programme the association also recognized few personalities from the private and the government sector. Here in an interview with The Corporate&rsquo;s Eliza Tuladhar, MAN&rsquo;s newly elected president </span><strong style="font-size: 16px;">Dr Som Prasad Pudasaini</strong><span style="font-size: 16px;"> who is also the chairman of King&rsquo;s College and </span><strong style="font-size: 16px;">Bina Basnet</strong><span style="font-size: 16px;">, the founder principal of Orchid Garden Nepal who received the Women Manager Recognition award this year have talked about their experiences and their respective plans in the near future.&nbsp;</span></div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<strong><span style="font-size:18px;">&ldquo;I will do something different and productive&rdquo;</span></strong></div>
<div style="text-align: center;">
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Dr Som Pudasaini, President, MAN Chairman, King’s College" src="/userfiles/images/inter(1).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 233px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<strong>Dr Som Pudasaini</strong></div>
						<div>
							President, MAN</div>
						<div>
							Chairman, King&rsquo;s College</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size:14px;"><strong>As the new president of MAN, how do you plan to use your experience in fulfilling your responsibilities?</strong></span></div>
<div>
	I have a wide experience in both the national and international management sector. I have worked with the United Nations Population Fund as its country representative and UN advisor for Nepal. I am glad that our members have given due recognition to it by electing me as the association&rsquo;s new president. The association definitely has great expectation from me and so has the management sector from MAN. I will do something different and productive for the association.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What quite essential changes in MAN can pave way for the active participation of private sector?</strong></span></div>
<div>
	MAN should be a think tank in the area of management for both government and non-government organisation. While establishing itself as a consultant to both of these sectors, it should be able to generate new ideas for resolving management issues faced by them. We are competent but we are not being able to provide consultancy services. Besides that it is important to improve the quality of trainings that the association provides. In the near future the association will provide trainings to national priority sectors such as hydropower, agriculture and tourism. Adding to it, we also have to improve the quality of our Executive MBA program by consulting evaluation experts from within the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Besides some private sectors actors who are still unaware of MAN&rsquo;s existence and objectives, even some private sector members of MAN are inactive. Why?&nbsp;</strong></span></div>
<div>
	It is not that the private sector is not interested in MAN or the association is not interested to members from the private sector but somehow the association and the private sector have not been able to work together. During my tenure we will meet representatives of the private sector, hold discussions with them for finding the exact problems hindering their participation and possible ways to resolve them. I am confident that such initiatives will help in increasing the participation of the private sector stakeholders in MAN.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As a common forum of professionals from diverse sectors and disciplines, MAN has tremendous role to play in developing management practices. Over the years of its operation how successful has MAN been in developing positive and performance oriented work culture in Nepal?</strong></span></div>
<div>
	MAN has been here for almost three decade, it has over 2000 members of which some are life members and some are ordinary members. But only 40 per cent of the total members are actively participating in the association&rsquo;s activities. So what we have to do is take initiatives to increase the participation of majority of members, remove inactive members and provide membership to new members. MAN is well known for the award it gives and it will continue to make the selection process more rigorous and make the award more distinctive. Over the year the association has become successful to introduce new personalities and felicitate them for their work and the change they brought to the management sector. We have also introduced one more award this year to recognize and felicitate civil servant who made remarkable contribution in the public service sector.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the major training and research programme organized by the association?</strong></span></div>
<div>
	Some of the key trainings that the association provides are on financial inventory, management skill, tax and VAT. Our trainings are sometimes tailored on the basis client&rsquo;s request. We have also dome some evaluation projects for local development department and municipalities. However we still lag behind when it comes to performing serious research and evaluation programmes. This remains another of our priorities in the days ahead.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<span style="font-size:18px;"><strong>&ldquo;Recognition from the MAN has encouraged us&rdquo;</strong></span></div>
<div>
	&nbsp;</div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Bina Basnet Founder Principal Orchid Garden Nepal" src="/userfiles/images/inter1.jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 210px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<div>
								<strong>Bina Basnet</strong></div>
							<div>
								Founder Principal</div>
							<div>
								Orchid Garden Nepal</div>
						</div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	<span style="font-size:14px;"><strong>How does it feel being recognized with the Women Manager Recognition Award 2013?</strong></span></div>
<div>
	It feels great. The award recognized Orchid Garden Nepal&rsquo;s contribution in securing good future for needy children. It has definitely encouraged me to rise much more above my present efforts and to work for a cause that will help to develop our society and create better environment to secure rights and needs of children that are deprived of it.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What inspired you to start a care centre for the needy children?</strong></span></div>
<div>
	Seven years&rsquo; experience as a teacher in Balmandir, Naxal encouraged me to do something for the needy children and the parents who cannot afford quality education for their children. During my tenure there, I came across many parents and guardians who wanted to leave their children thereforever so that they could get good food and education, which was quite disheartening. As a response, on August 1, 2006, Orchid Garden Nepal was establishedto take care of such children, with support from various sources. There are many private day care centres, but rarely any of them are meant to accommodate children from low profile families. We have come across so many women from such families, mostly near construction sites and vegetable markets, who are unable to work or be employed in lack of someone to take care of their children. To address this issue we came up with the idea so as to build the future of their children at our care centre.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have been working in this sector for a long time. How tough it has been accommodate the children and gather support and funds to take care of them?</strong></span></div>
<div>
	It has been almost nine years since we started the Orchid Garden Nepal at Kalopool and it was definitely not an easy task. We started with around 15 children and nowadays we are taking care of 180 children from early morning that is from eight in the morning to six in the evening. We do not have extended summer and winter vacations as our target group of children belong to a group of families that rarely can afford such holidays. We receive funds from various sources and volunteers have been always supporting Orchid Garden Nepal. Volunteers work here for maximum three months. Last year 122 volunteers supported us in catering to our objective.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Now that your work has received such recognition, do you have any plans to extend Orchid Garden Nepal&rsquo;s to more such children and families?</strong></span></div>
<div>
	Ofcourse, the recognition from the Management Association of Nepal has encouraged us and we are planning to open new centres in New Road and Kalimati area. This will require around Rs 4 million annual budget. We are trying to bring together these funds, as it will&nbsp;</div>',
			'published' => true,
			'created' => '2014-02-18',
			'modified' => '2014-02-18',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'The 33rd National Management Convention and Annual General Meeting of Management Association of Nepal (MAN) last week elected few new personalities for its new tenure and at the same time as a part of its felicitation programme the association also recognized few personalities from the private and the government sector.',
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		'Article' => array(
			'id' => '2563',
			'article_category_id' => '134',
			'title' => '‘The Corporate Sector Must Lead MAN’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Janak Raj Shah</strong> is the president of Management Association of Nepal (MAN) which is organizing its 33rd National Management Convention and Annual General Meeting (AGM) today (February 7).<strong> Akhilesh Tripathi</strong> of The Corporate caught up with Shah, a former National Planning Commission member, for an interview. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the objectives of MAN? How successful has MAN been to achieve its objectives?</strong></span></div>
<div>
	Established in 1979, MAN is a nongovernmental organization and the apex body of management professionals in Nepal. It&rsquo;s a think tank with active support of the country&rsquo;s corporate sector. It has a strong membership base of over 2,000 individuals and 250 institutions from different disciplines and sectors of Nepali economy and society. It also provides policy recommendations to the government.</div>
<div>
	&nbsp;</div>
<div>
	The main objective of MAN is to apply, develop and promote management science and make necessary arrangements to offer such knowledge in Nepal. The other objectives are: bringing professionals and institutes related to management development under one umbrella through networking so as to facilitate interaction, innovation and pro-active involvement for promoting management professionalism; consolidating management development through education, training, research, consulting and information services; and keeping members informed of new developments in professional management approaches and their uses.</div>
<div>
	&nbsp;</div>
<div>
	MAN has been pursuing various activities to achieve these objectives for the last 33 years. These activities include interactive sessions, researches/studies and consultancies, EMBA program, professional training courses, bestowing management awards, membership expansion drive, institutional networking and so on.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>MAN executive committee and its general membership are dominated by bureaucrats. Why is the participation low by the corporate sector?</strong></span></div>
<div>
	The situation was like that in the past. For a long time, the pro-activeness of bureaucrats contributed a lot to MAN&rsquo;s activities. The situation has started to change now. The number of MAN members from the corporate sector has been increasing. They are contributing to MAN&#39;s activities directly and indirectly. I am of the opinion that the corporate sector must lead MAN as per its vision and objectives. Realising this fact, we are inviting managers from the corporate sector to participle in MAN&rsquo;s activities.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your achievements as MAN President for two consecutive terms?</strong></span></div>
<div>
	I have successfully completed two terms as MAN President. I am satisfied with the performance of MAN. However, we have to do a lot in the time to come. &nbsp;We have worked for preparing and implementing MAN&#39;s strategy to increase its height in the field of management development. We are successfully running an EMBA programme of Purbanchal University. We have been able to open MAN&#39;s Chapters in Pokhara, Dhangadhi and Biratnagar. I am optimistic that other Chapters will be opened in other parts of the country. One of MAN initiatives, the Management Development Campus, was able to receive the Best B-School Award 2010 from the CMO Council. As the president of MAN, I received the &#39;Golden Star Academic &amp; Educational Excellence Award 2013&#39; under Education Leadership Award at the &lsquo;World Marketing Summit, Malayasia 2013&#39; - a Philip Kotler Initiative for a Better World.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the things that you wanted to do but couldn&#39;t do because of various reasons?</strong></span></div>
<div>
	I had a dream of having MAN&rsquo;s own building to expand its activities smoothly and efficiently. During my tenure, I could not materialize this dream of infrastructure development. The participation from the corporate sector in MAN&#39;s activities is limited. However, I tried my level best to bring the private sector, more specifically the corporate sector, to this forum. The government&rsquo;s support to MAN&#39;s activities is not adequate though the government has helped us by sending students to our EMBA programme and providing us some grants every year.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the international organizations that MAN is affiliated with? What benefits in terms of knowledge sharing has MAN got from this affiliation?</strong></span></div>
<div>
	MAN is one of the founding members of the Asian Association of Management Organizations (AAMO) which is working in the Asia Pacific region. It has also close links with the American Management Association (AMA), All India Management Association (AIMA), North India Management Association (NIMA) and many others. We have also signed MoUs with other national and international organizations such as AAMO, Rai Foundation, and NIMA for scholarship programmes. These linkages have helped MAN to have access to information on the best management practices and techniques available in other parts of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are MAN&rsquo;s challenges?</strong></span></div>
<div>
	Resource constraint is the main challenge which has affected the sustainability of MAN&rsquo;s activities. Limited participation of Man&rsquo;s members in its activities is another challenge. Having MAN&rsquo;s own building is yet another challenge. This has been my dream as well. To turn the dream into reality, we made our level best efforts and even requested the government to provide us land in the &lsquo;right to use&rsquo; (BHOGADHIKAR) mode as other similar non-governmental organizations have got land from the government. But this process is yet to reach a logical conclusion. If we could meet these challenges, MAN&rsquo;s activities could be run in a sustainable way.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your expectations from the new Executive Committee?</strong></span></div>
<div>
	I have many expectations from the new executive committee to be elected. I am optimistic that new team will add some bricks for the overall development of MAN. The prospective executive committee members in scene are well-known professionals from different sectors and as dedicated successor they deserve to lead the MAN ahead. So I shall be more than happy to handover MAN to the new team. I would like to suggest to the new team that they should focus themselves on MAN activities such as adding value to trainings, EMBA programme and research. MAN&rsquo;s roadmap is clear with its strategic vision and objectives. But it needs to be backed by the action plan which is lagging behind. Therefore, they should create an environment and motivate MAN members to contribute by participating in the various sub committees. Equally, the attention should be given to infrastructure development of MAN. For your kind information, I also will be there as the part of team as an executive member in the capacity of Immediate Past President (IPP). MAN believes in togetherness and cooperation, so again it is my pride to be there to contribute to MAN in the future as well.</div>',
			'published' => true,
			'created' => '2014-02-09',
			'modified' => '2014-02-13',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Janak Raj Shah is the president of Management Association of Nepal (MAN) which is organizing its 33rd National Management Convention and Annual General Meeting (AGM) today (February 7). Akhilesh Tripathi of The Corporate caught up with Shah, a former National Planning Commission member, for an interview.',
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	(int) 2 => array(
		'Article' => array(
			'id' => '2504',
			'article_category_id' => '134',
			'title' => '“DANIDA Is Striving To Improve An Enabling Environment For The Business Sector”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;">Nepal became a priority country for Denmark in 1989 and a long-term partnership was established. Through this partnership, Denmark aims to contribute to poverty reduction, political stability and to strengthen inclusive economic growth and access to renewable energy. In an interview with The Corporate&rsquo;s <strong>Gaurav Aryal</strong> and <strong>Sanjeev Sharma</strong>, the Ambassador of Denmark to Nepal, <strong>Kirsten Geelan</strong>, talked about DANIDA&rsquo;s projects in Nepal. She also talked about Danish development policy paper for Nepal for the years 2013-2017. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It has been 45 years since Denmark-Nepal bilateral relationship has been established. How do you evaluate this friendly relationship?</strong></span></div>
<div>
	Denmark and Nepal have been in a mutually beneficial and cordial bilateral relation for almost half a century. The Danish engagement in Nepal over these years has developed and matured considerably. We now increasingly work with Nepali national partners. We see much higher degree of national ownership and involvement in our development activities and considerable improvement of national skills and competences when compared to the early days of our collaboration.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Denmark has a quite a few successful examples of Business to Business (B2B) Cooperation like Carlsberg. How do you think such partnerships can be enhanced in the days to come?</strong></span></div>
<div>
	We hope that the match making event between Danish and Nepali businesses scheduled for March, will assist in finding new ways of increasing business collaboration between Danish companies and Nepali partners. We have identified six sectors as potential ones, namely agriculture, tourism, handicraft, IT, waste management and health. The idea of the business partnership is to create jobs, strengthen competitiveness and promote corporate social responsibility in developing countries. The initiative aims for that sort of overarching objectives while providing Danish companies with new markets and opportunities to save costs, hire human resources at cheap salaries and provide access to raw materials. We have seen some success stories in Nepal. Wehave a very well known Danish fruit and juice producing company teaming up with a Nepali company in Bhaktapur to produce organic juice and ice cream.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you view the progress of DANIDA projects in Nepal?</strong></span></div>
<div>
	There are no shortcuts or blueprint solutions to long-term sustainable development. Nevertheless, there are some lessons learnt. We have seen thatprojects and programmes developed through long-term partnership, even in a preparatory phase, is an important prerequisite for long term and sustainable outcome. Working with national partners and having their involvement throughout projects is another important aspect for national ownership.</div>
<div>
	&nbsp;</div>
<div>
	We are not an implementing agency. We work with local co-partners in order to strengthen capacity of local partners and local government institutions to pave the way for sustainable development. We have done so in the past and will continue it in the future. We work very closely with the local government,which is an important partner in the development of Nepal.</div>
<div>
	&nbsp;</div>
<div>
	Another lesson learned is on monitoring and resource management system, where we have developed considerably in our approach. We need to focus on constant monitoring of output, activities and impact, not just on the list of activities. Development has moved from a very simple straightforward project to big complicated phenomenon, covering numerous sectors and programmes. Another important lesson is we have to be working not only with national partners but also with other donors. We are constantly looking at the possibilities of basket funding, strengthening equal operation with other bilateral and international donors.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Private sector&rsquo;s role in the development programmes has tremendously increased over the years. How is DANIDA recognising this role in its new 2013-2017 programme?</strong></span></div>
<div>
	In this new inclusive growth programme, we will be focusing on developing agriculture with priorities in three key sectors namely tea, ginger and dairy in seven districts of eastern Nepal. We will increase value added chain, enhance infrastructure and work closely with district authorities in improving the enabling environment for the&nbsp;</div>
<div>
	business sector.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Some of the important programmes of DANIDA such as Education Programme, Human Rights and Good Governance Programme and Peace Support Programme concluded in 2013. How do you assess the achievements of these programmes?</strong></span></div>
<div>
	We have been working in the education sector in Nepal closely with the government for 20 years. Over these years, we have seen impressive gains in the education sector. We are very pleased to be part of that development. We have seen literacy rate rising from very low to significantly high. More importantly, we have seen an increase in female literacy rate and enrolment of girls in school. It is fair to say that with our assistance, Nepal has moved from fragmented and limited education sector to much more comprehensive and coordinated approach. So, that is some achievement we are very proud to be part of.</div>
<div>
	&nbsp;</div>
<div>
	In terms of human rights and governance, we have been very active key player in peace building process. We have supported Nepal Peace Trust, UN Peace Fund and have been instrumental in the successful integration of Maoist combatants into the Nepali Army. We have established a long-term partnership with Election Commission. We were very supportive to the recent elections. We have also worked very closely with the National Human Rights Commission and supported their important task in handling various complaints of human rights abuses. We have worked and will continue to work with civil society organisation particularly with regards to human rights. We have seen improvement in gender rights and situation of marginalised groups, particularly Dalits.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA had been supporting the Government School Sector Reform Program (SSRP). However, some of the targets of this programme are yet to be met and thus, it is extended for another two years. Why did DANIDA decide to stop supporting the education sector?</strong></span></div>
<div>
	We have two priorities in our development assistance programmes: human rights and inclusive and green growth. That is in one of the reasons why the decision was taken in Copenhagen not to continue our engagement in education sector. Having said that let&rsquo;s not forget Denmark as EU member country is continuing to support education sector in Nepal through the activities of EU.</div>
<div>
	&nbsp;</div>
<div>
	We have been criticized for shifting our engagement in Nepal from the education sector but it is important to remind ourselves that this is a decision that has been taken in Copenhagen by the Ministry for Development Cooperation. It was a slight policy shift when we had a new government in Denmark, a couple of years ago.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA has shifted its focus to renewal energy sector in Nepal. What is the progress so far?&nbsp;</strong></span></div>
<div>
	More than a million households have been benefitted from our efforts to accelerate access to renewable energy technologies in Nepal. We have worked for quite a number of years since late 1990s in Nepal&rsquo;s energy sector. We have delivered concrete results with our long-term partners, Ministry of Science, Technology and Environment and Alternative Energy Promotion Centre. We have seen improved technologies in terms of improved cooking stoves, solar systems and small hydropower plants changing the lives of millions of people. We also hope to be able to do so in our new inclusive growth programme to create even stronger synergy with renewable energy programme in tapping the experiences gained already.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>DANIDA in its policy paper for 2013-2017 has prioritised poverty reduction through support on green and inclusive economic growth. How easy or difficult you find meeting this target as green economic growth is still a challenge for developed countries?</strong></span></div>
<div>
	Apart from the renewable energy programme, we will be embarking on a new inclusive growth programme. It is a programme that will run over five years and has a huge budget of 400 million Danish Kroner. Green growth is a challenge for all countries. In a country like Nepal, challenge is to reconcile the country&rsquo;s need for rapid growth and poverty alleviation while avoiding damage to the environment. This is where we see the new programme making a difference to local communities. It is not a very big programme. The approach is to support local programme that is implemented by local districts and with specific poverty alleviation dimension. Over the years, the programme will be able to support the value added chain in conjunction with supply and finance and improved infrastructure.</div>
<div>
	&nbsp;</div>
<div style="text-align: center;">
	<span style="font-size:16px;"><strong>Trade/Investment</strong></span></div>
<div>
	Nepal&rsquo;s exports to Denmark include handicrafts, silver products, ready-made garments, woolen goods, paper and paper products, etc. and major imports are machinery and parts, medicine and medical equipment, industrial raw materials, food and edible items, etc. from Denmark. The following figure shows that Nepal&rsquo;s balance of trade with Denmark is negative, except for the year 2012:</div>
<div>
	&nbsp;</div>
<div>
	<img alt="TRADE / INVESTMENT" src="/userfiles/images/inter%20(Copy)(1).jpg" style="width: 550px; height: 155px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<div>
		Under Danish investment, a total of 21 joint ventures were established until July 2012 which had an FDI of Rs. 198 million and created 969 jobs.</div>
	<div style="text-align: right;">
		(Source: Ministry of Finance, Nepal)</div>
</div>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2014-01-26',
			'modified' => '2014-02-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Nepal became a priority country for Denmark in 1989 and a long-term partnership was established. Through this partnership, Denmark aims to contribute to poverty reduction, political stability and to strengthen inclusive economic growth and access to renewable energy. In an interview with The Corporate’s Gaurav Aryal and Sanjeev Sharma, the Ambassador of Denmark to Nepal, Kirsten Geelan, talked about DANIDA’s projects in Nepal.',
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		'Article' => array(
			'id' => '2409',
			'article_category_id' => '134',
			'title' => '“Customers And Staffs Are The Strength Of Everest Bank”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;">Founded in 1994, Everest Bank is one of the leading banks of Nepal. With the business of above Rs 10,000 crores, this bank has been able to maintain 3rd position in terms of net profit. It was the highest tax payer among commercial banks for the fiscal year 2068/2069. The bank has also been awarded the Asian paints New Biz award for being the Best Managed Bank. In an interview with The Corporate, <strong>A.K Ahluwalia</strong>, the CEO of Everest Bank talked about his journey with the bank for the past six months and about the bank&rsquo;s present and future status. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you evaluate your work so far in Everest Bank?</strong></span></div>
<div>
	First of all, I would like to wish all the readers a very Happy New Year. I have been here for the last six months. When I joined, the bank was already a name to be reckoned with. It has built a good reputation and a niche for itself in the market. My first effort was to maintain that and the second, to take it forward. So, reflecting now, I think I have been successful in retaining &amp; enhancing the reputation of the bank. By the time I complete my first year here, the bank will have added more value to its service and reputation.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Everest Bank had last year started an agro-specialised branch &lsquo;Krishi Udhyam Bikash Sakha&rsquo; in Rajbiraj. How is this branch doing?</strong></span></div>
<div>
	The branch is doing well. When other banks were not even thinking of agriculture, Everest Bank was the first one to act and went to the extent of opening a specialized branch for agriculture financing. The branch is operating well and has made lots of finances in the agricultural sector. However, we have not restricted ourselves to that branch only. We are doing agricultural financing in other branches through cooperatives and in some cases, directly to farmers also. We understand that agriculture&rsquo;s role the Nepali economy is paramount and that is why we are focusing on it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You talked about expanding agro-specialization to other branches as well. Which branches have this specialization?</strong></span></div>
<div>
	We have already started it in Biratnagar, Narayanghat and Birtamod. We are financing it through cooperatives and they are doing very well.</div>
<div>
	&nbsp;</div>
<div>
	Your Bank had also started a scheme to provide free debit card to school children through Freedom Account. How would you evaluate this scheme?</div>
<div>
	Our freedom account is doing very well. Besides that, we also have Nari Bachat Khata for women. So, these schemes are basically tailor-made for specific segments of the society taking care of their specific needs. All our branches are promoting these schemes. They are operating very successfully.</div>
<div>
	&nbsp;</div>
<div>
	Freedom Account is an account that requires a minimum of only 100 rupees and it gives children the freedom to use debit card. There are more than 15 thousand accounts under the Freedom Account. Overall, Freedom Account is running very well and we are planning to come up with more of such products for other segments of the society.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal Rastra Bank (NRB) is pursuing to implement its plan to introduce interest rate spread restriction on banks, despite opposition from the bankers. What is your stance on this?</strong></span></div>
<div>
	As far as our bank is concerned, we are operating on the prescribed spread only. Thus, it is not such a big issue for us. &nbsp;There is no question of Bankers opposing any directive of the Central bank; it is just a feeling being conveyed that their profitability may be affected if they are restricted. If a bank wants to open a new branch, they have to go for additional staff for that branch. The branch will definitely take some time to come into profit. Banks open new branches to expand their reach and unless their branches are opened in all the corners of the country, financial inclusion will not take place. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Similarly, all the money that the bank raises from the public is not going to be put into advance. In fact, only 80 per cent of the amount that banks raise from the public can be given the shape for advances. But, what about the remaining 20 percent which hardly earns any return, So, that 20 percent needs also to be taken into account for calculating any spread.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Now, the banking sector is flooded with excess liquidity. How is the latest situation in Everest Bank?</strong></span></div>
<div>
	Due to increase in the value of US$ and also elections extra liquidity is there with the Banks. When there is any kind of instability in the economy, people don&rsquo;t want to invest or expand. They look for the opportune time. That is also the reason that the credit off-take gets affected. If there is no credit off-take, it is obvious that the banks will have more liquidity. I think it will take around 2 months for the system to absorb the liquidity because by then, entrepreneurs will be confident to invest in new ventures or expand the existing business and the economy will be stable.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What sets Everest Bank apart from all the existing banks in Nepal?</strong></span></div>
<div>
	As of now, Everest Bank is looked upon as a very strong bank. The strength lies not only from the deposits we have and the advances we make, but also from our transparent decision making process. We also try to evaluate all the projects sincerely so that the incidence of default is reduced. Secondly, our staff is very friendly and courteous. They provide the best possible service to the customers and are always open for improvement. As a result of this, there is a constant relationship between the customers and the banks. Wherever I go, I find people who say that they started banking with Everest Bank since inception and that they find no reason to go elsewhere. So, that is the strength. Satisfied Customers and courteous staff are our biggest strength. It is the result of this that the bank did very well last year. We did a business of more than 10,000 crores with a profit of more than two hundred forty crores which is an achievement by itself.</div>
<div>
	&nbsp;</div>
<div>
	Another thing is our involvement in CSR activities. We provided free drinking water facility at Geta Eye Hospital in Dhangadhi and also at Janaki Mandir, Janakpur and also provided digital display and monitor at Pashupatinath Temple. We supported the flood victims of Western region and have been organizing free health checkup camps every year. Besides we have sponsored number of awards to encourage schools, colleges, sportsmen, music, culture and health professionals in their pursuit for excellence. &nbsp;All in all, we are very sincere and alive about our CSR activities.</div>',
			'published' => true,
			'created' => '2014-01-06',
			'modified' => '2014-01-20',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Founded in 1994, Everest Bank is one of the leading banks of Nepal. With the business of above Rs 10,000 crores, this bank has been able to maintain 3rd position in terms of net profit. It was the highest tax payer among commercial banks for the fiscal year 2068/2069. The bank has also been awarded the Asian paints New Biz award for being the Best Managed Bank. In an interview with The Corporate, A.K Ahluwalia, the CEO of Everest Bank talked about his journey with the bank for the past six months and about the bank’s present and future status. Excerpts:',
			'sortorder' => '2319',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2452',
			'article_category_id' => '134',
			'title' => '“In The Long Run, Ethics Pays”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Prof C Panduranga Bhatta</strong> is a Professor and founder coordinator of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999. In an interview with The Corporate&rsquo;s <strong>Angila Sharma</strong>, he discussed core principles of business ethics and its relevance in the present context. <strong>Excerpts</strong></span><strong>:</strong></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Generally business ethics and CSR are treated as synonymous. How to distinguish them?</strong></span></div>
<div>
	Before the introduction of the term Corporate Social Responsibility (CSR), business ethics&rsquo; definition was limited to not doing corruption in business. But now, business ethics is defined and understood in a broader way and includes Corporate Social Responsibility. So, I would like to say that CSR is one of the aspects of business ethics. As such, the business houses that are active in their CSR can be called ethical because they have realized that they have a duty to perform.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Earlier, business houses would conduct business in an ethical manner but would not be concerned with the community. But, now, they should also be concerned with the society because they make profit because of the ordinary people around them. So, CSR is a part of business ethics.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The popular view including that of the government is that business ethics and profit making cannot go hand in hand. What is your opinion on this?&nbsp;</strong></span></div>
<div>
	This is the biggest mistake people are making. We can take examples of corporations in the international arena that are making profit ethically. Ethics means taking care of the safety of the products; it means you don&rsquo;t do wrong to the customers through your products. Business ethics means that corporations allocate certain amount of their profit for the betterment of the people. So, the corporations, which are conducting business in an ethical manner, also earn profit.</div>
<div>
	&nbsp;</div>
<div>
	This issue can be looked upon in two ways. It depends on the business corporation whether it is looking at the short term or long term. Short-term business means operating for a small period of time, earning profit in any manner and then shifting to a new place. We describe these kinds of businesses as &lsquo;fly by night operators&rsquo;. This type of activity is completely unethical and we do not consider these types of activities as business. We are talking about business corporations that operate for a long period of time. Such business corporations do not limit themselves to stopping corrupt activities, but widen their view to the entire society. Thus, in the long run, such business houses survive, make profit and are considered as ethical business firms. In the long run, ethics pays.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In today&rsquo;s competitive world, how can business houses gain comparative advantage through practicing business ethics?</strong></span></div>
<div>
	Globalization can give you advantage as well as disadvantage. Firstly, if you are an ethical company, you are welcomed everywhere. This is because of the reputation of the business house which is built on ethics. Business houses have to take care of ethics. For example: Infosys is a company that is present throughout the world. They have a motto that says &lsquo;Powered by Intellect; Driven by values&rsquo;. They have been practicing it and people have been watching their loyalty towards their motto.If people are convinced, they will accept the company. This way the business houses can gain comparative advantage. Their ethics provide them the comparative advantage.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What innovative methods are being practiced or developed to instil human values in the management of business organizations?</strong></span></div>
<div>
	Human Values is a very comprehensive term. It includes the behaviour of the business houses towards its customers, employees, community and the environment. The business house has to be concerned about the environment and the community while practicing business.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Business houses can instil human values in their practice through the development of caring attitude.Any business houses should consider human beings as their first priority.As a businessperson, relationship matters a lot. If business houses fail to maintain good relationship with the employees, customers and the community, it fails.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you see the situation of business in South Asia?</strong></span></div>
<div>
	The situation is picking now because of globalization. People are exposed to the activities of business houses.Earlier, the situation was such that business houses would carry out their work in an unethical manner and to cover it up, they would do some charity and give donations. But, now, how any corporation makes business is noticed and reported.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Another thing that is improving the situation is the international ranking. Every business house wants to participate in the international ranking. For example: Transparency International ranking.The moment you perform corrupt activities or you compromise with the safety of the employees and customers, you are ranked in the top of the most corrupt company. Earlier, companies were not concerned with the country&rsquo;s image, but now, companies are tied up with the country. If the country does not have good image, nobody would want to do business in that country. Countries are the conglomerates of certain companies. This has helped in improving the situation of business ethics in South Asia and rest of the world.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Marketing profession is derided as an example of unethical business practice. What is your suggestion to this professional field for overcoming this challenge?</strong></span></div>
<div>
	In marketing, what matters the most is the product. Communication becomes very important while marketing. If you are giving false information to the consumers while selling the product, then, you lose reputation. If you are marketing a product that does no harm to the consumers, then it is not unethical.</div>',
			'published' => true,
			'created' => '2014-01-20',
			'modified' => '2014-01-27',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Prof C Panduranga Bhatta is a Professor and founder coordinator of Business Ethics and Communication Group and Coordinator of Management Centre for Human Values at the Indian Institute of Management Calcutta (IIMC). He has been continuously involved in academic administration of the IIMC since 1999. In an interview with The Corporate’s Angila Sharma, he discussed core principles of business ethics and its relevance in the present context. Excerpts:',
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	(int) 5 => array(
		'Article' => array(
			'id' => '2318',
			'article_category_id' => '134',
			'title' => '“We Don’t Believe In Transactional Selling, We Believe In Relationship Building”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">TE Connectivity, one of the leading connectivity companies around the world, is a $13 billion world leader in the field. With nearly 90,000 employees in over 50 countries, the company designs and manufactures electronic connections for the world&rsquo;s leading industries including automotive, energy and industrial, broadband communications, consumer devices, health care, aerospace and defense. On 20th December 2013, TE Connectivity officially launched itself in Nepal in a partnership with Shrestha Amrit Traders Pvt Ltd (SAT). In an interview with The Corporate&rsquo;s <strong>Rashika Pokharel</strong>, TE Connectivity&rsquo;s <strong>R Murugesan</strong>, Country Sales Manager, India and SAARC, talked about TE&rsquo;s journey around the world and its plans in Nepal. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Tell us about TE Connectivity&rsquo;s history</strong></span>.</div>
<div>
	We are the global leaders in terms of connectivity and computer networking products. The company was started in 1945 and it was originally known as AMP net connectivity. In the year 1999, TYCO International took over the company and then, was known as Tyco Electronics. However, after couple of years, the company was renamed as TE Connectivity. We make connectivity products irrespective of the industries. We produce consumer appliances such as mobile phones and other household appliances. We are focusing on computer networking products and cabling products which is a lifeline for all other cabling networks. We provide cabling for office networks, data centers and large campuses. We mainly focus on Local Area Networks (LAN) though we also have wireless services. We have complete product range for telecommunication networks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Briefly describe about TE&rsquo;s operation globally.</strong></span></div>
<div>
	We manage companies in India and other SAARC countries. We have good operation in Srilanka, Bangladesh and Bhutan. We make our selling through distributors and system integrated partners. Some of our integrated partners in India are: HP, IBM, Wipro Infotech. They buy our cabling products and other networking instruments and install in customer premises. Our head quarter is in USA and have office in India also. We manage business from India. We have got 36% of market share in India.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the reason for choosing Nepal in particular for business expansion?</strong></span></div>
<div>
	Nepal is very potential market because the telecommunication market is rising here. This is the reason we see Nepal as an important market. Future prospect is good for our company here. Since the last one year, we are focusing on Nepal&rsquo;s market. We have identified SAT as our business partner. SAT will be funding our business in Nepal. The reason for our visit is to educate and inform our partner as well as the people of Nepal about our products and their usage. We have planned to focus on office networks in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	Nepal is widely known for its tourism and hospitality. They need wide networking services and we provide that. We have planned to focus on office networks and data cabling here. As offices require LAN and use fiber optic products, we are trying to supply it in Nepal. Though we officially launched TE Connectivity on 20th December this year, we have been studying the market since last year. We are doing Surya Nepal project here which is also an ICT company. Basically, we will be focusing on Banking and Financial Institutions, along with hospitality and tourism industry clients. We will be working on government projects also. We are planning to establish a connection between various districts, as part of our government project.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the idea behind your success? How is it different from other companies?</strong></span></div>
<div>
	The first thing is that our organization is committed. Secondly, we have got right people to manage the business. Finally, it is our products. These three factors have helped our company to become successful. We understand technology very well and it is definitely a plus point for us. Moreover, we don&rsquo;t believe in transactional selling, we believe in relationship building.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The tech market has been suffering from fast changes. As such, how is TE Connectivity keeping its &nbsp;pace with the pace of change?</strong></span></div>
<div>
	The TE Connectivity team is a part of Standard Committee and so, whenever a new technology comes in, our company is updated about it. Our company has been investing much amount on R&amp;DT (Research and Development Test). Our team is working on finding out new technologies and we are also trying to cope with that. We are an innovative company with global recognition for our services and products. The demand for our products in the global market justifies that our products are unique and good. 24 per cent of our business globally comes from the products that we have produced in the last three years. This clearly states that we are ahead in the market and we are proud of that. Our diversity in the products is helping us to handle the market situation. Of course, there are turbulences, but we are not suffering from that.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your business strategies for Nepal?</strong></span></div>
<div>
	Our main strategy in Nepal will be educating the people about technology. We are planning to conduct more workshops to acquaint the people with new technology. We are committed towards this aim, rather than only selling our products. We have different levels of training programs. Our strategy is that once people understand our technology, it will be easier for us to sell. We want to educate the customers so that they understand technology well before investing in it. This way they will invest in the right product.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As the head of TE-SAARC, what are TE&rsquo;s future prospects in South Asia?</strong></span></div>
<div>
	Product sales is good in South Asia. If we see whole South Asia, communication era started some time back. There are still more advancements to happen regarding automation. If we look at South Asia in terms of automation, only 10 percent achievement has been made. We have huge potentials to harness in the years to come. There are so many government and educational institutions that have to be automatised. &nbsp;5 or10 years down the lane, Nepal and India will have automatised infrastructures. In Nepal, the telecommunication industry has already started using such technology. Therefore, Nepal has huge potential and it will definitely grow ahead.</div>',
			'published' => true,
			'created' => '2013-12-23',
			'modified' => '2013-12-31',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'TE Connectivity, one of the leading connectivity companies around the world, is a $13 billion world leader in the field. With nearly 90,000 employees in over 50 countries, the company designs and manufactures electronic connections for the world’s leading industries including automotive, energy and industrial, broadband communications, consumer devices, health care, aerospace and defense. On 20th December 2013, TE Connectivity officially launched itself in Nepal in a partnership with Shrestha Amrit Traders Pvt Ltd (SAT).',
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	(int) 6 => array(
		'Article' => array(
			'id' => '2269',
			'article_category_id' => '134',
			'title' => '“We Are Trying To Employ Nepalis  In Our International Projects”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">CE construction is one of the leading construction companies in Nepal. Established in 1992, the company has acquired tremendous experience and growth. Presently the company is expanding its foothold in the international construction market too. The Corporate&rsquo;s <strong>Angila Sharma</strong>, recently discussed issues surrounding the overall construction scenario of Nepal and the company&rsquo;s future plans with its Chairman and M.D, <strong>Bijay Rajbhandary</strong>. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the business scenario of Nepal&rsquo;s construction sector?</strong></span></div>
<div>
	Nepal is a developing nation and so, it is much occupied in the construction sector to meet its development infrastructural needs. We have contributed a lot to the development of the nation and still have a lot to do. Our priority is to set benchmark for building infrastructures in various development sectors. We believe that construction business has an important role in taking Nepal&rsquo;s development agenda to the next level. But, matters like political instability obstruct our vision. Basically, construction sector is doing well in Nepal. It is a sector with no limitation for growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How is the business scenario after the CA elections?</strong></span></div>
<div>
	As far as I have seen and known, it is good. We can assess the whole scenario only through economic indicators. Presently the scenario is positive and progressive. We are yet to see the changes that have been promised. For now, I believe that we can expect economic growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Kathmandu is squeezing at a fast pace. How can the industry expand beyond it?&nbsp;</strong></span></div>
<div>
	Construction is not limited to constructing buildings only. Kathmandu may have the problem of space. But, that makes no difference to the construction sector because it is beyond constructing buildings. Kathmandu is a congested place that faces traffic problems every day. As such, we can invest in constructing roads and flyovers. Construction is not limited to a specific area, it can cover a community or a country. It can also be understood in terms of hydro-electricity production, construction of transmission lines, bridges, health institutions and other infrastructural setup. It is firstly very essential to understand that construction does not simply mean building of houses. Secondly, there is a wide scope for construction business in Nepal which is yet to be explored and utilized.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your business expansion plans?&nbsp;</strong></span></div>
<div>
	We are planning to take our projects to other cities in Nepal. Along with that, we also have a project named &lsquo;Beyond the Boundaries&rsquo; under which we are currently working in Qatar. We are trying to expand our reach in Bhutan and Tibet. Our expansion strategy includes using latest construction technologies that are permitted by the law of that land. As far as the host nation&rsquo;s policy allows, we are trying to employ Nepali human resources in our international projects. We have pioneered in using latest construction technologies and this, we think, will assist the nation in gaining expertise in construction business sector too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What new construction technologies are you using?&nbsp;</strong></span></div>
<div>
	Across the world, one of the major technologies used in the construction project cycle is project management. It is important to apply project management tools to complete projects on time. Project completion in Nepal is complex due to demand for quality services within a very limited time period. Project Completion generally consists of planning tools, monitoring tools, methodologies and the application of equipment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Are the existing real estate policies conducive? What changes would your recommend?&nbsp;</strong></span></div>
<div>
	Policies should be changed periodically corresponding to the needs and demands of time. Recently, government has come up with a policy of 45-days approval of land. Previously, there was no time frame for land approval and transfers and that burdened buyers with interest. This policy has helped in minimizing the burden of interest on the buyers.</div>
<div>
	&nbsp;</div>
<div>
	Government, however, has to come up with new policies which can foster the growth of the construction sector. Government has to pass laws that allow foreigners to buy apartments in Nepal. Apartments and real estate is an unavoidable solution to organize the cities here in Nepal. It has to facilitate us with proper policies for developing essential infrastructure. It should be able to provide subsidies and security to the private sector.</div>
<div>
	&nbsp;</div>
<div>
	Likewise, government land should also be used for infrastructural development. Through active participation of private and public sector, we can build well-organized residential areas that are facilitated with recreational areas and essential services. Existing crowded city areas could be transformed into modern business centres. This needs government&rsquo;s active participation in dealing with stakeholders and in managing their relocation in new residential areas. This can be achieved only when there is political stability in the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are your ongoing projects?&nbsp;</strong></span></div>
<div>
	Right now, our projects include hotels, shopping complexes, institutional projects and apartments. Similarly, we are working on 15 real estate projects. We are expecting some big projects in the near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is your future strategy for the growth of this sector?</strong></span></div>
<div>
	We believe that major volume of construction business should be conducted by Nepali people themselves rather than depending upon foreign constructors. For this, we have to prepare them. This requires establishment of training institutes, project management workshops and other practical means of learning. If we train these people properly, we will be able to deliver quality services at minimum prices and that too within a very short span of time. We will be role models in the construction sectors all over the world if we can provide quality training to the manpower in our nation.</div>',
			'published' => true,
			'created' => '2013-12-16',
			'modified' => '2013-12-23',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'CE construction is one of the leading construction companies in Nepal. Established in 1992, the company has acquired tremendous experience and growth. Presently the company is expanding its foothold in the international construction market too. The Corporate’s Angila Sharma, recently discussed issues surrounding the overall construction scenario of Nepal and the company’s future plans with its Chairman and M.D, Bijay Rajbhandary. Excerpts:',
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	(int) 7 => array(
		'Article' => array(
			'id' => '2228',
			'article_category_id' => '134',
			'title' => '“Government Is Supressing Private Sector’s Growth”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:15px;">Private sector is a crucial component and contributor to national development. However, sometimes it fails to play proper role. <strong>Dr. Kamal Raj Dhungel,</strong> Associate Professor of Central Department of Economics, Tribhuwan University, recently discussed existing relationship between private sector and government and investment climate in Nepal, with The Corporate&rsquo;s <strong>Angila Sharma, Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What can the Nepali economy expect from the success of the recent CA elections and the formation of a new government?</strong></span></div>
<div>
	In this historical election, no party gained majority and so the government will be a coalition one. If the coalition government comprises of CPN-UML and Nepali Congress, it will be beneficial for the private sector. It was evident in the 90&rsquo;s. During that time, this team had come up with liberalization policy and had made efforts to lead the economy towards prosperity. There were many bottlenecks and as such, this policy failed. So, if the parties in the higher position can now give continuity to the same policies and can implement them with effective monitoring, private sector will flourish leading to development of various parts of the economy.</div>
<div>
	&nbsp;</div>
<div>
	Similarly, we can also expect good things from the upcoming government. But, for this, a single party or a combination of some parties cannot do anything. For the prosperity and economic growth of this nation, all political parties should work hand in hand.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you think our private sector is sincere enough in delivering services to the consumers? What are the reasons they are lacking behind in this?</strong></span></div>
<div>
	State has to play leading role when it comes to the growth of the private sector. It is the state&rsquo;s responsibility to provide the private sector with essential facilities while also monitoring their activities regarding implementation of the facilities provided by the state. Private sector is always profit-oriented. Its activities depend on the government&rsquo;s attitude towards it. The government should ensure reasonable profit for the private sector while providing security for the investment made by the private sector and guaranteeing subsidies in delivery of necessary goods for the consumers. It should be able to create market for the private sector and should implement a clean and clear monitoring system. It is because of lack of such monitoring system that private sector has been lagging behind. Private sector can be effective if government provides enough security and an effective monitoring system.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is it that is lacking in our monitoring system?</strong></span></div>
<div>
	For now, the government is weak. The government is vulnerable because of some reasons: Firstly, we do not have constitution and the Maoists who had originally demanded for CA elections are in third position while parties, who had never had this as their primary agenda, are now in leading position. In the past four years, nothing fruitful could be obtained. Rather, highlighting of issues surrounding federalism distributed solidarity among the people. Secondly, we do not have stability in our political and economic sphere. Presently these spheres are rigid and this has rendered our concerns and voices valueless. Economic activities are directly proportional to political stability and thus economic prosperity is possible via political stability. At this moment, the whole economic sector depends on the momentum of the political sector, which is presently in an unpredictable situation.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There is a wide spread criticism regarding the insincerity of some private sector actors in providing facilities to consumers. What is your opinion on this?</strong></span></div>
<div>
	Private sector is not trying to run away from its responsibility. I have listened to talk shows and programmes organized by FNCCI and CNI. They have often invited political leaders to their programmes and asked them to bring political consensus and consider economic growth as their main agenda. Private sector has substantial capital at its disposal and wants to utilize it in development activities. As such, they have highlighted five major areas that can speed up national development: agriculture, hydropower, tourism, education and infrastructure. They have identified these sectors as potential sources for national prosperity and development. People have begun investing internationally because there is no scope for investment here. This situation has been created here due to lack of security, market, and subsidies among others. Private sector is not trying to escape; rather, the government is suppressing it as it is failing to create a suitable environment for the private sector to flourish. Basically, private sector is in shadow because of government&rsquo;s failure to create a conducive environment for its growth.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Even though our economy is relatively smaller it has always faced the problem of capital shortage. But, we are always able to invest in sophisticated products. Why is the economy failing to invest in more essential sector?</strong></span></div>
<div>
	This is a very good question. A big portion of imports in Nepal constitutes of goods that cannot be substituted. Thus, a big amount of capital is being invested in the import of such goods. Import of goods like vehicles, gold and oil cannot be substituted by domestic production. We spend billions of rupees in importing these goods because these goods are important but cannot be produced in our country.</div>
<div>
	&nbsp;</div>
<div>
	Nonetheless, our economy has the potential to substitute import of certain goods like gas. Gas is one of the goods that have always led to conflict in the country, sometimes even leading to change of government. Nepal Oil Corporation is not always able to meet our needs and is also always on loss. We could substitute this, to some extent, through electricity. If we can produce sufficient &nbsp;electricity and provide it in convenient price, it will automatically solve the gas import problem. We could opt for electric bike, electric cars and electric trains if hydropower is properly utilized. So, it is necessary that we exploit hydropower to its fullest capacity</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It is quite essential to have effective regulatory mechanisms to ensure smooth functioning of an economy. What improvements would you suggest in our economy&rsquo;s regulatory mechanisms?</strong></span></div>
<div>
	Monitoring system is a regulatory body. Our nation must not only have controlling mechanisms but should also include facilitating mechanism as its regulatory system. It means that private sector should be provided with subsidies, enough infrastructure, facility of tax exemption etc. Along with that, there should also be a separate regulatory mechanism that monitors the private sector&rsquo;s activities.</div>
<div>
	&nbsp;</div>
<div>
	If one private sector actor does not work properly, the government should be able to dismantle it immediately and it should also provide space for the entry of new ones. However, existing lack of co-ordination within government agencies is making it difficult for the private sector to grow.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In this changed scenario, as an economist, what would you suggest to the private sector, government and the consumers?</strong></span></div>
<div>
	We are experiencing a major change and the future of our nation is unpredictable at this juncture. However, I am still optimistic. Regarding the CA elections&rsquo; results, I would sincerely like to thank the people of Terai for bringing a change in their voting pattern. I am glad that they did not stick to the earlier voting trend.</div>
<div>
	&nbsp;</div>
<div>
	Regarding the private sector, I would like to say that the private sector alone cannot grow unless it is supported and facilitated by the government. Both of them should make efforts for a better environment for mutual growth.</div>',
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			'created' => '2013-12-09',
			'modified' => '2013-12-17',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Private sector is a crucial component and contributor to national development. However, sometimes it fails to play proper role. Dr. Kamal Raj Dhungel, Associate Professor of Central Department of Economics, Tribhuwan University, recently discussed existing relationship between private sector and government and investment climate in Nepal, with The Corporate’s Angila Sharma, Excerpts:',
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	(int) 8 => array(
		'Article' => array(
			'id' => '2190',
			'article_category_id' => '134',
			'title' => '“Godrej Might Have A Manufacturing Unit In Nepal Within A Few Years”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Umashaknar Mukherjee</strong> is the Country Manager at Godrej Consumer Products Limited since 2009. Godrej Consumer Products Ltd (GCPL) is a major player in the Indian FMCG market, with leading Household and Personal Care Products. Its brands, which include GoodKnight, Cinthol, Godrej No. 1, Expert, Nupur, Hit, Fairglow, Ezee and Protekt are household names across South Asia. Four of its brands (GoodKnight, Cinthol, Godrej No.1 and Godrej Expert Hair Colour) are ranked among the &lsquo;100 Most Trusted Brands&rsquo; in India by Economic Times - Brand Equity 2012. He has been looking after the entire Nepal country operation for the FMCG business and responsible for the growth and business development across channels &amp; categories. Mukherjee had been early working with Hindustan Unilever Ltd for 15 years. Along with his professional life, he also has been leading a spiritual life as a founder of Resurgence Mission where one is offered training in different forms of spiritual coaching and a true energy healing with psychic development which will lead you to personal growth. He spoke to <strong>Suraksha Adhikari</strong> of The Corporate about Godrej Consumer Products in Nepal. <strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Godrej is one of the oldest and one of the most well known business houses from India which has spread its operation across the world. Could you speak a little bit about the history of Godrej, its philosophies, its ethos and its culture?</strong></span></div>
<div>
	Godrej is a 130 years old company. It started with manufacturing Lux soap in a very small way. And then it became the conglomerate what you see today. There are various business that we expanded during this time but Godrej is essentially a manufacturing company. Most of the headquarters of Godrej exist in Mumbai.&nbsp;<span style="font-size: 12px;">It started with Lux then it came with consumer durables. Now we manufacture microwave oven, refrigerator and many more. Fridge is very old phenomenas Godrej fridges are very much popular among people. Godrej almirah is still considered to be number 1 is many places of India and South Asia with it maintenance of legacy since its production time.&nbsp;</span></div>
<div>
	&nbsp;</div>
<div>
	Godrej is a family run professional business. Adi Godrej has studied in the USA and after coming back he hired all the top management people from the topmost industries to the business so Godrej is totally a professionally managed family business. Though it is owned by a family it is completely run professionally.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the size of Godrej Empire globally by turnover, by spread across the countries and also couldbe the different sectors that Godrej is involved?</strong></span></div>
<div>
	Internationally Godrej started doing business when it collaborated with Procter &amp; Gamble. This is the first time Godrej was exposed to the international business. Apart from that, till last year there was collaboration with Sawali Corporation which is one of the fortune 500 companies which was the collaboration with Godrej for household insecticides product. Godrej has brought the shares of 51 per cent of Sawali Corporations. Above that Godrej has started their venture in South Africa, Middle East, Indonesia, Britain, North America and in Argentina. In all these countries, Godrej has started its business after buying the companies and integrating that business with Godrej consumer product business. So now more than 50 per cent of Godrej business comes from the international market.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How long has Godrej group been active in Nepal and what are the major sectors or the brand categories that are active here?&nbsp;</strong></span></div>
<div>
	Nepal is only the country where we don&rsquo;t have any manufacturing facility but among the SAARC countries we have the manufacturing facilities in Bangladesh, Srilanka and other places. Our Vice President had visited to Nepal five years back and he gave an indication that in next few years to come, Godrej might have a manufacturing unit in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	I look after the consumer products part of the business which is one of the oldest business that Godrej is having. It was named as Godrej soaps. Cinthol is 100 years old brand belonging to Godrej so Godrej soaps have become the consumer products. I have introduced this company to Nepal. It only used to be handled by the dealers group a business house called Kedia. They were exclusively doing only distribution part some four years back. The business was also around IC 40 million to 50 million which has increased to around IC 400 million under my management. We also have been able to maintain growth rate of more than 20 per cent per year.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are the major problems you faced in Nepal in these years?</strong></span></div>
<div>
	The business here used to happen as the training goes on. But as we are into the coverage and distribution business it happens to be the domain of the multinational business. I had the experience of 15 years with the Unilever company and I have been hired in this company to grow the expansion of distribution and coverage.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What the condition of soaps and detergent market in Nepal?</strong></span></div>
<div>
	The market of soaps and detergent is very small in Nepal because the Unilever market is dominant here in Nepal but we are market leader in household and insecticides categories.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Well, we have competitions like AC Johnson and other multinational companies. And even we Indian multinational here have been continuously competing with these companies. And in all categories we are actually number one company in all household insecticides and Goodnight is the strongest brand of all the insecticides. Goodnight is the goodnight for every family in South Asia and HIT is the popular insecticide with the ladies of the house.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What is the market share of Godrej Business Company in Nepal?</strong></span></div>
<div>
	We contribute about 70 per cent of total market of Nepal in our segment and by this way we become &nbsp;market leader in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Something very close to your heart is corporate meditation, holistic growth and evolution or internalization of cosmic energy are few things that you have been talking about. Could you throw some light on these areas now?</strong></span></div>
<div>
	I am definitely more interested to talk on these subjects as they are very close to my heart. It is a discovery that I made it in Nepal. When I came here, I came to know that here exist more number of Brahma temple that people of Nepal also don&rsquo;t know. So I was very surprised to know why people don&rsquo;t worship Brahma and this fact struck my mind. From here actually this started. Then I started researching on why people should actually worship God. God gives you some kind of energy which is called divine energy may be in all the religion that exist in the world today. As I went deep in this subject, I came to know how this divine energy can be defined. My study found out that there is a cosmos from the divine energy comes in the form of cosmic energy. Then going back to our Hindu mythology, I came to know that Brahmand is the name for the cosmos. Brahma is the creator of Brahmand. So my logicis, if you want to get the cosmic energy you should get connect with the originator itself i.e. Brahma.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In business, how this cosmic energy can make a difference in their life and can actually enable them to do what they are doing more efficiently?</strong></span></div>
<div>
	This is a very good question indeed. In the corporate words, most of us work more than we can handle. For this we need more energy that God actually gives us. To get that kind of extra energy, one has to do mental exercise and free your mind. Then one should concentrate on meditation to reach into another world of abundant energy. Then they can be benefited with cosmic strength which gives additional energy to&nbsp;</div>
<div>
	the people.</div>',
			'published' => true,
			'created' => '2013-12-02',
			'modified' => '2013-12-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Umashaknar Mukherjee is the Country Manager at Godrej Consumer Products Limited since 2009. Godrej Consumer Products Ltd (GCPL) is a major player in the Indian FMCG market, with leading Household and Personal Care Products. Its brands, which include GoodKnight, Cinthol, Godrej No. 1, Expert, Nupur, Hit, Fairglow, Ezee',
			'sortorder' => '2034',
			'image' => null,
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	(int) 9 => array(
		'Article' => array(
			'id' => '2145',
			'article_category_id' => '134',
			'title' => 'Appeal To Nepali Political Parties ‘Think Prosperity, Think Welfare And Shun Strikes’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;">Nepal recently voted for a new Constituent Assembly and the poll results reflected the shift of preference of Nepali people towards political parties. The business community has been very much hopeful from the preliminary results of the election. In this scenario, <strong>Ajay Bahadur Pradhanang, </strong>President of Nepal Young Entrepreneur&rsquo;s Forum (NYEF) and member of FNCCI recently spoke with The Corporate&rsquo;s <strong>Angila Sharma,</strong> on issues surrounding latest political development and the promises it has for Nepal&rsquo;s business community. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>As a member of FNCCI, what is your opinion on political strikes?&nbsp;</strong></span></div>
<div>
	Agitation or conflict between political parties does not usually correspond or hold with what the common people think. The recent confrontation between the 33 political parties and the major parties was a huge setback for the nation. We are not going into the politics of what is being done, what is being said or thought. The point is that there has to be a solution for the political problems, agitations or conflicts through democratic means. We believe the best way to do it is through elections. And since the election has been concluded, I will believe it will provide platform where these kinds of conflicts can be resolved. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you think political agenda of various political parties will actually bolster the economy?</strong></span></div>
<div>
	One of the major changes this time in the elections has been that every political party has come up with their economic agenda. These are crucial for the growth of the private sector, for the prosperity of the nation. So, this is a big plus in this year&rsquo;s election as highlighted in the manifestos of most of the political parties. I personally believe that every political party with economic agenda on its manifesto will definitely implement them if they come to power. With most of them prioritizing economic growth in their manifesto, I believe that this CA will provide political parties a common platform to materialize their promises to people. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There are two political parties who have pledged not to organize strikes in their election manifesto. Will it actually be fruitful?</strong></span></div>
<div>
	&nbsp;The culture of strike has really impacted our society and economy in a negative way. People, a commoner or a political party leader, have realized this. People&rsquo;s reaction during the recent strike called by the agitating 33 parties, reflected that people are annoyed with strike-culture. They could be so many other ways of protesting or registering discontentment, other than organizing strikes.Though most political parties are yet to make such commitments against such undemocratic practices, some have done it and that is appreciable. Every common man is tired of strikes and the political parties have to understand this as they represent the common man. If they fail to do so, next time the common man will also forget them while voting. I feel that political parties understand this and will gradually give up upholding culture of strike.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What does the FNCCI do towards compensating business losses during strike?&nbsp;</strong></span></div>
<div>
	As such, FNCCI can never compensate on the losses made during strikes. It is a totally different organization which is a platform where people go and work. People go for policy advocacy, networking and all these kind of things. But, regarding the losses made by strikes, the only thing that can be done is to stop strikes. The recent resistance shown by people during the strike called by the agitating political parties shows that people have become more resistive. This gives me feeling that strike-culture will be demoted in the days ahead.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Do you work with any international bodies?</strong></span></div>
<div>
	There are various organizations working for the development of the private sector. As such, like FNCCI, we have organizations like SAARC Chamber of Commerce and Industries which works into organizing private sectors or networking the private sectors within the South Asian region. Similarly, there is CACCI (Confederation of Asia Pacific Chambers of Commerce and Industry). There are bi-lateral agreements with many countries that help us linking with similar organizations.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal is in its transitional phase. How will you attract international businesses to invest here?</strong></span></div>
<div>
	I always admire the story of Onassis. Onassis was a Greek industrialist. After the Second World War, the shipping industry was in a dire state at that time. Onassis said that nobody would buy ships at that time because it was war time and thus, he bought a lot of ships. He bought it at a very low price because nobody thought it was a good business at that time. He had the vision that this industry would do good and so, bought all of those. Later, things improved after the Second World War and Onassis made fortunes out of the ships. He turned out to be a renowned industrialist. I really admire this story when we talk about Nepal now. With the numerous opportunities here, Nepal right now has got the scope for businesses as the cost of doing business is very low here. There are adamant opportunities here in comparison to countries that have already developed. In Nepal, because the environment is not conducive, the competitive nature is also not as such and the cost of business is also very low. So, that is the principle thing that business men could see over here.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What do you want to say to politicians and young entrepreneurs of Nepal?</strong></span></div>
<div>
	For the political parties, I have only one thing to say: Think about the nation more than individual or partisan goals. They need to keep this thing in mind Nepal&rsquo;s prosperity is essential for our prosperity. Where will we Nepali be, if there is no Nepal. For their own good, political parties should think for the nation&rsquo;s good. For the entrepreneurs and everyone in Nepal I would like to say: As a nation we are in a very difficult position. So, all of us should think about contribution that we can make for the nation instead of working for individual or institutional benefit.</div>',
			'published' => true,
			'created' => '2013-11-25',
			'modified' => '2013-11-29',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Nepal recently voted for a new Constituent Assembly and the poll results reflected the shift of preference of Nepali people towards political parties. The business community has been very much hopeful from the preliminary results of the election. In this scenario, Ajay Bahadur Pradhanang, President of Nepal Young Entrepreneur’s Forum (NYEF) and member of FNCCI recently spoke with The Corporate’s Angila Sharma',
			'sortorder' => '2024',
			'image' => null,
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	(int) 10 => array(
		'Article' => array(
			'id' => '2139',
			'article_category_id' => '134',
			'title' => '“We Are Not Here To Complain.  We Are Here To Achieve”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flag carrier. It was started with the goal of becoming one of Europe&rsquo;s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu, has joined the network on the first September. According to the airlines, roundtrip flights between Istanbul and Kathmandu are operated 4 times per week on Tuesdays, Thursdays, Fridays and Sundays from Istanbul, and Mondays, Wednesdays, Fridays and Saturdays from Kathmandu. In an interview with <em>The Corporate&rsquo;s <strong>Siromani Dhungana</strong></em>, General Manager of Turkish Airlines <strong><em>Celal Baykal</em></strong> explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline. <strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>What attracted Turkish Airlines &nbsp;for launching its services in Nepal?</strong></div>
<div>
	We officially started our airline in Nepal from September, this year. The reason why we are here is that we are trying to operate in as many countries as &nbsp;we can so as &nbsp;to be an airline reaching many destinations all over the world. Similarly, we want to expand our network because we want to be a network generator. We particularly chose Nepal because of its huge potential. Nepal was already in our plan for many years. But, it took some time to arrange everything and now finally we are operating in Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Can you please describe the background of your decision to come to Nepal?</strong></div>
<div>
	Yes, I remember those days very well. Expanding reach to a new country involves a lot of research and know-how to gather a lot of information about the country and you have to analyze it as soon as possible. The first thing I did was to get in touch with colleagues in the business environment. I developed connections with my sectoral colleagues who have been working in Nepal and also with people who have visited Nepal before. Coming to Asia and in Nepal was itself something new for me. I was in Amsterdam. So, if it is a big change, it is also a challenge in my career providing me with numerous opportunities to learn about markets all over the world.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How has the journey for Turkish airlines in Nepal been so far?</strong></div>
<div>
	We are doing quite well. I cannot put anything negative yet. Our flights are almost fully booked and sometimes we have over-bookings. There is a lot of potential in Nepal and we need to focus on that. There are so many places with natural landscapes and thus viable for natural tourism. Considering these prospects, we are aspiring to do much more in Nepal in the&nbsp;</div>
<div>
	near future.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What do you have to say about market competition in Nepal?</strong></div>
<div>
	Competition is ever-present in any field. If there is no competition, you become weak. So, I consider competition to be beneficial. We have been working in the market regardless of competition. This was the same in Amsterdam too, where I worked before. As an airline, we are used to lot of competition.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are your strategies to expand your market here in Nepal?</strong></div>
<div>
	We want to strongly increase our presence but, we don&rsquo;t know where and what the time will be. In the near future, we will surely increase our frequencies. There are some places where we want to expand and one of these places is Nepal. We have just begun our services here and we definitely intend to do more in the future.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Where do you see yourself in 5 years?</strong></div>
<div>
	In 5 years time, we will be able to understand the market more closely and it is sure to make a difference in my personal career as well. We will learn about the cultures here and incorporate it in our business strategy.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are the complications of conducting business in Nepal?</strong></div>
<div>
	We do not keep looking at problems but, ways to solve them. If you talk about problems, you can continue talking about them for years. We are here to achieve, not to complain. We are here to make a difference. Looking at Nepal&rsquo;s human resource, I can say there is no much difference in terms of quality of people. Though there are some differences between working in Amsterdam and in Nepal, but I am confident that I can rely on Nepali colleagues to get through it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></div>
<div>
	We have already won some awards, especially the ones related to hospitality and that is our day to day experience. We also won the best kitchen in business class and even in the economy class. We are still investing in our catering and in some areas, we have also tried changing our catering services for responding to our consumers need. &nbsp;</div>',
			'published' => true,
			'created' => '2013-11-21',
			'modified' => '2013-12-02',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Turkish Airlines took to the skies 80 years ago as Turkey’s flag carrier. It was started with the goal of becoming one of Europe’s top airlines and also to function on a global scale. A member of the Star Alliance, Turkish Airlines now flies to more than 235 destinations worldwide and offers the most convenient routes to Turkey, Europe, Africa, The Middle East, Far East, Asia and the Americas, all via Istanbul. Kathmandu, has joined the network on the first September.',
			'sortorder' => '1986',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	(int) 11 => array(
		'Article' => array(
			'id' => '2094',
			'article_category_id' => '134',
			'title' => '“This Budget Will Be Fully Accepted By The Coming Government”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong style="font-size: 14px;">Shanker Prasad Koirala</strong><span style="font-size: 14px;"> is Minister of Finance, Industry, and Commerce and Supplies since 18 March 2013. With more than 25 years of experience in bureaucracy, he believes that Nepal can achieve double digit economic growth if there is political stability in the country. In an interview with The Corporate&rsquo;s <strong>Janardan Baral</strong>, he explains government&rsquo;s plan of conducting second Constituent Assembly Election and his prospects for an economically prosperous Nepal. <strong>Excerpt:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>How is the final preparation for the second constituent assembly going on?</strong></div>
<div>
	This particular government has been formed for carrying out the election successfully and as such the main agenda is election. The required technical, legal and political resources have been met. Similarly, in the latter phase, the government has fully dedicated itself for holding elections peacefully. To achieve its objective it has adopted strict security measures so that citizens can freely go to the election booths and cast their votes.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What is the progress on status of this year&rsquo;s budget&rsquo;s objectives? Especially those related to the objective of gaining ecomomic growth and stability.&nbsp;</strong></div>
<div>
	The government had introduced the budget with the aim of strengthening the country&rsquo;s economy. Since the initiation of the budget of the current fiscal year, we have been aiming to remove the tag &ldquo;under developed&rdquo; from Nepal and declare it a &lsquo;developing&rsquo; nation by 2022. We have also introduced the concept paper for the three year action plan and we are balancing long term projects with budget and moving on. In the previous years, our economy&rsquo;s highlight had always suffered from low economic growth hovering around 2-4 per cent. Since the whole of the economy is focusing on the upcoming CA elections, the development works are likely to be affected. However, due to improvement in certain economic variables, we have planned to raise our economic growth to 5.5 per cent. The International Monetary Fund has projected economic growth to be of 4.5 per cent. I strongly believe that the government is aiming towards the achievement of the stated economic growth. As such, the budget&rsquo;s main priorities are to focus on making Nepal a load-shedding free country, connecting all 75 districts to road networks and to bring about substantial change in infrastructure development.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Don&rsquo;t you think there is a high probability of inflation in the economy as you &nbsp;brought an expansionary budget when the CA elections too are being held?&nbsp;</strong></div>
<div>
	That is a very relevant question. In comparison to the previous years, the government has not compromised with the investment. As the budget was brought out in time, public expenditure has been carried out since the very beginning of the fiscal year. In the year of elections past savings are brought out and spent. We are well aware of inflation rate and we are trying to minimize it to single digit. According to the statistics provided by NRB, our inflation rate is around 8% and so, I don&rsquo;t think it will have much effect in the strength of the currency. The country maybe under the pressure of elections and strikes, but it will not weaken the currency.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Probably you say on the basis of the third month&rsquo;s statistics provided by NRB. But, the impact of election expenditure as well as government expenditure can be seen only in the coming months. In such circumstances, what ways do you suggest to control inflation?</strong></div>
<div>
	We have tried to control inflation through market monitoring. Concentrating on increasing domestic production may be the solution for the long run. On the other hand, as the exchange rate has stabilized, import should not lead to a rise in the price level.</div>
<div>
	&nbsp;</div>
<div>
	<strong>How are the activities of the current fiscal year being implemented?</strong></div>
<div>
	This year the budget was announced on time and we expect the same in the coming year. We initiated the budget related work on the first of Shrawan itself. Out of the proposed programmes, only nine are pending approval from the National Planning Commission. We had planned to sign performance based management contract in projects of national pride. Such contracts are signed in all projects except three. Overall, I am satisfied with the progress in development projects.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>So, is the progress in programmes of national pride, such as &nbsp;black coating of mid-hill highway, initiation of east-west railway construction, Nijgadh airport and Melamchi project as per&nbsp;<span style="font-size: 12px;">the plan?</span></strong></div>
<div>
	Yes, they are are not being carried out as planned. However, in case of West Seti Hydropower Project, construction of second international airport and some other projects, &nbsp;they are still in the study phase.</div>
<div>
	&nbsp;</div>
<div>
	<strong>What will be the consequences of CA elections in the country&rsquo;s economy?</strong></div>
<div>
	CA elections will have a positive impact on the country&rsquo;s economy. It will kick-start the economic activities in the country. The current expenditure from government is enough to boom the economy. Similarly, the expenditure carried out by the government in elections will be utilized in the country itself in activities like- advertisements, awareness, printing etc. In one way, it is investment in the economy. Similarly, the economy will speed up as the past savings of the citizens and the political parties will flow out in the market.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What kind of economy are you bequething to the upcoming government?</strong></div>
<div>
	This is a very important subject. As the government was fully oriented towards CA elections, the budget was also independent of idealogies and impartial. The budget incorporated general development programmes of all the parties. Populist and distribution oriented programmes are not included. As such, it is the foundation for the country&rsquo;s economic uplifting. I firmly believe that this budget will be fully accepted by the upcoming government and its finance minister.</div>
<div>
	&nbsp;</div>
<div>
	On the other hand, the economic indicators are also satisfactory. Banking sector is also steadily operating. The condition of share market is also strong, as per NEPSE&rsquo;s indicators. The foreign currency reserve is also comfortable till date. The collection of revenue is also impressive. Though we had predicted the revenue increment to be 19.5% in the current fiscal year, it has reached almost 27% in the first four months. Overall, the economic indicators are positive.</div>',
			'published' => true,
			'created' => '2013-11-11',
			'modified' => '2013-11-21',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Shanker Prasad Koirala is Minister of Finance, Industry, and Commerce and Supplies since 18 March 2013. With more than 25 years of experience in bureaucracy, he believes that Nepal can achieve double digit economic growth if there is political stability in the country. In an interview with The Corporate’s Janardan Baral, he explains government’s plan of conducting second Constituent Assembly Election and his prospects for an economically prosperous Nepal.',
			'sortorder' => '1941',
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	(int) 12 => array(
		'Article' => array(
			'id' => '2021',
			'article_category_id' => '134',
			'title' => '“Ending Energy Crisis In Five Years Is Not An Ambitious Plan”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;">Former Deputy Prime Minister and Finance Minister <strong>Bharat Mohan Adhikari</strong> believes that the nation can gain economic prosperity if existing power crisis is solved. His party, CPN UML, recently unveiled its manifesto that equally focuses on national economic development agenda. The Corporate&rsquo;s <strong>Janardan Baral</strong> recently caught up with him and discussed issues pertaining to party&rsquo;s plan to materialize the New Nepal dream. <strong>Excerpts:&nbsp;</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>Like other political parties, CPN UML has also unveiled an over-ambitious manifesto. Why?</strong></div>
<div>
	UML has come up with programmes which are necessary for socioeconomic and cultural transformation. Nepal is underdeveloped country and we have envisaged uplifting the country&rsquo;s economic status in five years which, I think, is very pragmatic plan. We have developed clear plans to achieve targets set by the party. The first condition to develop Nepal is to increase its productivity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Living standards of the people can be elevated by increasing their income through creating more employment opportunities. This requires funneling more investment from both public and private sector and also channeling foreign aid and Foreign Direct Investment (FDI) in productive sectors. Stimulating cooperatives to invest in productive sector is another important aspect to gain substantial results in economic development. The three pillar economy adopted by our party corresponds to these needs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	It is worthwhile mentioning here that friends who earlier firmly believed that market operates in itself, have now started talking about the necessity of a regulatory body. This does not mean that CPN UML favors state controlled economy. Country can head towards economic prosperity only if the private sector is allowed to assume lead responsibilities. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In our context, the state is still the largest investor. It has to take responsibilities of various sectors such as infrastructure, poverty alleviation and education. Our manifesto has been prepared by considering these actualities and needs.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What are major economic priorities of UML?</strong></div>
<div>
	Agricultural sector is our priority. Rural development through modernization of agriculture is our main target. UML has decided to increase investment and subsidy in agriculture sector. We have decided to enhance irrigation facilities and ensure easy financial access to the farmers. We have plan to diversify agriculture sector and modernize it by introducing scientific methods. We have further decided to earmark Rs 5 million to each Village Development Committee under the programme Develop One&rsquo;s Own Village. I firmly believe that our manifesto is pragmatic and realistic.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>You claim UML&rsquo;s manifesto is very pragmatic. But doesn&rsquo;t the vision to transform the country to a developing nation from under-developed nation in five years seem impractical and ambitious?</strong></div>
<div>
	World Bank has predicted a 4.5 per cent economic growth in this year. I think, six per cent is very moderate growth for Nepal&rsquo;s economy. The economic growth can be achieved if political parties are ready to refrain from strikes. We should let economy to go ahead without hassles. Double digit economic growth is not something we cannot achieve. But we all need to be sincere to economic agenda. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	We have pledged to work in a manner that the country will be self reliant in food, we will promote export-oriented industries and we will encourage business community to substitute imports. &nbsp;We can reduce import figure by promoting export of agro products.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	UML has envisaged expanding road connectivity in all districts within five years, generating 5,000 MW electricity and attracting 2 million tourists in a year. &nbsp;These programmes will help increase both productivity and employment opportunities. &nbsp;And, all these programmes are achievable too.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Service sector has been expanding but productive sector has shrunk. On the other hand, energy crisis and labour unrest have been affecting economy. In this scenario, is it possible to achieve double digit economic growth?&nbsp;</strong></div>
<div>
	I agree that the country&rsquo;s economy has been facing trouble due to energy crisis. Industry sector cannot boom if the problem will continue. This is why we have decided to generate 5,000 MW electricity in five years. Electricity generation will open window for industrialization. Major setback for Nepal&rsquo;s industrial development is power deficit not labour unrest. &nbsp;We have to end frustration of industrial sector by generating power. We can automatically increase export if we produce goods in our own country by utilizing our own natural resources that we have failed to manage.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	We are in favour of a balanced industrial and labour relation. There should be social security plans for workforce. Similarly, we should also ensure investment-friendly environment for industrialists. We should create an environment where owners and workers can work together. We are committed to promote production sector.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>UML has also pledged to make revenue system scientific and private-sector friendly. Yet, it is not clear if its emphasis is on indirect tax like VAT or direct tax like income tax. What&rsquo;s your say?</strong></div>
<div>
	It is fact that the awareness about revenue has increased these days. We need to disseminate message that tax is duty of citizens and it is also a matter of pride. We want to expand tax net to make internal resources as a main source of country&rsquo;s operation. &nbsp;Our principal emphasis is on direct tax. We will formulate revenue policy based on international standards and guidelines. VAT has been doing well in Nepal&rsquo;s tax regime. UML believes that existing tax policies are fine. So, our effort will be focused on implementing these policies effectively through more competent measures.</div>
<div>
	&nbsp;</div>
<div>
	<strong>Let&rsquo;s talk about political issues, Political parties are competing in the second CA election with the same agenda which were major bone of contention in the first CA. Don&rsquo;t you think, the new CA is doomed to share its predecessors&rsquo; fate?&nbsp;</strong></div>
<div>
	You are right to some extent. Ethnicity issues were hyped from the beginning of CA election. Foreigners were also involved in exaggerating ethnic issues in the last CA election. Some even tried to make UML weaker. But the fact is we cannot develop provinces based on caste and ethnicity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>What result do you expect from this election?</strong></div>
<div>
	CPN UML will be the largest party from this election. Our research has shown that our popularity has increased in various regions. We will win around 100 seats from first-past-the-post election system and 70 seats under proportional representation system.&nbsp;</div>',
			'published' => true,
			'created' => '2013-10-27',
			'modified' => '2013-11-11',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Former Deputy Prime Minister and Finance Minister Bharat Mohan Adhikari believes that the nation can gain economic prosperity if existing power crisis is solved. His party, CPN UML, recently unveiled its manifesto that equally focuses on national economic development agenda. The Corporate’s Janardan Baral recently caught up with him and discussed issues pertaining to party’s plan to materialize the New Nepal dream.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '1974',
			'article_category_id' => '134',
			'title' => '“Economic And Technical Transparencies Are Key To Success”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><img alt="Birendra bAHADUR BASNET" src="/userfiles/images/BBB(1).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 250px; height: 268px;" /><span style="font-size:16px;">Birendra Bahadur Basnet is a first generation businessman with his reputation increasing year after year. He entered into the airline business without any prior experience but today he heads a very successful airline company. When he registered his airline, Buddha Air, and started operations in 1996, he had only one aircraft that was purchased with a loan. His journey had begun with a US-made Beechcraft 1900D. Now, Buddha Air has a fleet of nine aircraft - three Beechcraft 1900, three ATR 42-320 and three ATR 72-500. Basnet spoke to Janardan Baral of The Corporate about his company&rsquo;s strategies and country&rsquo;s aviation sector. <strong>Excerpt:&nbsp;</strong></span></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>What are main reasons behind massive success of Buddha Air which, as of today, holds 56 percent market share of domestic airlines?</strong></span></div>
<div>
	Buddha Air is a common platform for its 700 employees. &nbsp;We continuously motivate employees to achieve success. We believe that all employees should have feeling of ownership on the company. Buddha Air gives high value to its employees for the growth of company and shares both profit and loss with its employees. I can say that collective work of employees is the main reason for the progress of Buddha Air so far.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you motivate your employees?</strong></span></div>
<div>
	All financial transaction should be transparent. Transparency creates environment of trust between employees and company management. Salary increment based on the inflation rate and performance based reward system are some ways to motivate employees in a positive manner. We provide incentives to employees. The company should hike air fare every year to meet administrative cost including salary of employees. Yet, we are committed to provide services at reasonable cost. We have started providing services from big aircraft reducing number of small aircraft. On top of all, the most important thing is economic and technical transparency. Besides, long term vision, strategies, best products and investment are equally important to make a company successful.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Buddha Air could not achieve success in international flights such as Paro, Lucknow and Banaras. What&rsquo;s your say?</strong></span></div>
<div>
	First, we have not give importance to those destinations compared to domestic destinations. Our team should have put more effort to be successful in internal market. Second, Paro of Bhutan and Lucknow of India could not be the best flight destinations for us. We failed to do good business in these destinations. The reason we decided to stop our Lucknow flight was obvious. People can get there in three hours from Nepalgunj. Passengers opt to fly to Nepalgunj and then go to Lucknow. However, Banaras has been one of the lucrative flight routes to us. We will be continuing our service to Banaras.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Indian airline companies are doing good business from Banaras flight. Can we say Buddha Air could not compete with them?</strong></span></div>
<div>
	We have not reached at the level where we can compete with Indian airline companies. Simiarly, we cannot surpass the market of Indian Airline which has been operating service in that route since decades. Yet, we did not incur loss from the Banaras flights. But, Banaras is seasonal destination due to religious reason. Keeping this fact in mind, we have decided to operate service on this routefor six months only.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>It is said that Buddha Air has given less priority to the destinations of the neighbouring countries because it will start its service to other lucrative international destinations. Is it true?</strong></span></div>
<div>
	I do not decline it completely. But we will not take decision in haste. First we should have strong presence in the areas where we have been operating our services at present. We have to be very competitive to start international flights. It seems that airline companies that have been operating service in Nepal are profit oriented than service. In such situation, the possibility of profit is high in this sector. But, Buddha Air has not reached a level where it can compete with renowned international brands such as Thai, Qatar, Etihad and others. So, we will not go to the international market for next four to five years.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There is neck to neck competition in the domestic airline market. What will be your strategies to maintain your market share?</strong></span></div>
<div>
	We have established our brand image as a company which regularly pays tax, which is employees friendly and which serves a million passenger in a year. &nbsp;We will not be adding number of aircraft for the coming few years. Similarly, we have plan to sell a Beechcraft. Currently, we have nine aircraft. We will sell a 18-seater and reduced the number of aircraft to eight. Similarly, we have been trying to enhance our capacity. We have to make profit to keep our employees satisfied. So our goal is to make profit by ethical business practices.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Audit report of ICAO has showed Nepal as a high-risk zone. Private airline companies blame Nepal&rsquo;s regulator CAAN of trying to introduce an impractical rule based on the audit report. Do you agree?</strong></span></div>
<div>
	We should let regulator work independently. It has right to monitor and regulate the entire sector. But, it is not fair to disregard the flight captains in the name of new regulation. Another issue is that the regulator has made it mandatory to keep a deposit of Rs 50 million. &nbsp;This provision is not acceptable. First, regulatory body should not be politicized. It should not blame ICAO to cover its own incompetency.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>So don&rsquo;t you abide by the provisions of Air Operator Certificate Requirements which the regulator has recently introduced?</strong></span></div>
<div>
	We cannot afford same deposit amount as the international airlines are required to offer. We have already expressed our dissatisfaction over such provision. We will stop all international flights if the government tries to implement it forcefully. We cannot continue our Banaras flight by depositing Rs 50 million. The regulation which is formulated for jet planes should not be forced for small aircraft too.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Nepal&rsquo;s airline safety situation seems deteriorating every consecutive year. Cannot we say that this is due to airline operators who are not abiding the regulator?</strong></span></div>
<div>
	Nepali sky is obviously more risky compared to European sky. Nepal&rsquo;s geography is dangerous compared to many other countries in the world. But we have failed to avoid many accidents that could have been easily avoided, such as those were caused by minor human error. Many accidents had taken place due to negligence on the part of airline companies and human resource involved in the operation. Regulator does not have sufficient manpower to monitor effectively. I do not blame this on weak legal provisions. We all should leave our habit of breaching the law. All should be abide by the regulation.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Poor operation technology is also blamed for the frequent air accident in Nepal. Do you feel so?</strong></span></div>
<div>
	Both Instrumental Flight Rule (IFR) and Visual Flight Rule (VFR) have their own procedures and rules. Crew members should follow all the process including maintaining height and distance in all flights. Similarly, some airports have some specific rules. Crew members should follow those rules too. New technology can only facilitate the process. The main question is whether we follow all due processes strictly. I think all should follow international standards while operating airlines services. Buddha Air is very much conscious about this.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>In Nepal, there is no stability in the number of airline companies. How to address this problem?</strong></span></div>
<div>
	Yes it is fact. Sustainability of airline companies is a crucial question in Nepal. There were so many good airline companies when Buddha Air started its operation. Most of them have already closed down. Owners should be serious to the problems that may occur in this business for the sustainability of the company. Companies should be updated time and again. Concerned company should give special attention for the capacity building of employees.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Buddha Air is criticized as being focused on profit oriented destinations only. It has not started operation in rural areas so far though it had pledged to do so. What do you say?</strong></span></div>
<div>
	We want to start our operation in remote areas. But we don&rsquo;t have appropriate aircraft to do so. We have planned to start service in the remote areas after getting hold in the international flights. Buddha Air had tried to buy an aircraft to start service in the remote destinations but the price of aircraft skyrocketed and we could not afford that. It is bitter reality that we cannot operate service in loss. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>So what are major preconditions to start service in remote parts?</strong></span></div>
<div>
	The first condition is infrastructure. The government should invest in infrastructure. There should be road connectivity. Then, locals will have options whether to travel by air or by road. The government should be clear also regarding subsidy and other schemes to operate services in the remote parts.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>We often hear about syndicate among airline companies to fix air fare? What is the reality?</strong></span></div>
<div>
	The government has fixed the maximum ceiling on the fare. For instance, upper limit of the air fare to Biratnagar is Rs 6,700. Airline companies have been following the ceiling set by the government. I do not think there is similarity in air fare among all airline companies.</div>',
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			'created' => '2013-10-21',
			'modified' => '2013-10-28',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Birendra Bahadur Basnet is a first generation businessman with his reputation increasing year after year. He entered into the airline business without any prior experience but today he heads a very successful airline company.',
			'sortorder' => '1868',
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	(int) 14 => array(
		'Article' => array(
			'id' => '1962',
			'article_category_id' => '134',
			'title' => '“Should Not Expect Much From NRNs Who Are Struggling Themselves Abroad”',
			'sub_title' => '',
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			'content' => '<div>
	<span style="font-size:14px;"><strong>Jiba Lamichhane</strong> has been involved in business in various countries including Russia, United Arab Emirates and Nepal. It has been two years since he has been coordinating the International Coordination Council of NRNA (Non-Resident Nepalis Association). NRNA is going to elect a new executive committee from the new General Meeting which is going to be held this month. In this context,<strong> Janardan Baral</strong> of The Corporate spoke to him regarding the evaluation of his tenure and future plans of NRNA in Nepal. <strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>How do you assess your two years&rsquo; tenure?</strong></span></div>
<div>
	I think it would be good to evaluate my contribution from others. As a whole, I can say we have started some good initiatives. I am committed to fulfill my promises which I had made to my friends while declaring my candidacy for NRNA. I have succeeded to implement some of my plans. Expected results have been achieved in some plans, especially in creating a mutual fund and starting social projects in Nepal. We have been in discussion with political parties to sort out the dilemma of dual citizenship and discussions are moving in a positive direction. I am sure that our concern of dual citizenship would have been addressed if a new constitution was promulgated through the Constituent Assembly Election of 2008. We could not complete some tasks though we were very eager to. Registration of NRNA is one among them. Unfortunately, we could not register the NRNA in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Though mutual investment was in your priority, it could not yield any tangible result. Why?</strong></span></div>
<div>
	We have already started work towards this end. We have registered a company with Rs 5 billion authorized capital in the last year. Non-Resident Nepalis (NRNs) have invested Rs 1 billion in the company after we invited them to invest. We will add capita as per need in the company.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>NRNs from developed countries are often blamed that they want credit by using remittance earned by those who work in Gulf countries. What is your say?</strong></span></div>
<div>
	I do not agree with this point. I am not convinced that the mutual investment plan of NRNA has failed. NRNs from all walks of life have invested in the company. There is investment from gulf countries as well as from other countries. I am so upbeat that many friends are enthusiastic to invest in the company. It will continue if we can start some positive initiatives.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have always underlined the importance of NRN investment for the development of the country. But there is no visible progress so far.</strong></span></div>
<div>
	I have put the mutual investment plan in special priority which has been the main agenda since the establishment of the NRNA. I have been saying that NRNs are yet to reach the position in which they can contribute miraculously to the development of the country. The new generation has been struggling to establish themselves abroad. We should not expect much from NRNs who are struggling to establish themselves abroad. Investment has been made from NRNs who have the capacity to invest individually. For instance, Shesh Ghale has already started investment in a five star hotel in Kathmandu. Investment is a process which continues forever. I request all to see the initiatives from NRNs in a positive light.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>You have also announced to start a 100MW hydropower project. What progress has been made so far?</strong></span></div>
<div>
	We have started to invest in the hydropower sector through NRN Investment Limited which was established using capital from NRNA. NRN Investment Company has taken stake of a majority of shares of the 27MW Dordi Khola hydropower project in Lamjung. We have decided to complete this project in partnership with entrepreneur Chandra Dhakal. We have been studying the possibility to start other projects.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Yet, the trust and belief of Nepali people to the NRN has declined. How do you view the situation?</strong></span></div>
<div>
	Trust and belief towards NRNs has not declined; rather it has increased. In recent days, NRNA has received recognition from the government and other agencies. There is organizational representation of NRNs in some crucial agencies including Nepal Investment Board and Economic Advisory Council of the Prime Minister. I have found that all have accepted the NRNA in a positive manner.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>There&rsquo;s visible scuffle for leadership in NRNA. Who do you want to come as your successor?</strong></span></div>
<div>
	It is natural that many friends have expressed their interest to assume leadership. And, many friends are able to take the responsibility. I wish for a leadership that can continue the good image of NRNA. The network of NRNA has been expanding &ndash; we have been successful in expanding our network to 65 countries. I want a new leadership with the commitment to run such a huge organization in an efficient manner. I will be neutral during the election. The candidate will be selected through a democratic process.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Does the NRNA get blamed for turning a cold shoulder to problems faced by migrant workers in Gulf countries?</strong></span></div>
<div>
	All migrant workers are also NRNs. They have been facing so many problems but we alone cannot solve their woes. Our duty is to find the root cause and take initiative to reduce the problems. We have always prioritized migrant workers&rsquo; rights and we have been working through our welfare fund to safeguard rights of migrant workers.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>NRNA has not been registered thus far. Can the organization go ahead without a legal status?</strong></span></div>
<div>
	It is unfortunate that the organization has not got registered even though it has branches in 65 countries. We have applied six times for registration. The main reason for not being able to register is the contradiction in the statute of the NRNA and NRN Act 2064 B.S. Registration will be our main priority in the future and all sides are positive about this.</div>
<div>
	&nbsp;</div>',
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FOREX

Currency	Unit	Buy	Sell
U.S. Dollar	1	121.23	121.83
European Euro	1	131.65	132.31
UK Pound Sterling	1	142.47	143.18
Swiss Franc	1	124.29	124.90
Australian Dollar	1	71.69	72.05
Canadian Dollar	1	83.90	84.32
Japanese Yen	10	10.94	11.00
Chinese Yuan	1	17.17	17.26
Saudi Arabian Riyal	1	32.27	32.43
UAE Dirham	1	33.01	33.17
Malaysian Ringgit	1	27.36	27.50
South Korean Won	100	9.77	9.82

Update: 2020-03-25 | Source: Nepal Rastra Bank (NRB)

Bullion

Fine Gold	1 tola	77000.00
Tejabi Gold	1 tola	76700.00
Silver	1 tola	720.00

Update : 2020-03-25

Source: Federation of Nepal Gold and Silver Dealers' Association

Petroleum

Petrol	1 Liter	106.00
Diesel	1 Liter	95.00
Kerosene	1 Liter	95.00
LP Gas	1 Cylinder	1375.00