Employees’ Productivity Erodes

Nov 30, -0001 0 47 seconds to read

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Obesity Quadruples To Nearly 1 Bn In Developing World

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Kabra Group: A Leading Confectioner

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Investors Run Away From Gold In 2013

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No Laughing Matter

The Sweet Rewards of Power

By Madan Lamsal

. . .
read more »

NEPSE

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			'title' => 'Employees’ Productivity Erodes',
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			'summary' => null,
			'content' => '<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	Nepali employees&rsquo; productivity has eroded in the last one decade (from 2002 to 2011), according to an official at the Ministry of Labour and Employment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The drop in productivity will affect employees overall growth, he said, adding that the productivity could ensure competitive salary and respectable employment situation.</div>
<div>
	&nbsp;</div>
<div>
	The productivity indicator that stood at 3.71 per cent &ndash; the highest in last one decade &ndash; in 2007 dropped to -1.03 in 2011, according to the preliminary estimation of the ministry.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The Employment Coordination and Labour Relations Division under the ministry has been preparing a policy at present, confirmed joint spokesperson at the ministry, Buddhi Nath Bhattarai.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to the statistics collected by the ministry, some 12.13 million were employed in 2002. However, employment increased to 15.09 million in 2011.</div>',
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			'content' => '<div>
	&nbsp;</div>
<div>
	The number of overweight and obese adults in the developing world has almost quadrupled to around one billion since 1980, says a report from a UK think tank. The Overseas Development Institute (ODI) said one in three people worldwide was now overweight and urged governments to do more to influence diets. In the UK, 64% of adults are classed as being overweight or obese.</div>
<div>
	&nbsp;</div>
<div>
	The report predicts a &ldquo;huge increase&rdquo; in heart attacks, strokes and diabetes. Globally, the percentage of adults who were overweight or obese - classed as having a body mass index greater than 25 - grew from 23% to 34% between 1980 and 2008. The majority of this increase was seen in the developing world, particularly in countries where incomes were rising, such as Egypt and Mexico.</div>
<div>
	&nbsp;</div>
<div>
	The ODI&rsquo;s Future Diets report says this is due to changing diets and a shift from eating cereals and grains to the consumption of more fats, sugar, oils and animal produce. A total of 904 million people in developing countries are now classed as overweight or above, with a BMI of more than 25, up from 250 million in 1980. This compares to 557 million in high-income countries. Over the same period, the global population nearly doubled.</div>
<div>
	&nbsp;</div>
<div>
	At the same time, however, under-nourishment is still recognised to be a problem for hundreds of millions of people in the developing world, particularly children. Using data published in Population Health Metrics last year, the researchers looked at changing overweight and obesity rates across the regions of the world and by individual country.</div>
<div>
	&nbsp;</div>
<div>
	The regions of North Africa, the Middle East and Latin America saw large increases in overweight and obesity rates to a level on a par with Europe, around 58%. While North America still has the highest percentage of overweight adults at 70%, regions such as Australasia and southern Latin America are now not far behind with 63%.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="" src="/userfiles/images/lt%20(Copy).jpg" style="width: 550px; height: 354px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Diet linked to income</strong></span></div>
<div>
	The greatest growth in overweight people occurred in south east Asia, where the percentage tripled from a lower starting point of 7% to 22%. Among individual countries, the report found that overweight and obesity rates had almost doubled in China and Mexico, and risen by a third in South Africa since 1980. Many countries in the Middle East also had a high percentage of overweight adults. One of the report authors, Steve Wiggins, said there were likely to be multiple reasons for the increases.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;People with higher incomes have the ability to choose the kind of foods they want. Changes in lifestyle, the increasing availability of processed foods, advertising, media influences... have all led to dietary changes.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The report cites the example of South Korea where efforts to preserve the country&rsquo;s traditional diet have included public campaigns and large-scale meal preparation training for women.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size:16px;"><strong>Nepal too is Facing Obesity Linked Health Risks</strong></span></p>
</div>
<div>
	Though no comprehensive study on obesity in Nepal has been conducted in recent years, some serious health problems related to change in lifestyle and nutrition have emerged among Nepalis. With growing number of patients with diabetes, heart diseases, blood pressure, liver and kidney related problems visiting the doctors on a regular basis, experts are warning about the increasing health hazards especially to the urban population. Obesity is seen as the major contributing factor for these medical conditions. Studies have suggested that obesity in Nepal has risen to 10 per cent in 2006 from 1.6 per cent of 1996. Senior Cardiologist Dr Prakash Raj Regmi sees the change of dietary habits as the main reason. &ldquo;Rising consumption of foods with low nutritional value but high calorie and trans fat is the major contributor,&rdquo; opines Regmi who is actively involved in Nepal Heart Foundation. &ldquo;The change in dietary routine such as less eating in morning meals and high consumption in the evening/night is causing the bellies of people to grow significantly.&rdquo; He recommends lowering the consumption of diets with high calorie but low nutrition such as rice, potato, sugar and sweets. Similarly, Dr Regmi suggests the government to form a non-communicable disease policy to ensure the safeguarding of health of ordinary citizens. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	A World Bank report published in 2011 revealed the scale of increasing health risks in South Asia region. The report entitled &ldquo;Capitalizing on Demographic Transition: Tackling Non-communicable Diseases in South Asia&rdquo; identified heart diseases as the major factor of death among South Asians of age group 15-69. The report also found that heart problems along with other non-communicable disease account for 60 per cent of the lives lost due to degrading health among Nepalis.</div>
<div>
	&nbsp;</div>
<div>
	As the household income rises, Nepali urban population is more capable in purchasing high calorie foods. Similarly, the changing lifestyle trend of urban youths is another area of concern. &ldquo;Lack of effective physical activities and stationary lifestyle combined with unhealthy food are contributing to the obesity rise in Nepal,&rdquo; says Gunja Lal Hirachan, owner of Jasmine Fitness Club and Spa. According to him, Nepali adults over the age of 30 years are not the only victims of this problem. &ldquo;Now-a-days we are seeing many overweight teenagers, who are possibly facing various health hazards in their young age,&rdquo; informs Hirachan. &ldquo;Proper health and physical education, fitness awareness and restrictions in sales of unhealthy food will reduce obesity in youths.&rdquo;</div>',
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			'title' => 'Kabra Group: A Leading Confectioner',
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			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Shyam Kabra, Chairman, Kabra Group" src="/userfiles/images/spt1%20(Copy)(1).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 222px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<strong>Shyam Kabra</strong></div>
						<div>
							<em>Chairman, Kabra Group</em></div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	&nbsp;</div>
<div>
	The journey of Kabra Group began with the establishment of Kwality Biscuits Industries Pvt Ltd in 1985. However it was not the first venture for the Kabra family for it has been involved in the business for generations. They were involved in the business of consumer goods before the family decided to set up a factory. When the first biscuit factory performed well, it increased the hunger of the family to go for more. Shyam Kabra, Chairman of Kabra Group says that the Kwality Biscuits was a major success and it encouraged his family to expand this new business.</div>
<div>
	&nbsp;</div>
<div>
	Eventually, the business house came up with Kwality Diet and Food Processing Pvt Ltd and Kwality Food and Snacks followed up. These additions did not only make the business bigger, but also established the family as an industrial house of Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Ruling the Roost</strong></span></div>
<div>
	Kwality Biscuits Industry was not only the first factory of the group but also one of the earliest companies in Nepal to manufacture biscuits, claims Kabra. &ldquo;With time we have consistently kept on establishing more companies that helped us diversify our portfolio,&rdquo; he adds. The group claims itself to be the largest investor in the biscuits industry of Nepal and has the largest production capacity.</div>
<div>
	&nbsp;</div>
<div>
	The group claims that has been the largest manufacturer of biscuits as well as soaps and confectionery for the past two decades. The mother industry was later gradually expanded into soaps, chocolates, flour and vegetable ghee and oil producing sister concerns. At present, the group has a dozen companies in manufacturing as well as in trading.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The group currently produces almost 35 types of biscuits and Kabra says that half of them are performing pretty well in the market. Tasty Tasty, Bonbon, Butter Cracker, Jackpot, Morning Touch are some of the most popular brands. Tasty-Tasty and a host of other popular brands under the brand umbrella of Kwality are loved by customers not only in Nepal but also in India. Kabra says, &ldquo;Many of the Kabra Group companies are market leaders in their industries and have won acclaim from the customers, since 1985.&rdquo; The group is also a source of employment to 100 permanent staff and 300 daily waged labours.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Encouraging Expansion</strong></span></div>
<div>
	Like any other business houses, Kabra Group too was hesitant to invest blindly during the conflict era and the unstable politics that followed thereafter. So, the group kept itself on the wait and watch mode and did not make any significant investment for expansion of its businesses. However, the group kept on adding new varieties of confectionaries and biscuits to its existing products range. Kabra says that Gold series Bonbon, Butter Cracker Gold and Coconut Gold are some of the additions made during the turbulent times. Considering Kwality Biscuits as its mother industry, the group has always kept this company in priority and promises it to take it to the next level in the days to come. The latest constituent assembly election has also brought hope and signs of stability and encouraged Kabra Group like other investors to expand its niche.</div>
<div>
	&nbsp;</div>
<div>
	Humans are never satisfied with what they and therefore yearn for more. The same follows for the Kabras too. Kabra says, &ldquo;We still have a lot to do. Though the growth rate we currently have is not unsatisfactory, we have seen scope to do better. And, the environment and situation is getting better where our initiatives will pay.&rdquo; He adds that his group is dedicated to its works and perform the best it can.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Market Position</strong></span></div>
<div>
	The group has prioritised the domestic market as its major market for all of its products. Kabra says that local market and local customers, belonging to all the age groups, have been and will remain the target segment of the group&rsquo;s products. Along with that, Kabra hints that the group has no intentions of limiting itself to the domestic market only. &ldquo;We have plans to explore export markets too but it will take some time,&rdquo; Kabra added. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Being the largest producer and investor in the biscuits industry, Kabra says that the confectionary products hold an impressive share in the domestic market. &ldquo;However, market is an uncertain place. Therefore, marketing strategies need to be revised and updated corresponding to the changing time and situation,&rdquo; says Kabra. He adds that Nepali companies have their own strategies while the foreign companies have different roadmap to penetrate into the market here. The group believes that if the product is excellent then the customers will remain with it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Kabra feels that Nepali products are not only facing competition from local products but also from the imported ones. &ldquo;But competition is natural as the same market is shared by all the players. What I believe is when the competition swells; the scope of market expansion also increases. However, we have to concentrate more on healthy competition than going for mere price wars,&rdquo; explains Kabra.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Major milestones of Kabra Group</strong></span></div>
<div>
	1985 - Established Kwality Biscuits Industries Private Limited</div>
<div>
	1990 - Established Kwality Soap Industries Private Limited</div>
<div>
	1994 - Established NEPIND Flexipack Private Limited</div>
<div>
	1995 - Kwality Biscuits Industries Private limited launched Tasty Tasty which propelled the company as the second largest manufacturer in the Industry</div>
<div>
	1998 - Established Annapurna Maida Mills Private Limited</div>
<div>
	2000 - Established Kwality Confectionary Private Limited</div>
<div>
	2003 - Established a second company of Biscuits Kwality Diet &amp; Food Products Private Limited</div>
<div>
	2005 - Established a second company of Soaps &amp; Detergents Kwality Soap &amp; Chemical Industries Private Limited</div>
<div>
	2008 - Established Kwality Oil Refinery Private Limited</div>
<div>
	2012 - Established Kwality Food &amp; Snacks Industries Pvt Ltd</div>
<div>
	2012 - Established Siddharth Enterprises</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Kabra Group Products" src="/userfiles/images/spt2%20(Copy)(1).jpg" style="width: 550px; height: 191px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div>
					<span style="font-size:16px;"><strong>Companies under the Group</strong></span></div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Biscuit Industries Pvt Ltd</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Soap &amp; Chemicals Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Nep - Ind Flexipack Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Annapurna Maida Mills Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Confectionary Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Diet &amp; Food Production Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Chemicals Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Oil Refinery Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Food &amp; Snacks Industries Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Siddharth Enterprises Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Phoenix International Pvt Ltd</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:16px;"><strong>Some Companies under Kabra Group</strong></span></div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Kwality Soap and Chemical Industries Pvt Ltd</strong></span></div>
				<div>
					One of the major companies of Kabra Group, Kwality Soap and Chemical Industries Pvt Ltd, produces a variety of laundry and toilet soaps. &nbsp;According to Shyam Kabra, the company has recently upgraded its production plant for detergent manufacturing. The manufacturing unit at Kathari is upgraded to the latest technology. The group has been involved in soaps ranging from premium products to budget products, for over 15 years. Kabra says that the company utilises the unmatched infrastructure that consists of latest tools and is supervised by qualified professionals. The entire manufacturing process has been streamlined to minimize any manufacturing fault. The company is also utilising internationally approved formulation, raw materials to ensure best quality assurance. The factory also has its own fully equipped laboratory, for new product development and quality testing.</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Kwality Confectionery Pvt Ltd&nbsp;</strong></span></div>
				<div>
					This is the flagship company of Kabra Group that produces products such as confectionery, chewing-gums, chocolate, coated and plain wafers, among others. The company has established itself as a multi-product, multi-market company and is claimed to be one of the largest manufacturer of confectionery and toffees in Nepal since 2001. This company produces over 60 varieties of candies, toffees and wafers. &nbsp;Kabra says that the company has always endeavoured to satisfy the customers&rsquo; changing wants and desires with its special emphasis on quality, range and value for money. The Company is also strictly following the code of good manufacturing practice prescribed by ISO standards though it has not been certified by one yet. Quality confectionary products, produced at the company&rsquo;s factory located in Duhabi, Sunsari, are supplied to the market through its distribution network in Nepal and India. He says that products are distributed through stockiest within Nepal and reach more than 40,000 outlets throughout the country.</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Nep-Ind Flexipack Pvt Ltd&nbsp;</strong></span></div>
				<div>
					This company produces eight colour hi-tech rotogravure printing and packaging materials that are being used by the home companies as well as other domestic companies including well known MNCs. According to the company, products have uniform thickness, clear printing in attractive colours. &ldquo;Because of best design developments and high quality of printing with competitive rates, our print product is widely used by giant companies,&rdquo; says Kabra.</div>
			</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2014-01-06',
			'modified' => '2014-01-19',
			'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 journey of Kabra Group began with the establishment of Kwality Biscuits Industries Pvt Ltd in 1985. However it was not the first venture for the Kabra family for it has been involved in the business for generations. They were involved in the business of consumer goods before the family decided to set up a factory. When the first biscuit factory performed well, it increased the hunger of the family to go for more. Shyam Kabra, Chairman of Kabra Group says that the Kwality Biscuits was a major success and it encouraged his family to expand this new business.',
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			'id' => '2361',
			'article_category_id' => '137',
			'title' => 'Investors Run Away From Gold In 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	Gold, once the much-loved asset turned the most unloved investment tool in 2013 as investors flee from its long-time save haven appeal. This, year the yellow metal took a plunge of nearly 30 per cent, marking the biggest yearly decline since 1981. After 12 years of straight gains, the international bullion market witnessed an unexpected crash in mid-April when gold prices dropped by more than USD 200 in just two days of trading - from USD 1,525/oz to USD 1,321/oz. Triggered by the news that debt-stricken Cyprus is selling some of its reserve to manage its financial bailout, bullion prices tumbled as panic selling hit values of physical as well as paper gold. This was followed by another sharp decline in June when gold price fell to a three-year low of USD 1,180/oz.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Outflows from gold exchange-traded funds (ETFs) have hit a record this year. SPDR Gold Trust &mdash; the world&rsquo;s largest gold ETF has seen its holdings reduce by 546 tonnes &mdash; down 40 per cent. Jewellery demand too took a knock. In the September quarter, the World Gold Council reported that global jewellery demand fell 3 per cent to 474.9 tonnes. Steep decline of demand in India, the world&rsquo;s second largest gold consumer contributed to this. This year, Indian government tightened gold imports to curb rising trade deficit and current account deficit which are seen as major areas of concern to dampen the already sluggish economic growth of&nbsp;</div>
<div>
	the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Reasons for Gold Price Decline</strong></span></div>
<div>
	Gold reached to its all-time high (USD 1920/oz) in September 2011, when Standard &amp; Poor&rsquo;s (S &amp; P) downgraded the &lsquo;AAA&rsquo; credit rating of United States by one notch to &lsquo;AA+&rsquo; amid the budget showdown in the US Congress. The expanding Eurozone debt crisis, slowdown in developing countries, fears of inflation and worries of global recession largely helped gold prices to climb up. However, as the global economic recovery unwinds at a faster pace, interest of investors began a shift towards stocks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	US equities made a strong come back this year. Improving job market conditions pick up in the manufacturing sector, rising property prices and increased consumer confidence, built optimism about equity investments. The dollar too strengthened.</div>
<div>
	&nbsp;</div>
<div>
	The dollar index which measures performance of the greenback against six major currencies moved up to 81.9 by February from 79.6 at the beginning of the year. This made global funds parked in emerging markets to move back to US equities. The Dow Jones Industrial Average and the S&amp;P 500 index hit a five-year high in February. So, gold lost its mojo. The metal dropped below the USD 1,600/oz mark in February, touching a low of USD 1,575/oz. After the June low, gold market witnessed relative stability, supported by physical buying in China and bets that the Federal Reserve may delay tapering. But gold has been unable to rise significantly as improving US economy dulled its demand. The final blow came with the Fed announcing beginning of the taper on December 18. On December 19, gold hit a low of $1,187.4/ounce &mdash; a three-year low.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The year ahead</strong></span></div>
<div>
	Gold prices can edge little higher in 2014, if there is renewed demand from emerging markets and gold import curbs are lifted in India. But, in the first half, prices may mostly remain weak and see a range-bound movement unless there is a surprise from inflation numbers. If outflows from gold ETFs continue, and physical demand for the metal remains weak, it will be negative for gold and prices can move further down.</div>',
			'published' => true,
			'created' => '2013-12-30',
			'modified' => '2014-01-06',
			'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' => 'Gold, once the much-loved asset turned the most unloved investment tool in 2013 as investors flee from its long-time save haven appeal. This, year the yellow metal took a plunge of nearly 30 per cent, marking the biggest yearly decline since 1981. After 12 years of straight gains, the international bullion market witnessed an unexpected crash in mid-April when gold prices dropped by more than USD 200 in just two days of trading - from USD 1,525/oz to USD 1,321/oz.',
			'sortorder' => '2251',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2355',
			'article_category_id' => '91',
			'title' => 'India Proposes Regional Bank: Can Nepal Take Benefit?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	South Asian economic giant India is considering the establishment of a South Asian development bank that will fund infrastructure projects and promote trade in the region, according to reports in the Indian press.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Indian Commerce Department has written to the finance ministry in support of such a lender, which it sees playing a critical role in facilitating trade among the eight members of South Asian Association for Regional Cooperation (SAARC) countries, Indian media quoted a source at the department. &ldquo;The final call lies with the ministry of finance and partner countries.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Commenting on the development, Nepal&rsquo;s Consul General in Kolkata Chandra Prasad Ghimire said, India has clearly shown its interest in regional trade. &ldquo;India seems to be interested to invest in hydropower projects and expand its market throughout the SAARC region,&rdquo; he said. The idea of a regional bank may have come to materialize the Indian wish to expand its investment throughout the region, he opined.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Starting a regional bank is good news per se, he said, adding, &ldquo;But the challenges for a small and land-locked country like Nepal are how to take maximum advantage from such regional lending arm.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	SAARC countries are signatories to the South Asian Free Trade Area (SAFTA) agreement on goods that came into force on January 1, 2006. A regional financial entity may help materialize SAFTA in effective manner as such entity helps facilitate cross-border transport, Ghimire further said.</div>
<div>
	&nbsp;</div>
<div>
	SAFTA required the developing countries -- India, Pakistan and Sri Lanka -- to lower customs duties down to 20% in the first phase of the two-year period ending in 2007 and to zero by 2016 in phases.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Currently, the SAARC countries are negotiating to address non-tariff barriers and implement trade-facilitation measures that include the easing of customs procedures. Experts say investment from single financial institution in the region will help in trade-facilitation.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Most of the non-tariff barriers are related to infrastructure deficiency which needs money. So trade facilitation is actually a question of finding money. That is what the South Asia Development Bank will facilitate,&rdquo; Indian media quoted Department of Commerce official as saying.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The commerce department has suggested that the bank could be set up with whatever the partner countries agree to put in as equity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	SAARC comprises Nepal, Bangladesh, Bhutan, India, Maldives, Sri Lanka, Pakistan and Afghanistan.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Cynical views</div>
<div>
	Many experts, however, see the proposal as the Indian attempt to expand its hegemony at the regional level. The proposal can be seen as an attempt to overshadowed Asian Development Bank in which the traditional domination of Japan can be seen, an economist told The Corporate. India wants to weaken the presence of the World Bank and Asian Development Bank in the region by establishing a regional lending agency with its own domination, he opined. Despite positive aspect, the proposal should be studies carefully by all SAARC countries, he said. It will be backfiring for all SAARC countries if India utilizes the lending agency just as a means of expanding its market in the region, he further said. India is also active in forming development bank with $100 billion in the BRICS nations. BRICS nations have decided to initiate a new lending arm which, as many believe, is set to rival the dominance of the World Bank and the IMF over BRICS bloc.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Possible benefits for Nepal&nbsp;</strong></span></div>
<div>
	1.<span class="Apple-tab-span" style="white-space:pre"> </span>Facilitation in cross-border transport</div>
<div>
	2.<span class="Apple-tab-span" style="white-space:pre"> </span>Development of regional transmission line for hydropower projects</div>
<div>
	3.<span class="Apple-tab-span" style="white-space:pre"> </span>Construction of big hydropower projects in Joint Venture</div>
<div>
	4.<span class="Apple-tab-span" style="white-space:pre"> </span>Trade facilitation&nbsp;</div>
<div>
	5.<span class="Apple-tab-span" style="white-space:pre"> </span>Address the &nbsp;bottlenecks in non-tariff barriers &nbsp;</div>
<div>
	6.<span class="Apple-tab-span" style="white-space:pre"> </span>Possibility of South Asian regional road network&nbsp;</div>
<div>
	7.<span class="Apple-tab-span" style="white-space:pre"> </span>Chances for direct trade with Bangladesh and Pakistan and other SAARC countries</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Challenges Ahead</strong></span></div>
<div>
	1.<span class="Apple-tab-span" style="white-space:pre"> </span>Preserving rights of small economy</div>
<div>
	2.<span class="Apple-tab-span" style="white-space:pre"> </span>Collect equity to inject in the bank</div>
<div>
	3.<span class="Apple-tab-span" style="white-space:pre"> </span>Domination of regional giants</div>
<div>
	4.<span class="Apple-tab-span" style="white-space:pre"> </span>Chances of export may suffer the problem of low productivity at the national level</div>
<div>
	5.<span class="Apple-tab-span" style="white-space:pre"> </span>Businessmen at the national level may face severe competition from their regional counterparts&nbsp;</div>
<div>
	6.<span class="Apple-tab-span" style="white-space:pre"> </span>Nepal might only be consumption market</div>
<div>
	7.<span class="Apple-tab-span" style="white-space:pre"> </span>Nepali may get only blue colour jobs due to domination of richer nation in high posts</div>',
			'published' => true,
			'created' => '2013-12-30',
			'modified' => '2014-01-06',
			'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' => 'South Asian economic giant India is considering the establishment of a South Asian development bank that will fund infrastructure projects and promote trade in the region, according to reports in the Indian press.',
			'sortorder' => '2250',
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	(int) 5 => array(
		'Article' => array(
			'id' => '2385',
			'article_category_id' => '198',
			'title' => 'Trishakti Cementing Strength',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<div>
		&nbsp;</div>
	<div>
		<strong>--By Upashana Neupane &nbsp;and Om Prakash Khanal</strong></div>
	<div>
		&nbsp;</div>
	<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
		<tbody>
			<tr>
				<td>
					<img alt="Satish Chachan, Director, Chachan Group" src="/userfiles/images/tc1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 222px;" /></td>
			</tr>
			<tr>
				<td bgcolor="#FFFFFF">
					<div align="center">
						<div style="text-align: center;">
							<div>
								<strong>Satish Chachan</strong></div>
							<div>
								Director, Chachan Group</div>
						</div>
					</div>
				</td>
			</tr>
		</tbody>
	</table>
	<div>
		Trishakti Cement was introduced in the market with an aim to address the increasing demand forquality cement in the country. Narayani Cement Industry Pvt Ltd introduced the cement in the market under the motto &ldquo;Extraordinary Strength &amp; Secured Future&rdquo; in the year 2060 B.S. The company is promoted by Chachan group, a group of industrialists with more than 40 years of experience in the cement sector.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		The Chachan group has been an authorized dealer of a popular cement brand &lsquo;Satna&rsquo;, manufactured by the Birla Group, India, for 60 years. The group introduced Trishakti in the Nepali market utilizing the technical and practical knowledge they gained while doing business with the Birlas and their own business experience of more than a half-decade in the cement industry.</div>
	<div>
		&nbsp;</div>
	<div>
		&lsquo;Trishakti&rsquo; which literally means &lsquo;power of three&rsquo; is named after three Hindu gods; Brahma, Bishnu and Maheshwor that represent power. Trishakti thus, symbolizes the strong/powerful base the cement will provide to the infrastructure constructed. Trishakti Cement is available in the market in two different quality: Trishakti Cement Premium OPC and Trishakti Cement Super PPC.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		The quality standards of these cements are top notch produced using modernized chemical laboratory and expert chemist that have helped the company to establish a quality management system and achieve ISO 9001:2000 &amp; NS (Nepal Standard) &ndash; 385 in a very short period of time.</div>
	<div>
		&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		Narayani Cement Industry which is characterized by highly innovative, modern and fully computerized plant, initially had capacity to produce 350 Metric Ton (MT) of cement. Later in 2066 and 2069 upgraded its capacity and presently the industry produces 1050 MT of cement every day.</div>
	<div>
		&nbsp;</div>
	<div>
		The cement targets to address the growing demand in the least developed country like Nepal, which needs huge amount of cement for constructing various infrastructure projects like hydropower, housing, civil construction among others.</div>
	<div>
		&nbsp;</div>
	<div>
		Trishakti cement provides quality at affordable price and this has established it in the market in a short period of time. &ldquo;We never compromise in quality&rdquo;, says Satish Chachan, Director of the Chachan Group, &ldquo;Thus, it never became very much difficult for us to get established and recognized in the market.&rdquo; Chachan says that they don&rsquo;t manipulate customers by committing and telling false things in advertising. &ldquo;We have always showed them what is true&rdquo;, he claims. He shares that &lsquo;Quality Cement in affordable price&rsquo; has always been their concern.</div>
	<div>
		&nbsp;</div>
	<div>
		Being a leading Cement Brand for a decade, Chachan shares that Trishakti Cement is not competing with anyone, rather others are competing with it. The group has plans to establish new cement factory and is planning to start soon clinker production too.</div>
	<div>
		&nbsp;</div>
	<div>
		Sharing that the company has plans to export the product soon to India in the near future, he says, &ldquo;We might face competition there in Indian market.&rdquo;</div>
	<div>
		&nbsp;</div>
	<div>
		According to Chachan, Trishakti Cement fulfills 20 % of cement demand of the country and the company has annual turnover of Rs 2 billion.</div>
</div>
<p>
	&nbsp;</p>',
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			'created' => '2013-12-31',
			'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' => 'Trishakti Cement was introduced in the market with an aim to address the increasing demand forquality cement in the country. Narayani Cement Industry Pvt Ltd introduced the cement in the market under the motto “Extraordinary Strength & Secured Future” in the year 2060 B.S. The company is promoted by Chachan group, a group of industrialists with more than 40 years of experience in the cement sector.',
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	(int) 6 => array(
		'Article' => array(
			'id' => '2394',
			'article_category_id' => '38',
			'title' => 'Blend Is The Way Forward',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<div>
		<strong>--By Prof Ujjwal K Chowdhury</strong></div>
	<div>
		&nbsp;</div>
	<div>
		Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.</div>
	<div>
		&nbsp;</div>
	<div>
		We are moving to a co-created, convergent, participatory, learner-centric experiential-brick-and-portal education. I am aware that these are heavy jargon, and will attempt to explain in simpler words.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Co-created</strong></span></div>
	<div>
		Gone are the days when syllabus of courses were made in ivory tower, delivered through the lectures of sagacious erudite ageing scholars, with recipients in awe of the guru. Now is the time to co-create courses and content in which learners and mentors participate, and in fact, even larger society (industry leaders, various professional groups, etc) participates. Co-created content, which is revised once in one to two years, is the only way to ensure education responsive to the changing reality around.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Convergent</strong></span></div>
	<div>
		Education today is not a service to be delivered through a chalk-and-talk monologue with a bunch of awe-struck kids in front. At least, not anymore. It is an evolving dialogue between the learner and the mentor through offline and online means, in the physical and the virtual spaces, through books, talks, ppts, cases, video, multi-media, cyber resources, and the like. And, all of these are aiming at just one goal: it is to raise the curiosity of the learner and make her seek answers and details on her own. All channels of education from on ground classroom to online to on air to offline books etc converge on this goal.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Participatory</strong></span></div>
	<div>
		All education today needs mentorship to make the learners talk, argue, build cases and scenarios, simulate, role-play, apply, imagine and innovate. A management education which does not make a youth go and sell an idea or a product, do a market survey, organize an event, or build a case-study is no education worth its salt. Participation within and beyond the classroom, inside and outside the campus is the hallmark of education that yields value in society and economy.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Learner-centric</strong></span></div>
	<div>
		Education earlier was introduced, interpreted, delivered and limited by the teacher concerned. Not any more. Teacher is now the mentor, the facilitator, who introduces a theme and excites the curiosity of the learner. Impact and outcome of the process depends on the learner&rsquo;s desire and search within herself and beyond. A mentor can only make the process interesting, faster and more enduring. Even evaluation has to be multi-dimensional and not just information based. Analysis and application must replace information cramming and rote learning.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Experiential Brick &amp; Portal</strong></span></div>
	<div>
		Brick and mortar is the on-ground physical spaces of learning: the classroom, the library, the conference hall, etc. Click and portal is the online learning through portals, social media et al. Experiential, the most important aspect of learning, is by doing, through experiencing an aspect learnt, a technology understood, a concept comprehended. It is only through experiential learning that a raw talent becomes a human resource.</div>
	<div>
		&nbsp;</div>
	<div>
		For such a learning to evolve, the narrow confines of traditional university courses delivered largely in theory and evaluated largely through a single course ending mega written exam need to give place to an alternative paradigm of flexi-learning, learning across spaces and multiple channels, and evaluation on a continuous basis through examinations, projects, assignments and debates etc, depending on the discipline.</div>
	<div>
		&nbsp;</div>
	<div>
		This needs more care, more time, more resources and more involvement. All of these are in short supply. Both from those who deliver education, and those who receive and use it. The situation can change, and slowly doing so, only if bureaucratic old-school education yields place to modern-day new age education through new universities for the future.</div>
</div>
<p>
	&nbsp;</p>',
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			'created' => '2014-01-04',
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			'description' => 'Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '2405',
			'article_category_id' => '51',
			'title' => 'Biztoon / Voices November 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Bharat Mohan Adhikari, Former Deputy Prime Minister and Finance Minister" src="/userfiles/images/bma.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Ending energy crisis in five years is not an ambitious plan.&rdquo;</strong></span></div>
<div>
	<strong>Bharat Mohan Adhikari,</strong>&nbsp;Former Deputy Prime Minister and Finance Minister protecting CPN UML&rsquo;s manifesto from an allegation of being over ambitious and impractical.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Birendra Bahadur Basnet, Managing Director of Buddha Air " src="/userfiles/images/bbb.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;CAAN should not blame ICAO to cover its own incompetence.&rdquo;</strong></span></div>
<div>
	<strong>Birendra Bahadur Basnet,</strong>&nbsp;Managing Director of Buddha Air commenting on the recent provision on mandatory deposits of Rs 50 million by the regulator, Civil Aviation Authority of Nepal (CAAN).</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Dr Yubaraj Khatiwada, Governor of Nepal Rastra Bank" src="/userfiles/images/dyk.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Nepal&rsquo;s financial unity with China is a long process and it is not the right time to think about it.&rdquo;</strong></span></div>
<div>
	<strong>Dr Yubaraj Khatiwada,</strong>&nbsp;Governor of Nepal Rastra Bank stating that there is a long way to go before thinking about currency peg with Chinese Yuan.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Jiba Lamichhane, former President of Non-Resident Nepalese Association" src="/userfiles/images/jl(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Should not expect much from NRNs who are struggling themselves abroad.&rdquo;</strong></span></div>
<div>
	<strong>Jiba Lamichhane,</strong>&nbsp;former President of Non-Resident Nepalese Association requesting all to lower high hopes on NRNs to make huge investments in the country.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Suresh Pradhan, President of Federation of Nepal Cottage and Small Industries" src="/userfiles/images/sp(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Small entrepreneurs hardly get blacklisted.&rdquo;</strong></span></div>
<div>
	<strong>Suresh Pradhan,</strong>&nbsp;President of Federation of Nepal Cottage and Small Industries claiming that small and cottage industries have comparatively better track record in loan repayment.&nbsp;</div>',
			'published' => true,
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			'keywords' => 'new business age voices news & articles, voices news & articles from new business age nepal, voices headlines from nepal,  current and latest voices news from nepal, economic news from nepal, nepali voices economic news and events, ongoing voices news of nepal',
			'description' => 'Nepal’s financial unity with China is a long process and it is not the right time to think about it.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '2404',
			'article_category_id' => '160',
			'title' => 'Corptoon Vol 3 Issue 44',
			'sub_title' => '',
			'summary' => null,
			'content' => '',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'Corptoon Vol 3 Issue 44',
			'description' => 'Corptoon Vol 3 Issue 44',
			'sortorder' => '2246',
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	(int) 9 => array(
		'Article' => array(
			'id' => '2403',
			'article_category_id' => '163',
			'title' => 'Tech Talk December 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 16px;"><strong>Subisu CAN Info-Tech 2014 from January 2</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 65px;" />Computer Association of Nepal (CAN) is going to organize 20th edition of CAN Info-Tech 2014 from January 2-7, 2014 in Bhrikuti Mandap, Kathmandu. &nbsp;Subisu is the tile sponsor of the Info-Tech. According to the organizers, there will be a total of 220 stalls in the programme including hardware sales and maintenance, power solutions, mobile accessories, dealer and distributors, ISPs, telecommunication, ICT colleges and training institutions, software solutions and payment solutions among others. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Colors&rsquo; New Handsets&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt1%20(Copy)(2).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 189px;" />Colors Mobile has introduced two new handsets, Star 3G (X- 30) under its star series phones and new X-Factor Idol (X-16) in the market. Colors Star 3G is powered by 1.2 GHz dual core processor and comes with 3.5 inch capacitive multi-touch screen, front and rear cameras and 1200 mAh battery. It has 510 MB ROM and 256 MB RAM. Colors Idol (X-16) is a dual SIM phone that runs on Android 2.3 and is powered by a 1 GHz processor, and has 512 MB of ROM and 256 MB of RAM. The phone with 1350 mAh battery is said to give standby up to 200 hours, and a talk time of 3-5 hours. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>One in Five Minutes Spent On Mobile Is On Facebook</strong></span></div>
<div>
	Approximately one in every five minutes spent on the mobile is on Facebook, leading marketers to use Facebook mobile for both branding and commerce/direct response&nbsp;<img alt="" src="/userfiles/images/tt2%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 133px;" />messages, a leading company official has said.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;This is one of the busiest times on Facebook. We&rsquo;re seeing more people share and consume more content and it&rsquo;s happening on mobile devices. During the holidays, everyone is always on the go, travelling, planning and preparing for festivities,&rdquo; said Nicolas Franchet, Facebook&rsquo;s head of Retail &amp; E-Commerce, Global Vertical Marketing.</div>
<div>
	&nbsp;</div>
<div>
	According to him, Facebook News Feed is the new mobile shopping aisle where Omni channel retailers can reach all of these people every day and merchandise products to strengthen their brands and increase sales &mdash; both in stores and online.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Our scaled reach and laser-focused targeting make Facebook a powerful partner for retailers during the holidays,&rdquo; he said in a statement released here.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Sony Files Patent for &#39;Smartwig&#39;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt3%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 106px;" />Sony has filed a patent application for &quot;SmartWig&quot;, as firms jostle for the lead in the wearable technology sector. It says the SmartWig can be worn &quot;in addition to natural hair&quot;, and will be able to process data and communicate wirelessly with other external devices.</div>
<div>
	&nbsp;</div>
<div>
	According to the filing, the SmartWig can help navigate roads and collect information such as blood pressure. Google and Samsung are among the firms that have launched products in wearable technology - seen as a key growth area.</div>
<div>
	&nbsp;</div>
<div>
	&quot;Wearable gadgets are definitely going to be one of the big areas of growth over the next two years,&quot; &nbsp;said Andrew Milroy, an analyst with consulting firm Frost &amp; Sullivan, adding, &quot;And Sony - which is trying to regain some of the sheen it has lost in recent years - clearly understands that and wants to play a major role in the sector.&quot;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Microsoft Sells over a Million Xbox Ones in 24 Hours</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt4%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 125px;" />Microsoft on Friday, 22nd November, crowed that more than a million Xbox One consoles were snapped up within 24 hours in 13 countries after hitting shelves for the first time in the morning. The US-based technology titan described it as the biggest launch in Xbox history, setting a new sales record at the company. Xbox One consoles were sold out at most retail shops, according to Microsoft.&quot;We are humbled and grateful for the excitement of Xbox fans around the world,&quot; said Xbox corporate vice president of marketing Yusuf Mehdi. &quot;Seeing thousands of excited fans lined up to get their Xbox One and their love for gaming was truly a special moment for everyone on the Xbox team,&quot; he continued. &quot;We are working hard to create more Xbox One consoles.&quot;</div>
<div>
	&nbsp;</div>
<div>
	Sale of the keenly-awaited system began in more than a dozen countries including New Zealand, Australia, France, Britain, Brazil and the United States as day dawned in respective time zones. Xbox fans queued at consumer electronics shops to be among the first to get their hands on Microsoft&#39;s beefed-up console that extends beyond gaming to online films, music, social networking and more.</div>',
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			'description' => 'Computer Association of Nepal (CAN) is going to organize 20th edition of CAN Info-Tech 2014 from January 2-7, 2014 in Bhrikuti Mandap, Kathmandu.  Subisu is the tile sponsor of the Info-Tech. According to the organizers, there will be a total of 220 stalls in the programme including hardware sales and maintenance, power solutions, mobile accessories, dealer and distributors, ISPs, telecommunication, ICT colleges and training institutions, software solutions and payment solutions among others.',
			'sortorder' => '2245',
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	(int) 10 => array(
		'Article' => array(
			'id' => '2402',
			'article_category_id' => '163',
			'title' => 'Tech Talk November 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 16px;"><strong><img alt="Sony Xperia Z1" src="/userfiles/images/tt%20(Copy)(1).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 150px; height: 203px;" />Sony Introduces Xperia Z1</strong></span></div>
<div>
	Nepa Hima Trade Link Pvt Ltd, the authorised distributor of Sony smartphones in Nepal has launched its latest smartphone, the Xperia Z1 in Nepal. Powered by a 2.2GHz quad-core Qualcomm Snapdragon 800 processor, Xperia boasts of a 5-inch full-HD (1080 x 1920 pixels, 441 ppi pixel density) display along with 2GB of RAM and Adreno 300 GPU. The multi-touch TFT capacitive touchscreen Triluminos display with X-Reality engine is protected by a shatter proof and scratch resistant glass. The lightweight smartphone which has dimensions of 144x74x8.5 mm weighs just around 170 grams. The dust proof Xperia Z1 is IP58 certified smartphone which is water resistant over 1 meter and 30 minutes.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The Xperia Z1 has 16GB of internal storage that can be expanded up to 64 GB via micro SD card. The phone runs on Android 4.2 Jelly Bean with a non-removable 3,000 mAh Li-ion battery. One of the highlights of the Xperia Z1 is its 20.7 MP camera, which comes with Sony&#39;s G Lens with 27 mm wide angle and f/2.0 aperture. The camera has timeshift burst feature that takes 61 images in just 2 seconds.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Karbonn A5 and A26 Launched</strong></span></div>
<div>
	<img alt="Karbonn A5 and A26" src="/userfiles/images/tt1%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 124px;" />Allied Trade link International P Ltd, the authorized distributor of Karbonn Mobile launched two new handsets A5 and A26 in the market. A5 has features like Android Gingerbread, dual SIM, 1 GHz processor, 256 MB RAM, 3.2 MP camera and front digital camera among others. A26 comes with features like Android v 4.1, 1.3 GHz dual core processor, 5 inch Screen, Wi-Fi, 2000 mAh battery, 5 MP camera with LED flash, Front Digital camera and 512 MB RAM.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Micromax Unveils Two New Models</strong></span></div>
<div>
	<img alt="Micromax" src="/userfiles/images/tt2%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 193px;" />Micromax has launched two new mobile phones Canvas 2 Plus and Canvas Fun in the market. Canvas 2 Plus sports a 5 inch IPS screen, runs on Android 4.2.1 Jelly Bean OS and is powered by a 1.2 GHz Quad core Processor. It has 1 GB of RAM, and has an 8 MP primary camera with dual flash and 2 MP secondary camera. It has an internal storage of 4 GB that can be expanded up to 32 GB. The phone comes with preloaded games, and has a battery of 2000 mAh. Similarly, Canvas Fun runs on Android 4.2.2 Jelly Bean and has a 4.5 inch screen. It is powered by a 1.3 GHz dual core processor and has 512 MB of RAM. It comes with a 5 MP primary camera and 0.3 MP secondary camera, and has a battery of 1500 mAh.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Google to Let More People Buy Google Glass</strong></span></div>
<div>
	<img alt="Google Glass" src="/userfiles/images/tt3%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 106px;" />Google is expanding the availability of its Internet connected eyewear Google Glass to more people, but not the general public just yet. Google Inc has said that it is allowing the 10,000 or so people who have been testing out its wearable computer to invite three friends each to buy Glass. The gadget, which works like a smartphone but is worn on head like glasses, costs $ 1,500. The new devices have been updated to work with prescription frames and include a single ear bud. Glass has a hands-free camera that shoots photos and video through voice commands.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>LG Unveils Curved Smartphone&nbsp;</strong></span></div>
<div>
	<img alt="LG  Curved Smartphone" src="/userfiles/images/tt4%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 121px;" />South Korea&#39;s LG Electronics Inc unveiled a curved smartphone on 28th October in a move to catch up bigger rival Samsung Electronics Co. Curved displays and flexible screens are the new battleground for phone makers as the screens open up possibilities that could eventually transform the high-end smartphone market. Curved smartphones provide a more comfortable grip than flat-screen models, but the lack of must-have features means they are unlikely to be big consumer hits anytime soon, analysts have said. Manufacturing costs also remain relatively high. Both Samsung and LG&#39;s curved phones are only available in the South Korean market as they seek to gauge consumer appetite. Samsung launched a variant of the popular Galaxy Note earlier this month as the world&#39;s first smartphone with a display slightly curved side to side. The model launched on Monday by LG Electronics has a vertically curved six-inch display.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Mobile technology to Track Missing Children in SAARC Nations</strong></span></div>
<div>
	<img alt="Mobile technology" src="/userfiles/images/tt5%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 144px;" />Using mobile and GPS technologies, a SAARC body is trying to develop a digital system to track missing children at the regional level and combat cross-border trafficking. &nbsp;&quot;We are now seriously looking at how digital technology can be applied to control cross-border trafficking. Hopefully after 2015, we will have an integrated system based on mobile or GPS technologies which can be applied in all the eight SAARC countries,&quot; said Rinchen Chophel, Director General for the South Asia Initiative to End Violence Against Children (SAIEVAC) secretariat. SAIEVAC is a SAARC apex body which works to protect children in south Asia from all forms of violence, abuse, exploitation, neglect and discrimination.&nbsp;</div>',
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			'description' => 'Nepa Hima Trade Link Pvt Ltd, the authorised distributor of Sony smartphones in Nepal has launched its latest smartphone, the Xperia Z1 in Nepal. Powered by a 2.2GHz quad-core Qualcomm Snapdragon 800 processor, Xperia boasts of a 5-inch full-HD (1080 x 1920 pixels, 441 ppi pixel density) display along with 2GB of RAM and Adreno 300 GPU.',
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	(int) 11 => array(
		'Article' => array(
			'id' => '2401',
			'article_category_id' => '165',
			'title' => 'Global Business Trends December 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size:16px;"><strong>Toyota Eyes Mass Production of Fuel Cell Car by 2015</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 169px;" />Japanese carmaker Toyota has said it is looking to start commercial sales of fuel cell-powered cars by 2015. Toyota set the target as it unveiled a concept fuel cell powered car, called the FCV, at the Tokyo Motor Show. Its cells can be recharged within minutes and it can cover about 500km (300 miles) on a single charge, according to the firm. Earlier this week, rival Hyundai said it plans to start mass production of such cars as early as next year. The South Korean company has announced plans to start commercial sales of a fuel cell-powered version of its sports utility vehicle, the Tucson, in the US market. Honda Motor is also expected to unveil its latest concept version of a fuel cell-powered vehicle later this week.</div>
<div>
	&nbsp;</div>
<div>
	Many carmakers have been looking to develop the fuel cell technology further and bring it to mass production. One of the main reasons is that it is emission-free. The technology uses hydrogen to generate electricity to power the engine and the waste products are heat and harmless water. At the same time, fuel cells charge much faster and travel a longer distance after being charged, compared with battery-operated electric cars.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>India Tops US, China as Best Investment Destination&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt1%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 225px;" />India has spurted ahead of China and the US as the most attractive investment destination, a survey by global professional services firm Ernst &amp; Young (EY) says.</div>
<div>
	&nbsp;</div>
<div>
	EY&rsquo;s ninth bi-annual capital confidence barometer, based on a survey of 1,600 senior executives across more than 70 countries, has ranked India as the most attractive investment destination followed by Brazil, while China is at third place. The top three investing countries into India are the US, France and Japan. Foreign Direct Investments (FDI) from the US, France and Japan during the period April 2000 to August 2013 amounted to Rs. 53,673 crore, Rs. 17,718 crore and Rs. 71,870 crore, respectively.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;With sharp currency depreciation and opening up of FDI in various sectors, India has become an attractive destination for foreign investors,&rdquo; the EY report said. Sectors with the highest level of possible deals include Automotive, Technology, Life Sciences and Consumer Products.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>JP Morgan Chase Agrees Record $13bn Settlement Charges&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt2%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 216px;" />JP Morgan Chase, the biggest bank in the United States, agreed a record $13bn (&pound;8bn) settlement with regulators on Tuesday, ending months of tense negotiations with the Justice Department over a string of investigations into its risky mortgage deals.</div>
<div>
	&nbsp;</div>
<div>
	The fine, the biggest civil settlement with any single company, ends several investigations and lawsuits brought by the US authorities related to the sale of home loan bonds between 2005 and 2008. It is more than three times the previous record $4bn fine the US levied against BP for the Deepwater Horizon oil spill.</div>
<div>
	&nbsp;</div>
<div>
	Settlement talks have been fraught and lengthy. JP Morgan chief executive Jamie Dimon went to the US Justice Department to personally negotiate with attorney general Eric Holder in September, a personal summit that led some critics to claim that Holder was giving the bank special treatment. Tuesday&rsquo;s agreement staves off a costly and potentially embarrassing trial.</div>
<div>
	&nbsp;</div>
<div>
	As part of the settlement, JP Morgan acknowledged it made serious misrepresentations to the public &ndash; including to investors &ndash; about numerous transactions relating to residential mortgage-backed securities. The deals collapsed in 2008 when the housing market plunged and the scale of the risks was exposed, and the resulting financial tumult led to the biggest crisis since the Great Depression.</div>
<div>
	&nbsp;</div>
<div>
	The admission was a major victory for the Justice Department. Banks have fought shy of such statements fearing yet more legal actions from investors. The settlement leaves open the possibility of potential criminal charges.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Without a doubt, the conduct uncovered in this investigation helped sow the seeds of the mortgage meltdown,&rdquo; said Holder. &ldquo;JP Morgan was not the only financial institution during this period to knowingly bundle toxic loans and sell them to unsuspecting investors, but that is no excuse for the firm&rsquo;s behavior.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The settlement was negotiated through the residential mortgage-backed securities (RMBS) working group, a joint state and federal initiative formed in 2012 to investigate wrongdoing in the mortgage-backed securities market prior to the financial crisis. Holder said the group&rsquo;s investigations were &ldquo;ongoing&rdquo;. JP Morgan sailed through the financial crisis relatively unharmed, but has been beset by legal woes in the crisis&#39;s aftermath. The fine is the latest, and largest, in a series that has led for some shareholders to call for Dimon&rsquo;s resignation despite the bank&#39;s financial success and its solid share price.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Switzerland: Best Country for Top Talent</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt3%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;height: 163px; width: 300px;" />Which country is the best at developing, attracting and retaining top talent? Switzerland comes out on top, according to the Global Talent Competitiveness Index, launched on 26th November by European business school Insead. The new index rates 103 countries on 48 factors including education, government policy and quality of life. The U.S. trailed in ninth place.</div>
<div>
	&nbsp;</div>
<div>
	First-placed Switzerland excelled in all categories, and stood out for its long-standing commitment to high-quality education, according to the report. Singapore came second. The authors noted that the city-state was highly competitive because of a clear strategy to grow and attract the best and brightest employees.</div>
<div>
	&nbsp;</div>
<div>
	The index was created, in part, to help global companies identify which countries are most effective in building a talented workforce. &quot;There is a widespread mismatch between what companies need in terms of skills and what local labor markets can offer,&quot; said Insead dean Ilian Mihov in a statement. &quot;Obviously, these issues require a collaborative effort among government, business, organized labor and global business schools.&quot; The Insead ranking was dominated by European countries, including Denmark, Sweden,Luxembourg, the Netherlands, the United Kingdom and Finland.</div>
<div>
	&nbsp;</div>
<div>
	The U.S. ranking reflected, in part, its long history of immigration and success in attracting top international talent, the report stated. But Insead professor Paul Evans said the U.S. risked undermining that advantage because of a tougher stance on immigration since 9/11. Evans also pointed out that the U.S. scores relatively poorly for basic education and social mobility.</div>
<div>
	&nbsp;</div>
<div>
	A number of the top-ranked countries also boast some of the shortest work weeks in the world and the most generous benefits and perks for working moms and dads. In May, Switzerland was ranked the second most competitive country in the world after the U.S., according to the IMD World Competitiveness Center. Switzerland is known for policy stability, predictability and budgetary discipline.</div>
<div>
	&nbsp;</div>
<div>
	The Insead index was launched in partnership with the Human Capital Leadership Institute of Singapore and HR consulting firm Adecco. It was based on data from a range of international sources such as the World Bank, the World Intellectual Property Organization and UNESCO, and the ranking model was audited by the European Commission&#39;s Joint Research Center. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Blackberry Shakes up Senior Management</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt4%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 169px;" />Struggling smartphone maker Blackberry has shaken up its top management as part of its continuing reorganisation. The firm&#39;s chief financial officer, Brian Bidulka, will be replaced by James Yersh who has previously served as controller and head of compliance. The chief marketing officer and chief operating officer will leave the firm with no replacements announced.</div>
<div>
	&nbsp;</div>
<div>
	This comes just weeks after the firm appointed a new interim chief executive as it shelved a plan to sell itself. Blackberry named John Chen as the interim chief executive officer as it announced it had abandoned a planned sale to its biggest shareholder, Fairfax Financial Holdings. The management changes are the first major move made by Mr Chen.</div>
<div>
	&nbsp;</div>
<div>
	Blackberry once dominated the smartphone market, but has seen its fortunes dwindle in recent years, It has been hurt by the success and popularity of smartphones launched by rivals such as Apple and Samsung. Its attempts to boost its market share have not yielded the desired results. In September, it reported a net loss of $965m for the second quarter, blaming poor sales of its new smartphone, the Z10. The firm has also announced a plan to cut 4,500 jobs, or 40% of its workforce, to reverse the giant losses.</div>',
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			'description' => 'Japanese carmaker Toyota has said it is looking to start commercial sales of fuel cell-powered cars by 2015. Toyota set the target as it unveiled a concept fuel cell powered car, called the FCV, at the Tokyo Motor Show. Its cells can be recharged within minutes and it can cover about 500km (300 miles) on a single charge, according to the firm.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '2400',
			'article_category_id' => '171',
			'title' => 'Nepal-Finland Relationship Increasing Significantly',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Suraksha Adhikari</strong></div>
<div>
	&nbsp;</div>
<div>
	Nepal and Finland established diplomatic relations on 21 September 1974. &nbsp;Bilateral relations between the two countries have been marked by friendship, cordiality and cooperation. The Finnish Embassy was opened in Kathmandu at the Charge d&rsquo; Affaires level in 1992, and was subsequently upgraded with the appointment of its Ambassador in September, 2011. Nepal has no residential Embassy in Helsinki. The Embassy of Nepal in Copenhagen is concurrently accredited to Finland.</div>
<div>
	&nbsp;</div>
<div>
	Bilateral consultations on development cooperation were held between Nepal&rsquo;s Ministry of Finance and Finland&rsquo;s Ministry of Foreign Affairs in 2003, 2007, 2010 and January 2013 in Kathmandu.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Exchange of Visits</strong></span></div>
<div>
	Some important bilateral visits of the several high-level visits that have taken place between Nepal and Finland, are:</div>
<div>
	&nbsp;</div>
<div>
	The then Prime Minister Pushpa Kamal Dahal &lsquo;Prachanda&rsquo; paid an official visit to Finland on April 1-3, 2009 at the friendly invitation of the Prime Minister of Finland Mr. Matti Vanhanen. The then Deputy Prime Minister and Minister for Foreign Affairs Sujata Koirala visited Finland in March 2010.</div>
<div>
	&nbsp;</div>
<div>
	Finnish Foreign Trade and Development Minister Mr. Paavo Vayrynen&rsquo;s visited Nepal on 3 February 2009. Ms. Heidi Hautala, Minister for International Development visited Nepal from December 2-6, 2011.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation</strong></span></div>
<div>
	The relations between Finland and Nepal are based on development cooperation. Through its cooperation in development, Finland has been assisting Nepal to reduce poverty, enhance the peace process, root democracy into the society, improve human rights and promote environmentally sustainable development.</div>
<div>
	&nbsp;</div>
<div>
	By supporting Nepal, Finland aims to contribute to the stability of wider Southern Asia, which is in the interest of Finland&rsquo;s foreign and security policies. Because Nepal has relatively few donors, and this has enabled Finland to contribute in sectors that can provide visibility to its cooperation and good results in sectors that are essential for Nepal&rsquo;s development.</div>
<div>
	&nbsp;</div>
<div>
	Finland operates in Nepal&rsquo;s environment and education sectors. These are areas in which Finland has good international reputation, lengthy experience and has been adding significant value.</div>
<div>
	&nbsp;</div>
<div>
	Finnish cooperation in Nepal began in 1982 with the grant assistance of 6000 MT of chemical fertilizers. Such assistance has increased and widened in recent years. Earlier the Finnish development programme in Nepal was focused on energy, forestry and water resources. In recent days, Finnish development cooperation has shifted attention towards poverty alleviation, sustainable development, and promotion of democracy, human rights and participatory system of governance.</div>
<div>
	&nbsp;</div>
<div>
	Nepal is one of Finland&rsquo;s eight long-term development partner countries, along with Mozambique, Tanzania, Ethiopia, Zambia and Kenya in Africa, Nicaragua in Latin America and Vietnam in Asia. In addition to water and sanitation, education and environment sectors, Finland has supported in Nepal&rsquo;s Peace Trust Fund, OHCHR as well as Nepalese NGOs. Finland provided US$22 million in the Fiscal 2010-2011.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Finnish NGOs&rsquo; projects</strong></span></div>
<div>
	The work of non-governmental organizations (NGOs) is an important part of Finland&rsquo;s development cooperation. In Nepal, Finland channels currently 25 per cent of development aid through Finnish NGOs. They carry out development projects in Nepal together with their Nepalese partner organizations.</div>
<div>
	&nbsp;</div>
<div>
	In 2013 the Ministry for Foreign Affairs is funding about 50 NGO projects which are implemented by 16 Finnish NGOs in Nepal. The combined annual (2013) budget of these projects is around EUR 4.7 million. Refer to table below for more information. In addition, some Finnish foundations, such as Abilis, KIOS and Siemenpuu, are supporting local NGO projects in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Finnish NGos' Projects" src="/userfiles/images/br2%20(Copy)(2).jpg" style="width: 550px; height: 563px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Bilateral development cooperation</strong></span></div>
<div>
	Finland has been providing cooperation in education, water and forestry sectors of Nepal. As a nation which has gained international reputation, lengthy experience in this sector, its contribution has added significant value to give. The cooperation is based on Country Strategy (2013-2016).</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in education sector</strong></span></div>
<div>
	Finland is funding Nepal&rsquo;s School System Reform Programme (SSRP). The programme&rsquo;s main aim is to make the education system accessible to all Nepalese school-aged children and improve the quality of teaching in grades 1&ndash;8. The programme also aims to increase the number of students as well as the quality of education in grades 9&ndash;12. In 2010 estimated 93.7 % of Nepalese children went to school.</div>
<div>
	&nbsp;</div>
<div>
	In education sector funds are also allocated to Technical and Vocational Education and Training programme (TVET). The aim is to improve the pupils&rsquo; vocational trainability and capabilities to enter job markets. In the long run the goal is to support the whole vocational training system in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in forestry sector</strong></span></div>
<div>
	Finland had a significant role in the development of Nepal&rsquo;s forestry sector in 1980&rsquo;s and 1990&rsquo;s. Now Finland funds Forest Resource Assessment in Nepal (FRAN)&ndash;project which aims at developing a uniform system to collect and share information about forest stock, biomass and biodiversity in Nepal. This makes forest related information more easily available and improves the possibilities to use it in nation-wide decision making process. The project is implemented in 2009&ndash;2014. Cooperation in environmental sector will be closed at the end of 2014.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in industrial sector</strong></span></div>
<div>
	The area in Dharan-Biratnagar&rsquo;s industrial tunnel is one of Nepal&rsquo;s fastest urbanizing and industrializing areas. Strengthening of Environmental Administration and Management in Nepal (SEAM-N) -Project aims at strengthening the administrator&acute;s and industries&rsquo; capacity to plan, manage and monitor environmental issues and to reduce environmental pollution from different sources in the project area. The project has also been a pilot project for regional administration since its start in 2001. SEAM-N is now in its third and completion phase. It will conclude in 2014.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Trade/Investment</strong></span></div>
<div>
	Trade between Nepal and Finland is sill insignificant, as shown in the table below:</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Trade / Investment" src="/userfiles/images/br3%20(Copy)(2).jpg" style="width: 550px; height: 187px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	A MoU between FNCCI and its Finnish counterpart was signed in 1993 during the then Nepalese Prime Minister&rsquo;s Visit to Finland. Similarly, an agreement between Nepal and Finland on Promotion and Protection of Investment was signed l on 3 February 2009.</div>
<div>
	&nbsp;</div>
<div>
	Finnish firms have some significant investments in Nepal. Department of Industry data reveals that there were 5 joint ventures with the Finnish investment of Rs. 2.5 million until July 2012, which created 149 jobs in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Tourism</strong></span></div>
<div>
	Though number of Finnish tourist arrival in Nepal at present is not considerable, there is prospect of attracting more Finnish tourists in the future. In 2010 and 2011, Finnish visitors travelling to Nepal stood at 3,284 and 2,276, respectively.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p style="text-align: center;">
		<span style="font-size:16px;"><strong>&ldquo;Stable political condition invited financial support to Nepal&rdquo;</strong></span></p>
	<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
		<tbody>
			<tr>
				<td>
					<img alt="Asko Luukkainen, Ambassador of Finland to Nepal" src="/userfiles/images/br1%20(Copy)(4).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 218px;" /></td>
			</tr>
			<tr>
				<td bgcolor="#DDDDDD">
					<div align="center">
						<div>
							<strong>Asko Luukkainen</strong></div>
						<div>
							Ambassador of Finland to Nepal</div>
					</div>
				</td>
			</tr>
		</tbody>
	</table>
	<div>
		<span style="font-size: 14px;"><strong>Before we talk about Nepal-Finland relations, let us first know the secret of Finland having almost USD 50,000 as annual per capita income, and the stable republic democratic status in spite of coalition after every election in Finland. How could you maintain your political and economic stability after a long time?</strong></span></div>
	<div>
		We got the independence in 1917 and after that we have had the election in every four years for the parliament and the system is working very nicely. I think first of all we have good infrastructure, good governance system, democratic system so that the investors are interested in these kind of countries and that may be the key to success for our economy which is doing quite well. Of course we have difficulties at the moments like the other European countries but basically we are doing quite well. So I think the investors are interested in the countries which are stable and they know what is going to happen in the future.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Finland is also called the land of the midnight sun. And also it has 180, 000 or more lakes and 179, 000 islands. So how do you manage to administer such a huge number of islands?</strong></span></div>
	<div>
		The islands first of all are the part of some municipality so the municipalities take care of the respective islands and the infrastructures or whatever is needed in the islands. We have a very strong local governance system which can manage these things very easily.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Often several organizations connected with global business have found Finland to be very competitive country economically. It is also the land of some leading brands like Nokia. What is the secret behind the stable and competitive nature of economy and also the birth of good brands in Finland?</strong></span></div>
	<div>
		Well, it is little bit of mystery to me as well because our salary level is very high so we are not supposed to have a very competitive procession but how the companies take care of the economy and how they take care of their quality production may be the secret behind this success.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>You have worked in the Finnish Embassy earlier, and now back as a full-Fledged Ambassador. Please tell us what differences did you really find in Nepal&rsquo;s economy, politics and society between your first and second term to Nepal? &nbsp;</strong></span></div>
	<div>
		I arrived for the first time in 1st of August 2000 and then I left in the end of February 2004. &nbsp;At that time situation in Nepal was totally different. Civil war was going on and it was escalating every time during my stay that time. When I came back during this term, political situation is still in the turmoil but at least there is no war so that the biggest change.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>&ldquo;Nepali Population is not happy with their political parties and the people don&rsquo;t have smiling faces&rdquo;. You had once said it in 2012. What made you to draw this conclusion? Do you subscribe to this view one year later now?</strong></span></div>
	<div>
		Well, first of all if I said &ldquo;not smiling face&rdquo; that is not the truth because Nepali have always smiling faces. But during that time, the people were going through a really miserable condition. The people were not being able to work and earn for living. Rampant bandas was disturbing everybody in Nepal. I always speak against bandas as they are always disturbing to the people. Politicians are to take care of the issues of the people but it&rsquo;s the habit of the political parties in Nepal and some other countries to depend upon banda for solving their problems. But that is not the case. It is just disturbing the economy and people are disappointed with such activities.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>How will the current election augur in the life of the Nepali population and what should be the priorities immediately after the elections?&nbsp;</strong></span></div>
	<div>
		Election has come up with new possibilities and hopes for the common people. After the CA election now the local elections also should be held. This is very important for the people especially who are living in the poor areas.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>One of the biggest roles that you have been doing in this country is in the development sector. In fact, Nepal is one of your six top development partners, the other five being in Africa. So what is been the size and depth and areas of focus of the development aids in Nepal?</strong></span></div>
	<div>
		We started the cooperation in 1982 and after the establishment of embassy in 1992, the programme have been increasing in Nepal. Now a days we are talking about spending 22 million Euros (around NRs 2.6 billion) annually from Finland for the development of Nepal.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		We are now active in three sectors only according to the rule of European Union. Those three areas are education, sanitation and forestry. &nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Which are the major INGOs with Finnish origin working on your behalf in Nepal and which are the geographical areas that you are active in?</strong></span></div>
	<div>
		We are financing 50 NGOs projects in Nepal directly from Finland and in addition to that the embassy is financing 10 projects which are implemented by Nepali NGOs. So it&rsquo;s almost 60 NGO projects going on in Nepal at the moment. Those projects are scattered all over as we try to avoid the concept of being Kathmandu centered as people in need are living in rural areas. Once a year we discuss with Nepali government for the needy projects in Nepal and do according to the discussion.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Finnish people have one of the highest per capita income of almost USD50, 000 per year in the world so there could be a big tourism market in Nepal for Finland. So what can be done and what is being done to promote tourism from Finland in Nepal?</strong></span></div>
	<div>
		There is definitely a lot of interest in visiting Kathmandu and Nepal to the people but on the other hand it is quite a lot of expensive visit to Nepal that limits the travelling to Nepal. So we need to increase the possibilities of visit to Nepal. I think the advertisement of Nepal in Finland should increase so that the people can get knowledge about what Nepal can offer.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>After the formation of constitution, what do you think would be the role of European Union for the development of economic situation in Nepal?</strong></span></div>
	<div>
		The role of EU will even increase to support the country financially. After the stable political condition in Nepal, other countries also would be interested in providing aid to Nepal.&nbsp;</div>
</div>
<p>
	&nbsp;</p>',
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			'keywords' => 'new business age  bilateral relations news & articles, bilateral relations news & articles from new business age nepal, bilateral relations headlines from nepal,  current and latest bilateral relations news from nepal, economic news from nepal, nepali bilateral relations economic news and events,  o',
			'description' => 'Nepal and Finland established diplomatic relations on 21 September 1974.  Bilateral relations between the two countries have been marked by friendship, cordiality and cooperation. The Finnish Embassy was opened in Kathmandu at the Charge d’ Affaires level in 1992, and was subsequently upgraded with the appointment of its Ambassador in September, 2011. Nepal has no residential Embassy in Helsinki. The Embassy of Nepal in Copenhagen is concurrently accredited to Finland.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '2399',
			'article_category_id' => '31',
			'title' => '“Electricity From Kathmandu’s Garbage Is In The Offing”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15.2px;">Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other&rsquo;s cities. &nbsp;Eugene has been supporting community development, education, public health and cultural heritage projects and programmes in Nepal. Now Eugene is going to support Nepal on the waste management upon the initiative&nbsp;<strong>Dennis Ramsey</strong>, President of Eugene Kathmandu Sister City Association (EKSCA). Ramsay says that akin to Eugene, Nepal can also adopt &lsquo;Zero Emission Technology&rsquo; in a low investment which can be convenient as well as effective. Ramsey sat with&nbsp;<strong>Modnath Dhakal&nbsp;</strong>and&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age to talk about the waste management system of Kathmandu, its weakness and new strategies.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please highlight your and Eugene&rsquo;s relationship with Kathmandu?</strong></span></div>
<div>
	It has been 38 years since Eugene-Kathmandu Sister City Association (EKSCA) was established. &nbsp;As the president of this association and in the last 10 years, I have tried strengthening this relation by organizing various programs. The ties have now also expanded to the various departments of these two cities. Hem Sharma Pokharel, Former Mayor of Kathmandu Municapilty, during his visit to Eugene, has sought help for the waste management of Kathmandu. Waste management in Eugene is very much efficient.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the major problem that Kathmandu is facing for the waste management?</strong></span></div>
<div>
	The main problem is that we have not been able to adopt effective technology to manage waste in Kathmandu. Though the highly-talked about Sisdol Landfill site is a solution, it is only a temporary one. If we are not able to expand it, the site will fill up within a year. Ministry of Local Development is in the process of searching for a new landfill site. Although steps are being taken, we wish that new strategies are devised for managing the waste of Kathmandu. &nbsp;70 percent of the total waste of Kathmandu is organic in nature and if we manage to dispose it properly, we will have to deal with the remaining 30 percent only. Out of the remaining 30 percent, 15 percent waste can be recycled and the remaining 15 percent can be disposed in the landfill site. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>In comparison to Eugene city and other developed cities, how is Kathmandu lacking behind in terms of waste management?</strong></span></div>
<div>
	Waste Management is a serious issue here in Nepal as people litter all over the streets of Kathmandu. People lack patience when it comes to managing waste and thus, they do not wait for municipality or the garbage collection authority to collect them. And, when there is delay in collection by the municipality and concerned authority, heaps of garbage can be seen everywhere.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Measures to segregate organic matters from waste can be adopted. Collecting plastics and paper from the garbage could be a profitable business. It helps generating employment as well as keeping the water sources clean. Similarly, decaying materials can be sold out in the form of manure which can boost agricultural production. For this, appropriate policies and processes have to be developed. It is important to encourage the interested entrepreneurs to invest in this sector if we want to see a real change in this field.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The waste management of Eugene is based on Public-Private Partnership (PPP) model. Is that model replicable here in Kathmandu?</strong></span></div>
<div>
	Absolutely, it can. PPP model has been effective here in Nepal in some of the other sectors too. The government should come up with required policies and laws. Strict regulations should be imposed and implemented. Suitable environment has to be created for the public and private sectors who have take responsibility of garbage collection in certain places. In many countries, the charge of garbage collection is also appended in the invoice of water and electricity bill. This can be a &lsquo;smart&rsquo; idea.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>You also met the government officials. What is their say? Have you found the interest of government in introducing new technologies?</strong></span></div>
<div>
	The government is more than just interested. The government has even started working towards this end. But, the problem here arises in the implementation phase. Similarly, finding a good company for the management of waste is also a big problem here. Few years back, an Indian company was given the responsibility of taking care of the waste. Even before it started its operation, a writ-petition was filed in the court challenging the selection process of the company. As a consequence, the company could not start its work. This is not only the weakness of a particular ministry of municipality. The government should be strong to overcome such problems. Chief of Department of Urban Development of KMC, Devendra Dangol, has a very good proposal, that is, installment of new machineries in Teku dumping site. The waste materials will be poured into the &lsquo;conveyor belt&rsquo; of the machine. The machine will segregate the organic matters and later the matters that can be recycled. Thus, this will help in saving time and will make work easier.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much investment will be required for this technology?</strong></span></div>
<div>
	Feasibility study is yet to be carried out. Only after the study, we can estimate the cost. The municipality requested Eugene to help us in this project. Under the leadership of Kedar Bahadur Adhikari, Chief and Executive Officer of KMC office, a team had visited Eugene to study on waste management. We want to establish the same method of waste management here. The government has planned to invest Rs 18 billion for the expansion of the landfill site. Though this is a big investment, the solution of Sisdol landfill site is temporary one. So, we want the government to adopt &lsquo;Zero Emission Technology&rsquo; and we also want it to be under PPP model. The best solution for the waste management problem is that the private sector is allowed to work and the government monitors it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Please explain &lsquo;Zero Emission Technology&rsquo; that you have adopted in Eugene?</strong></span></div>
<div>
	If you make the waste compost, it produces methane gas. The garbage is decomposed inside the plastic tent or big building. The methane gases produced from this process is transferred into the generator where it combust to generate electricity.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much electricity can be generated from the wastes of Kathmandu?</strong></span></div>
<div>
	I cannot exactly say it right now. Only after conducting a full-fledged study, I will be able to tell you this. Only concerned engineers will be able to tell us the amount of electricity that can be generated from 1 cubic meter methane. So, we are bringing engineers and technicians from Eugene to conduct the study. The report of this study will be submitted to the government. Eugene has the world&rsquo;s best engineers. Likewise, for investment, we will also seek help from World Bank and Asian Development Bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Waste collection in Kathmandu is done in Teku whereas it should have been somewhere out of the valley. Isn&rsquo;t it so?</strong></span></div>
<div>
	Yes, the problem lies there. Not only Teku inhabitants, but even Sisdol inhabitants are complaining about pollution. Teku inhabitants have been facing the problem of pollution for 30 years now. So, we need to shift the centre somewhere else. However, the planned plant will be constructed indoor which will solve many of the problems being faced now.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>When will the actual work begin?</strong></span></div>
<div>
	In six months time from now, we will bring engineers and technicians from Eugene and start the work. Only after that, we will starting looking for investors and interested private sectors. The plan will be brought into action after discussing it with the government, metropolitan city and the private sector.</div>',
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			'modified' => '2014-01-05',
			'keywords' => 'new business age business visitors news & articles, business visitors news & articles from new business age nepal, business visitors headlines from nepal,  current and latest business visitors news from nepal, economic news from nepal, nepali business visitors economic news and events, ongoing busin',
			'description' => 'Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other’s cities.',
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	(int) 14 => array(
		'Article' => array(
			'id' => '2398',
			'article_category_id' => '31',
			'title' => '“Turkish Airlines Has Built Its Financial Strength On National And International Standards”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 15px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flagship 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 of 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 New Business Age&rsquo;s&nbsp;<strong>Siromani Dhungana</strong>, General Manager of Turkish Airlines&nbsp;<strong>Celal Baykal</strong>&nbsp;explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline.&nbsp;<strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What attracted Turkish Airlines for launching its services in Nepal?</strong></span></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 we can so as 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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please describe the background of your decision to come to Nepal?</strong></span></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>
	<span style="font-size: 14px;"><strong>How has the journey for Turkish airlines in Nepal been so far?</strong></span></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 near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you have to say about market competition in Nepal?</strong></span></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>
	<span style="font-size: 14px;"><strong>What are your strategies to expand your market here in Nepal?</strong></span></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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Where do you see yourself in 5 years?</strong></span></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>
	<span style="font-size: 14px;"><strong>What are the complications of conducting business in Nepal?</strong></span></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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></span></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>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any specific plan for customer satisfaction?</strong></span></div>
<div>
	Turkish Airlines has built its financial strength on national and international standards, legislation and regulations. It maintains its social, cultural, ethical and humanitarian values through productive management and an effective approach towards processes, the continuous improvement of service quality, and the management of customer satisfaction together with their employees, customers, sub-contractors, partners and shareholders.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size: 16px;"><strong>Turkish Airlines: Vision and Values</strong></span></p>
</div>
<div>
	<span style="font-size: 14px;"><strong>Visions:</strong></span></div>
<div>
	To become an air carrier with;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a continued growth trend over industry average</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>zero major accidents/crashes</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>most envied service levels worldwide</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>unit costs equating with low cost carriers</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>sales and distribution costs below industry averages</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a personnel constantly developing their qualifications with the awareness of the close relationship between the benefits for the company and the added value that they contribute</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>an entrepreneurship that creates business opportunities for fellow members in the Star Alliance and takes advantage of the business potential provided by them</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a staff well adapted to modern governance principles by observing the best interests of not only shareholders but also stakeholders</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Core Values:</strong></span></div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Honesty and Fair Dealing</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Customer Satisfaction</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Demonstrating Respect to Individuals</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Innovation</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Team Work</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Leadership</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Productivity</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Confidentiality</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>&ldquo;Open Door&rdquo; Policy</div>',
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			'created' => '2014-01-05',
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			'description' => 'Turkish Airlines took to the skies 80 years ago as Turkey’s flagship 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.',
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			'id' => '2407',
			'article_category_id' => '91',
			'title' => 'Employees’ Productivity Erodes',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	Nepali employees&rsquo; productivity has eroded in the last one decade (from 2002 to 2011), according to an official at the Ministry of Labour and Employment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The drop in productivity will affect employees overall growth, he said, adding that the productivity could ensure competitive salary and respectable employment situation.</div>
<div>
	&nbsp;</div>
<div>
	The productivity indicator that stood at 3.71 per cent &ndash; the highest in last one decade &ndash; in 2007 dropped to -1.03 in 2011, according to the preliminary estimation of the ministry.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The Employment Coordination and Labour Relations Division under the ministry has been preparing a policy at present, confirmed joint spokesperson at the ministry, Buddhi Nath Bhattarai.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to the statistics collected by the ministry, some 12.13 million were employed in 2002. However, employment increased to 15.09 million in 2011.</div>',
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			'created' => '2014-01-06',
			'modified' => '2014-01-06',
			'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' => 'Nepali employees’ productivity has eroded in the last one decade (from 2002 to 2011), according to an official at the Ministry of Labour and Employment.',
			'sortorder' => '2254',
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		'Article' => array(
			'id' => '2410',
			'article_category_id' => '137',
			'title' => 'Obesity Quadruples To Nearly 1 Bn In Developing World',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	The number of overweight and obese adults in the developing world has almost quadrupled to around one billion since 1980, says a report from a UK think tank. The Overseas Development Institute (ODI) said one in three people worldwide was now overweight and urged governments to do more to influence diets. In the UK, 64% of adults are classed as being overweight or obese.</div>
<div>
	&nbsp;</div>
<div>
	The report predicts a &ldquo;huge increase&rdquo; in heart attacks, strokes and diabetes. Globally, the percentage of adults who were overweight or obese - classed as having a body mass index greater than 25 - grew from 23% to 34% between 1980 and 2008. The majority of this increase was seen in the developing world, particularly in countries where incomes were rising, such as Egypt and Mexico.</div>
<div>
	&nbsp;</div>
<div>
	The ODI&rsquo;s Future Diets report says this is due to changing diets and a shift from eating cereals and grains to the consumption of more fats, sugar, oils and animal produce. A total of 904 million people in developing countries are now classed as overweight or above, with a BMI of more than 25, up from 250 million in 1980. This compares to 557 million in high-income countries. Over the same period, the global population nearly doubled.</div>
<div>
	&nbsp;</div>
<div>
	At the same time, however, under-nourishment is still recognised to be a problem for hundreds of millions of people in the developing world, particularly children. Using data published in Population Health Metrics last year, the researchers looked at changing overweight and obesity rates across the regions of the world and by individual country.</div>
<div>
	&nbsp;</div>
<div>
	The regions of North Africa, the Middle East and Latin America saw large increases in overweight and obesity rates to a level on a par with Europe, around 58%. While North America still has the highest percentage of overweight adults at 70%, regions such as Australasia and southern Latin America are now not far behind with 63%.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="" src="/userfiles/images/lt%20(Copy).jpg" style="width: 550px; height: 354px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Diet linked to income</strong></span></div>
<div>
	The greatest growth in overweight people occurred in south east Asia, where the percentage tripled from a lower starting point of 7% to 22%. Among individual countries, the report found that overweight and obesity rates had almost doubled in China and Mexico, and risen by a third in South Africa since 1980. Many countries in the Middle East also had a high percentage of overweight adults. One of the report authors, Steve Wiggins, said there were likely to be multiple reasons for the increases.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;People with higher incomes have the ability to choose the kind of foods they want. Changes in lifestyle, the increasing availability of processed foods, advertising, media influences... have all led to dietary changes.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The report cites the example of South Korea where efforts to preserve the country&rsquo;s traditional diet have included public campaigns and large-scale meal preparation training for women.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size:16px;"><strong>Nepal too is Facing Obesity Linked Health Risks</strong></span></p>
</div>
<div>
	Though no comprehensive study on obesity in Nepal has been conducted in recent years, some serious health problems related to change in lifestyle and nutrition have emerged among Nepalis. With growing number of patients with diabetes, heart diseases, blood pressure, liver and kidney related problems visiting the doctors on a regular basis, experts are warning about the increasing health hazards especially to the urban population. Obesity is seen as the major contributing factor for these medical conditions. Studies have suggested that obesity in Nepal has risen to 10 per cent in 2006 from 1.6 per cent of 1996. Senior Cardiologist Dr Prakash Raj Regmi sees the change of dietary habits as the main reason. &ldquo;Rising consumption of foods with low nutritional value but high calorie and trans fat is the major contributor,&rdquo; opines Regmi who is actively involved in Nepal Heart Foundation. &ldquo;The change in dietary routine such as less eating in morning meals and high consumption in the evening/night is causing the bellies of people to grow significantly.&rdquo; He recommends lowering the consumption of diets with high calorie but low nutrition such as rice, potato, sugar and sweets. Similarly, Dr Regmi suggests the government to form a non-communicable disease policy to ensure the safeguarding of health of ordinary citizens. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	A World Bank report published in 2011 revealed the scale of increasing health risks in South Asia region. The report entitled &ldquo;Capitalizing on Demographic Transition: Tackling Non-communicable Diseases in South Asia&rdquo; identified heart diseases as the major factor of death among South Asians of age group 15-69. The report also found that heart problems along with other non-communicable disease account for 60 per cent of the lives lost due to degrading health among Nepalis.</div>
<div>
	&nbsp;</div>
<div>
	As the household income rises, Nepali urban population is more capable in purchasing high calorie foods. Similarly, the changing lifestyle trend of urban youths is another area of concern. &ldquo;Lack of effective physical activities and stationary lifestyle combined with unhealthy food are contributing to the obesity rise in Nepal,&rdquo; says Gunja Lal Hirachan, owner of Jasmine Fitness Club and Spa. According to him, Nepali adults over the age of 30 years are not the only victims of this problem. &ldquo;Now-a-days we are seeing many overweight teenagers, who are possibly facing various health hazards in their young age,&rdquo; informs Hirachan. &ldquo;Proper health and physical education, fitness awareness and restrictions in sales of unhealthy food will reduce obesity in youths.&rdquo;</div>',
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			'created' => '2014-01-06',
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			'description' => 'The number of overweight and obese adults in the developing world has almost quadrupled to around one billion since 1980, says a report from a UK think tank. The Overseas Development Institute (ODI) said one in three people worldwide was now overweight and urged governments to do more to influence diets. In the UK, 64% of adults are classed as being overweight or obese.',
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		'Article' => array(
			'id' => '2408',
			'article_category_id' => '122',
			'title' => 'Kabra Group: A Leading Confectioner',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Shyam Kabra, Chairman, Kabra Group" src="/userfiles/images/spt1%20(Copy)(1).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 222px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<strong>Shyam Kabra</strong></div>
						<div>
							<em>Chairman, Kabra Group</em></div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	&nbsp;</div>
<div>
	The journey of Kabra Group began with the establishment of Kwality Biscuits Industries Pvt Ltd in 1985. However it was not the first venture for the Kabra family for it has been involved in the business for generations. They were involved in the business of consumer goods before the family decided to set up a factory. When the first biscuit factory performed well, it increased the hunger of the family to go for more. Shyam Kabra, Chairman of Kabra Group says that the Kwality Biscuits was a major success and it encouraged his family to expand this new business.</div>
<div>
	&nbsp;</div>
<div>
	Eventually, the business house came up with Kwality Diet and Food Processing Pvt Ltd and Kwality Food and Snacks followed up. These additions did not only make the business bigger, but also established the family as an industrial house of Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Ruling the Roost</strong></span></div>
<div>
	Kwality Biscuits Industry was not only the first factory of the group but also one of the earliest companies in Nepal to manufacture biscuits, claims Kabra. &ldquo;With time we have consistently kept on establishing more companies that helped us diversify our portfolio,&rdquo; he adds. The group claims itself to be the largest investor in the biscuits industry of Nepal and has the largest production capacity.</div>
<div>
	&nbsp;</div>
<div>
	The group claims that has been the largest manufacturer of biscuits as well as soaps and confectionery for the past two decades. The mother industry was later gradually expanded into soaps, chocolates, flour and vegetable ghee and oil producing sister concerns. At present, the group has a dozen companies in manufacturing as well as in trading.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The group currently produces almost 35 types of biscuits and Kabra says that half of them are performing pretty well in the market. Tasty Tasty, Bonbon, Butter Cracker, Jackpot, Morning Touch are some of the most popular brands. Tasty-Tasty and a host of other popular brands under the brand umbrella of Kwality are loved by customers not only in Nepal but also in India. Kabra says, &ldquo;Many of the Kabra Group companies are market leaders in their industries and have won acclaim from the customers, since 1985.&rdquo; The group is also a source of employment to 100 permanent staff and 300 daily waged labours.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Encouraging Expansion</strong></span></div>
<div>
	Like any other business houses, Kabra Group too was hesitant to invest blindly during the conflict era and the unstable politics that followed thereafter. So, the group kept itself on the wait and watch mode and did not make any significant investment for expansion of its businesses. However, the group kept on adding new varieties of confectionaries and biscuits to its existing products range. Kabra says that Gold series Bonbon, Butter Cracker Gold and Coconut Gold are some of the additions made during the turbulent times. Considering Kwality Biscuits as its mother industry, the group has always kept this company in priority and promises it to take it to the next level in the days to come. The latest constituent assembly election has also brought hope and signs of stability and encouraged Kabra Group like other investors to expand its niche.</div>
<div>
	&nbsp;</div>
<div>
	Humans are never satisfied with what they and therefore yearn for more. The same follows for the Kabras too. Kabra says, &ldquo;We still have a lot to do. Though the growth rate we currently have is not unsatisfactory, we have seen scope to do better. And, the environment and situation is getting better where our initiatives will pay.&rdquo; He adds that his group is dedicated to its works and perform the best it can.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Market Position</strong></span></div>
<div>
	The group has prioritised the domestic market as its major market for all of its products. Kabra says that local market and local customers, belonging to all the age groups, have been and will remain the target segment of the group&rsquo;s products. Along with that, Kabra hints that the group has no intentions of limiting itself to the domestic market only. &ldquo;We have plans to explore export markets too but it will take some time,&rdquo; Kabra added. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Being the largest producer and investor in the biscuits industry, Kabra says that the confectionary products hold an impressive share in the domestic market. &ldquo;However, market is an uncertain place. Therefore, marketing strategies need to be revised and updated corresponding to the changing time and situation,&rdquo; says Kabra. He adds that Nepali companies have their own strategies while the foreign companies have different roadmap to penetrate into the market here. The group believes that if the product is excellent then the customers will remain with it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Kabra feels that Nepali products are not only facing competition from local products but also from the imported ones. &ldquo;But competition is natural as the same market is shared by all the players. What I believe is when the competition swells; the scope of market expansion also increases. However, we have to concentrate more on healthy competition than going for mere price wars,&rdquo; explains Kabra.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Major milestones of Kabra Group</strong></span></div>
<div>
	1985 - Established Kwality Biscuits Industries Private Limited</div>
<div>
	1990 - Established Kwality Soap Industries Private Limited</div>
<div>
	1994 - Established NEPIND Flexipack Private Limited</div>
<div>
	1995 - Kwality Biscuits Industries Private limited launched Tasty Tasty which propelled the company as the second largest manufacturer in the Industry</div>
<div>
	1998 - Established Annapurna Maida Mills Private Limited</div>
<div>
	2000 - Established Kwality Confectionary Private Limited</div>
<div>
	2003 - Established a second company of Biscuits Kwality Diet &amp; Food Products Private Limited</div>
<div>
	2005 - Established a second company of Soaps &amp; Detergents Kwality Soap &amp; Chemical Industries Private Limited</div>
<div>
	2008 - Established Kwality Oil Refinery Private Limited</div>
<div>
	2012 - Established Kwality Food &amp; Snacks Industries Pvt Ltd</div>
<div>
	2012 - Established Siddharth Enterprises</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Kabra Group Products" src="/userfiles/images/spt2%20(Copy)(1).jpg" style="width: 550px; height: 191px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div>
					<span style="font-size:16px;"><strong>Companies under the Group</strong></span></div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Biscuit Industries Pvt Ltd</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Soap &amp; Chemicals Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Nep - Ind Flexipack Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Annapurna Maida Mills Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Confectionary Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Diet &amp; Food Production Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Chemicals Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Oil Refinery Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Food &amp; Snacks Industries Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Siddharth Enterprises Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Phoenix International Pvt Ltd</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:16px;"><strong>Some Companies under Kabra Group</strong></span></div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Kwality Soap and Chemical Industries Pvt Ltd</strong></span></div>
				<div>
					One of the major companies of Kabra Group, Kwality Soap and Chemical Industries Pvt Ltd, produces a variety of laundry and toilet soaps. &nbsp;According to Shyam Kabra, the company has recently upgraded its production plant for detergent manufacturing. The manufacturing unit at Kathari is upgraded to the latest technology. The group has been involved in soaps ranging from premium products to budget products, for over 15 years. Kabra says that the company utilises the unmatched infrastructure that consists of latest tools and is supervised by qualified professionals. The entire manufacturing process has been streamlined to minimize any manufacturing fault. The company is also utilising internationally approved formulation, raw materials to ensure best quality assurance. The factory also has its own fully equipped laboratory, for new product development and quality testing.</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Kwality Confectionery Pvt Ltd&nbsp;</strong></span></div>
				<div>
					This is the flagship company of Kabra Group that produces products such as confectionery, chewing-gums, chocolate, coated and plain wafers, among others. The company has established itself as a multi-product, multi-market company and is claimed to be one of the largest manufacturer of confectionery and toffees in Nepal since 2001. This company produces over 60 varieties of candies, toffees and wafers. &nbsp;Kabra says that the company has always endeavoured to satisfy the customers&rsquo; changing wants and desires with its special emphasis on quality, range and value for money. The Company is also strictly following the code of good manufacturing practice prescribed by ISO standards though it has not been certified by one yet. Quality confectionary products, produced at the company&rsquo;s factory located in Duhabi, Sunsari, are supplied to the market through its distribution network in Nepal and India. He says that products are distributed through stockiest within Nepal and reach more than 40,000 outlets throughout the country.</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Nep-Ind Flexipack Pvt Ltd&nbsp;</strong></span></div>
				<div>
					This company produces eight colour hi-tech rotogravure printing and packaging materials that are being used by the home companies as well as other domestic companies including well known MNCs. According to the company, products have uniform thickness, clear printing in attractive colours. &ldquo;Because of best design developments and high quality of printing with competitive rates, our print product is widely used by giant companies,&rdquo; says Kabra.</div>
			</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2014-01-06',
			'modified' => '2014-01-19',
			'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 journey of Kabra Group began with the establishment of Kwality Biscuits Industries Pvt Ltd in 1985. However it was not the first venture for the Kabra family for it has been involved in the business for generations. They were involved in the business of consumer goods before the family decided to set up a factory. When the first biscuit factory performed well, it increased the hunger of the family to go for more. Shyam Kabra, Chairman of Kabra Group says that the Kwality Biscuits was a major success and it encouraged his family to expand this new business.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '2361',
			'article_category_id' => '137',
			'title' => 'Investors Run Away From Gold In 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	Gold, once the much-loved asset turned the most unloved investment tool in 2013 as investors flee from its long-time save haven appeal. This, year the yellow metal took a plunge of nearly 30 per cent, marking the biggest yearly decline since 1981. After 12 years of straight gains, the international bullion market witnessed an unexpected crash in mid-April when gold prices dropped by more than USD 200 in just two days of trading - from USD 1,525/oz to USD 1,321/oz. Triggered by the news that debt-stricken Cyprus is selling some of its reserve to manage its financial bailout, bullion prices tumbled as panic selling hit values of physical as well as paper gold. This was followed by another sharp decline in June when gold price fell to a three-year low of USD 1,180/oz.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Outflows from gold exchange-traded funds (ETFs) have hit a record this year. SPDR Gold Trust &mdash; the world&rsquo;s largest gold ETF has seen its holdings reduce by 546 tonnes &mdash; down 40 per cent. Jewellery demand too took a knock. In the September quarter, the World Gold Council reported that global jewellery demand fell 3 per cent to 474.9 tonnes. Steep decline of demand in India, the world&rsquo;s second largest gold consumer contributed to this. This year, Indian government tightened gold imports to curb rising trade deficit and current account deficit which are seen as major areas of concern to dampen the already sluggish economic growth of&nbsp;</div>
<div>
	the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Reasons for Gold Price Decline</strong></span></div>
<div>
	Gold reached to its all-time high (USD 1920/oz) in September 2011, when Standard &amp; Poor&rsquo;s (S &amp; P) downgraded the &lsquo;AAA&rsquo; credit rating of United States by one notch to &lsquo;AA+&rsquo; amid the budget showdown in the US Congress. The expanding Eurozone debt crisis, slowdown in developing countries, fears of inflation and worries of global recession largely helped gold prices to climb up. However, as the global economic recovery unwinds at a faster pace, interest of investors began a shift towards stocks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	US equities made a strong come back this year. Improving job market conditions pick up in the manufacturing sector, rising property prices and increased consumer confidence, built optimism about equity investments. The dollar too strengthened.</div>
<div>
	&nbsp;</div>
<div>
	The dollar index which measures performance of the greenback against six major currencies moved up to 81.9 by February from 79.6 at the beginning of the year. This made global funds parked in emerging markets to move back to US equities. The Dow Jones Industrial Average and the S&amp;P 500 index hit a five-year high in February. So, gold lost its mojo. The metal dropped below the USD 1,600/oz mark in February, touching a low of USD 1,575/oz. After the June low, gold market witnessed relative stability, supported by physical buying in China and bets that the Federal Reserve may delay tapering. But gold has been unable to rise significantly as improving US economy dulled its demand. The final blow came with the Fed announcing beginning of the taper on December 18. On December 19, gold hit a low of $1,187.4/ounce &mdash; a three-year low.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The year ahead</strong></span></div>
<div>
	Gold prices can edge little higher in 2014, if there is renewed demand from emerging markets and gold import curbs are lifted in India. But, in the first half, prices may mostly remain weak and see a range-bound movement unless there is a surprise from inflation numbers. If outflows from gold ETFs continue, and physical demand for the metal remains weak, it will be negative for gold and prices can move further down.</div>',
			'published' => true,
			'created' => '2013-12-30',
			'modified' => '2014-01-06',
			'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' => 'Gold, once the much-loved asset turned the most unloved investment tool in 2013 as investors flee from its long-time save haven appeal. This, year the yellow metal took a plunge of nearly 30 per cent, marking the biggest yearly decline since 1981. After 12 years of straight gains, the international bullion market witnessed an unexpected crash in mid-April when gold prices dropped by more than USD 200 in just two days of trading - from USD 1,525/oz to USD 1,321/oz.',
			'sortorder' => '2251',
			'image' => null,
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	(int) 4 => array(
		'Article' => array(
			'id' => '2355',
			'article_category_id' => '91',
			'title' => 'India Proposes Regional Bank: Can Nepal Take Benefit?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	South Asian economic giant India is considering the establishment of a South Asian development bank that will fund infrastructure projects and promote trade in the region, according to reports in the Indian press.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Indian Commerce Department has written to the finance ministry in support of such a lender, which it sees playing a critical role in facilitating trade among the eight members of South Asian Association for Regional Cooperation (SAARC) countries, Indian media quoted a source at the department. &ldquo;The final call lies with the ministry of finance and partner countries.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Commenting on the development, Nepal&rsquo;s Consul General in Kolkata Chandra Prasad Ghimire said, India has clearly shown its interest in regional trade. &ldquo;India seems to be interested to invest in hydropower projects and expand its market throughout the SAARC region,&rdquo; he said. The idea of a regional bank may have come to materialize the Indian wish to expand its investment throughout the region, he opined.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Starting a regional bank is good news per se, he said, adding, &ldquo;But the challenges for a small and land-locked country like Nepal are how to take maximum advantage from such regional lending arm.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	SAARC countries are signatories to the South Asian Free Trade Area (SAFTA) agreement on goods that came into force on January 1, 2006. A regional financial entity may help materialize SAFTA in effective manner as such entity helps facilitate cross-border transport, Ghimire further said.</div>
<div>
	&nbsp;</div>
<div>
	SAFTA required the developing countries -- India, Pakistan and Sri Lanka -- to lower customs duties down to 20% in the first phase of the two-year period ending in 2007 and to zero by 2016 in phases.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Currently, the SAARC countries are negotiating to address non-tariff barriers and implement trade-facilitation measures that include the easing of customs procedures. Experts say investment from single financial institution in the region will help in trade-facilitation.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Most of the non-tariff barriers are related to infrastructure deficiency which needs money. So trade facilitation is actually a question of finding money. That is what the South Asia Development Bank will facilitate,&rdquo; Indian media quoted Department of Commerce official as saying.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The commerce department has suggested that the bank could be set up with whatever the partner countries agree to put in as equity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	SAARC comprises Nepal, Bangladesh, Bhutan, India, Maldives, Sri Lanka, Pakistan and Afghanistan.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Cynical views</div>
<div>
	Many experts, however, see the proposal as the Indian attempt to expand its hegemony at the regional level. The proposal can be seen as an attempt to overshadowed Asian Development Bank in which the traditional domination of Japan can be seen, an economist told The Corporate. India wants to weaken the presence of the World Bank and Asian Development Bank in the region by establishing a regional lending agency with its own domination, he opined. Despite positive aspect, the proposal should be studies carefully by all SAARC countries, he said. It will be backfiring for all SAARC countries if India utilizes the lending agency just as a means of expanding its market in the region, he further said. India is also active in forming development bank with $100 billion in the BRICS nations. BRICS nations have decided to initiate a new lending arm which, as many believe, is set to rival the dominance of the World Bank and the IMF over BRICS bloc.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Possible benefits for Nepal&nbsp;</strong></span></div>
<div>
	1.<span class="Apple-tab-span" style="white-space:pre"> </span>Facilitation in cross-border transport</div>
<div>
	2.<span class="Apple-tab-span" style="white-space:pre"> </span>Development of regional transmission line for hydropower projects</div>
<div>
	3.<span class="Apple-tab-span" style="white-space:pre"> </span>Construction of big hydropower projects in Joint Venture</div>
<div>
	4.<span class="Apple-tab-span" style="white-space:pre"> </span>Trade facilitation&nbsp;</div>
<div>
	5.<span class="Apple-tab-span" style="white-space:pre"> </span>Address the &nbsp;bottlenecks in non-tariff barriers &nbsp;</div>
<div>
	6.<span class="Apple-tab-span" style="white-space:pre"> </span>Possibility of South Asian regional road network&nbsp;</div>
<div>
	7.<span class="Apple-tab-span" style="white-space:pre"> </span>Chances for direct trade with Bangladesh and Pakistan and other SAARC countries</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Challenges Ahead</strong></span></div>
<div>
	1.<span class="Apple-tab-span" style="white-space:pre"> </span>Preserving rights of small economy</div>
<div>
	2.<span class="Apple-tab-span" style="white-space:pre"> </span>Collect equity to inject in the bank</div>
<div>
	3.<span class="Apple-tab-span" style="white-space:pre"> </span>Domination of regional giants</div>
<div>
	4.<span class="Apple-tab-span" style="white-space:pre"> </span>Chances of export may suffer the problem of low productivity at the national level</div>
<div>
	5.<span class="Apple-tab-span" style="white-space:pre"> </span>Businessmen at the national level may face severe competition from their regional counterparts&nbsp;</div>
<div>
	6.<span class="Apple-tab-span" style="white-space:pre"> </span>Nepal might only be consumption market</div>
<div>
	7.<span class="Apple-tab-span" style="white-space:pre"> </span>Nepali may get only blue colour jobs due to domination of richer nation in high posts</div>',
			'published' => true,
			'created' => '2013-12-30',
			'modified' => '2014-01-06',
			'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' => 'South Asian economic giant India is considering the establishment of a South Asian development bank that will fund infrastructure projects and promote trade in the region, according to reports in the Indian press.',
			'sortorder' => '2250',
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	(int) 5 => array(
		'Article' => array(
			'id' => '2385',
			'article_category_id' => '198',
			'title' => 'Trishakti Cementing Strength',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<div>
		&nbsp;</div>
	<div>
		<strong>--By Upashana Neupane &nbsp;and Om Prakash Khanal</strong></div>
	<div>
		&nbsp;</div>
	<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
		<tbody>
			<tr>
				<td>
					<img alt="Satish Chachan, Director, Chachan Group" src="/userfiles/images/tc1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 222px;" /></td>
			</tr>
			<tr>
				<td bgcolor="#FFFFFF">
					<div align="center">
						<div style="text-align: center;">
							<div>
								<strong>Satish Chachan</strong></div>
							<div>
								Director, Chachan Group</div>
						</div>
					</div>
				</td>
			</tr>
		</tbody>
	</table>
	<div>
		Trishakti Cement was introduced in the market with an aim to address the increasing demand forquality cement in the country. Narayani Cement Industry Pvt Ltd introduced the cement in the market under the motto &ldquo;Extraordinary Strength &amp; Secured Future&rdquo; in the year 2060 B.S. The company is promoted by Chachan group, a group of industrialists with more than 40 years of experience in the cement sector.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		The Chachan group has been an authorized dealer of a popular cement brand &lsquo;Satna&rsquo;, manufactured by the Birla Group, India, for 60 years. The group introduced Trishakti in the Nepali market utilizing the technical and practical knowledge they gained while doing business with the Birlas and their own business experience of more than a half-decade in the cement industry.</div>
	<div>
		&nbsp;</div>
	<div>
		&lsquo;Trishakti&rsquo; which literally means &lsquo;power of three&rsquo; is named after three Hindu gods; Brahma, Bishnu and Maheshwor that represent power. Trishakti thus, symbolizes the strong/powerful base the cement will provide to the infrastructure constructed. Trishakti Cement is available in the market in two different quality: Trishakti Cement Premium OPC and Trishakti Cement Super PPC.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		The quality standards of these cements are top notch produced using modernized chemical laboratory and expert chemist that have helped the company to establish a quality management system and achieve ISO 9001:2000 &amp; NS (Nepal Standard) &ndash; 385 in a very short period of time.</div>
	<div>
		&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		Narayani Cement Industry which is characterized by highly innovative, modern and fully computerized plant, initially had capacity to produce 350 Metric Ton (MT) of cement. Later in 2066 and 2069 upgraded its capacity and presently the industry produces 1050 MT of cement every day.</div>
	<div>
		&nbsp;</div>
	<div>
		The cement targets to address the growing demand in the least developed country like Nepal, which needs huge amount of cement for constructing various infrastructure projects like hydropower, housing, civil construction among others.</div>
	<div>
		&nbsp;</div>
	<div>
		Trishakti cement provides quality at affordable price and this has established it in the market in a short period of time. &ldquo;We never compromise in quality&rdquo;, says Satish Chachan, Director of the Chachan Group, &ldquo;Thus, it never became very much difficult for us to get established and recognized in the market.&rdquo; Chachan says that they don&rsquo;t manipulate customers by committing and telling false things in advertising. &ldquo;We have always showed them what is true&rdquo;, he claims. He shares that &lsquo;Quality Cement in affordable price&rsquo; has always been their concern.</div>
	<div>
		&nbsp;</div>
	<div>
		Being a leading Cement Brand for a decade, Chachan shares that Trishakti Cement is not competing with anyone, rather others are competing with it. The group has plans to establish new cement factory and is planning to start soon clinker production too.</div>
	<div>
		&nbsp;</div>
	<div>
		Sharing that the company has plans to export the product soon to India in the near future, he says, &ldquo;We might face competition there in Indian market.&rdquo;</div>
	<div>
		&nbsp;</div>
	<div>
		According to Chachan, Trishakti Cement fulfills 20 % of cement demand of the country and the company has annual turnover of Rs 2 billion.</div>
</div>
<p>
	&nbsp;</p>',
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			'created' => '2013-12-31',
			'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' => 'Trishakti Cement was introduced in the market with an aim to address the increasing demand forquality cement in the country. Narayani Cement Industry Pvt Ltd introduced the cement in the market under the motto “Extraordinary Strength & Secured Future” in the year 2060 B.S. The company is promoted by Chachan group, a group of industrialists with more than 40 years of experience in the cement sector.',
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		'Article' => array(
			'id' => '2394',
			'article_category_id' => '38',
			'title' => 'Blend Is The Way Forward',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<div>
		<strong>--By Prof Ujjwal K Chowdhury</strong></div>
	<div>
		&nbsp;</div>
	<div>
		Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.</div>
	<div>
		&nbsp;</div>
	<div>
		We are moving to a co-created, convergent, participatory, learner-centric experiential-brick-and-portal education. I am aware that these are heavy jargon, and will attempt to explain in simpler words.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Co-created</strong></span></div>
	<div>
		Gone are the days when syllabus of courses were made in ivory tower, delivered through the lectures of sagacious erudite ageing scholars, with recipients in awe of the guru. Now is the time to co-create courses and content in which learners and mentors participate, and in fact, even larger society (industry leaders, various professional groups, etc) participates. Co-created content, which is revised once in one to two years, is the only way to ensure education responsive to the changing reality around.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Convergent</strong></span></div>
	<div>
		Education today is not a service to be delivered through a chalk-and-talk monologue with a bunch of awe-struck kids in front. At least, not anymore. It is an evolving dialogue between the learner and the mentor through offline and online means, in the physical and the virtual spaces, through books, talks, ppts, cases, video, multi-media, cyber resources, and the like. And, all of these are aiming at just one goal: it is to raise the curiosity of the learner and make her seek answers and details on her own. All channels of education from on ground classroom to online to on air to offline books etc converge on this goal.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Participatory</strong></span></div>
	<div>
		All education today needs mentorship to make the learners talk, argue, build cases and scenarios, simulate, role-play, apply, imagine and innovate. A management education which does not make a youth go and sell an idea or a product, do a market survey, organize an event, or build a case-study is no education worth its salt. Participation within and beyond the classroom, inside and outside the campus is the hallmark of education that yields value in society and economy.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Learner-centric</strong></span></div>
	<div>
		Education earlier was introduced, interpreted, delivered and limited by the teacher concerned. Not any more. Teacher is now the mentor, the facilitator, who introduces a theme and excites the curiosity of the learner. Impact and outcome of the process depends on the learner&rsquo;s desire and search within herself and beyond. A mentor can only make the process interesting, faster and more enduring. Even evaluation has to be multi-dimensional and not just information based. Analysis and application must replace information cramming and rote learning.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Experiential Brick &amp; Portal</strong></span></div>
	<div>
		Brick and mortar is the on-ground physical spaces of learning: the classroom, the library, the conference hall, etc. Click and portal is the online learning through portals, social media et al. Experiential, the most important aspect of learning, is by doing, through experiencing an aspect learnt, a technology understood, a concept comprehended. It is only through experiential learning that a raw talent becomes a human resource.</div>
	<div>
		&nbsp;</div>
	<div>
		For such a learning to evolve, the narrow confines of traditional university courses delivered largely in theory and evaluated largely through a single course ending mega written exam need to give place to an alternative paradigm of flexi-learning, learning across spaces and multiple channels, and evaluation on a continuous basis through examinations, projects, assignments and debates etc, depending on the discipline.</div>
	<div>
		&nbsp;</div>
	<div>
		This needs more care, more time, more resources and more involvement. All of these are in short supply. Both from those who deliver education, and those who receive and use it. The situation can change, and slowly doing so, only if bureaucratic old-school education yields place to modern-day new age education through new universities for the future.</div>
</div>
<p>
	&nbsp;</p>',
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			'created' => '2014-01-04',
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			'keywords' => 'new business age management gyan news & articles, management gyan news & articles from new business age nepal, management gyan headlines from nepal,  current and latest management gyan news from nepal, economic news from nepal, nepali management gyan economic news and events,  ongoing  management gy',
			'description' => 'Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.',
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			'title' => 'Biztoon / Voices November 2013',
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			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Bharat Mohan Adhikari, Former Deputy Prime Minister and Finance Minister" src="/userfiles/images/bma.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Ending energy crisis in five years is not an ambitious plan.&rdquo;</strong></span></div>
<div>
	<strong>Bharat Mohan Adhikari,</strong>&nbsp;Former Deputy Prime Minister and Finance Minister protecting CPN UML&rsquo;s manifesto from an allegation of being over ambitious and impractical.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Birendra Bahadur Basnet, Managing Director of Buddha Air " src="/userfiles/images/bbb.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;CAAN should not blame ICAO to cover its own incompetence.&rdquo;</strong></span></div>
<div>
	<strong>Birendra Bahadur Basnet,</strong>&nbsp;Managing Director of Buddha Air commenting on the recent provision on mandatory deposits of Rs 50 million by the regulator, Civil Aviation Authority of Nepal (CAAN).</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Dr Yubaraj Khatiwada, Governor of Nepal Rastra Bank" src="/userfiles/images/dyk.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Nepal&rsquo;s financial unity with China is a long process and it is not the right time to think about it.&rdquo;</strong></span></div>
<div>
	<strong>Dr Yubaraj Khatiwada,</strong>&nbsp;Governor of Nepal Rastra Bank stating that there is a long way to go before thinking about currency peg with Chinese Yuan.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Jiba Lamichhane, former President of Non-Resident Nepalese Association" src="/userfiles/images/jl(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Should not expect much from NRNs who are struggling themselves abroad.&rdquo;</strong></span></div>
<div>
	<strong>Jiba Lamichhane,</strong>&nbsp;former President of Non-Resident Nepalese Association requesting all to lower high hopes on NRNs to make huge investments in the country.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Suresh Pradhan, President of Federation of Nepal Cottage and Small Industries" src="/userfiles/images/sp(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Small entrepreneurs hardly get blacklisted.&rdquo;</strong></span></div>
<div>
	<strong>Suresh Pradhan,</strong>&nbsp;President of Federation of Nepal Cottage and Small Industries claiming that small and cottage industries have comparatively better track record in loan repayment.&nbsp;</div>',
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			'description' => 'Nepal’s financial unity with China is a long process and it is not the right time to think about it.',
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			'title' => 'Corptoon Vol 3 Issue 44',
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			'description' => 'Corptoon Vol 3 Issue 44',
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			'id' => '2403',
			'article_category_id' => '163',
			'title' => 'Tech Talk December 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 16px;"><strong>Subisu CAN Info-Tech 2014 from January 2</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 65px;" />Computer Association of Nepal (CAN) is going to organize 20th edition of CAN Info-Tech 2014 from January 2-7, 2014 in Bhrikuti Mandap, Kathmandu. &nbsp;Subisu is the tile sponsor of the Info-Tech. According to the organizers, there will be a total of 220 stalls in the programme including hardware sales and maintenance, power solutions, mobile accessories, dealer and distributors, ISPs, telecommunication, ICT colleges and training institutions, software solutions and payment solutions among others. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Colors&rsquo; New Handsets&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt1%20(Copy)(2).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 189px;" />Colors Mobile has introduced two new handsets, Star 3G (X- 30) under its star series phones and new X-Factor Idol (X-16) in the market. Colors Star 3G is powered by 1.2 GHz dual core processor and comes with 3.5 inch capacitive multi-touch screen, front and rear cameras and 1200 mAh battery. It has 510 MB ROM and 256 MB RAM. Colors Idol (X-16) is a dual SIM phone that runs on Android 2.3 and is powered by a 1 GHz processor, and has 512 MB of ROM and 256 MB of RAM. The phone with 1350 mAh battery is said to give standby up to 200 hours, and a talk time of 3-5 hours. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>One in Five Minutes Spent On Mobile Is On Facebook</strong></span></div>
<div>
	Approximately one in every five minutes spent on the mobile is on Facebook, leading marketers to use Facebook mobile for both branding and commerce/direct response&nbsp;<img alt="" src="/userfiles/images/tt2%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 133px;" />messages, a leading company official has said.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;This is one of the busiest times on Facebook. We&rsquo;re seeing more people share and consume more content and it&rsquo;s happening on mobile devices. During the holidays, everyone is always on the go, travelling, planning and preparing for festivities,&rdquo; said Nicolas Franchet, Facebook&rsquo;s head of Retail &amp; E-Commerce, Global Vertical Marketing.</div>
<div>
	&nbsp;</div>
<div>
	According to him, Facebook News Feed is the new mobile shopping aisle where Omni channel retailers can reach all of these people every day and merchandise products to strengthen their brands and increase sales &mdash; both in stores and online.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Our scaled reach and laser-focused targeting make Facebook a powerful partner for retailers during the holidays,&rdquo; he said in a statement released here.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Sony Files Patent for &#39;Smartwig&#39;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt3%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 106px;" />Sony has filed a patent application for &quot;SmartWig&quot;, as firms jostle for the lead in the wearable technology sector. It says the SmartWig can be worn &quot;in addition to natural hair&quot;, and will be able to process data and communicate wirelessly with other external devices.</div>
<div>
	&nbsp;</div>
<div>
	According to the filing, the SmartWig can help navigate roads and collect information such as blood pressure. Google and Samsung are among the firms that have launched products in wearable technology - seen as a key growth area.</div>
<div>
	&nbsp;</div>
<div>
	&quot;Wearable gadgets are definitely going to be one of the big areas of growth over the next two years,&quot; &nbsp;said Andrew Milroy, an analyst with consulting firm Frost &amp; Sullivan, adding, &quot;And Sony - which is trying to regain some of the sheen it has lost in recent years - clearly understands that and wants to play a major role in the sector.&quot;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Microsoft Sells over a Million Xbox Ones in 24 Hours</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt4%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 125px;" />Microsoft on Friday, 22nd November, crowed that more than a million Xbox One consoles were snapped up within 24 hours in 13 countries after hitting shelves for the first time in the morning. The US-based technology titan described it as the biggest launch in Xbox history, setting a new sales record at the company. Xbox One consoles were sold out at most retail shops, according to Microsoft.&quot;We are humbled and grateful for the excitement of Xbox fans around the world,&quot; said Xbox corporate vice president of marketing Yusuf Mehdi. &quot;Seeing thousands of excited fans lined up to get their Xbox One and their love for gaming was truly a special moment for everyone on the Xbox team,&quot; he continued. &quot;We are working hard to create more Xbox One consoles.&quot;</div>
<div>
	&nbsp;</div>
<div>
	Sale of the keenly-awaited system began in more than a dozen countries including New Zealand, Australia, France, Britain, Brazil and the United States as day dawned in respective time zones. Xbox fans queued at consumer electronics shops to be among the first to get their hands on Microsoft&#39;s beefed-up console that extends beyond gaming to online films, music, social networking and more.</div>',
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			'description' => 'Computer Association of Nepal (CAN) is going to organize 20th edition of CAN Info-Tech 2014 from January 2-7, 2014 in Bhrikuti Mandap, Kathmandu.  Subisu is the tile sponsor of the Info-Tech. According to the organizers, there will be a total of 220 stalls in the programme including hardware sales and maintenance, power solutions, mobile accessories, dealer and distributors, ISPs, telecommunication, ICT colleges and training institutions, software solutions and payment solutions among others.',
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		'Article' => array(
			'id' => '2402',
			'article_category_id' => '163',
			'title' => 'Tech Talk November 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 16px;"><strong><img alt="Sony Xperia Z1" src="/userfiles/images/tt%20(Copy)(1).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 150px; height: 203px;" />Sony Introduces Xperia Z1</strong></span></div>
<div>
	Nepa Hima Trade Link Pvt Ltd, the authorised distributor of Sony smartphones in Nepal has launched its latest smartphone, the Xperia Z1 in Nepal. Powered by a 2.2GHz quad-core Qualcomm Snapdragon 800 processor, Xperia boasts of a 5-inch full-HD (1080 x 1920 pixels, 441 ppi pixel density) display along with 2GB of RAM and Adreno 300 GPU. The multi-touch TFT capacitive touchscreen Triluminos display with X-Reality engine is protected by a shatter proof and scratch resistant glass. The lightweight smartphone which has dimensions of 144x74x8.5 mm weighs just around 170 grams. The dust proof Xperia Z1 is IP58 certified smartphone which is water resistant over 1 meter and 30 minutes.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The Xperia Z1 has 16GB of internal storage that can be expanded up to 64 GB via micro SD card. The phone runs on Android 4.2 Jelly Bean with a non-removable 3,000 mAh Li-ion battery. One of the highlights of the Xperia Z1 is its 20.7 MP camera, which comes with Sony&#39;s G Lens with 27 mm wide angle and f/2.0 aperture. The camera has timeshift burst feature that takes 61 images in just 2 seconds.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Karbonn A5 and A26 Launched</strong></span></div>
<div>
	<img alt="Karbonn A5 and A26" src="/userfiles/images/tt1%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 124px;" />Allied Trade link International P Ltd, the authorized distributor of Karbonn Mobile launched two new handsets A5 and A26 in the market. A5 has features like Android Gingerbread, dual SIM, 1 GHz processor, 256 MB RAM, 3.2 MP camera and front digital camera among others. A26 comes with features like Android v 4.1, 1.3 GHz dual core processor, 5 inch Screen, Wi-Fi, 2000 mAh battery, 5 MP camera with LED flash, Front Digital camera and 512 MB RAM.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Micromax Unveils Two New Models</strong></span></div>
<div>
	<img alt="Micromax" src="/userfiles/images/tt2%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 193px;" />Micromax has launched two new mobile phones Canvas 2 Plus and Canvas Fun in the market. Canvas 2 Plus sports a 5 inch IPS screen, runs on Android 4.2.1 Jelly Bean OS and is powered by a 1.2 GHz Quad core Processor. It has 1 GB of RAM, and has an 8 MP primary camera with dual flash and 2 MP secondary camera. It has an internal storage of 4 GB that can be expanded up to 32 GB. The phone comes with preloaded games, and has a battery of 2000 mAh. Similarly, Canvas Fun runs on Android 4.2.2 Jelly Bean and has a 4.5 inch screen. It is powered by a 1.3 GHz dual core processor and has 512 MB of RAM. It comes with a 5 MP primary camera and 0.3 MP secondary camera, and has a battery of 1500 mAh.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Google to Let More People Buy Google Glass</strong></span></div>
<div>
	<img alt="Google Glass" src="/userfiles/images/tt3%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 106px;" />Google is expanding the availability of its Internet connected eyewear Google Glass to more people, but not the general public just yet. Google Inc has said that it is allowing the 10,000 or so people who have been testing out its wearable computer to invite three friends each to buy Glass. The gadget, which works like a smartphone but is worn on head like glasses, costs $ 1,500. The new devices have been updated to work with prescription frames and include a single ear bud. Glass has a hands-free camera that shoots photos and video through voice commands.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>LG Unveils Curved Smartphone&nbsp;</strong></span></div>
<div>
	<img alt="LG  Curved Smartphone" src="/userfiles/images/tt4%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 121px;" />South Korea&#39;s LG Electronics Inc unveiled a curved smartphone on 28th October in a move to catch up bigger rival Samsung Electronics Co. Curved displays and flexible screens are the new battleground for phone makers as the screens open up possibilities that could eventually transform the high-end smartphone market. Curved smartphones provide a more comfortable grip than flat-screen models, but the lack of must-have features means they are unlikely to be big consumer hits anytime soon, analysts have said. Manufacturing costs also remain relatively high. Both Samsung and LG&#39;s curved phones are only available in the South Korean market as they seek to gauge consumer appetite. Samsung launched a variant of the popular Galaxy Note earlier this month as the world&#39;s first smartphone with a display slightly curved side to side. The model launched on Monday by LG Electronics has a vertically curved six-inch display.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Mobile technology to Track Missing Children in SAARC Nations</strong></span></div>
<div>
	<img alt="Mobile technology" src="/userfiles/images/tt5%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 144px;" />Using mobile and GPS technologies, a SAARC body is trying to develop a digital system to track missing children at the regional level and combat cross-border trafficking. &nbsp;&quot;We are now seriously looking at how digital technology can be applied to control cross-border trafficking. Hopefully after 2015, we will have an integrated system based on mobile or GPS technologies which can be applied in all the eight SAARC countries,&quot; said Rinchen Chophel, Director General for the South Asia Initiative to End Violence Against Children (SAIEVAC) secretariat. SAIEVAC is a SAARC apex body which works to protect children in south Asia from all forms of violence, abuse, exploitation, neglect and discrimination.&nbsp;</div>',
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			'id' => '2401',
			'article_category_id' => '165',
			'title' => 'Global Business Trends December 2013',
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			'content' => '<div>
	<span style="font-size:16px;"><strong>Toyota Eyes Mass Production of Fuel Cell Car by 2015</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 169px;" />Japanese carmaker Toyota has said it is looking to start commercial sales of fuel cell-powered cars by 2015. Toyota set the target as it unveiled a concept fuel cell powered car, called the FCV, at the Tokyo Motor Show. Its cells can be recharged within minutes and it can cover about 500km (300 miles) on a single charge, according to the firm. Earlier this week, rival Hyundai said it plans to start mass production of such cars as early as next year. The South Korean company has announced plans to start commercial sales of a fuel cell-powered version of its sports utility vehicle, the Tucson, in the US market. Honda Motor is also expected to unveil its latest concept version of a fuel cell-powered vehicle later this week.</div>
<div>
	&nbsp;</div>
<div>
	Many carmakers have been looking to develop the fuel cell technology further and bring it to mass production. One of the main reasons is that it is emission-free. The technology uses hydrogen to generate electricity to power the engine and the waste products are heat and harmless water. At the same time, fuel cells charge much faster and travel a longer distance after being charged, compared with battery-operated electric cars.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>India Tops US, China as Best Investment Destination&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt1%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 225px;" />India has spurted ahead of China and the US as the most attractive investment destination, a survey by global professional services firm Ernst &amp; Young (EY) says.</div>
<div>
	&nbsp;</div>
<div>
	EY&rsquo;s ninth bi-annual capital confidence barometer, based on a survey of 1,600 senior executives across more than 70 countries, has ranked India as the most attractive investment destination followed by Brazil, while China is at third place. The top three investing countries into India are the US, France and Japan. Foreign Direct Investments (FDI) from the US, France and Japan during the period April 2000 to August 2013 amounted to Rs. 53,673 crore, Rs. 17,718 crore and Rs. 71,870 crore, respectively.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;With sharp currency depreciation and opening up of FDI in various sectors, India has become an attractive destination for foreign investors,&rdquo; the EY report said. Sectors with the highest level of possible deals include Automotive, Technology, Life Sciences and Consumer Products.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>JP Morgan Chase Agrees Record $13bn Settlement Charges&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt2%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 216px;" />JP Morgan Chase, the biggest bank in the United States, agreed a record $13bn (&pound;8bn) settlement with regulators on Tuesday, ending months of tense negotiations with the Justice Department over a string of investigations into its risky mortgage deals.</div>
<div>
	&nbsp;</div>
<div>
	The fine, the biggest civil settlement with any single company, ends several investigations and lawsuits brought by the US authorities related to the sale of home loan bonds between 2005 and 2008. It is more than three times the previous record $4bn fine the US levied against BP for the Deepwater Horizon oil spill.</div>
<div>
	&nbsp;</div>
<div>
	Settlement talks have been fraught and lengthy. JP Morgan chief executive Jamie Dimon went to the US Justice Department to personally negotiate with attorney general Eric Holder in September, a personal summit that led some critics to claim that Holder was giving the bank special treatment. Tuesday&rsquo;s agreement staves off a costly and potentially embarrassing trial.</div>
<div>
	&nbsp;</div>
<div>
	As part of the settlement, JP Morgan acknowledged it made serious misrepresentations to the public &ndash; including to investors &ndash; about numerous transactions relating to residential mortgage-backed securities. The deals collapsed in 2008 when the housing market plunged and the scale of the risks was exposed, and the resulting financial tumult led to the biggest crisis since the Great Depression.</div>
<div>
	&nbsp;</div>
<div>
	The admission was a major victory for the Justice Department. Banks have fought shy of such statements fearing yet more legal actions from investors. The settlement leaves open the possibility of potential criminal charges.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Without a doubt, the conduct uncovered in this investigation helped sow the seeds of the mortgage meltdown,&rdquo; said Holder. &ldquo;JP Morgan was not the only financial institution during this period to knowingly bundle toxic loans and sell them to unsuspecting investors, but that is no excuse for the firm&rsquo;s behavior.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The settlement was negotiated through the residential mortgage-backed securities (RMBS) working group, a joint state and federal initiative formed in 2012 to investigate wrongdoing in the mortgage-backed securities market prior to the financial crisis. Holder said the group&rsquo;s investigations were &ldquo;ongoing&rdquo;. JP Morgan sailed through the financial crisis relatively unharmed, but has been beset by legal woes in the crisis&#39;s aftermath. The fine is the latest, and largest, in a series that has led for some shareholders to call for Dimon&rsquo;s resignation despite the bank&#39;s financial success and its solid share price.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Switzerland: Best Country for Top Talent</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt3%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;height: 163px; width: 300px;" />Which country is the best at developing, attracting and retaining top talent? Switzerland comes out on top, according to the Global Talent Competitiveness Index, launched on 26th November by European business school Insead. The new index rates 103 countries on 48 factors including education, government policy and quality of life. The U.S. trailed in ninth place.</div>
<div>
	&nbsp;</div>
<div>
	First-placed Switzerland excelled in all categories, and stood out for its long-standing commitment to high-quality education, according to the report. Singapore came second. The authors noted that the city-state was highly competitive because of a clear strategy to grow and attract the best and brightest employees.</div>
<div>
	&nbsp;</div>
<div>
	The index was created, in part, to help global companies identify which countries are most effective in building a talented workforce. &quot;There is a widespread mismatch between what companies need in terms of skills and what local labor markets can offer,&quot; said Insead dean Ilian Mihov in a statement. &quot;Obviously, these issues require a collaborative effort among government, business, organized labor and global business schools.&quot; The Insead ranking was dominated by European countries, including Denmark, Sweden,Luxembourg, the Netherlands, the United Kingdom and Finland.</div>
<div>
	&nbsp;</div>
<div>
	The U.S. ranking reflected, in part, its long history of immigration and success in attracting top international talent, the report stated. But Insead professor Paul Evans said the U.S. risked undermining that advantage because of a tougher stance on immigration since 9/11. Evans also pointed out that the U.S. scores relatively poorly for basic education and social mobility.</div>
<div>
	&nbsp;</div>
<div>
	A number of the top-ranked countries also boast some of the shortest work weeks in the world and the most generous benefits and perks for working moms and dads. In May, Switzerland was ranked the second most competitive country in the world after the U.S., according to the IMD World Competitiveness Center. Switzerland is known for policy stability, predictability and budgetary discipline.</div>
<div>
	&nbsp;</div>
<div>
	The Insead index was launched in partnership with the Human Capital Leadership Institute of Singapore and HR consulting firm Adecco. It was based on data from a range of international sources such as the World Bank, the World Intellectual Property Organization and UNESCO, and the ranking model was audited by the European Commission&#39;s Joint Research Center. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Blackberry Shakes up Senior Management</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt4%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 169px;" />Struggling smartphone maker Blackberry has shaken up its top management as part of its continuing reorganisation. The firm&#39;s chief financial officer, Brian Bidulka, will be replaced by James Yersh who has previously served as controller and head of compliance. The chief marketing officer and chief operating officer will leave the firm with no replacements announced.</div>
<div>
	&nbsp;</div>
<div>
	This comes just weeks after the firm appointed a new interim chief executive as it shelved a plan to sell itself. Blackberry named John Chen as the interim chief executive officer as it announced it had abandoned a planned sale to its biggest shareholder, Fairfax Financial Holdings. The management changes are the first major move made by Mr Chen.</div>
<div>
	&nbsp;</div>
<div>
	Blackberry once dominated the smartphone market, but has seen its fortunes dwindle in recent years, It has been hurt by the success and popularity of smartphones launched by rivals such as Apple and Samsung. Its attempts to boost its market share have not yielded the desired results. In September, it reported a net loss of $965m for the second quarter, blaming poor sales of its new smartphone, the Z10. The firm has also announced a plan to cut 4,500 jobs, or 40% of its workforce, to reverse the giant losses.</div>',
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			'description' => 'Japanese carmaker Toyota has said it is looking to start commercial sales of fuel cell-powered cars by 2015. Toyota set the target as it unveiled a concept fuel cell powered car, called the FCV, at the Tokyo Motor Show. Its cells can be recharged within minutes and it can cover about 500km (300 miles) on a single charge, according to the firm.',
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		'Article' => array(
			'id' => '2400',
			'article_category_id' => '171',
			'title' => 'Nepal-Finland Relationship Increasing Significantly',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Suraksha Adhikari</strong></div>
<div>
	&nbsp;</div>
<div>
	Nepal and Finland established diplomatic relations on 21 September 1974. &nbsp;Bilateral relations between the two countries have been marked by friendship, cordiality and cooperation. The Finnish Embassy was opened in Kathmandu at the Charge d&rsquo; Affaires level in 1992, and was subsequently upgraded with the appointment of its Ambassador in September, 2011. Nepal has no residential Embassy in Helsinki. The Embassy of Nepal in Copenhagen is concurrently accredited to Finland.</div>
<div>
	&nbsp;</div>
<div>
	Bilateral consultations on development cooperation were held between Nepal&rsquo;s Ministry of Finance and Finland&rsquo;s Ministry of Foreign Affairs in 2003, 2007, 2010 and January 2013 in Kathmandu.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Exchange of Visits</strong></span></div>
<div>
	Some important bilateral visits of the several high-level visits that have taken place between Nepal and Finland, are:</div>
<div>
	&nbsp;</div>
<div>
	The then Prime Minister Pushpa Kamal Dahal &lsquo;Prachanda&rsquo; paid an official visit to Finland on April 1-3, 2009 at the friendly invitation of the Prime Minister of Finland Mr. Matti Vanhanen. The then Deputy Prime Minister and Minister for Foreign Affairs Sujata Koirala visited Finland in March 2010.</div>
<div>
	&nbsp;</div>
<div>
	Finnish Foreign Trade and Development Minister Mr. Paavo Vayrynen&rsquo;s visited Nepal on 3 February 2009. Ms. Heidi Hautala, Minister for International Development visited Nepal from December 2-6, 2011.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation</strong></span></div>
<div>
	The relations between Finland and Nepal are based on development cooperation. Through its cooperation in development, Finland has been assisting Nepal to reduce poverty, enhance the peace process, root democracy into the society, improve human rights and promote environmentally sustainable development.</div>
<div>
	&nbsp;</div>
<div>
	By supporting Nepal, Finland aims to contribute to the stability of wider Southern Asia, which is in the interest of Finland&rsquo;s foreign and security policies. Because Nepal has relatively few donors, and this has enabled Finland to contribute in sectors that can provide visibility to its cooperation and good results in sectors that are essential for Nepal&rsquo;s development.</div>
<div>
	&nbsp;</div>
<div>
	Finland operates in Nepal&rsquo;s environment and education sectors. These are areas in which Finland has good international reputation, lengthy experience and has been adding significant value.</div>
<div>
	&nbsp;</div>
<div>
	Finnish cooperation in Nepal began in 1982 with the grant assistance of 6000 MT of chemical fertilizers. Such assistance has increased and widened in recent years. Earlier the Finnish development programme in Nepal was focused on energy, forestry and water resources. In recent days, Finnish development cooperation has shifted attention towards poverty alleviation, sustainable development, and promotion of democracy, human rights and participatory system of governance.</div>
<div>
	&nbsp;</div>
<div>
	Nepal is one of Finland&rsquo;s eight long-term development partner countries, along with Mozambique, Tanzania, Ethiopia, Zambia and Kenya in Africa, Nicaragua in Latin America and Vietnam in Asia. In addition to water and sanitation, education and environment sectors, Finland has supported in Nepal&rsquo;s Peace Trust Fund, OHCHR as well as Nepalese NGOs. Finland provided US$22 million in the Fiscal 2010-2011.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Finnish NGOs&rsquo; projects</strong></span></div>
<div>
	The work of non-governmental organizations (NGOs) is an important part of Finland&rsquo;s development cooperation. In Nepal, Finland channels currently 25 per cent of development aid through Finnish NGOs. They carry out development projects in Nepal together with their Nepalese partner organizations.</div>
<div>
	&nbsp;</div>
<div>
	In 2013 the Ministry for Foreign Affairs is funding about 50 NGO projects which are implemented by 16 Finnish NGOs in Nepal. The combined annual (2013) budget of these projects is around EUR 4.7 million. Refer to table below for more information. In addition, some Finnish foundations, such as Abilis, KIOS and Siemenpuu, are supporting local NGO projects in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Finnish NGos' Projects" src="/userfiles/images/br2%20(Copy)(2).jpg" style="width: 550px; height: 563px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Bilateral development cooperation</strong></span></div>
<div>
	Finland has been providing cooperation in education, water and forestry sectors of Nepal. As a nation which has gained international reputation, lengthy experience in this sector, its contribution has added significant value to give. The cooperation is based on Country Strategy (2013-2016).</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in education sector</strong></span></div>
<div>
	Finland is funding Nepal&rsquo;s School System Reform Programme (SSRP). The programme&rsquo;s main aim is to make the education system accessible to all Nepalese school-aged children and improve the quality of teaching in grades 1&ndash;8. The programme also aims to increase the number of students as well as the quality of education in grades 9&ndash;12. In 2010 estimated 93.7 % of Nepalese children went to school.</div>
<div>
	&nbsp;</div>
<div>
	In education sector funds are also allocated to Technical and Vocational Education and Training programme (TVET). The aim is to improve the pupils&rsquo; vocational trainability and capabilities to enter job markets. In the long run the goal is to support the whole vocational training system in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in forestry sector</strong></span></div>
<div>
	Finland had a significant role in the development of Nepal&rsquo;s forestry sector in 1980&rsquo;s and 1990&rsquo;s. Now Finland funds Forest Resource Assessment in Nepal (FRAN)&ndash;project which aims at developing a uniform system to collect and share information about forest stock, biomass and biodiversity in Nepal. This makes forest related information more easily available and improves the possibilities to use it in nation-wide decision making process. The project is implemented in 2009&ndash;2014. Cooperation in environmental sector will be closed at the end of 2014.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in industrial sector</strong></span></div>
<div>
	The area in Dharan-Biratnagar&rsquo;s industrial tunnel is one of Nepal&rsquo;s fastest urbanizing and industrializing areas. Strengthening of Environmental Administration and Management in Nepal (SEAM-N) -Project aims at strengthening the administrator&acute;s and industries&rsquo; capacity to plan, manage and monitor environmental issues and to reduce environmental pollution from different sources in the project area. The project has also been a pilot project for regional administration since its start in 2001. SEAM-N is now in its third and completion phase. It will conclude in 2014.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Trade/Investment</strong></span></div>
<div>
	Trade between Nepal and Finland is sill insignificant, as shown in the table below:</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Trade / Investment" src="/userfiles/images/br3%20(Copy)(2).jpg" style="width: 550px; height: 187px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	A MoU between FNCCI and its Finnish counterpart was signed in 1993 during the then Nepalese Prime Minister&rsquo;s Visit to Finland. Similarly, an agreement between Nepal and Finland on Promotion and Protection of Investment was signed l on 3 February 2009.</div>
<div>
	&nbsp;</div>
<div>
	Finnish firms have some significant investments in Nepal. Department of Industry data reveals that there were 5 joint ventures with the Finnish investment of Rs. 2.5 million until July 2012, which created 149 jobs in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Tourism</strong></span></div>
<div>
	Though number of Finnish tourist arrival in Nepal at present is not considerable, there is prospect of attracting more Finnish tourists in the future. In 2010 and 2011, Finnish visitors travelling to Nepal stood at 3,284 and 2,276, respectively.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p style="text-align: center;">
		<span style="font-size:16px;"><strong>&ldquo;Stable political condition invited financial support to Nepal&rdquo;</strong></span></p>
	<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
		<tbody>
			<tr>
				<td>
					<img alt="Asko Luukkainen, Ambassador of Finland to Nepal" src="/userfiles/images/br1%20(Copy)(4).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 218px;" /></td>
			</tr>
			<tr>
				<td bgcolor="#DDDDDD">
					<div align="center">
						<div>
							<strong>Asko Luukkainen</strong></div>
						<div>
							Ambassador of Finland to Nepal</div>
					</div>
				</td>
			</tr>
		</tbody>
	</table>
	<div>
		<span style="font-size: 14px;"><strong>Before we talk about Nepal-Finland relations, let us first know the secret of Finland having almost USD 50,000 as annual per capita income, and the stable republic democratic status in spite of coalition after every election in Finland. How could you maintain your political and economic stability after a long time?</strong></span></div>
	<div>
		We got the independence in 1917 and after that we have had the election in every four years for the parliament and the system is working very nicely. I think first of all we have good infrastructure, good governance system, democratic system so that the investors are interested in these kind of countries and that may be the key to success for our economy which is doing quite well. Of course we have difficulties at the moments like the other European countries but basically we are doing quite well. So I think the investors are interested in the countries which are stable and they know what is going to happen in the future.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Finland is also called the land of the midnight sun. And also it has 180, 000 or more lakes and 179, 000 islands. So how do you manage to administer such a huge number of islands?</strong></span></div>
	<div>
		The islands first of all are the part of some municipality so the municipalities take care of the respective islands and the infrastructures or whatever is needed in the islands. We have a very strong local governance system which can manage these things very easily.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Often several organizations connected with global business have found Finland to be very competitive country economically. It is also the land of some leading brands like Nokia. What is the secret behind the stable and competitive nature of economy and also the birth of good brands in Finland?</strong></span></div>
	<div>
		Well, it is little bit of mystery to me as well because our salary level is very high so we are not supposed to have a very competitive procession but how the companies take care of the economy and how they take care of their quality production may be the secret behind this success.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>You have worked in the Finnish Embassy earlier, and now back as a full-Fledged Ambassador. Please tell us what differences did you really find in Nepal&rsquo;s economy, politics and society between your first and second term to Nepal? &nbsp;</strong></span></div>
	<div>
		I arrived for the first time in 1st of August 2000 and then I left in the end of February 2004. &nbsp;At that time situation in Nepal was totally different. Civil war was going on and it was escalating every time during my stay that time. When I came back during this term, political situation is still in the turmoil but at least there is no war so that the biggest change.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>&ldquo;Nepali Population is not happy with their political parties and the people don&rsquo;t have smiling faces&rdquo;. You had once said it in 2012. What made you to draw this conclusion? Do you subscribe to this view one year later now?</strong></span></div>
	<div>
		Well, first of all if I said &ldquo;not smiling face&rdquo; that is not the truth because Nepali have always smiling faces. But during that time, the people were going through a really miserable condition. The people were not being able to work and earn for living. Rampant bandas was disturbing everybody in Nepal. I always speak against bandas as they are always disturbing to the people. Politicians are to take care of the issues of the people but it&rsquo;s the habit of the political parties in Nepal and some other countries to depend upon banda for solving their problems. But that is not the case. It is just disturbing the economy and people are disappointed with such activities.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>How will the current election augur in the life of the Nepali population and what should be the priorities immediately after the elections?&nbsp;</strong></span></div>
	<div>
		Election has come up with new possibilities and hopes for the common people. After the CA election now the local elections also should be held. This is very important for the people especially who are living in the poor areas.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>One of the biggest roles that you have been doing in this country is in the development sector. In fact, Nepal is one of your six top development partners, the other five being in Africa. So what is been the size and depth and areas of focus of the development aids in Nepal?</strong></span></div>
	<div>
		We started the cooperation in 1982 and after the establishment of embassy in 1992, the programme have been increasing in Nepal. Now a days we are talking about spending 22 million Euros (around NRs 2.6 billion) annually from Finland for the development of Nepal.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		We are now active in three sectors only according to the rule of European Union. Those three areas are education, sanitation and forestry. &nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Which are the major INGOs with Finnish origin working on your behalf in Nepal and which are the geographical areas that you are active in?</strong></span></div>
	<div>
		We are financing 50 NGOs projects in Nepal directly from Finland and in addition to that the embassy is financing 10 projects which are implemented by Nepali NGOs. So it&rsquo;s almost 60 NGO projects going on in Nepal at the moment. Those projects are scattered all over as we try to avoid the concept of being Kathmandu centered as people in need are living in rural areas. Once a year we discuss with Nepali government for the needy projects in Nepal and do according to the discussion.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Finnish people have one of the highest per capita income of almost USD50, 000 per year in the world so there could be a big tourism market in Nepal for Finland. So what can be done and what is being done to promote tourism from Finland in Nepal?</strong></span></div>
	<div>
		There is definitely a lot of interest in visiting Kathmandu and Nepal to the people but on the other hand it is quite a lot of expensive visit to Nepal that limits the travelling to Nepal. So we need to increase the possibilities of visit to Nepal. I think the advertisement of Nepal in Finland should increase so that the people can get knowledge about what Nepal can offer.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>After the formation of constitution, what do you think would be the role of European Union for the development of economic situation in Nepal?</strong></span></div>
	<div>
		The role of EU will even increase to support the country financially. After the stable political condition in Nepal, other countries also would be interested in providing aid to Nepal.&nbsp;</div>
</div>
<p>
	&nbsp;</p>',
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			'description' => 'Nepal and Finland established diplomatic relations on 21 September 1974.  Bilateral relations between the two countries have been marked by friendship, cordiality and cooperation. The Finnish Embassy was opened in Kathmandu at the Charge d’ Affaires level in 1992, and was subsequently upgraded with the appointment of its Ambassador in September, 2011. Nepal has no residential Embassy in Helsinki. The Embassy of Nepal in Copenhagen is concurrently accredited to Finland.',
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			'article_category_id' => '31',
			'title' => '“Electricity From Kathmandu’s Garbage Is In The Offing”',
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			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15.2px;">Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other&rsquo;s cities. &nbsp;Eugene has been supporting community development, education, public health and cultural heritage projects and programmes in Nepal. Now Eugene is going to support Nepal on the waste management upon the initiative&nbsp;<strong>Dennis Ramsey</strong>, President of Eugene Kathmandu Sister City Association (EKSCA). Ramsay says that akin to Eugene, Nepal can also adopt &lsquo;Zero Emission Technology&rsquo; in a low investment which can be convenient as well as effective. Ramsey sat with&nbsp;<strong>Modnath Dhakal&nbsp;</strong>and&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age to talk about the waste management system of Kathmandu, its weakness and new strategies.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please highlight your and Eugene&rsquo;s relationship with Kathmandu?</strong></span></div>
<div>
	It has been 38 years since Eugene-Kathmandu Sister City Association (EKSCA) was established. &nbsp;As the president of this association and in the last 10 years, I have tried strengthening this relation by organizing various programs. The ties have now also expanded to the various departments of these two cities. Hem Sharma Pokharel, Former Mayor of Kathmandu Municapilty, during his visit to Eugene, has sought help for the waste management of Kathmandu. Waste management in Eugene is very much efficient.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the major problem that Kathmandu is facing for the waste management?</strong></span></div>
<div>
	The main problem is that we have not been able to adopt effective technology to manage waste in Kathmandu. Though the highly-talked about Sisdol Landfill site is a solution, it is only a temporary one. If we are not able to expand it, the site will fill up within a year. Ministry of Local Development is in the process of searching for a new landfill site. Although steps are being taken, we wish that new strategies are devised for managing the waste of Kathmandu. &nbsp;70 percent of the total waste of Kathmandu is organic in nature and if we manage to dispose it properly, we will have to deal with the remaining 30 percent only. Out of the remaining 30 percent, 15 percent waste can be recycled and the remaining 15 percent can be disposed in the landfill site. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>In comparison to Eugene city and other developed cities, how is Kathmandu lacking behind in terms of waste management?</strong></span></div>
<div>
	Waste Management is a serious issue here in Nepal as people litter all over the streets of Kathmandu. People lack patience when it comes to managing waste and thus, they do not wait for municipality or the garbage collection authority to collect them. And, when there is delay in collection by the municipality and concerned authority, heaps of garbage can be seen everywhere.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Measures to segregate organic matters from waste can be adopted. Collecting plastics and paper from the garbage could be a profitable business. It helps generating employment as well as keeping the water sources clean. Similarly, decaying materials can be sold out in the form of manure which can boost agricultural production. For this, appropriate policies and processes have to be developed. It is important to encourage the interested entrepreneurs to invest in this sector if we want to see a real change in this field.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The waste management of Eugene is based on Public-Private Partnership (PPP) model. Is that model replicable here in Kathmandu?</strong></span></div>
<div>
	Absolutely, it can. PPP model has been effective here in Nepal in some of the other sectors too. The government should come up with required policies and laws. Strict regulations should be imposed and implemented. Suitable environment has to be created for the public and private sectors who have take responsibility of garbage collection in certain places. In many countries, the charge of garbage collection is also appended in the invoice of water and electricity bill. This can be a &lsquo;smart&rsquo; idea.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>You also met the government officials. What is their say? Have you found the interest of government in introducing new technologies?</strong></span></div>
<div>
	The government is more than just interested. The government has even started working towards this end. But, the problem here arises in the implementation phase. Similarly, finding a good company for the management of waste is also a big problem here. Few years back, an Indian company was given the responsibility of taking care of the waste. Even before it started its operation, a writ-petition was filed in the court challenging the selection process of the company. As a consequence, the company could not start its work. This is not only the weakness of a particular ministry of municipality. The government should be strong to overcome such problems. Chief of Department of Urban Development of KMC, Devendra Dangol, has a very good proposal, that is, installment of new machineries in Teku dumping site. The waste materials will be poured into the &lsquo;conveyor belt&rsquo; of the machine. The machine will segregate the organic matters and later the matters that can be recycled. Thus, this will help in saving time and will make work easier.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much investment will be required for this technology?</strong></span></div>
<div>
	Feasibility study is yet to be carried out. Only after the study, we can estimate the cost. The municipality requested Eugene to help us in this project. Under the leadership of Kedar Bahadur Adhikari, Chief and Executive Officer of KMC office, a team had visited Eugene to study on waste management. We want to establish the same method of waste management here. The government has planned to invest Rs 18 billion for the expansion of the landfill site. Though this is a big investment, the solution of Sisdol landfill site is temporary one. So, we want the government to adopt &lsquo;Zero Emission Technology&rsquo; and we also want it to be under PPP model. The best solution for the waste management problem is that the private sector is allowed to work and the government monitors it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Please explain &lsquo;Zero Emission Technology&rsquo; that you have adopted in Eugene?</strong></span></div>
<div>
	If you make the waste compost, it produces methane gas. The garbage is decomposed inside the plastic tent or big building. The methane gases produced from this process is transferred into the generator where it combust to generate electricity.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much electricity can be generated from the wastes of Kathmandu?</strong></span></div>
<div>
	I cannot exactly say it right now. Only after conducting a full-fledged study, I will be able to tell you this. Only concerned engineers will be able to tell us the amount of electricity that can be generated from 1 cubic meter methane. So, we are bringing engineers and technicians from Eugene to conduct the study. The report of this study will be submitted to the government. Eugene has the world&rsquo;s best engineers. Likewise, for investment, we will also seek help from World Bank and Asian Development Bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Waste collection in Kathmandu is done in Teku whereas it should have been somewhere out of the valley. Isn&rsquo;t it so?</strong></span></div>
<div>
	Yes, the problem lies there. Not only Teku inhabitants, but even Sisdol inhabitants are complaining about pollution. Teku inhabitants have been facing the problem of pollution for 30 years now. So, we need to shift the centre somewhere else. However, the planned plant will be constructed indoor which will solve many of the problems being faced now.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>When will the actual work begin?</strong></span></div>
<div>
	In six months time from now, we will bring engineers and technicians from Eugene and start the work. Only after that, we will starting looking for investors and interested private sectors. The plan will be brought into action after discussing it with the government, metropolitan city and the private sector.</div>',
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			'description' => 'Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other’s cities.',
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			'title' => '“Turkish Airlines Has Built Its Financial Strength On National And International Standards”',
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	<span style="font-size: 15px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flagship 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 of 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 New Business Age&rsquo;s&nbsp;<strong>Siromani Dhungana</strong>, General Manager of Turkish Airlines&nbsp;<strong>Celal Baykal</strong>&nbsp;explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline.&nbsp;<strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What attracted Turkish Airlines for launching its services in Nepal?</strong></span></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 we can so as 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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please describe the background of your decision to come to Nepal?</strong></span></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>
	<span style="font-size: 14px;"><strong>How has the journey for Turkish airlines in Nepal been so far?</strong></span></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 near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you have to say about market competition in Nepal?</strong></span></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>
	<span style="font-size: 14px;"><strong>What are your strategies to expand your market here in Nepal?</strong></span></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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Where do you see yourself in 5 years?</strong></span></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>
	<span style="font-size: 14px;"><strong>What are the complications of conducting business in Nepal?</strong></span></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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></span></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>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any specific plan for customer satisfaction?</strong></span></div>
<div>
	Turkish Airlines has built its financial strength on national and international standards, legislation and regulations. It maintains its social, cultural, ethical and humanitarian values through productive management and an effective approach towards processes, the continuous improvement of service quality, and the management of customer satisfaction together with their employees, customers, sub-contractors, partners and shareholders.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size: 16px;"><strong>Turkish Airlines: Vision and Values</strong></span></p>
</div>
<div>
	<span style="font-size: 14px;"><strong>Visions:</strong></span></div>
<div>
	To become an air carrier with;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a continued growth trend over industry average</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>zero major accidents/crashes</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>most envied service levels worldwide</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>unit costs equating with low cost carriers</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>sales and distribution costs below industry averages</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a personnel constantly developing their qualifications with the awareness of the close relationship between the benefits for the company and the added value that they contribute</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>an entrepreneurship that creates business opportunities for fellow members in the Star Alliance and takes advantage of the business potential provided by them</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a staff well adapted to modern governance principles by observing the best interests of not only shareholders but also stakeholders</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Core Values:</strong></span></div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Honesty and Fair Dealing</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Customer Satisfaction</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Demonstrating Respect to Individuals</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Innovation</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Team Work</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Leadership</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Productivity</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Confidentiality</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>&ldquo;Open Door&rdquo; Policy</div>',
			'published' => true,
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			'description' => 'Turkish Airlines took to the skies 80 years ago as Turkey’s flagship 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.',
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			'id' => '2407',
			'article_category_id' => '91',
			'title' => 'Employees’ Productivity Erodes',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	Nepali employees&rsquo; productivity has eroded in the last one decade (from 2002 to 2011), according to an official at the Ministry of Labour and Employment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The drop in productivity will affect employees overall growth, he said, adding that the productivity could ensure competitive salary and respectable employment situation.</div>
<div>
	&nbsp;</div>
<div>
	The productivity indicator that stood at 3.71 per cent &ndash; the highest in last one decade &ndash; in 2007 dropped to -1.03 in 2011, according to the preliminary estimation of the ministry.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The Employment Coordination and Labour Relations Division under the ministry has been preparing a policy at present, confirmed joint spokesperson at the ministry, Buddhi Nath Bhattarai.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to the statistics collected by the ministry, some 12.13 million were employed in 2002. However, employment increased to 15.09 million in 2011.</div>',
			'published' => true,
			'created' => '2014-01-06',
			'modified' => '2014-01-06',
			'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' => 'Nepali employees’ productivity has eroded in the last one decade (from 2002 to 2011), according to an official at the Ministry of Labour and Employment.',
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			'title' => 'Obesity Quadruples To Nearly 1 Bn In Developing World',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	The number of overweight and obese adults in the developing world has almost quadrupled to around one billion since 1980, says a report from a UK think tank. The Overseas Development Institute (ODI) said one in three people worldwide was now overweight and urged governments to do more to influence diets. In the UK, 64% of adults are classed as being overweight or obese.</div>
<div>
	&nbsp;</div>
<div>
	The report predicts a &ldquo;huge increase&rdquo; in heart attacks, strokes and diabetes. Globally, the percentage of adults who were overweight or obese - classed as having a body mass index greater than 25 - grew from 23% to 34% between 1980 and 2008. The majority of this increase was seen in the developing world, particularly in countries where incomes were rising, such as Egypt and Mexico.</div>
<div>
	&nbsp;</div>
<div>
	The ODI&rsquo;s Future Diets report says this is due to changing diets and a shift from eating cereals and grains to the consumption of more fats, sugar, oils and animal produce. A total of 904 million people in developing countries are now classed as overweight or above, with a BMI of more than 25, up from 250 million in 1980. This compares to 557 million in high-income countries. Over the same period, the global population nearly doubled.</div>
<div>
	&nbsp;</div>
<div>
	At the same time, however, under-nourishment is still recognised to be a problem for hundreds of millions of people in the developing world, particularly children. Using data published in Population Health Metrics last year, the researchers looked at changing overweight and obesity rates across the regions of the world and by individual country.</div>
<div>
	&nbsp;</div>
<div>
	The regions of North Africa, the Middle East and Latin America saw large increases in overweight and obesity rates to a level on a par with Europe, around 58%. While North America still has the highest percentage of overweight adults at 70%, regions such as Australasia and southern Latin America are now not far behind with 63%.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="" src="/userfiles/images/lt%20(Copy).jpg" style="width: 550px; height: 354px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Diet linked to income</strong></span></div>
<div>
	The greatest growth in overweight people occurred in south east Asia, where the percentage tripled from a lower starting point of 7% to 22%. Among individual countries, the report found that overweight and obesity rates had almost doubled in China and Mexico, and risen by a third in South Africa since 1980. Many countries in the Middle East also had a high percentage of overweight adults. One of the report authors, Steve Wiggins, said there were likely to be multiple reasons for the increases.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;People with higher incomes have the ability to choose the kind of foods they want. Changes in lifestyle, the increasing availability of processed foods, advertising, media influences... have all led to dietary changes.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The report cites the example of South Korea where efforts to preserve the country&rsquo;s traditional diet have included public campaigns and large-scale meal preparation training for women.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size:16px;"><strong>Nepal too is Facing Obesity Linked Health Risks</strong></span></p>
</div>
<div>
	Though no comprehensive study on obesity in Nepal has been conducted in recent years, some serious health problems related to change in lifestyle and nutrition have emerged among Nepalis. With growing number of patients with diabetes, heart diseases, blood pressure, liver and kidney related problems visiting the doctors on a regular basis, experts are warning about the increasing health hazards especially to the urban population. Obesity is seen as the major contributing factor for these medical conditions. Studies have suggested that obesity in Nepal has risen to 10 per cent in 2006 from 1.6 per cent of 1996. Senior Cardiologist Dr Prakash Raj Regmi sees the change of dietary habits as the main reason. &ldquo;Rising consumption of foods with low nutritional value but high calorie and trans fat is the major contributor,&rdquo; opines Regmi who is actively involved in Nepal Heart Foundation. &ldquo;The change in dietary routine such as less eating in morning meals and high consumption in the evening/night is causing the bellies of people to grow significantly.&rdquo; He recommends lowering the consumption of diets with high calorie but low nutrition such as rice, potato, sugar and sweets. Similarly, Dr Regmi suggests the government to form a non-communicable disease policy to ensure the safeguarding of health of ordinary citizens. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	A World Bank report published in 2011 revealed the scale of increasing health risks in South Asia region. The report entitled &ldquo;Capitalizing on Demographic Transition: Tackling Non-communicable Diseases in South Asia&rdquo; identified heart diseases as the major factor of death among South Asians of age group 15-69. The report also found that heart problems along with other non-communicable disease account for 60 per cent of the lives lost due to degrading health among Nepalis.</div>
<div>
	&nbsp;</div>
<div>
	As the household income rises, Nepali urban population is more capable in purchasing high calorie foods. Similarly, the changing lifestyle trend of urban youths is another area of concern. &ldquo;Lack of effective physical activities and stationary lifestyle combined with unhealthy food are contributing to the obesity rise in Nepal,&rdquo; says Gunja Lal Hirachan, owner of Jasmine Fitness Club and Spa. According to him, Nepali adults over the age of 30 years are not the only victims of this problem. &ldquo;Now-a-days we are seeing many overweight teenagers, who are possibly facing various health hazards in their young age,&rdquo; informs Hirachan. &ldquo;Proper health and physical education, fitness awareness and restrictions in sales of unhealthy food will reduce obesity in youths.&rdquo;</div>',
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			'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' => 'The number of overweight and obese adults in the developing world has almost quadrupled to around one billion since 1980, says a report from a UK think tank. The Overseas Development Institute (ODI) said one in three people worldwide was now overweight and urged governments to do more to influence diets. In the UK, 64% of adults are classed as being overweight or obese.',
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			'id' => '2408',
			'article_category_id' => '122',
			'title' => 'Kabra Group: A Leading Confectioner',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Shyam Kabra, Chairman, Kabra Group" src="/userfiles/images/spt1%20(Copy)(1).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 222px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<strong>Shyam Kabra</strong></div>
						<div>
							<em>Chairman, Kabra Group</em></div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	&nbsp;</div>
<div>
	The journey of Kabra Group began with the establishment of Kwality Biscuits Industries Pvt Ltd in 1985. However it was not the first venture for the Kabra family for it has been involved in the business for generations. They were involved in the business of consumer goods before the family decided to set up a factory. When the first biscuit factory performed well, it increased the hunger of the family to go for more. Shyam Kabra, Chairman of Kabra Group says that the Kwality Biscuits was a major success and it encouraged his family to expand this new business.</div>
<div>
	&nbsp;</div>
<div>
	Eventually, the business house came up with Kwality Diet and Food Processing Pvt Ltd and Kwality Food and Snacks followed up. These additions did not only make the business bigger, but also established the family as an industrial house of Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Ruling the Roost</strong></span></div>
<div>
	Kwality Biscuits Industry was not only the first factory of the group but also one of the earliest companies in Nepal to manufacture biscuits, claims Kabra. &ldquo;With time we have consistently kept on establishing more companies that helped us diversify our portfolio,&rdquo; he adds. The group claims itself to be the largest investor in the biscuits industry of Nepal and has the largest production capacity.</div>
<div>
	&nbsp;</div>
<div>
	The group claims that has been the largest manufacturer of biscuits as well as soaps and confectionery for the past two decades. The mother industry was later gradually expanded into soaps, chocolates, flour and vegetable ghee and oil producing sister concerns. At present, the group has a dozen companies in manufacturing as well as in trading.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The group currently produces almost 35 types of biscuits and Kabra says that half of them are performing pretty well in the market. Tasty Tasty, Bonbon, Butter Cracker, Jackpot, Morning Touch are some of the most popular brands. Tasty-Tasty and a host of other popular brands under the brand umbrella of Kwality are loved by customers not only in Nepal but also in India. Kabra says, &ldquo;Many of the Kabra Group companies are market leaders in their industries and have won acclaim from the customers, since 1985.&rdquo; The group is also a source of employment to 100 permanent staff and 300 daily waged labours.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Encouraging Expansion</strong></span></div>
<div>
	Like any other business houses, Kabra Group too was hesitant to invest blindly during the conflict era and the unstable politics that followed thereafter. So, the group kept itself on the wait and watch mode and did not make any significant investment for expansion of its businesses. However, the group kept on adding new varieties of confectionaries and biscuits to its existing products range. Kabra says that Gold series Bonbon, Butter Cracker Gold and Coconut Gold are some of the additions made during the turbulent times. Considering Kwality Biscuits as its mother industry, the group has always kept this company in priority and promises it to take it to the next level in the days to come. The latest constituent assembly election has also brought hope and signs of stability and encouraged Kabra Group like other investors to expand its niche.</div>
<div>
	&nbsp;</div>
<div>
	Humans are never satisfied with what they and therefore yearn for more. The same follows for the Kabras too. Kabra says, &ldquo;We still have a lot to do. Though the growth rate we currently have is not unsatisfactory, we have seen scope to do better. And, the environment and situation is getting better where our initiatives will pay.&rdquo; He adds that his group is dedicated to its works and perform the best it can.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Market Position</strong></span></div>
<div>
	The group has prioritised the domestic market as its major market for all of its products. Kabra says that local market and local customers, belonging to all the age groups, have been and will remain the target segment of the group&rsquo;s products. Along with that, Kabra hints that the group has no intentions of limiting itself to the domestic market only. &ldquo;We have plans to explore export markets too but it will take some time,&rdquo; Kabra added. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Being the largest producer and investor in the biscuits industry, Kabra says that the confectionary products hold an impressive share in the domestic market. &ldquo;However, market is an uncertain place. Therefore, marketing strategies need to be revised and updated corresponding to the changing time and situation,&rdquo; says Kabra. He adds that Nepali companies have their own strategies while the foreign companies have different roadmap to penetrate into the market here. The group believes that if the product is excellent then the customers will remain with it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Kabra feels that Nepali products are not only facing competition from local products but also from the imported ones. &ldquo;But competition is natural as the same market is shared by all the players. What I believe is when the competition swells; the scope of market expansion also increases. However, we have to concentrate more on healthy competition than going for mere price wars,&rdquo; explains Kabra.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Major milestones of Kabra Group</strong></span></div>
<div>
	1985 - Established Kwality Biscuits Industries Private Limited</div>
<div>
	1990 - Established Kwality Soap Industries Private Limited</div>
<div>
	1994 - Established NEPIND Flexipack Private Limited</div>
<div>
	1995 - Kwality Biscuits Industries Private limited launched Tasty Tasty which propelled the company as the second largest manufacturer in the Industry</div>
<div>
	1998 - Established Annapurna Maida Mills Private Limited</div>
<div>
	2000 - Established Kwality Confectionary Private Limited</div>
<div>
	2003 - Established a second company of Biscuits Kwality Diet &amp; Food Products Private Limited</div>
<div>
	2005 - Established a second company of Soaps &amp; Detergents Kwality Soap &amp; Chemical Industries Private Limited</div>
<div>
	2008 - Established Kwality Oil Refinery Private Limited</div>
<div>
	2012 - Established Kwality Food &amp; Snacks Industries Pvt Ltd</div>
<div>
	2012 - Established Siddharth Enterprises</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Kabra Group Products" src="/userfiles/images/spt2%20(Copy)(1).jpg" style="width: 550px; height: 191px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div>
					<span style="font-size:16px;"><strong>Companies under the Group</strong></span></div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Biscuit Industries Pvt Ltd</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Soap &amp; Chemicals Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Nep - Ind Flexipack Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Annapurna Maida Mills Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Confectionary Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Diet &amp; Food Production Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Chemicals Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Oil Refinery Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Food &amp; Snacks Industries Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Siddharth Enterprises Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Phoenix International Pvt Ltd</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:16px;"><strong>Some Companies under Kabra Group</strong></span></div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Kwality Soap and Chemical Industries Pvt Ltd</strong></span></div>
				<div>
					One of the major companies of Kabra Group, Kwality Soap and Chemical Industries Pvt Ltd, produces a variety of laundry and toilet soaps. &nbsp;According to Shyam Kabra, the company has recently upgraded its production plant for detergent manufacturing. The manufacturing unit at Kathari is upgraded to the latest technology. The group has been involved in soaps ranging from premium products to budget products, for over 15 years. Kabra says that the company utilises the unmatched infrastructure that consists of latest tools and is supervised by qualified professionals. The entire manufacturing process has been streamlined to minimize any manufacturing fault. The company is also utilising internationally approved formulation, raw materials to ensure best quality assurance. The factory also has its own fully equipped laboratory, for new product development and quality testing.</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Kwality Confectionery Pvt Ltd&nbsp;</strong></span></div>
				<div>
					This is the flagship company of Kabra Group that produces products such as confectionery, chewing-gums, chocolate, coated and plain wafers, among others. The company has established itself as a multi-product, multi-market company and is claimed to be one of the largest manufacturer of confectionery and toffees in Nepal since 2001. This company produces over 60 varieties of candies, toffees and wafers. &nbsp;Kabra says that the company has always endeavoured to satisfy the customers&rsquo; changing wants and desires with its special emphasis on quality, range and value for money. The Company is also strictly following the code of good manufacturing practice prescribed by ISO standards though it has not been certified by one yet. Quality confectionary products, produced at the company&rsquo;s factory located in Duhabi, Sunsari, are supplied to the market through its distribution network in Nepal and India. He says that products are distributed through stockiest within Nepal and reach more than 40,000 outlets throughout the country.</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Nep-Ind Flexipack Pvt Ltd&nbsp;</strong></span></div>
				<div>
					This company produces eight colour hi-tech rotogravure printing and packaging materials that are being used by the home companies as well as other domestic companies including well known MNCs. According to the company, products have uniform thickness, clear printing in attractive colours. &ldquo;Because of best design developments and high quality of printing with competitive rates, our print product is widely used by giant companies,&rdquo; says Kabra.</div>
			</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2014-01-06',
			'modified' => '2014-01-19',
			'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 journey of Kabra Group began with the establishment of Kwality Biscuits Industries Pvt Ltd in 1985. However it was not the first venture for the Kabra family for it has been involved in the business for generations. They were involved in the business of consumer goods before the family decided to set up a factory. When the first biscuit factory performed well, it increased the hunger of the family to go for more. Shyam Kabra, Chairman of Kabra Group says that the Kwality Biscuits was a major success and it encouraged his family to expand this new business.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '2361',
			'article_category_id' => '137',
			'title' => 'Investors Run Away From Gold In 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	Gold, once the much-loved asset turned the most unloved investment tool in 2013 as investors flee from its long-time save haven appeal. This, year the yellow metal took a plunge of nearly 30 per cent, marking the biggest yearly decline since 1981. After 12 years of straight gains, the international bullion market witnessed an unexpected crash in mid-April when gold prices dropped by more than USD 200 in just two days of trading - from USD 1,525/oz to USD 1,321/oz. Triggered by the news that debt-stricken Cyprus is selling some of its reserve to manage its financial bailout, bullion prices tumbled as panic selling hit values of physical as well as paper gold. This was followed by another sharp decline in June when gold price fell to a three-year low of USD 1,180/oz.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Outflows from gold exchange-traded funds (ETFs) have hit a record this year. SPDR Gold Trust &mdash; the world&rsquo;s largest gold ETF has seen its holdings reduce by 546 tonnes &mdash; down 40 per cent. Jewellery demand too took a knock. In the September quarter, the World Gold Council reported that global jewellery demand fell 3 per cent to 474.9 tonnes. Steep decline of demand in India, the world&rsquo;s second largest gold consumer contributed to this. This year, Indian government tightened gold imports to curb rising trade deficit and current account deficit which are seen as major areas of concern to dampen the already sluggish economic growth of&nbsp;</div>
<div>
	the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Reasons for Gold Price Decline</strong></span></div>
<div>
	Gold reached to its all-time high (USD 1920/oz) in September 2011, when Standard &amp; Poor&rsquo;s (S &amp; P) downgraded the &lsquo;AAA&rsquo; credit rating of United States by one notch to &lsquo;AA+&rsquo; amid the budget showdown in the US Congress. The expanding Eurozone debt crisis, slowdown in developing countries, fears of inflation and worries of global recession largely helped gold prices to climb up. However, as the global economic recovery unwinds at a faster pace, interest of investors began a shift towards stocks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	US equities made a strong come back this year. Improving job market conditions pick up in the manufacturing sector, rising property prices and increased consumer confidence, built optimism about equity investments. The dollar too strengthened.</div>
<div>
	&nbsp;</div>
<div>
	The dollar index which measures performance of the greenback against six major currencies moved up to 81.9 by February from 79.6 at the beginning of the year. This made global funds parked in emerging markets to move back to US equities. The Dow Jones Industrial Average and the S&amp;P 500 index hit a five-year high in February. So, gold lost its mojo. The metal dropped below the USD 1,600/oz mark in February, touching a low of USD 1,575/oz. After the June low, gold market witnessed relative stability, supported by physical buying in China and bets that the Federal Reserve may delay tapering. But gold has been unable to rise significantly as improving US economy dulled its demand. The final blow came with the Fed announcing beginning of the taper on December 18. On December 19, gold hit a low of $1,187.4/ounce &mdash; a three-year low.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The year ahead</strong></span></div>
<div>
	Gold prices can edge little higher in 2014, if there is renewed demand from emerging markets and gold import curbs are lifted in India. But, in the first half, prices may mostly remain weak and see a range-bound movement unless there is a surprise from inflation numbers. If outflows from gold ETFs continue, and physical demand for the metal remains weak, it will be negative for gold and prices can move further down.</div>',
			'published' => true,
			'created' => '2013-12-30',
			'modified' => '2014-01-06',
			'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' => 'Gold, once the much-loved asset turned the most unloved investment tool in 2013 as investors flee from its long-time save haven appeal. This, year the yellow metal took a plunge of nearly 30 per cent, marking the biggest yearly decline since 1981. After 12 years of straight gains, the international bullion market witnessed an unexpected crash in mid-April when gold prices dropped by more than USD 200 in just two days of trading - from USD 1,525/oz to USD 1,321/oz.',
			'sortorder' => '2251',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2355',
			'article_category_id' => '91',
			'title' => 'India Proposes Regional Bank: Can Nepal Take Benefit?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	South Asian economic giant India is considering the establishment of a South Asian development bank that will fund infrastructure projects and promote trade in the region, according to reports in the Indian press.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Indian Commerce Department has written to the finance ministry in support of such a lender, which it sees playing a critical role in facilitating trade among the eight members of South Asian Association for Regional Cooperation (SAARC) countries, Indian media quoted a source at the department. &ldquo;The final call lies with the ministry of finance and partner countries.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Commenting on the development, Nepal&rsquo;s Consul General in Kolkata Chandra Prasad Ghimire said, India has clearly shown its interest in regional trade. &ldquo;India seems to be interested to invest in hydropower projects and expand its market throughout the SAARC region,&rdquo; he said. The idea of a regional bank may have come to materialize the Indian wish to expand its investment throughout the region, he opined.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Starting a regional bank is good news per se, he said, adding, &ldquo;But the challenges for a small and land-locked country like Nepal are how to take maximum advantage from such regional lending arm.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	SAARC countries are signatories to the South Asian Free Trade Area (SAFTA) agreement on goods that came into force on January 1, 2006. A regional financial entity may help materialize SAFTA in effective manner as such entity helps facilitate cross-border transport, Ghimire further said.</div>
<div>
	&nbsp;</div>
<div>
	SAFTA required the developing countries -- India, Pakistan and Sri Lanka -- to lower customs duties down to 20% in the first phase of the two-year period ending in 2007 and to zero by 2016 in phases.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Currently, the SAARC countries are negotiating to address non-tariff barriers and implement trade-facilitation measures that include the easing of customs procedures. Experts say investment from single financial institution in the region will help in trade-facilitation.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Most of the non-tariff barriers are related to infrastructure deficiency which needs money. So trade facilitation is actually a question of finding money. That is what the South Asia Development Bank will facilitate,&rdquo; Indian media quoted Department of Commerce official as saying.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The commerce department has suggested that the bank could be set up with whatever the partner countries agree to put in as equity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	SAARC comprises Nepal, Bangladesh, Bhutan, India, Maldives, Sri Lanka, Pakistan and Afghanistan.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Cynical views</div>
<div>
	Many experts, however, see the proposal as the Indian attempt to expand its hegemony at the regional level. The proposal can be seen as an attempt to overshadowed Asian Development Bank in which the traditional domination of Japan can be seen, an economist told The Corporate. India wants to weaken the presence of the World Bank and Asian Development Bank in the region by establishing a regional lending agency with its own domination, he opined. Despite positive aspect, the proposal should be studies carefully by all SAARC countries, he said. It will be backfiring for all SAARC countries if India utilizes the lending agency just as a means of expanding its market in the region, he further said. India is also active in forming development bank with $100 billion in the BRICS nations. BRICS nations have decided to initiate a new lending arm which, as many believe, is set to rival the dominance of the World Bank and the IMF over BRICS bloc.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Possible benefits for Nepal&nbsp;</strong></span></div>
<div>
	1.<span class="Apple-tab-span" style="white-space:pre"> </span>Facilitation in cross-border transport</div>
<div>
	2.<span class="Apple-tab-span" style="white-space:pre"> </span>Development of regional transmission line for hydropower projects</div>
<div>
	3.<span class="Apple-tab-span" style="white-space:pre"> </span>Construction of big hydropower projects in Joint Venture</div>
<div>
	4.<span class="Apple-tab-span" style="white-space:pre"> </span>Trade facilitation&nbsp;</div>
<div>
	5.<span class="Apple-tab-span" style="white-space:pre"> </span>Address the &nbsp;bottlenecks in non-tariff barriers &nbsp;</div>
<div>
	6.<span class="Apple-tab-span" style="white-space:pre"> </span>Possibility of South Asian regional road network&nbsp;</div>
<div>
	7.<span class="Apple-tab-span" style="white-space:pre"> </span>Chances for direct trade with Bangladesh and Pakistan and other SAARC countries</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Challenges Ahead</strong></span></div>
<div>
	1.<span class="Apple-tab-span" style="white-space:pre"> </span>Preserving rights of small economy</div>
<div>
	2.<span class="Apple-tab-span" style="white-space:pre"> </span>Collect equity to inject in the bank</div>
<div>
	3.<span class="Apple-tab-span" style="white-space:pre"> </span>Domination of regional giants</div>
<div>
	4.<span class="Apple-tab-span" style="white-space:pre"> </span>Chances of export may suffer the problem of low productivity at the national level</div>
<div>
	5.<span class="Apple-tab-span" style="white-space:pre"> </span>Businessmen at the national level may face severe competition from their regional counterparts&nbsp;</div>
<div>
	6.<span class="Apple-tab-span" style="white-space:pre"> </span>Nepal might only be consumption market</div>
<div>
	7.<span class="Apple-tab-span" style="white-space:pre"> </span>Nepali may get only blue colour jobs due to domination of richer nation in high posts</div>',
			'published' => true,
			'created' => '2013-12-30',
			'modified' => '2014-01-06',
			'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' => 'South Asian economic giant India is considering the establishment of a South Asian development bank that will fund infrastructure projects and promote trade in the region, according to reports in the Indian press.',
			'sortorder' => '2250',
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	(int) 5 => array(
		'Article' => array(
			'id' => '2385',
			'article_category_id' => '198',
			'title' => 'Trishakti Cementing Strength',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<div>
		&nbsp;</div>
	<div>
		<strong>--By Upashana Neupane &nbsp;and Om Prakash Khanal</strong></div>
	<div>
		&nbsp;</div>
	<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
		<tbody>
			<tr>
				<td>
					<img alt="Satish Chachan, Director, Chachan Group" src="/userfiles/images/tc1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 222px;" /></td>
			</tr>
			<tr>
				<td bgcolor="#FFFFFF">
					<div align="center">
						<div style="text-align: center;">
							<div>
								<strong>Satish Chachan</strong></div>
							<div>
								Director, Chachan Group</div>
						</div>
					</div>
				</td>
			</tr>
		</tbody>
	</table>
	<div>
		Trishakti Cement was introduced in the market with an aim to address the increasing demand forquality cement in the country. Narayani Cement Industry Pvt Ltd introduced the cement in the market under the motto &ldquo;Extraordinary Strength &amp; Secured Future&rdquo; in the year 2060 B.S. The company is promoted by Chachan group, a group of industrialists with more than 40 years of experience in the cement sector.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		The Chachan group has been an authorized dealer of a popular cement brand &lsquo;Satna&rsquo;, manufactured by the Birla Group, India, for 60 years. The group introduced Trishakti in the Nepali market utilizing the technical and practical knowledge they gained while doing business with the Birlas and their own business experience of more than a half-decade in the cement industry.</div>
	<div>
		&nbsp;</div>
	<div>
		&lsquo;Trishakti&rsquo; which literally means &lsquo;power of three&rsquo; is named after three Hindu gods; Brahma, Bishnu and Maheshwor that represent power. Trishakti thus, symbolizes the strong/powerful base the cement will provide to the infrastructure constructed. Trishakti Cement is available in the market in two different quality: Trishakti Cement Premium OPC and Trishakti Cement Super PPC.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		The quality standards of these cements are top notch produced using modernized chemical laboratory and expert chemist that have helped the company to establish a quality management system and achieve ISO 9001:2000 &amp; NS (Nepal Standard) &ndash; 385 in a very short period of time.</div>
	<div>
		&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		Narayani Cement Industry which is characterized by highly innovative, modern and fully computerized plant, initially had capacity to produce 350 Metric Ton (MT) of cement. Later in 2066 and 2069 upgraded its capacity and presently the industry produces 1050 MT of cement every day.</div>
	<div>
		&nbsp;</div>
	<div>
		The cement targets to address the growing demand in the least developed country like Nepal, which needs huge amount of cement for constructing various infrastructure projects like hydropower, housing, civil construction among others.</div>
	<div>
		&nbsp;</div>
	<div>
		Trishakti cement provides quality at affordable price and this has established it in the market in a short period of time. &ldquo;We never compromise in quality&rdquo;, says Satish Chachan, Director of the Chachan Group, &ldquo;Thus, it never became very much difficult for us to get established and recognized in the market.&rdquo; Chachan says that they don&rsquo;t manipulate customers by committing and telling false things in advertising. &ldquo;We have always showed them what is true&rdquo;, he claims. He shares that &lsquo;Quality Cement in affordable price&rsquo; has always been their concern.</div>
	<div>
		&nbsp;</div>
	<div>
		Being a leading Cement Brand for a decade, Chachan shares that Trishakti Cement is not competing with anyone, rather others are competing with it. The group has plans to establish new cement factory and is planning to start soon clinker production too.</div>
	<div>
		&nbsp;</div>
	<div>
		Sharing that the company has plans to export the product soon to India in the near future, he says, &ldquo;We might face competition there in Indian market.&rdquo;</div>
	<div>
		&nbsp;</div>
	<div>
		According to Chachan, Trishakti Cement fulfills 20 % of cement demand of the country and the company has annual turnover of Rs 2 billion.</div>
</div>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2013-12-31',
			'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' => 'Trishakti Cement was introduced in the market with an aim to address the increasing demand forquality cement in the country. Narayani Cement Industry Pvt Ltd introduced the cement in the market under the motto “Extraordinary Strength & Secured Future” in the year 2060 B.S. The company is promoted by Chachan group, a group of industrialists with more than 40 years of experience in the cement sector.',
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		'Article' => array(
			'id' => '2394',
			'article_category_id' => '38',
			'title' => 'Blend Is The Way Forward',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<div>
		<strong>--By Prof Ujjwal K Chowdhury</strong></div>
	<div>
		&nbsp;</div>
	<div>
		Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.</div>
	<div>
		&nbsp;</div>
	<div>
		We are moving to a co-created, convergent, participatory, learner-centric experiential-brick-and-portal education. I am aware that these are heavy jargon, and will attempt to explain in simpler words.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Co-created</strong></span></div>
	<div>
		Gone are the days when syllabus of courses were made in ivory tower, delivered through the lectures of sagacious erudite ageing scholars, with recipients in awe of the guru. Now is the time to co-create courses and content in which learners and mentors participate, and in fact, even larger society (industry leaders, various professional groups, etc) participates. Co-created content, which is revised once in one to two years, is the only way to ensure education responsive to the changing reality around.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Convergent</strong></span></div>
	<div>
		Education today is not a service to be delivered through a chalk-and-talk monologue with a bunch of awe-struck kids in front. At least, not anymore. It is an evolving dialogue between the learner and the mentor through offline and online means, in the physical and the virtual spaces, through books, talks, ppts, cases, video, multi-media, cyber resources, and the like. And, all of these are aiming at just one goal: it is to raise the curiosity of the learner and make her seek answers and details on her own. All channels of education from on ground classroom to online to on air to offline books etc converge on this goal.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Participatory</strong></span></div>
	<div>
		All education today needs mentorship to make the learners talk, argue, build cases and scenarios, simulate, role-play, apply, imagine and innovate. A management education which does not make a youth go and sell an idea or a product, do a market survey, organize an event, or build a case-study is no education worth its salt. Participation within and beyond the classroom, inside and outside the campus is the hallmark of education that yields value in society and economy.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Learner-centric</strong></span></div>
	<div>
		Education earlier was introduced, interpreted, delivered and limited by the teacher concerned. Not any more. Teacher is now the mentor, the facilitator, who introduces a theme and excites the curiosity of the learner. Impact and outcome of the process depends on the learner&rsquo;s desire and search within herself and beyond. A mentor can only make the process interesting, faster and more enduring. Even evaluation has to be multi-dimensional and not just information based. Analysis and application must replace information cramming and rote learning.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Experiential Brick &amp; Portal</strong></span></div>
	<div>
		Brick and mortar is the on-ground physical spaces of learning: the classroom, the library, the conference hall, etc. Click and portal is the online learning through portals, social media et al. Experiential, the most important aspect of learning, is by doing, through experiencing an aspect learnt, a technology understood, a concept comprehended. It is only through experiential learning that a raw talent becomes a human resource.</div>
	<div>
		&nbsp;</div>
	<div>
		For such a learning to evolve, the narrow confines of traditional university courses delivered largely in theory and evaluated largely through a single course ending mega written exam need to give place to an alternative paradigm of flexi-learning, learning across spaces and multiple channels, and evaluation on a continuous basis through examinations, projects, assignments and debates etc, depending on the discipline.</div>
	<div>
		&nbsp;</div>
	<div>
		This needs more care, more time, more resources and more involvement. All of these are in short supply. Both from those who deliver education, and those who receive and use it. The situation can change, and slowly doing so, only if bureaucratic old-school education yields place to modern-day new age education through new universities for the future.</div>
</div>
<p>
	&nbsp;</p>',
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			'description' => 'Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '2405',
			'article_category_id' => '51',
			'title' => 'Biztoon / Voices November 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Bharat Mohan Adhikari, Former Deputy Prime Minister and Finance Minister" src="/userfiles/images/bma.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Ending energy crisis in five years is not an ambitious plan.&rdquo;</strong></span></div>
<div>
	<strong>Bharat Mohan Adhikari,</strong>&nbsp;Former Deputy Prime Minister and Finance Minister protecting CPN UML&rsquo;s manifesto from an allegation of being over ambitious and impractical.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Birendra Bahadur Basnet, Managing Director of Buddha Air " src="/userfiles/images/bbb.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;CAAN should not blame ICAO to cover its own incompetence.&rdquo;</strong></span></div>
<div>
	<strong>Birendra Bahadur Basnet,</strong>&nbsp;Managing Director of Buddha Air commenting on the recent provision on mandatory deposits of Rs 50 million by the regulator, Civil Aviation Authority of Nepal (CAAN).</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Dr Yubaraj Khatiwada, Governor of Nepal Rastra Bank" src="/userfiles/images/dyk.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Nepal&rsquo;s financial unity with China is a long process and it is not the right time to think about it.&rdquo;</strong></span></div>
<div>
	<strong>Dr Yubaraj Khatiwada,</strong>&nbsp;Governor of Nepal Rastra Bank stating that there is a long way to go before thinking about currency peg with Chinese Yuan.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Jiba Lamichhane, former President of Non-Resident Nepalese Association" src="/userfiles/images/jl(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Should not expect much from NRNs who are struggling themselves abroad.&rdquo;</strong></span></div>
<div>
	<strong>Jiba Lamichhane,</strong>&nbsp;former President of Non-Resident Nepalese Association requesting all to lower high hopes on NRNs to make huge investments in the country.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Suresh Pradhan, President of Federation of Nepal Cottage and Small Industries" src="/userfiles/images/sp(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Small entrepreneurs hardly get blacklisted.&rdquo;</strong></span></div>
<div>
	<strong>Suresh Pradhan,</strong>&nbsp;President of Federation of Nepal Cottage and Small Industries claiming that small and cottage industries have comparatively better track record in loan repayment.&nbsp;</div>',
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			'description' => 'Nepal’s financial unity with China is a long process and it is not the right time to think about it.',
			'sortorder' => '2247',
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			'id' => '2404',
			'article_category_id' => '160',
			'title' => 'Corptoon Vol 3 Issue 44',
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			'content' => '',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'Corptoon Vol 3 Issue 44',
			'description' => 'Corptoon Vol 3 Issue 44',
			'sortorder' => '2246',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	(int) 9 => array(
		'Article' => array(
			'id' => '2403',
			'article_category_id' => '163',
			'title' => 'Tech Talk December 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 16px;"><strong>Subisu CAN Info-Tech 2014 from January 2</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 65px;" />Computer Association of Nepal (CAN) is going to organize 20th edition of CAN Info-Tech 2014 from January 2-7, 2014 in Bhrikuti Mandap, Kathmandu. &nbsp;Subisu is the tile sponsor of the Info-Tech. According to the organizers, there will be a total of 220 stalls in the programme including hardware sales and maintenance, power solutions, mobile accessories, dealer and distributors, ISPs, telecommunication, ICT colleges and training institutions, software solutions and payment solutions among others. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Colors&rsquo; New Handsets&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt1%20(Copy)(2).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 189px;" />Colors Mobile has introduced two new handsets, Star 3G (X- 30) under its star series phones and new X-Factor Idol (X-16) in the market. Colors Star 3G is powered by 1.2 GHz dual core processor and comes with 3.5 inch capacitive multi-touch screen, front and rear cameras and 1200 mAh battery. It has 510 MB ROM and 256 MB RAM. Colors Idol (X-16) is a dual SIM phone that runs on Android 2.3 and is powered by a 1 GHz processor, and has 512 MB of ROM and 256 MB of RAM. The phone with 1350 mAh battery is said to give standby up to 200 hours, and a talk time of 3-5 hours. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>One in Five Minutes Spent On Mobile Is On Facebook</strong></span></div>
<div>
	Approximately one in every five minutes spent on the mobile is on Facebook, leading marketers to use Facebook mobile for both branding and commerce/direct response&nbsp;<img alt="" src="/userfiles/images/tt2%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 133px;" />messages, a leading company official has said.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;This is one of the busiest times on Facebook. We&rsquo;re seeing more people share and consume more content and it&rsquo;s happening on mobile devices. During the holidays, everyone is always on the go, travelling, planning and preparing for festivities,&rdquo; said Nicolas Franchet, Facebook&rsquo;s head of Retail &amp; E-Commerce, Global Vertical Marketing.</div>
<div>
	&nbsp;</div>
<div>
	According to him, Facebook News Feed is the new mobile shopping aisle where Omni channel retailers can reach all of these people every day and merchandise products to strengthen their brands and increase sales &mdash; both in stores and online.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Our scaled reach and laser-focused targeting make Facebook a powerful partner for retailers during the holidays,&rdquo; he said in a statement released here.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Sony Files Patent for &#39;Smartwig&#39;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt3%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 106px;" />Sony has filed a patent application for &quot;SmartWig&quot;, as firms jostle for the lead in the wearable technology sector. It says the SmartWig can be worn &quot;in addition to natural hair&quot;, and will be able to process data and communicate wirelessly with other external devices.</div>
<div>
	&nbsp;</div>
<div>
	According to the filing, the SmartWig can help navigate roads and collect information such as blood pressure. Google and Samsung are among the firms that have launched products in wearable technology - seen as a key growth area.</div>
<div>
	&nbsp;</div>
<div>
	&quot;Wearable gadgets are definitely going to be one of the big areas of growth over the next two years,&quot; &nbsp;said Andrew Milroy, an analyst with consulting firm Frost &amp; Sullivan, adding, &quot;And Sony - which is trying to regain some of the sheen it has lost in recent years - clearly understands that and wants to play a major role in the sector.&quot;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Microsoft Sells over a Million Xbox Ones in 24 Hours</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt4%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 125px;" />Microsoft on Friday, 22nd November, crowed that more than a million Xbox One consoles were snapped up within 24 hours in 13 countries after hitting shelves for the first time in the morning. The US-based technology titan described it as the biggest launch in Xbox history, setting a new sales record at the company. Xbox One consoles were sold out at most retail shops, according to Microsoft.&quot;We are humbled and grateful for the excitement of Xbox fans around the world,&quot; said Xbox corporate vice president of marketing Yusuf Mehdi. &quot;Seeing thousands of excited fans lined up to get their Xbox One and their love for gaming was truly a special moment for everyone on the Xbox team,&quot; he continued. &quot;We are working hard to create more Xbox One consoles.&quot;</div>
<div>
	&nbsp;</div>
<div>
	Sale of the keenly-awaited system began in more than a dozen countries including New Zealand, Australia, France, Britain, Brazil and the United States as day dawned in respective time zones. Xbox fans queued at consumer electronics shops to be among the first to get their hands on Microsoft&#39;s beefed-up console that extends beyond gaming to online films, music, social networking and more.</div>',
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			'description' => 'Computer Association of Nepal (CAN) is going to organize 20th edition of CAN Info-Tech 2014 from January 2-7, 2014 in Bhrikuti Mandap, Kathmandu.  Subisu is the tile sponsor of the Info-Tech. According to the organizers, there will be a total of 220 stalls in the programme including hardware sales and maintenance, power solutions, mobile accessories, dealer and distributors, ISPs, telecommunication, ICT colleges and training institutions, software solutions and payment solutions among others.',
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	(int) 10 => array(
		'Article' => array(
			'id' => '2402',
			'article_category_id' => '163',
			'title' => 'Tech Talk November 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 16px;"><strong><img alt="Sony Xperia Z1" src="/userfiles/images/tt%20(Copy)(1).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 150px; height: 203px;" />Sony Introduces Xperia Z1</strong></span></div>
<div>
	Nepa Hima Trade Link Pvt Ltd, the authorised distributor of Sony smartphones in Nepal has launched its latest smartphone, the Xperia Z1 in Nepal. Powered by a 2.2GHz quad-core Qualcomm Snapdragon 800 processor, Xperia boasts of a 5-inch full-HD (1080 x 1920 pixels, 441 ppi pixel density) display along with 2GB of RAM and Adreno 300 GPU. The multi-touch TFT capacitive touchscreen Triluminos display with X-Reality engine is protected by a shatter proof and scratch resistant glass. The lightweight smartphone which has dimensions of 144x74x8.5 mm weighs just around 170 grams. The dust proof Xperia Z1 is IP58 certified smartphone which is water resistant over 1 meter and 30 minutes.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The Xperia Z1 has 16GB of internal storage that can be expanded up to 64 GB via micro SD card. The phone runs on Android 4.2 Jelly Bean with a non-removable 3,000 mAh Li-ion battery. One of the highlights of the Xperia Z1 is its 20.7 MP camera, which comes with Sony&#39;s G Lens with 27 mm wide angle and f/2.0 aperture. The camera has timeshift burst feature that takes 61 images in just 2 seconds.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Karbonn A5 and A26 Launched</strong></span></div>
<div>
	<img alt="Karbonn A5 and A26" src="/userfiles/images/tt1%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 124px;" />Allied Trade link International P Ltd, the authorized distributor of Karbonn Mobile launched two new handsets A5 and A26 in the market. A5 has features like Android Gingerbread, dual SIM, 1 GHz processor, 256 MB RAM, 3.2 MP camera and front digital camera among others. A26 comes with features like Android v 4.1, 1.3 GHz dual core processor, 5 inch Screen, Wi-Fi, 2000 mAh battery, 5 MP camera with LED flash, Front Digital camera and 512 MB RAM.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Micromax Unveils Two New Models</strong></span></div>
<div>
	<img alt="Micromax" src="/userfiles/images/tt2%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 193px;" />Micromax has launched two new mobile phones Canvas 2 Plus and Canvas Fun in the market. Canvas 2 Plus sports a 5 inch IPS screen, runs on Android 4.2.1 Jelly Bean OS and is powered by a 1.2 GHz Quad core Processor. It has 1 GB of RAM, and has an 8 MP primary camera with dual flash and 2 MP secondary camera. It has an internal storage of 4 GB that can be expanded up to 32 GB. The phone comes with preloaded games, and has a battery of 2000 mAh. Similarly, Canvas Fun runs on Android 4.2.2 Jelly Bean and has a 4.5 inch screen. It is powered by a 1.3 GHz dual core processor and has 512 MB of RAM. It comes with a 5 MP primary camera and 0.3 MP secondary camera, and has a battery of 1500 mAh.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Google to Let More People Buy Google Glass</strong></span></div>
<div>
	<img alt="Google Glass" src="/userfiles/images/tt3%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 106px;" />Google is expanding the availability of its Internet connected eyewear Google Glass to more people, but not the general public just yet. Google Inc has said that it is allowing the 10,000 or so people who have been testing out its wearable computer to invite three friends each to buy Glass. The gadget, which works like a smartphone but is worn on head like glasses, costs $ 1,500. The new devices have been updated to work with prescription frames and include a single ear bud. Glass has a hands-free camera that shoots photos and video through voice commands.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>LG Unveils Curved Smartphone&nbsp;</strong></span></div>
<div>
	<img alt="LG  Curved Smartphone" src="/userfiles/images/tt4%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 121px;" />South Korea&#39;s LG Electronics Inc unveiled a curved smartphone on 28th October in a move to catch up bigger rival Samsung Electronics Co. Curved displays and flexible screens are the new battleground for phone makers as the screens open up possibilities that could eventually transform the high-end smartphone market. Curved smartphones provide a more comfortable grip than flat-screen models, but the lack of must-have features means they are unlikely to be big consumer hits anytime soon, analysts have said. Manufacturing costs also remain relatively high. Both Samsung and LG&#39;s curved phones are only available in the South Korean market as they seek to gauge consumer appetite. Samsung launched a variant of the popular Galaxy Note earlier this month as the world&#39;s first smartphone with a display slightly curved side to side. The model launched on Monday by LG Electronics has a vertically curved six-inch display.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Mobile technology to Track Missing Children in SAARC Nations</strong></span></div>
<div>
	<img alt="Mobile technology" src="/userfiles/images/tt5%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 144px;" />Using mobile and GPS technologies, a SAARC body is trying to develop a digital system to track missing children at the regional level and combat cross-border trafficking. &nbsp;&quot;We are now seriously looking at how digital technology can be applied to control cross-border trafficking. Hopefully after 2015, we will have an integrated system based on mobile or GPS technologies which can be applied in all the eight SAARC countries,&quot; said Rinchen Chophel, Director General for the South Asia Initiative to End Violence Against Children (SAIEVAC) secretariat. SAIEVAC is a SAARC apex body which works to protect children in south Asia from all forms of violence, abuse, exploitation, neglect and discrimination.&nbsp;</div>',
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			'description' => 'Nepa Hima Trade Link Pvt Ltd, the authorised distributor of Sony smartphones in Nepal has launched its latest smartphone, the Xperia Z1 in Nepal. Powered by a 2.2GHz quad-core Qualcomm Snapdragon 800 processor, Xperia boasts of a 5-inch full-HD (1080 x 1920 pixels, 441 ppi pixel density) display along with 2GB of RAM and Adreno 300 GPU.',
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	(int) 11 => array(
		'Article' => array(
			'id' => '2401',
			'article_category_id' => '165',
			'title' => 'Global Business Trends December 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size:16px;"><strong>Toyota Eyes Mass Production of Fuel Cell Car by 2015</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 169px;" />Japanese carmaker Toyota has said it is looking to start commercial sales of fuel cell-powered cars by 2015. Toyota set the target as it unveiled a concept fuel cell powered car, called the FCV, at the Tokyo Motor Show. Its cells can be recharged within minutes and it can cover about 500km (300 miles) on a single charge, according to the firm. Earlier this week, rival Hyundai said it plans to start mass production of such cars as early as next year. The South Korean company has announced plans to start commercial sales of a fuel cell-powered version of its sports utility vehicle, the Tucson, in the US market. Honda Motor is also expected to unveil its latest concept version of a fuel cell-powered vehicle later this week.</div>
<div>
	&nbsp;</div>
<div>
	Many carmakers have been looking to develop the fuel cell technology further and bring it to mass production. One of the main reasons is that it is emission-free. The technology uses hydrogen to generate electricity to power the engine and the waste products are heat and harmless water. At the same time, fuel cells charge much faster and travel a longer distance after being charged, compared with battery-operated electric cars.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>India Tops US, China as Best Investment Destination&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt1%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 225px;" />India has spurted ahead of China and the US as the most attractive investment destination, a survey by global professional services firm Ernst &amp; Young (EY) says.</div>
<div>
	&nbsp;</div>
<div>
	EY&rsquo;s ninth bi-annual capital confidence barometer, based on a survey of 1,600 senior executives across more than 70 countries, has ranked India as the most attractive investment destination followed by Brazil, while China is at third place. The top three investing countries into India are the US, France and Japan. Foreign Direct Investments (FDI) from the US, France and Japan during the period April 2000 to August 2013 amounted to Rs. 53,673 crore, Rs. 17,718 crore and Rs. 71,870 crore, respectively.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;With sharp currency depreciation and opening up of FDI in various sectors, India has become an attractive destination for foreign investors,&rdquo; the EY report said. Sectors with the highest level of possible deals include Automotive, Technology, Life Sciences and Consumer Products.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>JP Morgan Chase Agrees Record $13bn Settlement Charges&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt2%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 216px;" />JP Morgan Chase, the biggest bank in the United States, agreed a record $13bn (&pound;8bn) settlement with regulators on Tuesday, ending months of tense negotiations with the Justice Department over a string of investigations into its risky mortgage deals.</div>
<div>
	&nbsp;</div>
<div>
	The fine, the biggest civil settlement with any single company, ends several investigations and lawsuits brought by the US authorities related to the sale of home loan bonds between 2005 and 2008. It is more than three times the previous record $4bn fine the US levied against BP for the Deepwater Horizon oil spill.</div>
<div>
	&nbsp;</div>
<div>
	Settlement talks have been fraught and lengthy. JP Morgan chief executive Jamie Dimon went to the US Justice Department to personally negotiate with attorney general Eric Holder in September, a personal summit that led some critics to claim that Holder was giving the bank special treatment. Tuesday&rsquo;s agreement staves off a costly and potentially embarrassing trial.</div>
<div>
	&nbsp;</div>
<div>
	As part of the settlement, JP Morgan acknowledged it made serious misrepresentations to the public &ndash; including to investors &ndash; about numerous transactions relating to residential mortgage-backed securities. The deals collapsed in 2008 when the housing market plunged and the scale of the risks was exposed, and the resulting financial tumult led to the biggest crisis since the Great Depression.</div>
<div>
	&nbsp;</div>
<div>
	The admission was a major victory for the Justice Department. Banks have fought shy of such statements fearing yet more legal actions from investors. The settlement leaves open the possibility of potential criminal charges.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Without a doubt, the conduct uncovered in this investigation helped sow the seeds of the mortgage meltdown,&rdquo; said Holder. &ldquo;JP Morgan was not the only financial institution during this period to knowingly bundle toxic loans and sell them to unsuspecting investors, but that is no excuse for the firm&rsquo;s behavior.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The settlement was negotiated through the residential mortgage-backed securities (RMBS) working group, a joint state and federal initiative formed in 2012 to investigate wrongdoing in the mortgage-backed securities market prior to the financial crisis. Holder said the group&rsquo;s investigations were &ldquo;ongoing&rdquo;. JP Morgan sailed through the financial crisis relatively unharmed, but has been beset by legal woes in the crisis&#39;s aftermath. The fine is the latest, and largest, in a series that has led for some shareholders to call for Dimon&rsquo;s resignation despite the bank&#39;s financial success and its solid share price.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Switzerland: Best Country for Top Talent</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt3%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;height: 163px; width: 300px;" />Which country is the best at developing, attracting and retaining top talent? Switzerland comes out on top, according to the Global Talent Competitiveness Index, launched on 26th November by European business school Insead. The new index rates 103 countries on 48 factors including education, government policy and quality of life. The U.S. trailed in ninth place.</div>
<div>
	&nbsp;</div>
<div>
	First-placed Switzerland excelled in all categories, and stood out for its long-standing commitment to high-quality education, according to the report. Singapore came second. The authors noted that the city-state was highly competitive because of a clear strategy to grow and attract the best and brightest employees.</div>
<div>
	&nbsp;</div>
<div>
	The index was created, in part, to help global companies identify which countries are most effective in building a talented workforce. &quot;There is a widespread mismatch between what companies need in terms of skills and what local labor markets can offer,&quot; said Insead dean Ilian Mihov in a statement. &quot;Obviously, these issues require a collaborative effort among government, business, organized labor and global business schools.&quot; The Insead ranking was dominated by European countries, including Denmark, Sweden,Luxembourg, the Netherlands, the United Kingdom and Finland.</div>
<div>
	&nbsp;</div>
<div>
	The U.S. ranking reflected, in part, its long history of immigration and success in attracting top international talent, the report stated. But Insead professor Paul Evans said the U.S. risked undermining that advantage because of a tougher stance on immigration since 9/11. Evans also pointed out that the U.S. scores relatively poorly for basic education and social mobility.</div>
<div>
	&nbsp;</div>
<div>
	A number of the top-ranked countries also boast some of the shortest work weeks in the world and the most generous benefits and perks for working moms and dads. In May, Switzerland was ranked the second most competitive country in the world after the U.S., according to the IMD World Competitiveness Center. Switzerland is known for policy stability, predictability and budgetary discipline.</div>
<div>
	&nbsp;</div>
<div>
	The Insead index was launched in partnership with the Human Capital Leadership Institute of Singapore and HR consulting firm Adecco. It was based on data from a range of international sources such as the World Bank, the World Intellectual Property Organization and UNESCO, and the ranking model was audited by the European Commission&#39;s Joint Research Center. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Blackberry Shakes up Senior Management</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt4%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 169px;" />Struggling smartphone maker Blackberry has shaken up its top management as part of its continuing reorganisation. The firm&#39;s chief financial officer, Brian Bidulka, will be replaced by James Yersh who has previously served as controller and head of compliance. The chief marketing officer and chief operating officer will leave the firm with no replacements announced.</div>
<div>
	&nbsp;</div>
<div>
	This comes just weeks after the firm appointed a new interim chief executive as it shelved a plan to sell itself. Blackberry named John Chen as the interim chief executive officer as it announced it had abandoned a planned sale to its biggest shareholder, Fairfax Financial Holdings. The management changes are the first major move made by Mr Chen.</div>
<div>
	&nbsp;</div>
<div>
	Blackberry once dominated the smartphone market, but has seen its fortunes dwindle in recent years, It has been hurt by the success and popularity of smartphones launched by rivals such as Apple and Samsung. Its attempts to boost its market share have not yielded the desired results. In September, it reported a net loss of $965m for the second quarter, blaming poor sales of its new smartphone, the Z10. The firm has also announced a plan to cut 4,500 jobs, or 40% of its workforce, to reverse the giant losses.</div>',
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			'description' => 'Japanese carmaker Toyota has said it is looking to start commercial sales of fuel cell-powered cars by 2015. Toyota set the target as it unveiled a concept fuel cell powered car, called the FCV, at the Tokyo Motor Show. Its cells can be recharged within minutes and it can cover about 500km (300 miles) on a single charge, according to the firm.',
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		'Article' => array(
			'id' => '2400',
			'article_category_id' => '171',
			'title' => 'Nepal-Finland Relationship Increasing Significantly',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Suraksha Adhikari</strong></div>
<div>
	&nbsp;</div>
<div>
	Nepal and Finland established diplomatic relations on 21 September 1974. &nbsp;Bilateral relations between the two countries have been marked by friendship, cordiality and cooperation. The Finnish Embassy was opened in Kathmandu at the Charge d&rsquo; Affaires level in 1992, and was subsequently upgraded with the appointment of its Ambassador in September, 2011. Nepal has no residential Embassy in Helsinki. The Embassy of Nepal in Copenhagen is concurrently accredited to Finland.</div>
<div>
	&nbsp;</div>
<div>
	Bilateral consultations on development cooperation were held between Nepal&rsquo;s Ministry of Finance and Finland&rsquo;s Ministry of Foreign Affairs in 2003, 2007, 2010 and January 2013 in Kathmandu.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Exchange of Visits</strong></span></div>
<div>
	Some important bilateral visits of the several high-level visits that have taken place between Nepal and Finland, are:</div>
<div>
	&nbsp;</div>
<div>
	The then Prime Minister Pushpa Kamal Dahal &lsquo;Prachanda&rsquo; paid an official visit to Finland on April 1-3, 2009 at the friendly invitation of the Prime Minister of Finland Mr. Matti Vanhanen. The then Deputy Prime Minister and Minister for Foreign Affairs Sujata Koirala visited Finland in March 2010.</div>
<div>
	&nbsp;</div>
<div>
	Finnish Foreign Trade and Development Minister Mr. Paavo Vayrynen&rsquo;s visited Nepal on 3 February 2009. Ms. Heidi Hautala, Minister for International Development visited Nepal from December 2-6, 2011.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation</strong></span></div>
<div>
	The relations between Finland and Nepal are based on development cooperation. Through its cooperation in development, Finland has been assisting Nepal to reduce poverty, enhance the peace process, root democracy into the society, improve human rights and promote environmentally sustainable development.</div>
<div>
	&nbsp;</div>
<div>
	By supporting Nepal, Finland aims to contribute to the stability of wider Southern Asia, which is in the interest of Finland&rsquo;s foreign and security policies. Because Nepal has relatively few donors, and this has enabled Finland to contribute in sectors that can provide visibility to its cooperation and good results in sectors that are essential for Nepal&rsquo;s development.</div>
<div>
	&nbsp;</div>
<div>
	Finland operates in Nepal&rsquo;s environment and education sectors. These are areas in which Finland has good international reputation, lengthy experience and has been adding significant value.</div>
<div>
	&nbsp;</div>
<div>
	Finnish cooperation in Nepal began in 1982 with the grant assistance of 6000 MT of chemical fertilizers. Such assistance has increased and widened in recent years. Earlier the Finnish development programme in Nepal was focused on energy, forestry and water resources. In recent days, Finnish development cooperation has shifted attention towards poverty alleviation, sustainable development, and promotion of democracy, human rights and participatory system of governance.</div>
<div>
	&nbsp;</div>
<div>
	Nepal is one of Finland&rsquo;s eight long-term development partner countries, along with Mozambique, Tanzania, Ethiopia, Zambia and Kenya in Africa, Nicaragua in Latin America and Vietnam in Asia. In addition to water and sanitation, education and environment sectors, Finland has supported in Nepal&rsquo;s Peace Trust Fund, OHCHR as well as Nepalese NGOs. Finland provided US$22 million in the Fiscal 2010-2011.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Finnish NGOs&rsquo; projects</strong></span></div>
<div>
	The work of non-governmental organizations (NGOs) is an important part of Finland&rsquo;s development cooperation. In Nepal, Finland channels currently 25 per cent of development aid through Finnish NGOs. They carry out development projects in Nepal together with their Nepalese partner organizations.</div>
<div>
	&nbsp;</div>
<div>
	In 2013 the Ministry for Foreign Affairs is funding about 50 NGO projects which are implemented by 16 Finnish NGOs in Nepal. The combined annual (2013) budget of these projects is around EUR 4.7 million. Refer to table below for more information. In addition, some Finnish foundations, such as Abilis, KIOS and Siemenpuu, are supporting local NGO projects in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Finnish NGos' Projects" src="/userfiles/images/br2%20(Copy)(2).jpg" style="width: 550px; height: 563px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Bilateral development cooperation</strong></span></div>
<div>
	Finland has been providing cooperation in education, water and forestry sectors of Nepal. As a nation which has gained international reputation, lengthy experience in this sector, its contribution has added significant value to give. The cooperation is based on Country Strategy (2013-2016).</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in education sector</strong></span></div>
<div>
	Finland is funding Nepal&rsquo;s School System Reform Programme (SSRP). The programme&rsquo;s main aim is to make the education system accessible to all Nepalese school-aged children and improve the quality of teaching in grades 1&ndash;8. The programme also aims to increase the number of students as well as the quality of education in grades 9&ndash;12. In 2010 estimated 93.7 % of Nepalese children went to school.</div>
<div>
	&nbsp;</div>
<div>
	In education sector funds are also allocated to Technical and Vocational Education and Training programme (TVET). The aim is to improve the pupils&rsquo; vocational trainability and capabilities to enter job markets. In the long run the goal is to support the whole vocational training system in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in forestry sector</strong></span></div>
<div>
	Finland had a significant role in the development of Nepal&rsquo;s forestry sector in 1980&rsquo;s and 1990&rsquo;s. Now Finland funds Forest Resource Assessment in Nepal (FRAN)&ndash;project which aims at developing a uniform system to collect and share information about forest stock, biomass and biodiversity in Nepal. This makes forest related information more easily available and improves the possibilities to use it in nation-wide decision making process. The project is implemented in 2009&ndash;2014. Cooperation in environmental sector will be closed at the end of 2014.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in industrial sector</strong></span></div>
<div>
	The area in Dharan-Biratnagar&rsquo;s industrial tunnel is one of Nepal&rsquo;s fastest urbanizing and industrializing areas. Strengthening of Environmental Administration and Management in Nepal (SEAM-N) -Project aims at strengthening the administrator&acute;s and industries&rsquo; capacity to plan, manage and monitor environmental issues and to reduce environmental pollution from different sources in the project area. The project has also been a pilot project for regional administration since its start in 2001. SEAM-N is now in its third and completion phase. It will conclude in 2014.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Trade/Investment</strong></span></div>
<div>
	Trade between Nepal and Finland is sill insignificant, as shown in the table below:</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Trade / Investment" src="/userfiles/images/br3%20(Copy)(2).jpg" style="width: 550px; height: 187px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	A MoU between FNCCI and its Finnish counterpart was signed in 1993 during the then Nepalese Prime Minister&rsquo;s Visit to Finland. Similarly, an agreement between Nepal and Finland on Promotion and Protection of Investment was signed l on 3 February 2009.</div>
<div>
	&nbsp;</div>
<div>
	Finnish firms have some significant investments in Nepal. Department of Industry data reveals that there were 5 joint ventures with the Finnish investment of Rs. 2.5 million until July 2012, which created 149 jobs in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Tourism</strong></span></div>
<div>
	Though number of Finnish tourist arrival in Nepal at present is not considerable, there is prospect of attracting more Finnish tourists in the future. In 2010 and 2011, Finnish visitors travelling to Nepal stood at 3,284 and 2,276, respectively.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p style="text-align: center;">
		<span style="font-size:16px;"><strong>&ldquo;Stable political condition invited financial support to Nepal&rdquo;</strong></span></p>
	<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
		<tbody>
			<tr>
				<td>
					<img alt="Asko Luukkainen, Ambassador of Finland to Nepal" src="/userfiles/images/br1%20(Copy)(4).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 218px;" /></td>
			</tr>
			<tr>
				<td bgcolor="#DDDDDD">
					<div align="center">
						<div>
							<strong>Asko Luukkainen</strong></div>
						<div>
							Ambassador of Finland to Nepal</div>
					</div>
				</td>
			</tr>
		</tbody>
	</table>
	<div>
		<span style="font-size: 14px;"><strong>Before we talk about Nepal-Finland relations, let us first know the secret of Finland having almost USD 50,000 as annual per capita income, and the stable republic democratic status in spite of coalition after every election in Finland. How could you maintain your political and economic stability after a long time?</strong></span></div>
	<div>
		We got the independence in 1917 and after that we have had the election in every four years for the parliament and the system is working very nicely. I think first of all we have good infrastructure, good governance system, democratic system so that the investors are interested in these kind of countries and that may be the key to success for our economy which is doing quite well. Of course we have difficulties at the moments like the other European countries but basically we are doing quite well. So I think the investors are interested in the countries which are stable and they know what is going to happen in the future.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Finland is also called the land of the midnight sun. And also it has 180, 000 or more lakes and 179, 000 islands. So how do you manage to administer such a huge number of islands?</strong></span></div>
	<div>
		The islands first of all are the part of some municipality so the municipalities take care of the respective islands and the infrastructures or whatever is needed in the islands. We have a very strong local governance system which can manage these things very easily.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Often several organizations connected with global business have found Finland to be very competitive country economically. It is also the land of some leading brands like Nokia. What is the secret behind the stable and competitive nature of economy and also the birth of good brands in Finland?</strong></span></div>
	<div>
		Well, it is little bit of mystery to me as well because our salary level is very high so we are not supposed to have a very competitive procession but how the companies take care of the economy and how they take care of their quality production may be the secret behind this success.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>You have worked in the Finnish Embassy earlier, and now back as a full-Fledged Ambassador. Please tell us what differences did you really find in Nepal&rsquo;s economy, politics and society between your first and second term to Nepal? &nbsp;</strong></span></div>
	<div>
		I arrived for the first time in 1st of August 2000 and then I left in the end of February 2004. &nbsp;At that time situation in Nepal was totally different. Civil war was going on and it was escalating every time during my stay that time. When I came back during this term, political situation is still in the turmoil but at least there is no war so that the biggest change.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>&ldquo;Nepali Population is not happy with their political parties and the people don&rsquo;t have smiling faces&rdquo;. You had once said it in 2012. What made you to draw this conclusion? Do you subscribe to this view one year later now?</strong></span></div>
	<div>
		Well, first of all if I said &ldquo;not smiling face&rdquo; that is not the truth because Nepali have always smiling faces. But during that time, the people were going through a really miserable condition. The people were not being able to work and earn for living. Rampant bandas was disturbing everybody in Nepal. I always speak against bandas as they are always disturbing to the people. Politicians are to take care of the issues of the people but it&rsquo;s the habit of the political parties in Nepal and some other countries to depend upon banda for solving their problems. But that is not the case. It is just disturbing the economy and people are disappointed with such activities.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>How will the current election augur in the life of the Nepali population and what should be the priorities immediately after the elections?&nbsp;</strong></span></div>
	<div>
		Election has come up with new possibilities and hopes for the common people. After the CA election now the local elections also should be held. This is very important for the people especially who are living in the poor areas.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>One of the biggest roles that you have been doing in this country is in the development sector. In fact, Nepal is one of your six top development partners, the other five being in Africa. So what is been the size and depth and areas of focus of the development aids in Nepal?</strong></span></div>
	<div>
		We started the cooperation in 1982 and after the establishment of embassy in 1992, the programme have been increasing in Nepal. Now a days we are talking about spending 22 million Euros (around NRs 2.6 billion) annually from Finland for the development of Nepal.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		We are now active in three sectors only according to the rule of European Union. Those three areas are education, sanitation and forestry. &nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Which are the major INGOs with Finnish origin working on your behalf in Nepal and which are the geographical areas that you are active in?</strong></span></div>
	<div>
		We are financing 50 NGOs projects in Nepal directly from Finland and in addition to that the embassy is financing 10 projects which are implemented by Nepali NGOs. So it&rsquo;s almost 60 NGO projects going on in Nepal at the moment. Those projects are scattered all over as we try to avoid the concept of being Kathmandu centered as people in need are living in rural areas. Once a year we discuss with Nepali government for the needy projects in Nepal and do according to the discussion.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Finnish people have one of the highest per capita income of almost USD50, 000 per year in the world so there could be a big tourism market in Nepal for Finland. So what can be done and what is being done to promote tourism from Finland in Nepal?</strong></span></div>
	<div>
		There is definitely a lot of interest in visiting Kathmandu and Nepal to the people but on the other hand it is quite a lot of expensive visit to Nepal that limits the travelling to Nepal. So we need to increase the possibilities of visit to Nepal. I think the advertisement of Nepal in Finland should increase so that the people can get knowledge about what Nepal can offer.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>After the formation of constitution, what do you think would be the role of European Union for the development of economic situation in Nepal?</strong></span></div>
	<div>
		The role of EU will even increase to support the country financially. After the stable political condition in Nepal, other countries also would be interested in providing aid to Nepal.&nbsp;</div>
</div>
<p>
	&nbsp;</p>',
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			'description' => 'Nepal and Finland established diplomatic relations on 21 September 1974.  Bilateral relations between the two countries have been marked by friendship, cordiality and cooperation. The Finnish Embassy was opened in Kathmandu at the Charge d’ Affaires level in 1992, and was subsequently upgraded with the appointment of its Ambassador in September, 2011. Nepal has no residential Embassy in Helsinki. The Embassy of Nepal in Copenhagen is concurrently accredited to Finland.',
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			'id' => '2399',
			'article_category_id' => '31',
			'title' => '“Electricity From Kathmandu’s Garbage Is In The Offing”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15.2px;">Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other&rsquo;s cities. &nbsp;Eugene has been supporting community development, education, public health and cultural heritage projects and programmes in Nepal. Now Eugene is going to support Nepal on the waste management upon the initiative&nbsp;<strong>Dennis Ramsey</strong>, President of Eugene Kathmandu Sister City Association (EKSCA). Ramsay says that akin to Eugene, Nepal can also adopt &lsquo;Zero Emission Technology&rsquo; in a low investment which can be convenient as well as effective. Ramsey sat with&nbsp;<strong>Modnath Dhakal&nbsp;</strong>and&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age to talk about the waste management system of Kathmandu, its weakness and new strategies.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please highlight your and Eugene&rsquo;s relationship with Kathmandu?</strong></span></div>
<div>
	It has been 38 years since Eugene-Kathmandu Sister City Association (EKSCA) was established. &nbsp;As the president of this association and in the last 10 years, I have tried strengthening this relation by organizing various programs. The ties have now also expanded to the various departments of these two cities. Hem Sharma Pokharel, Former Mayor of Kathmandu Municapilty, during his visit to Eugene, has sought help for the waste management of Kathmandu. Waste management in Eugene is very much efficient.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the major problem that Kathmandu is facing for the waste management?</strong></span></div>
<div>
	The main problem is that we have not been able to adopt effective technology to manage waste in Kathmandu. Though the highly-talked about Sisdol Landfill site is a solution, it is only a temporary one. If we are not able to expand it, the site will fill up within a year. Ministry of Local Development is in the process of searching for a new landfill site. Although steps are being taken, we wish that new strategies are devised for managing the waste of Kathmandu. &nbsp;70 percent of the total waste of Kathmandu is organic in nature and if we manage to dispose it properly, we will have to deal with the remaining 30 percent only. Out of the remaining 30 percent, 15 percent waste can be recycled and the remaining 15 percent can be disposed in the landfill site. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>In comparison to Eugene city and other developed cities, how is Kathmandu lacking behind in terms of waste management?</strong></span></div>
<div>
	Waste Management is a serious issue here in Nepal as people litter all over the streets of Kathmandu. People lack patience when it comes to managing waste and thus, they do not wait for municipality or the garbage collection authority to collect them. And, when there is delay in collection by the municipality and concerned authority, heaps of garbage can be seen everywhere.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Measures to segregate organic matters from waste can be adopted. Collecting plastics and paper from the garbage could be a profitable business. It helps generating employment as well as keeping the water sources clean. Similarly, decaying materials can be sold out in the form of manure which can boost agricultural production. For this, appropriate policies and processes have to be developed. It is important to encourage the interested entrepreneurs to invest in this sector if we want to see a real change in this field.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The waste management of Eugene is based on Public-Private Partnership (PPP) model. Is that model replicable here in Kathmandu?</strong></span></div>
<div>
	Absolutely, it can. PPP model has been effective here in Nepal in some of the other sectors too. The government should come up with required policies and laws. Strict regulations should be imposed and implemented. Suitable environment has to be created for the public and private sectors who have take responsibility of garbage collection in certain places. In many countries, the charge of garbage collection is also appended in the invoice of water and electricity bill. This can be a &lsquo;smart&rsquo; idea.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>You also met the government officials. What is their say? Have you found the interest of government in introducing new technologies?</strong></span></div>
<div>
	The government is more than just interested. The government has even started working towards this end. But, the problem here arises in the implementation phase. Similarly, finding a good company for the management of waste is also a big problem here. Few years back, an Indian company was given the responsibility of taking care of the waste. Even before it started its operation, a writ-petition was filed in the court challenging the selection process of the company. As a consequence, the company could not start its work. This is not only the weakness of a particular ministry of municipality. The government should be strong to overcome such problems. Chief of Department of Urban Development of KMC, Devendra Dangol, has a very good proposal, that is, installment of new machineries in Teku dumping site. The waste materials will be poured into the &lsquo;conveyor belt&rsquo; of the machine. The machine will segregate the organic matters and later the matters that can be recycled. Thus, this will help in saving time and will make work easier.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much investment will be required for this technology?</strong></span></div>
<div>
	Feasibility study is yet to be carried out. Only after the study, we can estimate the cost. The municipality requested Eugene to help us in this project. Under the leadership of Kedar Bahadur Adhikari, Chief and Executive Officer of KMC office, a team had visited Eugene to study on waste management. We want to establish the same method of waste management here. The government has planned to invest Rs 18 billion for the expansion of the landfill site. Though this is a big investment, the solution of Sisdol landfill site is temporary one. So, we want the government to adopt &lsquo;Zero Emission Technology&rsquo; and we also want it to be under PPP model. The best solution for the waste management problem is that the private sector is allowed to work and the government monitors it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Please explain &lsquo;Zero Emission Technology&rsquo; that you have adopted in Eugene?</strong></span></div>
<div>
	If you make the waste compost, it produces methane gas. The garbage is decomposed inside the plastic tent or big building. The methane gases produced from this process is transferred into the generator where it combust to generate electricity.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much electricity can be generated from the wastes of Kathmandu?</strong></span></div>
<div>
	I cannot exactly say it right now. Only after conducting a full-fledged study, I will be able to tell you this. Only concerned engineers will be able to tell us the amount of electricity that can be generated from 1 cubic meter methane. So, we are bringing engineers and technicians from Eugene to conduct the study. The report of this study will be submitted to the government. Eugene has the world&rsquo;s best engineers. Likewise, for investment, we will also seek help from World Bank and Asian Development Bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Waste collection in Kathmandu is done in Teku whereas it should have been somewhere out of the valley. Isn&rsquo;t it so?</strong></span></div>
<div>
	Yes, the problem lies there. Not only Teku inhabitants, but even Sisdol inhabitants are complaining about pollution. Teku inhabitants have been facing the problem of pollution for 30 years now. So, we need to shift the centre somewhere else. However, the planned plant will be constructed indoor which will solve many of the problems being faced now.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>When will the actual work begin?</strong></span></div>
<div>
	In six months time from now, we will bring engineers and technicians from Eugene and start the work. Only after that, we will starting looking for investors and interested private sectors. The plan will be brought into action after discussing it with the government, metropolitan city and the private sector.</div>',
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			'description' => 'Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other’s cities.',
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			'id' => '2398',
			'article_category_id' => '31',
			'title' => '“Turkish Airlines Has Built Its Financial Strength On National And International Standards”',
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			'content' => '<div>
	<span style="font-size: 15px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flagship 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 of 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 New Business Age&rsquo;s&nbsp;<strong>Siromani Dhungana</strong>, General Manager of Turkish Airlines&nbsp;<strong>Celal Baykal</strong>&nbsp;explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline.&nbsp;<strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What attracted Turkish Airlines for launching its services in Nepal?</strong></span></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 we can so as 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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please describe the background of your decision to come to Nepal?</strong></span></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>
	<span style="font-size: 14px;"><strong>How has the journey for Turkish airlines in Nepal been so far?</strong></span></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 near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you have to say about market competition in Nepal?</strong></span></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>
	<span style="font-size: 14px;"><strong>What are your strategies to expand your market here in Nepal?</strong></span></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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Where do you see yourself in 5 years?</strong></span></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>
	<span style="font-size: 14px;"><strong>What are the complications of conducting business in Nepal?</strong></span></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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></span></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>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any specific plan for customer satisfaction?</strong></span></div>
<div>
	Turkish Airlines has built its financial strength on national and international standards, legislation and regulations. It maintains its social, cultural, ethical and humanitarian values through productive management and an effective approach towards processes, the continuous improvement of service quality, and the management of customer satisfaction together with their employees, customers, sub-contractors, partners and shareholders.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size: 16px;"><strong>Turkish Airlines: Vision and Values</strong></span></p>
</div>
<div>
	<span style="font-size: 14px;"><strong>Visions:</strong></span></div>
<div>
	To become an air carrier with;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a continued growth trend over industry average</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>zero major accidents/crashes</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>most envied service levels worldwide</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>unit costs equating with low cost carriers</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>sales and distribution costs below industry averages</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a personnel constantly developing their qualifications with the awareness of the close relationship between the benefits for the company and the added value that they contribute</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>an entrepreneurship that creates business opportunities for fellow members in the Star Alliance and takes advantage of the business potential provided by them</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a staff well adapted to modern governance principles by observing the best interests of not only shareholders but also stakeholders</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Core Values:</strong></span></div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Honesty and Fair Dealing</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Customer Satisfaction</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Demonstrating Respect to Individuals</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Innovation</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Team Work</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Leadership</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Productivity</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Confidentiality</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>&ldquo;Open Door&rdquo; Policy</div>',
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			'description' => 'Turkish Airlines took to the skies 80 years ago as Turkey’s flagship 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.',
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			'article_category_id' => '91',
			'title' => 'Employees’ Productivity Erodes',
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			'content' => '<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	Nepali employees&rsquo; productivity has eroded in the last one decade (from 2002 to 2011), according to an official at the Ministry of Labour and Employment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The drop in productivity will affect employees overall growth, he said, adding that the productivity could ensure competitive salary and respectable employment situation.</div>
<div>
	&nbsp;</div>
<div>
	The productivity indicator that stood at 3.71 per cent &ndash; the highest in last one decade &ndash; in 2007 dropped to -1.03 in 2011, according to the preliminary estimation of the ministry.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The Employment Coordination and Labour Relations Division under the ministry has been preparing a policy at present, confirmed joint spokesperson at the ministry, Buddhi Nath Bhattarai.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to the statistics collected by the ministry, some 12.13 million were employed in 2002. However, employment increased to 15.09 million in 2011.</div>',
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			'created' => '2014-01-06',
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			'description' => 'Nepali employees’ productivity has eroded in the last one decade (from 2002 to 2011), according to an official at the Ministry of Labour and Employment.',
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			'title' => 'Obesity Quadruples To Nearly 1 Bn In Developing World',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	The number of overweight and obese adults in the developing world has almost quadrupled to around one billion since 1980, says a report from a UK think tank. The Overseas Development Institute (ODI) said one in three people worldwide was now overweight and urged governments to do more to influence diets. In the UK, 64% of adults are classed as being overweight or obese.</div>
<div>
	&nbsp;</div>
<div>
	The report predicts a &ldquo;huge increase&rdquo; in heart attacks, strokes and diabetes. Globally, the percentage of adults who were overweight or obese - classed as having a body mass index greater than 25 - grew from 23% to 34% between 1980 and 2008. The majority of this increase was seen in the developing world, particularly in countries where incomes were rising, such as Egypt and Mexico.</div>
<div>
	&nbsp;</div>
<div>
	The ODI&rsquo;s Future Diets report says this is due to changing diets and a shift from eating cereals and grains to the consumption of more fats, sugar, oils and animal produce. A total of 904 million people in developing countries are now classed as overweight or above, with a BMI of more than 25, up from 250 million in 1980. This compares to 557 million in high-income countries. Over the same period, the global population nearly doubled.</div>
<div>
	&nbsp;</div>
<div>
	At the same time, however, under-nourishment is still recognised to be a problem for hundreds of millions of people in the developing world, particularly children. Using data published in Population Health Metrics last year, the researchers looked at changing overweight and obesity rates across the regions of the world and by individual country.</div>
<div>
	&nbsp;</div>
<div>
	The regions of North Africa, the Middle East and Latin America saw large increases in overweight and obesity rates to a level on a par with Europe, around 58%. While North America still has the highest percentage of overweight adults at 70%, regions such as Australasia and southern Latin America are now not far behind with 63%.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="" src="/userfiles/images/lt%20(Copy).jpg" style="width: 550px; height: 354px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Diet linked to income</strong></span></div>
<div>
	The greatest growth in overweight people occurred in south east Asia, where the percentage tripled from a lower starting point of 7% to 22%. Among individual countries, the report found that overweight and obesity rates had almost doubled in China and Mexico, and risen by a third in South Africa since 1980. Many countries in the Middle East also had a high percentage of overweight adults. One of the report authors, Steve Wiggins, said there were likely to be multiple reasons for the increases.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;People with higher incomes have the ability to choose the kind of foods they want. Changes in lifestyle, the increasing availability of processed foods, advertising, media influences... have all led to dietary changes.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The report cites the example of South Korea where efforts to preserve the country&rsquo;s traditional diet have included public campaigns and large-scale meal preparation training for women.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size:16px;"><strong>Nepal too is Facing Obesity Linked Health Risks</strong></span></p>
</div>
<div>
	Though no comprehensive study on obesity in Nepal has been conducted in recent years, some serious health problems related to change in lifestyle and nutrition have emerged among Nepalis. With growing number of patients with diabetes, heart diseases, blood pressure, liver and kidney related problems visiting the doctors on a regular basis, experts are warning about the increasing health hazards especially to the urban population. Obesity is seen as the major contributing factor for these medical conditions. Studies have suggested that obesity in Nepal has risen to 10 per cent in 2006 from 1.6 per cent of 1996. Senior Cardiologist Dr Prakash Raj Regmi sees the change of dietary habits as the main reason. &ldquo;Rising consumption of foods with low nutritional value but high calorie and trans fat is the major contributor,&rdquo; opines Regmi who is actively involved in Nepal Heart Foundation. &ldquo;The change in dietary routine such as less eating in morning meals and high consumption in the evening/night is causing the bellies of people to grow significantly.&rdquo; He recommends lowering the consumption of diets with high calorie but low nutrition such as rice, potato, sugar and sweets. Similarly, Dr Regmi suggests the government to form a non-communicable disease policy to ensure the safeguarding of health of ordinary citizens. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	A World Bank report published in 2011 revealed the scale of increasing health risks in South Asia region. The report entitled &ldquo;Capitalizing on Demographic Transition: Tackling Non-communicable Diseases in South Asia&rdquo; identified heart diseases as the major factor of death among South Asians of age group 15-69. The report also found that heart problems along with other non-communicable disease account for 60 per cent of the lives lost due to degrading health among Nepalis.</div>
<div>
	&nbsp;</div>
<div>
	As the household income rises, Nepali urban population is more capable in purchasing high calorie foods. Similarly, the changing lifestyle trend of urban youths is another area of concern. &ldquo;Lack of effective physical activities and stationary lifestyle combined with unhealthy food are contributing to the obesity rise in Nepal,&rdquo; says Gunja Lal Hirachan, owner of Jasmine Fitness Club and Spa. According to him, Nepali adults over the age of 30 years are not the only victims of this problem. &ldquo;Now-a-days we are seeing many overweight teenagers, who are possibly facing various health hazards in their young age,&rdquo; informs Hirachan. &ldquo;Proper health and physical education, fitness awareness and restrictions in sales of unhealthy food will reduce obesity in youths.&rdquo;</div>',
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			'description' => 'The number of overweight and obese adults in the developing world has almost quadrupled to around one billion since 1980, says a report from a UK think tank. The Overseas Development Institute (ODI) said one in three people worldwide was now overweight and urged governments to do more to influence diets. In the UK, 64% of adults are classed as being overweight or obese.',
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	(int) 2 => array(
		'Article' => array(
			'id' => '2408',
			'article_category_id' => '122',
			'title' => 'Kabra Group: A Leading Confectioner',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Gaurav Aryal</strong></div>
<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
	<tbody>
		<tr>
			<td>
				<img alt="Shyam Kabra, Chairman, Kabra Group" src="/userfiles/images/spt1%20(Copy)(1).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 222px;" /></td>
		</tr>
		<tr>
			<td bgcolor="#FFFFFF">
				<div align="center">
					<div style="text-align: center;">
						<div>
							<strong>Shyam Kabra</strong></div>
						<div>
							<em>Chairman, Kabra Group</em></div>
					</div>
				</div>
			</td>
		</tr>
	</tbody>
</table>
<div>
	&nbsp;</div>
<div>
	The journey of Kabra Group began with the establishment of Kwality Biscuits Industries Pvt Ltd in 1985. However it was not the first venture for the Kabra family for it has been involved in the business for generations. They were involved in the business of consumer goods before the family decided to set up a factory. When the first biscuit factory performed well, it increased the hunger of the family to go for more. Shyam Kabra, Chairman of Kabra Group says that the Kwality Biscuits was a major success and it encouraged his family to expand this new business.</div>
<div>
	&nbsp;</div>
<div>
	Eventually, the business house came up with Kwality Diet and Food Processing Pvt Ltd and Kwality Food and Snacks followed up. These additions did not only make the business bigger, but also established the family as an industrial house of Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Ruling the Roost</strong></span></div>
<div>
	Kwality Biscuits Industry was not only the first factory of the group but also one of the earliest companies in Nepal to manufacture biscuits, claims Kabra. &ldquo;With time we have consistently kept on establishing more companies that helped us diversify our portfolio,&rdquo; he adds. The group claims itself to be the largest investor in the biscuits industry of Nepal and has the largest production capacity.</div>
<div>
	&nbsp;</div>
<div>
	The group claims that has been the largest manufacturer of biscuits as well as soaps and confectionery for the past two decades. The mother industry was later gradually expanded into soaps, chocolates, flour and vegetable ghee and oil producing sister concerns. At present, the group has a dozen companies in manufacturing as well as in trading.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The group currently produces almost 35 types of biscuits and Kabra says that half of them are performing pretty well in the market. Tasty Tasty, Bonbon, Butter Cracker, Jackpot, Morning Touch are some of the most popular brands. Tasty-Tasty and a host of other popular brands under the brand umbrella of Kwality are loved by customers not only in Nepal but also in India. Kabra says, &ldquo;Many of the Kabra Group companies are market leaders in their industries and have won acclaim from the customers, since 1985.&rdquo; The group is also a source of employment to 100 permanent staff and 300 daily waged labours.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Encouraging Expansion</strong></span></div>
<div>
	Like any other business houses, Kabra Group too was hesitant to invest blindly during the conflict era and the unstable politics that followed thereafter. So, the group kept itself on the wait and watch mode and did not make any significant investment for expansion of its businesses. However, the group kept on adding new varieties of confectionaries and biscuits to its existing products range. Kabra says that Gold series Bonbon, Butter Cracker Gold and Coconut Gold are some of the additions made during the turbulent times. Considering Kwality Biscuits as its mother industry, the group has always kept this company in priority and promises it to take it to the next level in the days to come. The latest constituent assembly election has also brought hope and signs of stability and encouraged Kabra Group like other investors to expand its niche.</div>
<div>
	&nbsp;</div>
<div>
	Humans are never satisfied with what they and therefore yearn for more. The same follows for the Kabras too. Kabra says, &ldquo;We still have a lot to do. Though the growth rate we currently have is not unsatisfactory, we have seen scope to do better. And, the environment and situation is getting better where our initiatives will pay.&rdquo; He adds that his group is dedicated to its works and perform the best it can.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Market Position</strong></span></div>
<div>
	The group has prioritised the domestic market as its major market for all of its products. Kabra says that local market and local customers, belonging to all the age groups, have been and will remain the target segment of the group&rsquo;s products. Along with that, Kabra hints that the group has no intentions of limiting itself to the domestic market only. &ldquo;We have plans to explore export markets too but it will take some time,&rdquo; Kabra added. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Being the largest producer and investor in the biscuits industry, Kabra says that the confectionary products hold an impressive share in the domestic market. &ldquo;However, market is an uncertain place. Therefore, marketing strategies need to be revised and updated corresponding to the changing time and situation,&rdquo; says Kabra. He adds that Nepali companies have their own strategies while the foreign companies have different roadmap to penetrate into the market here. The group believes that if the product is excellent then the customers will remain with it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Kabra feels that Nepali products are not only facing competition from local products but also from the imported ones. &ldquo;But competition is natural as the same market is shared by all the players. What I believe is when the competition swells; the scope of market expansion also increases. However, we have to concentrate more on healthy competition than going for mere price wars,&rdquo; explains Kabra.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Major milestones of Kabra Group</strong></span></div>
<div>
	1985 - Established Kwality Biscuits Industries Private Limited</div>
<div>
	1990 - Established Kwality Soap Industries Private Limited</div>
<div>
	1994 - Established NEPIND Flexipack Private Limited</div>
<div>
	1995 - Kwality Biscuits Industries Private limited launched Tasty Tasty which propelled the company as the second largest manufacturer in the Industry</div>
<div>
	1998 - Established Annapurna Maida Mills Private Limited</div>
<div>
	2000 - Established Kwality Confectionary Private Limited</div>
<div>
	2003 - Established a second company of Biscuits Kwality Diet &amp; Food Products Private Limited</div>
<div>
	2005 - Established a second company of Soaps &amp; Detergents Kwality Soap &amp; Chemical Industries Private Limited</div>
<div>
	2008 - Established Kwality Oil Refinery Private Limited</div>
<div>
	2012 - Established Kwality Food &amp; Snacks Industries Pvt Ltd</div>
<div>
	2012 - Established Siddharth Enterprises</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Kabra Group Products" src="/userfiles/images/spt2%20(Copy)(1).jpg" style="width: 550px; height: 191px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<table border="0" cellpadding="10" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#E5E4E2">
				<div>
					<span style="font-size:16px;"><strong>Companies under the Group</strong></span></div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Biscuit Industries Pvt Ltd</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Soap &amp; Chemicals Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Nep - Ind Flexipack Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Annapurna Maida Mills Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Confectionary Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Diet &amp; Food Production Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Chemicals Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Oil Refinery Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Kwality Food &amp; Snacks Industries Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Siddharth Enterprises Pvt Ltd&nbsp;</div>
				<div>
					&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Phoenix International Pvt Ltd</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:16px;"><strong>Some Companies under Kabra Group</strong></span></div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Kwality Soap and Chemical Industries Pvt Ltd</strong></span></div>
				<div>
					One of the major companies of Kabra Group, Kwality Soap and Chemical Industries Pvt Ltd, produces a variety of laundry and toilet soaps. &nbsp;According to Shyam Kabra, the company has recently upgraded its production plant for detergent manufacturing. The manufacturing unit at Kathari is upgraded to the latest technology. The group has been involved in soaps ranging from premium products to budget products, for over 15 years. Kabra says that the company utilises the unmatched infrastructure that consists of latest tools and is supervised by qualified professionals. The entire manufacturing process has been streamlined to minimize any manufacturing fault. The company is also utilising internationally approved formulation, raw materials to ensure best quality assurance. The factory also has its own fully equipped laboratory, for new product development and quality testing.</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Kwality Confectionery Pvt Ltd&nbsp;</strong></span></div>
				<div>
					This is the flagship company of Kabra Group that produces products such as confectionery, chewing-gums, chocolate, coated and plain wafers, among others. The company has established itself as a multi-product, multi-market company and is claimed to be one of the largest manufacturer of confectionery and toffees in Nepal since 2001. This company produces over 60 varieties of candies, toffees and wafers. &nbsp;Kabra says that the company has always endeavoured to satisfy the customers&rsquo; changing wants and desires with its special emphasis on quality, range and value for money. The Company is also strictly following the code of good manufacturing practice prescribed by ISO standards though it has not been certified by one yet. Quality confectionary products, produced at the company&rsquo;s factory located in Duhabi, Sunsari, are supplied to the market through its distribution network in Nepal and India. He says that products are distributed through stockiest within Nepal and reach more than 40,000 outlets throughout the country.</div>
				<div>
					&nbsp;</div>
				<div>
					<span style="font-size:14px;"><strong>Nep-Ind Flexipack Pvt Ltd&nbsp;</strong></span></div>
				<div>
					This company produces eight colour hi-tech rotogravure printing and packaging materials that are being used by the home companies as well as other domestic companies including well known MNCs. According to the company, products have uniform thickness, clear printing in attractive colours. &ldquo;Because of best design developments and high quality of printing with competitive rates, our print product is widely used by giant companies,&rdquo; says Kabra.</div>
			</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2014-01-06',
			'modified' => '2014-01-19',
			'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 journey of Kabra Group began with the establishment of Kwality Biscuits Industries Pvt Ltd in 1985. However it was not the first venture for the Kabra family for it has been involved in the business for generations. They were involved in the business of consumer goods before the family decided to set up a factory. When the first biscuit factory performed well, it increased the hunger of the family to go for more. Shyam Kabra, Chairman of Kabra Group says that the Kwality Biscuits was a major success and it encouraged his family to expand this new business.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '2361',
			'article_category_id' => '137',
			'title' => 'Investors Run Away From Gold In 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	Gold, once the much-loved asset turned the most unloved investment tool in 2013 as investors flee from its long-time save haven appeal. This, year the yellow metal took a plunge of nearly 30 per cent, marking the biggest yearly decline since 1981. After 12 years of straight gains, the international bullion market witnessed an unexpected crash in mid-April when gold prices dropped by more than USD 200 in just two days of trading - from USD 1,525/oz to USD 1,321/oz. Triggered by the news that debt-stricken Cyprus is selling some of its reserve to manage its financial bailout, bullion prices tumbled as panic selling hit values of physical as well as paper gold. This was followed by another sharp decline in June when gold price fell to a three-year low of USD 1,180/oz.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Outflows from gold exchange-traded funds (ETFs) have hit a record this year. SPDR Gold Trust &mdash; the world&rsquo;s largest gold ETF has seen its holdings reduce by 546 tonnes &mdash; down 40 per cent. Jewellery demand too took a knock. In the September quarter, the World Gold Council reported that global jewellery demand fell 3 per cent to 474.9 tonnes. Steep decline of demand in India, the world&rsquo;s second largest gold consumer contributed to this. This year, Indian government tightened gold imports to curb rising trade deficit and current account deficit which are seen as major areas of concern to dampen the already sluggish economic growth of&nbsp;</div>
<div>
	the country.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Reasons for Gold Price Decline</strong></span></div>
<div>
	Gold reached to its all-time high (USD 1920/oz) in September 2011, when Standard &amp; Poor&rsquo;s (S &amp; P) downgraded the &lsquo;AAA&rsquo; credit rating of United States by one notch to &lsquo;AA+&rsquo; amid the budget showdown in the US Congress. The expanding Eurozone debt crisis, slowdown in developing countries, fears of inflation and worries of global recession largely helped gold prices to climb up. However, as the global economic recovery unwinds at a faster pace, interest of investors began a shift towards stocks.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	US equities made a strong come back this year. Improving job market conditions pick up in the manufacturing sector, rising property prices and increased consumer confidence, built optimism about equity investments. The dollar too strengthened.</div>
<div>
	&nbsp;</div>
<div>
	The dollar index which measures performance of the greenback against six major currencies moved up to 81.9 by February from 79.6 at the beginning of the year. This made global funds parked in emerging markets to move back to US equities. The Dow Jones Industrial Average and the S&amp;P 500 index hit a five-year high in February. So, gold lost its mojo. The metal dropped below the USD 1,600/oz mark in February, touching a low of USD 1,575/oz. After the June low, gold market witnessed relative stability, supported by physical buying in China and bets that the Federal Reserve may delay tapering. But gold has been unable to rise significantly as improving US economy dulled its demand. The final blow came with the Fed announcing beginning of the taper on December 18. On December 19, gold hit a low of $1,187.4/ounce &mdash; a three-year low.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>The year ahead</strong></span></div>
<div>
	Gold prices can edge little higher in 2014, if there is renewed demand from emerging markets and gold import curbs are lifted in India. But, in the first half, prices may mostly remain weak and see a range-bound movement unless there is a surprise from inflation numbers. If outflows from gold ETFs continue, and physical demand for the metal remains weak, it will be negative for gold and prices can move further down.</div>',
			'published' => true,
			'created' => '2013-12-30',
			'modified' => '2014-01-06',
			'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' => 'Gold, once the much-loved asset turned the most unloved investment tool in 2013 as investors flee from its long-time save haven appeal. This, year the yellow metal took a plunge of nearly 30 per cent, marking the biggest yearly decline since 1981. After 12 years of straight gains, the international bullion market witnessed an unexpected crash in mid-April when gold prices dropped by more than USD 200 in just two days of trading - from USD 1,525/oz to USD 1,321/oz.',
			'sortorder' => '2251',
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	(int) 4 => array(
		'Article' => array(
			'id' => '2355',
			'article_category_id' => '91',
			'title' => 'India Proposes Regional Bank: Can Nepal Take Benefit?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By TC Correspondent</strong></div>
<div>
	&nbsp;</div>
<div>
	South Asian economic giant India is considering the establishment of a South Asian development bank that will fund infrastructure projects and promote trade in the region, according to reports in the Indian press.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Indian Commerce Department has written to the finance ministry in support of such a lender, which it sees playing a critical role in facilitating trade among the eight members of South Asian Association for Regional Cooperation (SAARC) countries, Indian media quoted a source at the department. &ldquo;The final call lies with the ministry of finance and partner countries.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Commenting on the development, Nepal&rsquo;s Consul General in Kolkata Chandra Prasad Ghimire said, India has clearly shown its interest in regional trade. &ldquo;India seems to be interested to invest in hydropower projects and expand its market throughout the SAARC region,&rdquo; he said. The idea of a regional bank may have come to materialize the Indian wish to expand its investment throughout the region, he opined.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Starting a regional bank is good news per se, he said, adding, &ldquo;But the challenges for a small and land-locked country like Nepal are how to take maximum advantage from such regional lending arm.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	SAARC countries are signatories to the South Asian Free Trade Area (SAFTA) agreement on goods that came into force on January 1, 2006. A regional financial entity may help materialize SAFTA in effective manner as such entity helps facilitate cross-border transport, Ghimire further said.</div>
<div>
	&nbsp;</div>
<div>
	SAFTA required the developing countries -- India, Pakistan and Sri Lanka -- to lower customs duties down to 20% in the first phase of the two-year period ending in 2007 and to zero by 2016 in phases.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Currently, the SAARC countries are negotiating to address non-tariff barriers and implement trade-facilitation measures that include the easing of customs procedures. Experts say investment from single financial institution in the region will help in trade-facilitation.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Most of the non-tariff barriers are related to infrastructure deficiency which needs money. So trade facilitation is actually a question of finding money. That is what the South Asia Development Bank will facilitate,&rdquo; Indian media quoted Department of Commerce official as saying.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The commerce department has suggested that the bank could be set up with whatever the partner countries agree to put in as equity.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	SAARC comprises Nepal, Bangladesh, Bhutan, India, Maldives, Sri Lanka, Pakistan and Afghanistan.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Cynical views</div>
<div>
	Many experts, however, see the proposal as the Indian attempt to expand its hegemony at the regional level. The proposal can be seen as an attempt to overshadowed Asian Development Bank in which the traditional domination of Japan can be seen, an economist told The Corporate. India wants to weaken the presence of the World Bank and Asian Development Bank in the region by establishing a regional lending agency with its own domination, he opined. Despite positive aspect, the proposal should be studies carefully by all SAARC countries, he said. It will be backfiring for all SAARC countries if India utilizes the lending agency just as a means of expanding its market in the region, he further said. India is also active in forming development bank with $100 billion in the BRICS nations. BRICS nations have decided to initiate a new lending arm which, as many believe, is set to rival the dominance of the World Bank and the IMF over BRICS bloc.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Possible benefits for Nepal&nbsp;</strong></span></div>
<div>
	1.<span class="Apple-tab-span" style="white-space:pre"> </span>Facilitation in cross-border transport</div>
<div>
	2.<span class="Apple-tab-span" style="white-space:pre"> </span>Development of regional transmission line for hydropower projects</div>
<div>
	3.<span class="Apple-tab-span" style="white-space:pre"> </span>Construction of big hydropower projects in Joint Venture</div>
<div>
	4.<span class="Apple-tab-span" style="white-space:pre"> </span>Trade facilitation&nbsp;</div>
<div>
	5.<span class="Apple-tab-span" style="white-space:pre"> </span>Address the &nbsp;bottlenecks in non-tariff barriers &nbsp;</div>
<div>
	6.<span class="Apple-tab-span" style="white-space:pre"> </span>Possibility of South Asian regional road network&nbsp;</div>
<div>
	7.<span class="Apple-tab-span" style="white-space:pre"> </span>Chances for direct trade with Bangladesh and Pakistan and other SAARC countries</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:14px;"><strong>Challenges Ahead</strong></span></div>
<div>
	1.<span class="Apple-tab-span" style="white-space:pre"> </span>Preserving rights of small economy</div>
<div>
	2.<span class="Apple-tab-span" style="white-space:pre"> </span>Collect equity to inject in the bank</div>
<div>
	3.<span class="Apple-tab-span" style="white-space:pre"> </span>Domination of regional giants</div>
<div>
	4.<span class="Apple-tab-span" style="white-space:pre"> </span>Chances of export may suffer the problem of low productivity at the national level</div>
<div>
	5.<span class="Apple-tab-span" style="white-space:pre"> </span>Businessmen at the national level may face severe competition from their regional counterparts&nbsp;</div>
<div>
	6.<span class="Apple-tab-span" style="white-space:pre"> </span>Nepal might only be consumption market</div>
<div>
	7.<span class="Apple-tab-span" style="white-space:pre"> </span>Nepali may get only blue colour jobs due to domination of richer nation in high posts</div>',
			'published' => true,
			'created' => '2013-12-30',
			'modified' => '2014-01-06',
			'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' => 'South Asian economic giant India is considering the establishment of a South Asian development bank that will fund infrastructure projects and promote trade in the region, according to reports in the Indian press.',
			'sortorder' => '2250',
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	(int) 5 => array(
		'Article' => array(
			'id' => '2385',
			'article_category_id' => '198',
			'title' => 'Trishakti Cementing Strength',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<div>
		&nbsp;</div>
	<div>
		<strong>--By Upashana Neupane &nbsp;and Om Prakash Khanal</strong></div>
	<div>
		&nbsp;</div>
	<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
		<tbody>
			<tr>
				<td>
					<img alt="Satish Chachan, Director, Chachan Group" src="/userfiles/images/tc1%20(Copy).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 222px;" /></td>
			</tr>
			<tr>
				<td bgcolor="#FFFFFF">
					<div align="center">
						<div style="text-align: center;">
							<div>
								<strong>Satish Chachan</strong></div>
							<div>
								Director, Chachan Group</div>
						</div>
					</div>
				</td>
			</tr>
		</tbody>
	</table>
	<div>
		Trishakti Cement was introduced in the market with an aim to address the increasing demand forquality cement in the country. Narayani Cement Industry Pvt Ltd introduced the cement in the market under the motto &ldquo;Extraordinary Strength &amp; Secured Future&rdquo; in the year 2060 B.S. The company is promoted by Chachan group, a group of industrialists with more than 40 years of experience in the cement sector.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		The Chachan group has been an authorized dealer of a popular cement brand &lsquo;Satna&rsquo;, manufactured by the Birla Group, India, for 60 years. The group introduced Trishakti in the Nepali market utilizing the technical and practical knowledge they gained while doing business with the Birlas and their own business experience of more than a half-decade in the cement industry.</div>
	<div>
		&nbsp;</div>
	<div>
		&lsquo;Trishakti&rsquo; which literally means &lsquo;power of three&rsquo; is named after three Hindu gods; Brahma, Bishnu and Maheshwor that represent power. Trishakti thus, symbolizes the strong/powerful base the cement will provide to the infrastructure constructed. Trishakti Cement is available in the market in two different quality: Trishakti Cement Premium OPC and Trishakti Cement Super PPC.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		The quality standards of these cements are top notch produced using modernized chemical laboratory and expert chemist that have helped the company to establish a quality management system and achieve ISO 9001:2000 &amp; NS (Nepal Standard) &ndash; 385 in a very short period of time.</div>
	<div>
		&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		Narayani Cement Industry which is characterized by highly innovative, modern and fully computerized plant, initially had capacity to produce 350 Metric Ton (MT) of cement. Later in 2066 and 2069 upgraded its capacity and presently the industry produces 1050 MT of cement every day.</div>
	<div>
		&nbsp;</div>
	<div>
		The cement targets to address the growing demand in the least developed country like Nepal, which needs huge amount of cement for constructing various infrastructure projects like hydropower, housing, civil construction among others.</div>
	<div>
		&nbsp;</div>
	<div>
		Trishakti cement provides quality at affordable price and this has established it in the market in a short period of time. &ldquo;We never compromise in quality&rdquo;, says Satish Chachan, Director of the Chachan Group, &ldquo;Thus, it never became very much difficult for us to get established and recognized in the market.&rdquo; Chachan says that they don&rsquo;t manipulate customers by committing and telling false things in advertising. &ldquo;We have always showed them what is true&rdquo;, he claims. He shares that &lsquo;Quality Cement in affordable price&rsquo; has always been their concern.</div>
	<div>
		&nbsp;</div>
	<div>
		Being a leading Cement Brand for a decade, Chachan shares that Trishakti Cement is not competing with anyone, rather others are competing with it. The group has plans to establish new cement factory and is planning to start soon clinker production too.</div>
	<div>
		&nbsp;</div>
	<div>
		Sharing that the company has plans to export the product soon to India in the near future, he says, &ldquo;We might face competition there in Indian market.&rdquo;</div>
	<div>
		&nbsp;</div>
	<div>
		According to Chachan, Trishakti Cement fulfills 20 % of cement demand of the country and the company has annual turnover of Rs 2 billion.</div>
</div>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2013-12-31',
			'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' => 'Trishakti Cement was introduced in the market with an aim to address the increasing demand forquality cement in the country. Narayani Cement Industry Pvt Ltd introduced the cement in the market under the motto “Extraordinary Strength & Secured Future” in the year 2060 B.S. The company is promoted by Chachan group, a group of industrialists with more than 40 years of experience in the cement sector.',
			'sortorder' => '2249',
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	(int) 6 => array(
		'Article' => array(
			'id' => '2394',
			'article_category_id' => '38',
			'title' => 'Blend Is The Way Forward',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<div>
		<strong>--By Prof Ujjwal K Chowdhury</strong></div>
	<div>
		&nbsp;</div>
	<div>
		Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.</div>
	<div>
		&nbsp;</div>
	<div>
		We are moving to a co-created, convergent, participatory, learner-centric experiential-brick-and-portal education. I am aware that these are heavy jargon, and will attempt to explain in simpler words.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Co-created</strong></span></div>
	<div>
		Gone are the days when syllabus of courses were made in ivory tower, delivered through the lectures of sagacious erudite ageing scholars, with recipients in awe of the guru. Now is the time to co-create courses and content in which learners and mentors participate, and in fact, even larger society (industry leaders, various professional groups, etc) participates. Co-created content, which is revised once in one to two years, is the only way to ensure education responsive to the changing reality around.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Convergent</strong></span></div>
	<div>
		Education today is not a service to be delivered through a chalk-and-talk monologue with a bunch of awe-struck kids in front. At least, not anymore. It is an evolving dialogue between the learner and the mentor through offline and online means, in the physical and the virtual spaces, through books, talks, ppts, cases, video, multi-media, cyber resources, and the like. And, all of these are aiming at just one goal: it is to raise the curiosity of the learner and make her seek answers and details on her own. All channels of education from on ground classroom to online to on air to offline books etc converge on this goal.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Participatory</strong></span></div>
	<div>
		All education today needs mentorship to make the learners talk, argue, build cases and scenarios, simulate, role-play, apply, imagine and innovate. A management education which does not make a youth go and sell an idea or a product, do a market survey, organize an event, or build a case-study is no education worth its salt. Participation within and beyond the classroom, inside and outside the campus is the hallmark of education that yields value in society and economy.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Learner-centric</strong></span></div>
	<div>
		Education earlier was introduced, interpreted, delivered and limited by the teacher concerned. Not any more. Teacher is now the mentor, the facilitator, who introduces a theme and excites the curiosity of the learner. Impact and outcome of the process depends on the learner&rsquo;s desire and search within herself and beyond. A mentor can only make the process interesting, faster and more enduring. Even evaluation has to be multi-dimensional and not just information based. Analysis and application must replace information cramming and rote learning.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Experiential Brick &amp; Portal</strong></span></div>
	<div>
		Brick and mortar is the on-ground physical spaces of learning: the classroom, the library, the conference hall, etc. Click and portal is the online learning through portals, social media et al. Experiential, the most important aspect of learning, is by doing, through experiencing an aspect learnt, a technology understood, a concept comprehended. It is only through experiential learning that a raw talent becomes a human resource.</div>
	<div>
		&nbsp;</div>
	<div>
		For such a learning to evolve, the narrow confines of traditional university courses delivered largely in theory and evaluated largely through a single course ending mega written exam need to give place to an alternative paradigm of flexi-learning, learning across spaces and multiple channels, and evaluation on a continuous basis through examinations, projects, assignments and debates etc, depending on the discipline.</div>
	<div>
		&nbsp;</div>
	<div>
		This needs more care, more time, more resources and more involvement. All of these are in short supply. Both from those who deliver education, and those who receive and use it. The situation can change, and slowly doing so, only if bureaucratic old-school education yields place to modern-day new age education through new universities for the future.</div>
</div>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2014-01-04',
			'modified' => '2014-01-06',
			'keywords' => 'new business age management gyan news & articles, management gyan news & articles from new business age nepal, management gyan headlines from nepal,  current and latest management gyan news from nepal, economic news from nepal, nepali management gyan economic news and events,  ongoing  management gy',
			'description' => 'Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.',
			'sortorder' => '2248',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
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		)
	),
	(int) 7 => array(
		'Article' => array(
			'id' => '2405',
			'article_category_id' => '51',
			'title' => 'Biztoon / Voices November 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Bharat Mohan Adhikari, Former Deputy Prime Minister and Finance Minister" src="/userfiles/images/bma.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Ending energy crisis in five years is not an ambitious plan.&rdquo;</strong></span></div>
<div>
	<strong>Bharat Mohan Adhikari,</strong>&nbsp;Former Deputy Prime Minister and Finance Minister protecting CPN UML&rsquo;s manifesto from an allegation of being over ambitious and impractical.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Birendra Bahadur Basnet, Managing Director of Buddha Air " src="/userfiles/images/bbb.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;CAAN should not blame ICAO to cover its own incompetence.&rdquo;</strong></span></div>
<div>
	<strong>Birendra Bahadur Basnet,</strong>&nbsp;Managing Director of Buddha Air commenting on the recent provision on mandatory deposits of Rs 50 million by the regulator, Civil Aviation Authority of Nepal (CAAN).</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Dr Yubaraj Khatiwada, Governor of Nepal Rastra Bank" src="/userfiles/images/dyk.jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Nepal&rsquo;s financial unity with China is a long process and it is not the right time to think about it.&rdquo;</strong></span></div>
<div>
	<strong>Dr Yubaraj Khatiwada,</strong>&nbsp;Governor of Nepal Rastra Bank stating that there is a long way to go before thinking about currency peg with Chinese Yuan.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Jiba Lamichhane, former President of Non-Resident Nepalese Association" src="/userfiles/images/jl(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Should not expect much from NRNs who are struggling themselves abroad.&rdquo;</strong></span></div>
<div>
	<strong>Jiba Lamichhane,</strong>&nbsp;former President of Non-Resident Nepalese Association requesting all to lower high hopes on NRNs to make huge investments in the country.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Suresh Pradhan, President of Federation of Nepal Cottage and Small Industries" src="/userfiles/images/sp(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 70px; height: 85px;" /><span style="font-size: 16px;"><strong>&ldquo;Small entrepreneurs hardly get blacklisted.&rdquo;</strong></span></div>
<div>
	<strong>Suresh Pradhan,</strong>&nbsp;President of Federation of Nepal Cottage and Small Industries claiming that small and cottage industries have comparatively better track record in loan repayment.&nbsp;</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age voices news & articles, voices news & articles from new business age nepal, voices headlines from nepal,  current and latest voices news from nepal, economic news from nepal, nepali voices economic news and events, ongoing voices news of nepal',
			'description' => 'Nepal’s financial unity with China is a long process and it is not the right time to think about it.',
			'sortorder' => '2247',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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	(int) 8 => array(
		'Article' => array(
			'id' => '2404',
			'article_category_id' => '160',
			'title' => 'Corptoon Vol 3 Issue 44',
			'sub_title' => '',
			'summary' => null,
			'content' => '',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'Corptoon Vol 3 Issue 44',
			'description' => 'Corptoon Vol 3 Issue 44',
			'sortorder' => '2246',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
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	(int) 9 => array(
		'Article' => array(
			'id' => '2403',
			'article_category_id' => '163',
			'title' => 'Tech Talk December 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 16px;"><strong>Subisu CAN Info-Tech 2014 from January 2</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 65px;" />Computer Association of Nepal (CAN) is going to organize 20th edition of CAN Info-Tech 2014 from January 2-7, 2014 in Bhrikuti Mandap, Kathmandu. &nbsp;Subisu is the tile sponsor of the Info-Tech. According to the organizers, there will be a total of 220 stalls in the programme including hardware sales and maintenance, power solutions, mobile accessories, dealer and distributors, ISPs, telecommunication, ICT colleges and training institutions, software solutions and payment solutions among others. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Colors&rsquo; New Handsets&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt1%20(Copy)(2).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 189px;" />Colors Mobile has introduced two new handsets, Star 3G (X- 30) under its star series phones and new X-Factor Idol (X-16) in the market. Colors Star 3G is powered by 1.2 GHz dual core processor and comes with 3.5 inch capacitive multi-touch screen, front and rear cameras and 1200 mAh battery. It has 510 MB ROM and 256 MB RAM. Colors Idol (X-16) is a dual SIM phone that runs on Android 2.3 and is powered by a 1 GHz processor, and has 512 MB of ROM and 256 MB of RAM. The phone with 1350 mAh battery is said to give standby up to 200 hours, and a talk time of 3-5 hours. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>One in Five Minutes Spent On Mobile Is On Facebook</strong></span></div>
<div>
	Approximately one in every five minutes spent on the mobile is on Facebook, leading marketers to use Facebook mobile for both branding and commerce/direct response&nbsp;<img alt="" src="/userfiles/images/tt2%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 133px;" />messages, a leading company official has said.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;This is one of the busiest times on Facebook. We&rsquo;re seeing more people share and consume more content and it&rsquo;s happening on mobile devices. During the holidays, everyone is always on the go, travelling, planning and preparing for festivities,&rdquo; said Nicolas Franchet, Facebook&rsquo;s head of Retail &amp; E-Commerce, Global Vertical Marketing.</div>
<div>
	&nbsp;</div>
<div>
	According to him, Facebook News Feed is the new mobile shopping aisle where Omni channel retailers can reach all of these people every day and merchandise products to strengthen their brands and increase sales &mdash; both in stores and online.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Our scaled reach and laser-focused targeting make Facebook a powerful partner for retailers during the holidays,&rdquo; he said in a statement released here.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Sony Files Patent for &#39;Smartwig&#39;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt3%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 106px;" />Sony has filed a patent application for &quot;SmartWig&quot;, as firms jostle for the lead in the wearable technology sector. It says the SmartWig can be worn &quot;in addition to natural hair&quot;, and will be able to process data and communicate wirelessly with other external devices.</div>
<div>
	&nbsp;</div>
<div>
	According to the filing, the SmartWig can help navigate roads and collect information such as blood pressure. Google and Samsung are among the firms that have launched products in wearable technology - seen as a key growth area.</div>
<div>
	&nbsp;</div>
<div>
	&quot;Wearable gadgets are definitely going to be one of the big areas of growth over the next two years,&quot; &nbsp;said Andrew Milroy, an analyst with consulting firm Frost &amp; Sullivan, adding, &quot;And Sony - which is trying to regain some of the sheen it has lost in recent years - clearly understands that and wants to play a major role in the sector.&quot;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Microsoft Sells over a Million Xbox Ones in 24 Hours</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/tt4%20(Copy)(2).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 125px;" />Microsoft on Friday, 22nd November, crowed that more than a million Xbox One consoles were snapped up within 24 hours in 13 countries after hitting shelves for the first time in the morning. The US-based technology titan described it as the biggest launch in Xbox history, setting a new sales record at the company. Xbox One consoles were sold out at most retail shops, according to Microsoft.&quot;We are humbled and grateful for the excitement of Xbox fans around the world,&quot; said Xbox corporate vice president of marketing Yusuf Mehdi. &quot;Seeing thousands of excited fans lined up to get their Xbox One and their love for gaming was truly a special moment for everyone on the Xbox team,&quot; he continued. &quot;We are working hard to create more Xbox One consoles.&quot;</div>
<div>
	&nbsp;</div>
<div>
	Sale of the keenly-awaited system began in more than a dozen countries including New Zealand, Australia, France, Britain, Brazil and the United States as day dawned in respective time zones. Xbox fans queued at consumer electronics shops to be among the first to get their hands on Microsoft&#39;s beefed-up console that extends beyond gaming to online films, music, social networking and more.</div>',
			'published' => true,
			'created' => '2014-01-05',
			'modified' => '2014-01-05',
			'keywords' => 'new business age tech talk news & articles, tech talk news & articles from new business age nepal, tech talk headlines from nepal,  current and latest tech talk news from nepal, economic news from nepal, nepali tech talk economic news and events,  ongoing  tech talk news of nepal',
			'description' => 'Computer Association of Nepal (CAN) is going to organize 20th edition of CAN Info-Tech 2014 from January 2-7, 2014 in Bhrikuti Mandap, Kathmandu.  Subisu is the tile sponsor of the Info-Tech. According to the organizers, there will be a total of 220 stalls in the programme including hardware sales and maintenance, power solutions, mobile accessories, dealer and distributors, ISPs, telecommunication, ICT colleges and training institutions, software solutions and payment solutions among others.',
			'sortorder' => '2245',
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		'Article' => array(
			'id' => '2402',
			'article_category_id' => '163',
			'title' => 'Tech Talk November 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 16px;"><strong><img alt="Sony Xperia Z1" src="/userfiles/images/tt%20(Copy)(1).jpg" style="float: right; margin: 0px 0px 0px 10px; width: 150px; height: 203px;" />Sony Introduces Xperia Z1</strong></span></div>
<div>
	Nepa Hima Trade Link Pvt Ltd, the authorised distributor of Sony smartphones in Nepal has launched its latest smartphone, the Xperia Z1 in Nepal. Powered by a 2.2GHz quad-core Qualcomm Snapdragon 800 processor, Xperia boasts of a 5-inch full-HD (1080 x 1920 pixels, 441 ppi pixel density) display along with 2GB of RAM and Adreno 300 GPU. The multi-touch TFT capacitive touchscreen Triluminos display with X-Reality engine is protected by a shatter proof and scratch resistant glass. The lightweight smartphone which has dimensions of 144x74x8.5 mm weighs just around 170 grams. The dust proof Xperia Z1 is IP58 certified smartphone which is water resistant over 1 meter and 30 minutes.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The Xperia Z1 has 16GB of internal storage that can be expanded up to 64 GB via micro SD card. The phone runs on Android 4.2 Jelly Bean with a non-removable 3,000 mAh Li-ion battery. One of the highlights of the Xperia Z1 is its 20.7 MP camera, which comes with Sony&#39;s G Lens with 27 mm wide angle and f/2.0 aperture. The camera has timeshift burst feature that takes 61 images in just 2 seconds.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Karbonn A5 and A26 Launched</strong></span></div>
<div>
	<img alt="Karbonn A5 and A26" src="/userfiles/images/tt1%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 124px;" />Allied Trade link International P Ltd, the authorized distributor of Karbonn Mobile launched two new handsets A5 and A26 in the market. A5 has features like Android Gingerbread, dual SIM, 1 GHz processor, 256 MB RAM, 3.2 MP camera and front digital camera among others. A26 comes with features like Android v 4.1, 1.3 GHz dual core processor, 5 inch Screen, Wi-Fi, 2000 mAh battery, 5 MP camera with LED flash, Front Digital camera and 512 MB RAM.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Micromax Unveils Two New Models</strong></span></div>
<div>
	<img alt="Micromax" src="/userfiles/images/tt2%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 193px;" />Micromax has launched two new mobile phones Canvas 2 Plus and Canvas Fun in the market. Canvas 2 Plus sports a 5 inch IPS screen, runs on Android 4.2.1 Jelly Bean OS and is powered by a 1.2 GHz Quad core Processor. It has 1 GB of RAM, and has an 8 MP primary camera with dual flash and 2 MP secondary camera. It has an internal storage of 4 GB that can be expanded up to 32 GB. The phone comes with preloaded games, and has a battery of 2000 mAh. Similarly, Canvas Fun runs on Android 4.2.2 Jelly Bean and has a 4.5 inch screen. It is powered by a 1.3 GHz dual core processor and has 512 MB of RAM. It comes with a 5 MP primary camera and 0.3 MP secondary camera, and has a battery of 1500 mAh.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Google to Let More People Buy Google Glass</strong></span></div>
<div>
	<img alt="Google Glass" src="/userfiles/images/tt3%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 106px;" />Google is expanding the availability of its Internet connected eyewear Google Glass to more people, but not the general public just yet. Google Inc has said that it is allowing the 10,000 or so people who have been testing out its wearable computer to invite three friends each to buy Glass. The gadget, which works like a smartphone but is worn on head like glasses, costs $ 1,500. The new devices have been updated to work with prescription frames and include a single ear bud. Glass has a hands-free camera that shoots photos and video through voice commands.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>LG Unveils Curved Smartphone&nbsp;</strong></span></div>
<div>
	<img alt="LG  Curved Smartphone" src="/userfiles/images/tt4%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 121px;" />South Korea&#39;s LG Electronics Inc unveiled a curved smartphone on 28th October in a move to catch up bigger rival Samsung Electronics Co. Curved displays and flexible screens are the new battleground for phone makers as the screens open up possibilities that could eventually transform the high-end smartphone market. Curved smartphones provide a more comfortable grip than flat-screen models, but the lack of must-have features means they are unlikely to be big consumer hits anytime soon, analysts have said. Manufacturing costs also remain relatively high. Both Samsung and LG&#39;s curved phones are only available in the South Korean market as they seek to gauge consumer appetite. Samsung launched a variant of the popular Galaxy Note earlier this month as the world&#39;s first smartphone with a display slightly curved side to side. The model launched on Monday by LG Electronics has a vertically curved six-inch display.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 16px;"><strong>Mobile technology to Track Missing Children in SAARC Nations</strong></span></div>
<div>
	<img alt="Mobile technology" src="/userfiles/images/tt5%20(Copy)(1).jpg" style="float: left; margin: 0px 10px 0px 0px; width: 200px; height: 144px;" />Using mobile and GPS technologies, a SAARC body is trying to develop a digital system to track missing children at the regional level and combat cross-border trafficking. &nbsp;&quot;We are now seriously looking at how digital technology can be applied to control cross-border trafficking. Hopefully after 2015, we will have an integrated system based on mobile or GPS technologies which can be applied in all the eight SAARC countries,&quot; said Rinchen Chophel, Director General for the South Asia Initiative to End Violence Against Children (SAIEVAC) secretariat. SAIEVAC is a SAARC apex body which works to protect children in south Asia from all forms of violence, abuse, exploitation, neglect and discrimination.&nbsp;</div>',
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			'description' => 'Nepa Hima Trade Link Pvt Ltd, the authorised distributor of Sony smartphones in Nepal has launched its latest smartphone, the Xperia Z1 in Nepal. Powered by a 2.2GHz quad-core Qualcomm Snapdragon 800 processor, Xperia boasts of a 5-inch full-HD (1080 x 1920 pixels, 441 ppi pixel density) display along with 2GB of RAM and Adreno 300 GPU.',
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	(int) 11 => array(
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			'id' => '2401',
			'article_category_id' => '165',
			'title' => 'Global Business Trends December 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size:16px;"><strong>Toyota Eyes Mass Production of Fuel Cell Car by 2015</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 169px;" />Japanese carmaker Toyota has said it is looking to start commercial sales of fuel cell-powered cars by 2015. Toyota set the target as it unveiled a concept fuel cell powered car, called the FCV, at the Tokyo Motor Show. Its cells can be recharged within minutes and it can cover about 500km (300 miles) on a single charge, according to the firm. Earlier this week, rival Hyundai said it plans to start mass production of such cars as early as next year. The South Korean company has announced plans to start commercial sales of a fuel cell-powered version of its sports utility vehicle, the Tucson, in the US market. Honda Motor is also expected to unveil its latest concept version of a fuel cell-powered vehicle later this week.</div>
<div>
	&nbsp;</div>
<div>
	Many carmakers have been looking to develop the fuel cell technology further and bring it to mass production. One of the main reasons is that it is emission-free. The technology uses hydrogen to generate electricity to power the engine and the waste products are heat and harmless water. At the same time, fuel cells charge much faster and travel a longer distance after being charged, compared with battery-operated electric cars.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>India Tops US, China as Best Investment Destination&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt1%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 225px;" />India has spurted ahead of China and the US as the most attractive investment destination, a survey by global professional services firm Ernst &amp; Young (EY) says.</div>
<div>
	&nbsp;</div>
<div>
	EY&rsquo;s ninth bi-annual capital confidence barometer, based on a survey of 1,600 senior executives across more than 70 countries, has ranked India as the most attractive investment destination followed by Brazil, while China is at third place. The top three investing countries into India are the US, France and Japan. Foreign Direct Investments (FDI) from the US, France and Japan during the period April 2000 to August 2013 amounted to Rs. 53,673 crore, Rs. 17,718 crore and Rs. 71,870 crore, respectively.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;With sharp currency depreciation and opening up of FDI in various sectors, India has become an attractive destination for foreign investors,&rdquo; the EY report said. Sectors with the highest level of possible deals include Automotive, Technology, Life Sciences and Consumer Products.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>JP Morgan Chase Agrees Record $13bn Settlement Charges&nbsp;</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt2%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 216px;" />JP Morgan Chase, the biggest bank in the United States, agreed a record $13bn (&pound;8bn) settlement with regulators on Tuesday, ending months of tense negotiations with the Justice Department over a string of investigations into its risky mortgage deals.</div>
<div>
	&nbsp;</div>
<div>
	The fine, the biggest civil settlement with any single company, ends several investigations and lawsuits brought by the US authorities related to the sale of home loan bonds between 2005 and 2008. It is more than three times the previous record $4bn fine the US levied against BP for the Deepwater Horizon oil spill.</div>
<div>
	&nbsp;</div>
<div>
	Settlement talks have been fraught and lengthy. JP Morgan chief executive Jamie Dimon went to the US Justice Department to personally negotiate with attorney general Eric Holder in September, a personal summit that led some critics to claim that Holder was giving the bank special treatment. Tuesday&rsquo;s agreement staves off a costly and potentially embarrassing trial.</div>
<div>
	&nbsp;</div>
<div>
	As part of the settlement, JP Morgan acknowledged it made serious misrepresentations to the public &ndash; including to investors &ndash; about numerous transactions relating to residential mortgage-backed securities. The deals collapsed in 2008 when the housing market plunged and the scale of the risks was exposed, and the resulting financial tumult led to the biggest crisis since the Great Depression.</div>
<div>
	&nbsp;</div>
<div>
	The admission was a major victory for the Justice Department. Banks have fought shy of such statements fearing yet more legal actions from investors. The settlement leaves open the possibility of potential criminal charges.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Without a doubt, the conduct uncovered in this investigation helped sow the seeds of the mortgage meltdown,&rdquo; said Holder. &ldquo;JP Morgan was not the only financial institution during this period to knowingly bundle toxic loans and sell them to unsuspecting investors, but that is no excuse for the firm&rsquo;s behavior.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The settlement was negotiated through the residential mortgage-backed securities (RMBS) working group, a joint state and federal initiative formed in 2012 to investigate wrongdoing in the mortgage-backed securities market prior to the financial crisis. Holder said the group&rsquo;s investigations were &ldquo;ongoing&rdquo;. JP Morgan sailed through the financial crisis relatively unharmed, but has been beset by legal woes in the crisis&#39;s aftermath. The fine is the latest, and largest, in a series that has led for some shareholders to call for Dimon&rsquo;s resignation despite the bank&#39;s financial success and its solid share price.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Switzerland: Best Country for Top Talent</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt3%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;height: 163px; width: 300px;" />Which country is the best at developing, attracting and retaining top talent? Switzerland comes out on top, according to the Global Talent Competitiveness Index, launched on 26th November by European business school Insead. The new index rates 103 countries on 48 factors including education, government policy and quality of life. The U.S. trailed in ninth place.</div>
<div>
	&nbsp;</div>
<div>
	First-placed Switzerland excelled in all categories, and stood out for its long-standing commitment to high-quality education, according to the report. Singapore came second. The authors noted that the city-state was highly competitive because of a clear strategy to grow and attract the best and brightest employees.</div>
<div>
	&nbsp;</div>
<div>
	The index was created, in part, to help global companies identify which countries are most effective in building a talented workforce. &quot;There is a widespread mismatch between what companies need in terms of skills and what local labor markets can offer,&quot; said Insead dean Ilian Mihov in a statement. &quot;Obviously, these issues require a collaborative effort among government, business, organized labor and global business schools.&quot; The Insead ranking was dominated by European countries, including Denmark, Sweden,Luxembourg, the Netherlands, the United Kingdom and Finland.</div>
<div>
	&nbsp;</div>
<div>
	The U.S. ranking reflected, in part, its long history of immigration and success in attracting top international talent, the report stated. But Insead professor Paul Evans said the U.S. risked undermining that advantage because of a tougher stance on immigration since 9/11. Evans also pointed out that the U.S. scores relatively poorly for basic education and social mobility.</div>
<div>
	&nbsp;</div>
<div>
	A number of the top-ranked countries also boast some of the shortest work weeks in the world and the most generous benefits and perks for working moms and dads. In May, Switzerland was ranked the second most competitive country in the world after the U.S., according to the IMD World Competitiveness Center. Switzerland is known for policy stability, predictability and budgetary discipline.</div>
<div>
	&nbsp;</div>
<div>
	The Insead index was launched in partnership with the Human Capital Leadership Institute of Singapore and HR consulting firm Adecco. It was based on data from a range of international sources such as the World Bank, the World Intellectual Property Organization and UNESCO, and the ranking model was audited by the European Commission&#39;s Joint Research Center. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Blackberry Shakes up Senior Management</strong></span></div>
<div>
	<img alt="" src="/userfiles/images/gbt4%20(Copy).jpg" style="float: left; margin: 0px 10px 0px 0px;width: 300px; height: 169px;" />Struggling smartphone maker Blackberry has shaken up its top management as part of its continuing reorganisation. The firm&#39;s chief financial officer, Brian Bidulka, will be replaced by James Yersh who has previously served as controller and head of compliance. The chief marketing officer and chief operating officer will leave the firm with no replacements announced.</div>
<div>
	&nbsp;</div>
<div>
	This comes just weeks after the firm appointed a new interim chief executive as it shelved a plan to sell itself. Blackberry named John Chen as the interim chief executive officer as it announced it had abandoned a planned sale to its biggest shareholder, Fairfax Financial Holdings. The management changes are the first major move made by Mr Chen.</div>
<div>
	&nbsp;</div>
<div>
	Blackberry once dominated the smartphone market, but has seen its fortunes dwindle in recent years, It has been hurt by the success and popularity of smartphones launched by rivals such as Apple and Samsung. Its attempts to boost its market share have not yielded the desired results. In September, it reported a net loss of $965m for the second quarter, blaming poor sales of its new smartphone, the Z10. The firm has also announced a plan to cut 4,500 jobs, or 40% of its workforce, to reverse the giant losses.</div>',
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			'description' => 'Japanese carmaker Toyota has said it is looking to start commercial sales of fuel cell-powered cars by 2015. Toyota set the target as it unveiled a concept fuel cell powered car, called the FCV, at the Tokyo Motor Show. Its cells can be recharged within minutes and it can cover about 500km (300 miles) on a single charge, according to the firm.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '2400',
			'article_category_id' => '171',
			'title' => 'Nepal-Finland Relationship Increasing Significantly',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Suraksha Adhikari</strong></div>
<div>
	&nbsp;</div>
<div>
	Nepal and Finland established diplomatic relations on 21 September 1974. &nbsp;Bilateral relations between the two countries have been marked by friendship, cordiality and cooperation. The Finnish Embassy was opened in Kathmandu at the Charge d&rsquo; Affaires level in 1992, and was subsequently upgraded with the appointment of its Ambassador in September, 2011. Nepal has no residential Embassy in Helsinki. The Embassy of Nepal in Copenhagen is concurrently accredited to Finland.</div>
<div>
	&nbsp;</div>
<div>
	Bilateral consultations on development cooperation were held between Nepal&rsquo;s Ministry of Finance and Finland&rsquo;s Ministry of Foreign Affairs in 2003, 2007, 2010 and January 2013 in Kathmandu.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Exchange of Visits</strong></span></div>
<div>
	Some important bilateral visits of the several high-level visits that have taken place between Nepal and Finland, are:</div>
<div>
	&nbsp;</div>
<div>
	The then Prime Minister Pushpa Kamal Dahal &lsquo;Prachanda&rsquo; paid an official visit to Finland on April 1-3, 2009 at the friendly invitation of the Prime Minister of Finland Mr. Matti Vanhanen. The then Deputy Prime Minister and Minister for Foreign Affairs Sujata Koirala visited Finland in March 2010.</div>
<div>
	&nbsp;</div>
<div>
	Finnish Foreign Trade and Development Minister Mr. Paavo Vayrynen&rsquo;s visited Nepal on 3 February 2009. Ms. Heidi Hautala, Minister for International Development visited Nepal from December 2-6, 2011.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation</strong></span></div>
<div>
	The relations between Finland and Nepal are based on development cooperation. Through its cooperation in development, Finland has been assisting Nepal to reduce poverty, enhance the peace process, root democracy into the society, improve human rights and promote environmentally sustainable development.</div>
<div>
	&nbsp;</div>
<div>
	By supporting Nepal, Finland aims to contribute to the stability of wider Southern Asia, which is in the interest of Finland&rsquo;s foreign and security policies. Because Nepal has relatively few donors, and this has enabled Finland to contribute in sectors that can provide visibility to its cooperation and good results in sectors that are essential for Nepal&rsquo;s development.</div>
<div>
	&nbsp;</div>
<div>
	Finland operates in Nepal&rsquo;s environment and education sectors. These are areas in which Finland has good international reputation, lengthy experience and has been adding significant value.</div>
<div>
	&nbsp;</div>
<div>
	Finnish cooperation in Nepal began in 1982 with the grant assistance of 6000 MT of chemical fertilizers. Such assistance has increased and widened in recent years. Earlier the Finnish development programme in Nepal was focused on energy, forestry and water resources. In recent days, Finnish development cooperation has shifted attention towards poverty alleviation, sustainable development, and promotion of democracy, human rights and participatory system of governance.</div>
<div>
	&nbsp;</div>
<div>
	Nepal is one of Finland&rsquo;s eight long-term development partner countries, along with Mozambique, Tanzania, Ethiopia, Zambia and Kenya in Africa, Nicaragua in Latin America and Vietnam in Asia. In addition to water and sanitation, education and environment sectors, Finland has supported in Nepal&rsquo;s Peace Trust Fund, OHCHR as well as Nepalese NGOs. Finland provided US$22 million in the Fiscal 2010-2011.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Finnish NGOs&rsquo; projects</strong></span></div>
<div>
	The work of non-governmental organizations (NGOs) is an important part of Finland&rsquo;s development cooperation. In Nepal, Finland channels currently 25 per cent of development aid through Finnish NGOs. They carry out development projects in Nepal together with their Nepalese partner organizations.</div>
<div>
	&nbsp;</div>
<div>
	In 2013 the Ministry for Foreign Affairs is funding about 50 NGO projects which are implemented by 16 Finnish NGOs in Nepal. The combined annual (2013) budget of these projects is around EUR 4.7 million. Refer to table below for more information. In addition, some Finnish foundations, such as Abilis, KIOS and Siemenpuu, are supporting local NGO projects in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Finnish NGos' Projects" src="/userfiles/images/br2%20(Copy)(2).jpg" style="width: 550px; height: 563px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Bilateral development cooperation</strong></span></div>
<div>
	Finland has been providing cooperation in education, water and forestry sectors of Nepal. As a nation which has gained international reputation, lengthy experience in this sector, its contribution has added significant value to give. The cooperation is based on Country Strategy (2013-2016).</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in education sector</strong></span></div>
<div>
	Finland is funding Nepal&rsquo;s School System Reform Programme (SSRP). The programme&rsquo;s main aim is to make the education system accessible to all Nepalese school-aged children and improve the quality of teaching in grades 1&ndash;8. The programme also aims to increase the number of students as well as the quality of education in grades 9&ndash;12. In 2010 estimated 93.7 % of Nepalese children went to school.</div>
<div>
	&nbsp;</div>
<div>
	In education sector funds are also allocated to Technical and Vocational Education and Training programme (TVET). The aim is to improve the pupils&rsquo; vocational trainability and capabilities to enter job markets. In the long run the goal is to support the whole vocational training system in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in forestry sector</strong></span></div>
<div>
	Finland had a significant role in the development of Nepal&rsquo;s forestry sector in 1980&rsquo;s and 1990&rsquo;s. Now Finland funds Forest Resource Assessment in Nepal (FRAN)&ndash;project which aims at developing a uniform system to collect and share information about forest stock, biomass and biodiversity in Nepal. This makes forest related information more easily available and improves the possibilities to use it in nation-wide decision making process. The project is implemented in 2009&ndash;2014. Cooperation in environmental sector will be closed at the end of 2014.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Cooperation in industrial sector</strong></span></div>
<div>
	The area in Dharan-Biratnagar&rsquo;s industrial tunnel is one of Nepal&rsquo;s fastest urbanizing and industrializing areas. Strengthening of Environmental Administration and Management in Nepal (SEAM-N) -Project aims at strengthening the administrator&acute;s and industries&rsquo; capacity to plan, manage and monitor environmental issues and to reduce environmental pollution from different sources in the project area. The project has also been a pilot project for regional administration since its start in 2001. SEAM-N is now in its third and completion phase. It will conclude in 2014.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Trade/Investment</strong></span></div>
<div>
	Trade between Nepal and Finland is sill insignificant, as shown in the table below:</div>
<div>
	&nbsp;</div>
<div>
	<img alt="Trade / Investment" src="/userfiles/images/br3%20(Copy)(2).jpg" style="width: 550px; height: 187px; margin-left: 10px; margin-right: 10px;" /></div>
<div>
	&nbsp;</div>
<div>
	A MoU between FNCCI and its Finnish counterpart was signed in 1993 during the then Nepalese Prime Minister&rsquo;s Visit to Finland. Similarly, an agreement between Nepal and Finland on Promotion and Protection of Investment was signed l on 3 February 2009.</div>
<div>
	&nbsp;</div>
<div>
	Finnish firms have some significant investments in Nepal. Department of Industry data reveals that there were 5 joint ventures with the Finnish investment of Rs. 2.5 million until July 2012, which created 149 jobs in Nepal.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Tourism</strong></span></div>
<div>
	Though number of Finnish tourist arrival in Nepal at present is not considerable, there is prospect of attracting more Finnish tourists in the future. In 2010 and 2011, Finnish visitors travelling to Nepal stood at 3,284 and 2,276, respectively.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p style="text-align: center;">
		<span style="font-size:16px;"><strong>&ldquo;Stable political condition invited financial support to Nepal&rdquo;</strong></span></p>
	<table align="right" style="margin: 0px 0px 0px 10px;" width="25">
		<tbody>
			<tr>
				<td>
					<img alt="Asko Luukkainen, Ambassador of Finland to Nepal" src="/userfiles/images/br1%20(Copy)(4).jpg" style="border-width: 0px; border-style: solid; width: 200px; height: 218px;" /></td>
			</tr>
			<tr>
				<td bgcolor="#DDDDDD">
					<div align="center">
						<div>
							<strong>Asko Luukkainen</strong></div>
						<div>
							Ambassador of Finland to Nepal</div>
					</div>
				</td>
			</tr>
		</tbody>
	</table>
	<div>
		<span style="font-size: 14px;"><strong>Before we talk about Nepal-Finland relations, let us first know the secret of Finland having almost USD 50,000 as annual per capita income, and the stable republic democratic status in spite of coalition after every election in Finland. How could you maintain your political and economic stability after a long time?</strong></span></div>
	<div>
		We got the independence in 1917 and after that we have had the election in every four years for the parliament and the system is working very nicely. I think first of all we have good infrastructure, good governance system, democratic system so that the investors are interested in these kind of countries and that may be the key to success for our economy which is doing quite well. Of course we have difficulties at the moments like the other European countries but basically we are doing quite well. So I think the investors are interested in the countries which are stable and they know what is going to happen in the future.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Finland is also called the land of the midnight sun. And also it has 180, 000 or more lakes and 179, 000 islands. So how do you manage to administer such a huge number of islands?</strong></span></div>
	<div>
		The islands first of all are the part of some municipality so the municipalities take care of the respective islands and the infrastructures or whatever is needed in the islands. We have a very strong local governance system which can manage these things very easily.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Often several organizations connected with global business have found Finland to be very competitive country economically. It is also the land of some leading brands like Nokia. What is the secret behind the stable and competitive nature of economy and also the birth of good brands in Finland?</strong></span></div>
	<div>
		Well, it is little bit of mystery to me as well because our salary level is very high so we are not supposed to have a very competitive procession but how the companies take care of the economy and how they take care of their quality production may be the secret behind this success.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>You have worked in the Finnish Embassy earlier, and now back as a full-Fledged Ambassador. Please tell us what differences did you really find in Nepal&rsquo;s economy, politics and society between your first and second term to Nepal? &nbsp;</strong></span></div>
	<div>
		I arrived for the first time in 1st of August 2000 and then I left in the end of February 2004. &nbsp;At that time situation in Nepal was totally different. Civil war was going on and it was escalating every time during my stay that time. When I came back during this term, political situation is still in the turmoil but at least there is no war so that the biggest change.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>&ldquo;Nepali Population is not happy with their political parties and the people don&rsquo;t have smiling faces&rdquo;. You had once said it in 2012. What made you to draw this conclusion? Do you subscribe to this view one year later now?</strong></span></div>
	<div>
		Well, first of all if I said &ldquo;not smiling face&rdquo; that is not the truth because Nepali have always smiling faces. But during that time, the people were going through a really miserable condition. The people were not being able to work and earn for living. Rampant bandas was disturbing everybody in Nepal. I always speak against bandas as they are always disturbing to the people. Politicians are to take care of the issues of the people but it&rsquo;s the habit of the political parties in Nepal and some other countries to depend upon banda for solving their problems. But that is not the case. It is just disturbing the economy and people are disappointed with such activities.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>How will the current election augur in the life of the Nepali population and what should be the priorities immediately after the elections?&nbsp;</strong></span></div>
	<div>
		Election has come up with new possibilities and hopes for the common people. After the CA election now the local elections also should be held. This is very important for the people especially who are living in the poor areas.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>One of the biggest roles that you have been doing in this country is in the development sector. In fact, Nepal is one of your six top development partners, the other five being in Africa. So what is been the size and depth and areas of focus of the development aids in Nepal?</strong></span></div>
	<div>
		We started the cooperation in 1982 and after the establishment of embassy in 1992, the programme have been increasing in Nepal. Now a days we are talking about spending 22 million Euros (around NRs 2.6 billion) annually from Finland for the development of Nepal.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		We are now active in three sectors only according to the rule of European Union. Those three areas are education, sanitation and forestry. &nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Which are the major INGOs with Finnish origin working on your behalf in Nepal and which are the geographical areas that you are active in?</strong></span></div>
	<div>
		We are financing 50 NGOs projects in Nepal directly from Finland and in addition to that the embassy is financing 10 projects which are implemented by Nepali NGOs. So it&rsquo;s almost 60 NGO projects going on in Nepal at the moment. Those projects are scattered all over as we try to avoid the concept of being Kathmandu centered as people in need are living in rural areas. Once a year we discuss with Nepali government for the needy projects in Nepal and do according to the discussion.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Finnish people have one of the highest per capita income of almost USD50, 000 per year in the world so there could be a big tourism market in Nepal for Finland. So what can be done and what is being done to promote tourism from Finland in Nepal?</strong></span></div>
	<div>
		There is definitely a lot of interest in visiting Kathmandu and Nepal to the people but on the other hand it is quite a lot of expensive visit to Nepal that limits the travelling to Nepal. So we need to increase the possibilities of visit to Nepal. I think the advertisement of Nepal in Finland should increase so that the people can get knowledge about what Nepal can offer.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>After the formation of constitution, what do you think would be the role of European Union for the development of economic situation in Nepal?</strong></span></div>
	<div>
		The role of EU will even increase to support the country financially. After the stable political condition in Nepal, other countries also would be interested in providing aid to Nepal.&nbsp;</div>
</div>
<p>
	&nbsp;</p>',
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			'description' => 'Nepal and Finland established diplomatic relations on 21 September 1974.  Bilateral relations between the two countries have been marked by friendship, cordiality and cooperation. The Finnish Embassy was opened in Kathmandu at the Charge d’ Affaires level in 1992, and was subsequently upgraded with the appointment of its Ambassador in September, 2011. Nepal has no residential Embassy in Helsinki. The Embassy of Nepal in Copenhagen is concurrently accredited to Finland.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '2399',
			'article_category_id' => '31',
			'title' => '“Electricity From Kathmandu’s Garbage Is In The Offing”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<span style="font-size: 15.2px;">Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other&rsquo;s cities. &nbsp;Eugene has been supporting community development, education, public health and cultural heritage projects and programmes in Nepal. Now Eugene is going to support Nepal on the waste management upon the initiative&nbsp;<strong>Dennis Ramsey</strong>, President of Eugene Kathmandu Sister City Association (EKSCA). Ramsay says that akin to Eugene, Nepal can also adopt &lsquo;Zero Emission Technology&rsquo; in a low investment which can be convenient as well as effective. Ramsey sat with&nbsp;<strong>Modnath Dhakal&nbsp;</strong>and&nbsp;<strong>Sagar Ghimire</strong>&nbsp;of New Business Age to talk about the waste management system of Kathmandu, its weakness and new strategies.&nbsp;<strong>Excerpts:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please highlight your and Eugene&rsquo;s relationship with Kathmandu?</strong></span></div>
<div>
	It has been 38 years since Eugene-Kathmandu Sister City Association (EKSCA) was established. &nbsp;As the president of this association and in the last 10 years, I have tried strengthening this relation by organizing various programs. The ties have now also expanded to the various departments of these two cities. Hem Sharma Pokharel, Former Mayor of Kathmandu Municapilty, during his visit to Eugene, has sought help for the waste management of Kathmandu. Waste management in Eugene is very much efficient.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What is the major problem that Kathmandu is facing for the waste management?</strong></span></div>
<div>
	The main problem is that we have not been able to adopt effective technology to manage waste in Kathmandu. Though the highly-talked about Sisdol Landfill site is a solution, it is only a temporary one. If we are not able to expand it, the site will fill up within a year. Ministry of Local Development is in the process of searching for a new landfill site. Although steps are being taken, we wish that new strategies are devised for managing the waste of Kathmandu. &nbsp;70 percent of the total waste of Kathmandu is organic in nature and if we manage to dispose it properly, we will have to deal with the remaining 30 percent only. Out of the remaining 30 percent, 15 percent waste can be recycled and the remaining 15 percent can be disposed in the landfill site. &nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>In comparison to Eugene city and other developed cities, how is Kathmandu lacking behind in terms of waste management?</strong></span></div>
<div>
	Waste Management is a serious issue here in Nepal as people litter all over the streets of Kathmandu. People lack patience when it comes to managing waste and thus, they do not wait for municipality or the garbage collection authority to collect them. And, when there is delay in collection by the municipality and concerned authority, heaps of garbage can be seen everywhere.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Measures to segregate organic matters from waste can be adopted. Collecting plastics and paper from the garbage could be a profitable business. It helps generating employment as well as keeping the water sources clean. Similarly, decaying materials can be sold out in the form of manure which can boost agricultural production. For this, appropriate policies and processes have to be developed. It is important to encourage the interested entrepreneurs to invest in this sector if we want to see a real change in this field.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>The waste management of Eugene is based on Public-Private Partnership (PPP) model. Is that model replicable here in Kathmandu?</strong></span></div>
<div>
	Absolutely, it can. PPP model has been effective here in Nepal in some of the other sectors too. The government should come up with required policies and laws. Strict regulations should be imposed and implemented. Suitable environment has to be created for the public and private sectors who have take responsibility of garbage collection in certain places. In many countries, the charge of garbage collection is also appended in the invoice of water and electricity bill. This can be a &lsquo;smart&rsquo; idea.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>You also met the government officials. What is their say? Have you found the interest of government in introducing new technologies?</strong></span></div>
<div>
	The government is more than just interested. The government has even started working towards this end. But, the problem here arises in the implementation phase. Similarly, finding a good company for the management of waste is also a big problem here. Few years back, an Indian company was given the responsibility of taking care of the waste. Even before it started its operation, a writ-petition was filed in the court challenging the selection process of the company. As a consequence, the company could not start its work. This is not only the weakness of a particular ministry of municipality. The government should be strong to overcome such problems. Chief of Department of Urban Development of KMC, Devendra Dangol, has a very good proposal, that is, installment of new machineries in Teku dumping site. The waste materials will be poured into the &lsquo;conveyor belt&rsquo; of the machine. The machine will segregate the organic matters and later the matters that can be recycled. Thus, this will help in saving time and will make work easier.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much investment will be required for this technology?</strong></span></div>
<div>
	Feasibility study is yet to be carried out. Only after the study, we can estimate the cost. The municipality requested Eugene to help us in this project. Under the leadership of Kedar Bahadur Adhikari, Chief and Executive Officer of KMC office, a team had visited Eugene to study on waste management. We want to establish the same method of waste management here. The government has planned to invest Rs 18 billion for the expansion of the landfill site. Though this is a big investment, the solution of Sisdol landfill site is temporary one. So, we want the government to adopt &lsquo;Zero Emission Technology&rsquo; and we also want it to be under PPP model. The best solution for the waste management problem is that the private sector is allowed to work and the government monitors it.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Please explain &lsquo;Zero Emission Technology&rsquo; that you have adopted in Eugene?</strong></span></div>
<div>
	If you make the waste compost, it produces methane gas. The garbage is decomposed inside the plastic tent or big building. The methane gases produced from this process is transferred into the generator where it combust to generate electricity.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>How much electricity can be generated from the wastes of Kathmandu?</strong></span></div>
<div>
	I cannot exactly say it right now. Only after conducting a full-fledged study, I will be able to tell you this. Only concerned engineers will be able to tell us the amount of electricity that can be generated from 1 cubic meter methane. So, we are bringing engineers and technicians from Eugene to conduct the study. The report of this study will be submitted to the government. Eugene has the world&rsquo;s best engineers. Likewise, for investment, we will also seek help from World Bank and Asian Development Bank.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Waste collection in Kathmandu is done in Teku whereas it should have been somewhere out of the valley. Isn&rsquo;t it so?</strong></span></div>
<div>
	Yes, the problem lies there. Not only Teku inhabitants, but even Sisdol inhabitants are complaining about pollution. Teku inhabitants have been facing the problem of pollution for 30 years now. So, we need to shift the centre somewhere else. However, the planned plant will be constructed indoor which will solve many of the problems being faced now.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>When will the actual work begin?</strong></span></div>
<div>
	In six months time from now, we will bring engineers and technicians from Eugene and start the work. Only after that, we will starting looking for investors and interested private sectors. The plan will be brought into action after discussing it with the government, metropolitan city and the private sector.</div>',
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			'description' => 'Eugene, the second largest city of Oregan state of the US, has a sister relationship with Kathmandu. The Sister City relationship with Kathmandu was established in 1975 by Mayors Les Anderson of Eugene and Babu Ram Regmi of Kathmandu. Following the agreement of sister cities, two teams of the representatives from Eugene and three teams from Nepal have already visited each other’s cities.',
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	(int) 14 => array(
		'Article' => array(
			'id' => '2398',
			'article_category_id' => '31',
			'title' => '“Turkish Airlines Has Built Its Financial Strength On National And International Standards”',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 15px;">Turkish Airlines took to the skies 80 years ago as Turkey&rsquo;s flagship 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 of 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 New Business Age&rsquo;s&nbsp;<strong>Siromani Dhungana</strong>, General Manager of Turkish Airlines&nbsp;<strong>Celal Baykal</strong>&nbsp;explains the journey of Turkish airlines in Nepal while also highlighting the future plans of this airline.&nbsp;<strong>Excerpt:</strong></span></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What attracted Turkish Airlines for launching its services in Nepal?</strong></span></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 we can so as 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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Can you please describe the background of your decision to come to Nepal?</strong></span></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>
	<span style="font-size: 14px;"><strong>How has the journey for Turkish airlines in Nepal been so far?</strong></span></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 near future.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What do you have to say about market competition in Nepal?</strong></span></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>
	<span style="font-size: 14px;"><strong>What are your strategies to expand your market here in Nepal?</strong></span></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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Where do you see yourself in 5 years?</strong></span></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>
	<span style="font-size: 14px;"><strong>What are the complications of conducting business in Nepal?</strong></span></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.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>What assurances do you give about the service standards of your airline?&nbsp;</strong></span></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>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Do you have any specific plan for customer satisfaction?</strong></span></div>
<div>
	Turkish Airlines has built its financial strength on national and international standards, legislation and regulations. It maintains its social, cultural, ethical and humanitarian values through productive management and an effective approach towards processes, the continuous improvement of service quality, and the management of customer satisfaction together with their employees, customers, sub-contractors, partners and shareholders.</div>
<div>
	&nbsp;</div>
<div>
	<hr />
	<p>
		<span style="font-size: 16px;"><strong>Turkish Airlines: Vision and Values</strong></span></p>
</div>
<div>
	<span style="font-size: 14px;"><strong>Visions:</strong></span></div>
<div>
	To become an air carrier with;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a continued growth trend over industry average</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>zero major accidents/crashes</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>most envied service levels worldwide</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>unit costs equating with low cost carriers</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>sales and distribution costs below industry averages</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a personnel constantly developing their qualifications with the awareness of the close relationship between the benefits for the company and the added value that they contribute</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>an entrepreneurship that creates business opportunities for fellow members in the Star Alliance and takes advantage of the business potential provided by them</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>a staff well adapted to modern governance principles by observing the best interests of not only shareholders but also stakeholders</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Core Values:</strong></span></div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Honesty and Fair Dealing</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Customer Satisfaction</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Demonstrating Respect to Individuals</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Innovation</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Team Work</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Leadership</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Productivity</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>Confidentiality</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space: pre;"> </span>&ldquo;Open Door&rdquo; Policy</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