A Liquor Trader

Nov 30, -0001 11 6 minutes 22 seconds to read

…

Development And Growth Should Go Together

Nov 30, -0001 0 6 minutes 45 seconds to read

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Trishuli 3A : Roll-back Not Enough

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Passion For Perfection

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Politics And State : Growing Distance

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Nepal & The World News In Brief (15-21 July 2013)

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Top Ten Losers (8-14 July 2013)

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Top Ten Gainers (8-14 July 2013)

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No Laughing Matter

The Sweet Rewards of Power

By Madan Lamsal

. . .
read more »

NEPSE

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			'content' => '<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Aditya Agrawal,Business Development Manager,Global Trading Concern Pvt Ltd" height="292" src="https://lh5.googleusercontent.com/-3xPTaQ_b0N0/UdlUrp6Jv3I/AAAAAAAAA4o/CltvQ86Av5k/s457/Aditya Agrawal.jpg" width="250" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<b>Aditya Agrawal</b><br />
				Business Development Manager<br />
				Global Trading Concern Pvt Ltd</td>
		</tr>
	</tbody>
</table>
<p>
	<span style="font-size: 12px;">Global Trading Concern Pvt Ltd (GTC) has been into the trading business for one and a half decade by importing liquors and spirits from Diageo. Since then, Diageo has introduced new products in the Nepali market with their local partners GTC. Diageo owns brands like Johnnie Walker, Vat 69, Smirnoff and Gordon&rsquo;s among others.&nbsp;</span></p>
<p>
	Similarly, the trading house is authorised agent for wines from France, Australia, Spain, California and Chile. Some of the brands the company is importing are J.P. Chenet, Calvet from France, Lindemans and Hardy&rsquo;s from Australia and Echo Falls from California, USA. J.P. Chenet is one of the most preferred wines in Nepal, according to Aditya Agrawal, Business Development Manager at GTC. He said that this wine is the best selling brand of French wine in the world.&nbsp;</p>
<p>
	Similarly, the company imports eight products from Johnnie Walker, namely Johnnie Walker Red Label, Johnnie Walker Black Label, Johnnie Walker Double Black, Johnnie Walker Gold Label Reserve, Johnnie Walker Platinum Label, Johnnie Walker XR 21, Johnnie Walker Blue Label, Johnnie Walker King George V and a newly launched John Walker &amp; Sons Odyssey. John Walker &amp; Sons Odyssey is a rare triple malt whisky launched recently in the Nepali market amid a function attended by who&rsquo;s who of the Nepali corporate world.&nbsp;</p>
<p>
	The company sells liquor from Johnnie Walker priced between Rs 2,650 to Rs 99,000 per bottle catering everyone with shallow to deep pockets. Similarly, the company imports wines with a price tag ranging from Rs 600 to Rs 2500. However, the sparkling wine&rsquo;s price may go as high as Rs 1400 beginning from Rs 750. According to Agrawal, the target customers of his imports are those who are in love with quality, taste and a brand name. However, the company has products also for the entry level segment of the market such as Vat 69. Amongst all, Johnnie Walker Red Label and Black Label are two of the most popular whiskies in Nepal.&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>John Walker &amp; Sons Odyssey&nbsp;</strong></span></p>
<p>
	<img alt="John Walker &amp; Sons Odyssey " height="147" src="https://lh3.googleusercontent.com/-mySdfT6pDoU/UdlUrvT3yoI/AAAAAAAAA4g/zlscryCv25E/s169/odyssey.jpg" style="float: left; margin: 0px 10px 0px 0px;" width="197" /></p>
<p>
	According to the company, this newly launched whisky is inspired by the vision and entrepreneurial spirit of Sir Alexander Walker. This rare triple malt whisky commemorates the 80th anniversary of one of Sir Alexander&rsquo;s remarkable innovations - a whisky decanter.&nbsp;</p>
<p>
	John Walker &amp; Sons Odyssey is targeted at the new affluent class of the country who enjoy material luxury and quality life experiences that go beyond financial rewards. The company imported only 12 bottles. According to Agrawal, 10 have already been sold. The company has priced Rs 99,000 for a bottle of this luxury scotch whiskey.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Blue Label&nbsp;</strong></span></p>
<p>
	Johnnie Walker Blue Label is one of the precious products at the House of the Walker that nobody is said to have beaten the blend. Blue Label whisky comes with a complex and intriguing taste achieved with a combination of rare whiskies selected at a pinnacle of perfection and more vibrant, yet equally scarce younger whiskies. This rare whisky has been awarded with seven awards within the last decade.&nbsp;</p>
<p>
	The company also has a limited edition Johnnie Walker Blue Label King George V that is a blend of one of the rarest whiskies such as Port Ellen Islay Single Malt Scotch Whisky that is no longer in existence. Remaining stock from the Port Ellen distillery has been carefully preserved and now found in rare whiskies like King George V.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie WalkerX.R 21&nbsp;</span></strong></p>
<p>
	In April, the company had launched yet another iconic drink Johnnie WalkerXR 21. It is a premium quality blended scotch whisky aged for 21 years. According to the company, X.R 21 is inspired by the hand-written notes of Sir Alexander Walker, a man recognised for his whisky-making craft and his entrepreneurial spirit. This whisky is an exclusive blend sourced fromthe private reserves of the master blender, including extra rare casks from now silent distilleries. The company says, &ldquo;The smooth, dark blend is a decadent mix of golden honey and subtle vanilla with the delicate hint of aged oak.&rdquo; The drink comes in a subtle faceted bottle embossed with an honourary cross. Sir Alexander&rsquo;s leadership qualities were recognised with a Knighthood by George V in 1920. It costs Rs 11,250 for a 750 ml bottle.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie Walker Platinum Label&nbsp;</span></strong></p>
<p>
	The Johnnie Walker Platinum Label whisky aged for 18 years offers subtly smoky flavour to the palate. It also reflects a strong sweet and elegant Speyside style and has a rich dark and intense flavour that rewards connoisseurs who take time to savour it. Stewed fruit, malty cereal, smooth creamy vanilla, fragrance, almonds, and tangerines give the Platinum Label its waxy, fruity and sweet taste mixed with slightly drying astringency with subtle smokiness.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Gold Label Reserve&nbsp;</strong></span></p>
<p>
	Termed luxurious and extravagant, this unique whisky is said to blend perfectly with the extraordinary occasions. The casks are hand chosen from the Master Blender&rsquo;s private reserve to produce a blend of incomparable richness and smoothness. Created for the most indulgent of whisky connoisseurs, the Gold Label Reserve caters to whisky lovers who desire extravagant flavours and richness in their blends.</p>
<p>
	&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>Market Expansion&nbsp;</strong></span></p>
<p>
	Agrawal said that GTC is in a drive to penetrate into the market through spreading the distribution channel. He said that the customers are constantly looking for upgrading their drinks. &ldquo;Anyone drinking Johnnie Walker Red Label wants to move to Johnnie Walker Black Label. When it comes to upgrading, everyone comes to the brands we are dealing with.&rdquo;&nbsp;</p>
<p>
	For enticing upgrade by the customers, the company promises to constantly offer new tastes and continuously go on making the clients aware about the new offerings. To spread its distribution, GTC is planning to expand tie-ups, number of outlets, involve in brandings, carry out above the line activities and aggressive promotion. The company has its reach spread from Mechi to Mahakali. Agrawal said that the premium products&rsquo; number one market is Kathmandu followed by Pokhara. He also said that the mid and lower segment products are preferred across semi urban areas of Nepal.</p>
<p>
	Of late, one of the biggest challenges faced by the liquor industry is the campaign against drink driving, popularly known in Nepal as anti-MAPASE campaign. Agrawal said that the zero tolerance policy of the government has contributed to significant reduction of alcohol consumption. He suggests that the zero tolerance policy must be systematised and some sort of limitation should be set for drinking and drivin</p>
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	<span style="font-size: 12px;"><span style="font-size:14px;">Radhesh Pant has experience of working nearly a decade in United States in the financial sector. After acquiring good experience of banking sector from the world&rsquo;s number one economy, he returned to Nepal in 1999 and engaged in banking sector. He was also the president of the Nepal Bankers&#39; Association (NBA). He was appointed to head of Nepal Investment Board in 2011. The Investment Board is envisioned to give a one-window solution to potential investors in big projects of over Rs 25 billion with the chairmanship of the Prime Minister of Nepal. Siromani Dhungana and Sujan Dhungnaa of New Business Age spoke to him about prospects of alternative development paradigm in Nepal and his view regarding development versus growth. He says development and growth should go together for the effective development initiative in the country.</span><strong> <span style="font-size:14px;">Excerpt:</span></strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>The ongoing controversy in Nepal regarding growth versus development (more specifically inclusive development) is said to be affecting the functioning of the Nepali economy. How do you view this controversy?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Inclusive development induces economic growth that is sustainable and will result in better livelihood for all the people. Inclusive development will also minimize the gap between the rich and the poor that will culminate in fair distribution of wealth and ample opportunities for all. However, economic growth alone could actually increase the gap between the haves and have nots thereby ensuing inequality, ill-governance, agitation and corruption amongst others which is not sustainable and will result in restlessness, chaos and ultimately civil unrest. This is the risk we are facing in the country right now. We need to focus on inclusive growth and we need to do that fast.&nbsp;</div>
<div>
	For Nepal, with the abundant resources of all kinds, we ought to focus on inclusive development. We need to get our act together. First off, our politicians need to place consistent and consensual priority on inclusive development. Projects that have enormous impact on inclusive growth need to be defined and prioritized. Then we need stable policies such that government changes do not impact these projects and there is continuity. Finally, we need to build our capacity within and outside government to ensure transparency, good governance, accountability and technical ability to monitor and regulate large scale projects. Moreover, we need to be competitive compared to other countries in the region in terms of providing good and timely services, incentives and project formulations.&nbsp;</div>
<div>
	I believe the Investment Board has been established about a year and a half ago for the single purpose of executing large scale projects that assures fair share to Nepal. We are currently focused on large projects that have enormous impact on the economy and would definitely foster inclusive development of Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>The Investment board is entrusted to promote economic development of the country and to create employment opportunities. How compatible is this stated mandate with the actual functioning of the Board?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	I think it is absolutely compatible. We have great resources in hydropower, agriculture, tourism amongst others, but we have not been able to capitalize on them. Development of these resources, coupled with the infrastructure development needs in the country to physically connect every nook and corner of the country is the priority. It provides trade of goods, people and services within the country and also abroad. This would create lots of jobs, domestic sustenance, increased exports and will ultimately lead to economic transformation.&nbsp;</div>
<div>
	Investment Board is mandated to do exactly that. Its objective is to provide a fast track approval process and a single window mechanism for prospective investors, both domestic and international. So, essentially by implementing the large scale projects, the Investment Board is the transformation agent that will create ample employment opportunities and inclusive development of Nepal.&nbsp;</div>
<div>
	But having said that, there need to be competitive and coherent policies in place in order to achieve this. Moreover, the Investment Board needs to be at an arm&rsquo;s length from the government and needs to be run professionally, transparently, competitively and with accountability. This is what we have been focused for a year or so. The Investment Board needs to capture the interest of Nepal in all the projects that it executes rather than on vested interests of certain factions. And that is exactly why the Project Development Agreement based on the nine principles that protects Nepal&rsquo;s interest has been formulated.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>So, what are the nine principles? Could you illustrate on that?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Well, currently, we have a Project Development Agreement that is focused on the Hydropower Development. However, this agreement will be emulated for other large projects in other sectors as well. The basic nine principles are that the Project:&nbsp;</div>
<div>
	1. Meet Nepal&rsquo;s electricity needs first.&nbsp;</div>
<div>
	2. Captures for Nepal her fair share of economic benefits.&nbsp;</div>
<div>
	3. Ensures best use of river basin.&nbsp;</div>
<div>
	4. Returns hydro asset to Nepal in good operating condition.&nbsp;</div>
<div>
	5. Transfers project risk to party best able to manage risk.&nbsp;</div>
<div>
	6. It is balanced. The developer is able to receive a fair market based return as compensation for investment, project development and management skills and risk.&nbsp;</div>
<div>
	7. Ensures high environmental sustainability and high safety standards.&nbsp;</div>
<div>
	8. Industrial and Employment Benefits. A good deal is structured so that the demand for goods and services from the tens of billions of dollars of expenditure stimulate many new prosperous business and thousands of skilled and semiskilled jobs for Nepalis.&nbsp;</div>
<div>
	9. Model community benefits includes a package that brings about long term benefits such as training, skill development, employment, business development, community infrastructure - clean water, health services, electrification, housing, etc. It will ensure that local people will become proponents rather than opponents of new hydro projects.&nbsp;</div>
<div>
	With these principles in place, I am confident that Nepal&rsquo;s interest will be protected and that Nepal will be able to maximize its fair share from the project.&nbsp;</div>
<div>
	The government has set an economic growth target of 7 per cent by 2015. Do you think that the government is biting more than it can chew?&nbsp;</div>
<div>
	In my mind, reaching a 7 percent economic growth is not that much of a deal. We need to get our act together. First of all, economic agenda has to be a top priority for all the parties. Consensus amongst the political parties on priority projects is a pre-requisite. Then, elections need to happen in November. We need to send out signals to the investors, both domestic and international that Nepal is ready for business. Stable investment policies that are attractive to investors need to be in place. In the current fiscal year, we are expected to grow at 4.5 percent growth and last year we grew at around 5 percent. If the above preconditions are achieved, adding two more percent is not that difficult. The ball is on our (Nepal&rsquo;s) court.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>In your opinion, what type of policies should the government adopt to promote inclusive development?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Policies need to be clear, simple, sustainable and stable. With every government change, its priorities and policies cannot change. Secondly, inclusive development will not happen overnight. We need to have a long term strategy that is supported by all the stakeholders of development. This includes the political parties, government, private sector and Nepali people in general. The policies and laws need to complement the project execution rather than hindering it. If we are able to execute projects that harness our resources (which are spread across the country), inclusive development will become a reality.</div>
<div>
	&nbsp;</div>',
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			'article_category_id' => '52',
			'title' => 'Trishuli 3A : Roll-back Not Enough',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size: 12px;">The Nepal Electricity Authority (NEA) Board of Directors, on 11 June, rolled-back its highly controversial decision of upgrading the capacity of Upper Trishuli 3A Hydropower Project from existing 60MW to 90MW. The same board ten days before had decided to upgrade it. Both decisions were taken in the meetings of the Board chaired by Energy Minister Umakant Jha, who allegedly had personal vested interests in upgradation.&nbsp;</span></p>
<p>
	Although the decision was withdrawn due to persistent pressure from several quarters and, more importantly, by the protests of the NEA employees, no action is initiated to investigate on why, at the first place, the upgradation was sanctioned earlier. When the employees dared to cut the power supply off ministers&rsquo; official quarters and threatened to do the same to Singha Durbar Central Secretariat, Minister Jha was compelled to roll-back the decision.&nbsp;</p>
<p>
	But, most surprising in this chain of events is that the NEA management issuing an statement has tried to defend the earlier decision to upgrade the capacity of the Project. &ldquo;The NEA had upgraded the capacity of the project completing technical, economic and existing legal assessments. The project has been designed in Q70 flow, which is not the optimum utilization of the water available in the river,&rdquo; it said.&nbsp;</p>
<p>
	But, with the upgradation, the cost of the project would increase to from USD 89 million to 132 million. It was also agreed to release USD 20 million extra to the contractor, China Gezhouba Group Company&rsquo;s proposal of upgrading it to 90 MW for USD 112 million.&nbsp;</p>
<p>
	This is enough to conclude that there were vested interests, malafied intentions and apparent intended embezzlement of the public funds in the name of upgradation. But, all the people, including the minister, who made the decision, are still in their respective public positions. On top of that, NEA management had had the temerity of issuing the statement claiming that the decision to upgrade was in national interest. This is the height of impunity and lawlessness.&nbsp;</p>
<p>
	The gravity of the case suggests that all parties concerned, the minister, entire NEA Board, the contractor and the local Nepali representative who allegedly lured the decision makers must be brought under the book. The NEA officials who still claim that upgradation was right must not only be questioned but should be challenged to establish the claim in public.&nbsp;</p>
<p>
	Surprisingly, all this happened under the nose of newly appointed chief of anti-graft body, the Commission for the Investigation of Abuse of Authority (CIAA) and he didn&rsquo;t seem at all interested to investigate into it. This indeed is the reflection of hand-in-glove relations of the people who run the government and the CIAA&rsquo;s new chief. The trend has raised fears of this constitutional body exercising its powers by selection and discretion, as against the very concept of an ombudsman organization that acts on the merit of the case basis.&nbsp;</p>
<p>
	If the architects of such a big scandal can go scot-free, then it will cast a very long shadow on Nepal&rsquo;s hydropower prospects. It will set wrong precedence for future as well as other on-going projects.&nbsp;</p>
<p>
	In addition to it, a number of questions have been raised about credibility and professionalism of this particular Chinese Company. Since it is a Chinese government undertaking, Nepal government should have guts enough to raise this issue to its Chinese counterpart. It might be the case that a few employees in the company are misleading their government and pocketing hefty sums in collusion with some Nepali operatives, in and out of bureaucracy. It is also assumed that a number of senior political leaders abetted to take the decisions in anticipation of proper kick-backs. A proper investigation is required to bring the facts out of the closets. A mere roll-back is not enough of we want to set a good precedence of fair play in the hydropower development</p>
<div>
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	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 12px;">--By Sujan Tiwari</span></strong></div>
<div>
	&nbsp;</div>
<div>
	Padma Shree Group&rsquo;s current focus is on development works, and since 2010, has started importing heavy equipments from Liebherr, a Swiss company. The company recently has started importing road construction and finishing heavy equipments from Auman, a Swiss company. &ldquo;As Nepal has enormous potential in hydropower, and most of the projects are facing problem with tunnelling, we are now looking forward also to import tunnelling equipments from Sandvik, a Swedish company,&rdquo; says Thapaliya.&nbsp;</div>
<div>
	Thapaliya is also shifting his focus to power sector, renewable energy and waste management. His company is doing the study and research on the subject, and hopefully will have some new projects very soon. &ldquo;I want to support the development works in the country by offering best possible equipments, services and projects,&rdquo; says Thapaliya.&nbsp;</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com/userfiles/images/prsnlt1.jpg" strong="" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 400px;" /></strong></div>
<div>
	<strong>Evolution of Group</strong></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 12px;">What is now known as Padma Shree Group started as Shree Padma Saw Mill in the year 1963, initiated by Thapaliya&rsquo;s father Late Badri Prasad Thapaliya in Simra. The company then used to supply timber to Nepal and India, and also supplied railway sleepers to India. Thapaliya joined the company, worked in the saw mill at the beginning, helped his father and a few years later started the furniture company. The company&rsquo;s name changed to Shree Padma Saw Mill and Furniture Factory Pvt Ltd, and it expanded to Kathmandu as well. What followed is a huge business, as the group now has a lot of big brands under it.&nbsp;</span></div>
<div>
	Gradually, the company started manufacturing high quality furniture. The company did the furnishing of Singha Durbar, many 5-Star hotels and also the royal palace. The furniture company was honoured in the year 2000 by the then King Birendra for the services offered. &ldquo;That was the first instance of a company receiving this sort of honour,&rdquo; recalls Thapaliya.&nbsp;</div>
<div>
	In the year 1988, Thapaliya opened Altech Pvt Ltd that dealt with aluminium doors and windows and building materials. Shortly after, he established Padma Shree Pvt Ltd, a trading company for the purpose of representing of various international brands. &ldquo;During the nationwide movement of 1990, many companies suffered owing to political unrest, labour problems and strikes. Then we thought that we should not focus only on one business, and should diversify,&rdquo; says Thapaliya. The Group is the outcome of that diversification.&nbsp;</div>
<div>
	In the year 1991, Mazda Motor Corporation of Japan was looking for a representative in Nepal, and Thapaliya&rsquo;s company was among four other contenders. &ldquo;Our proposal was the most practical, so they selected our company as their partner,&rdquo; says Thapaliya. From the year 1993, the company started importing Mazda vehicles from Japan. Mazda is one of the flagship imports of the Group today, known for its power, style and performance. In the year 2000, the company started importing power tools from Bosch Germany, one of the biggest tools manufacturers in the world. In 2005, the Group also imported generators from Deutz, Aggretech and MTU, all Germany-based companies to help the nation deal with the power outage.&nbsp;</div>
<div>
	According to Thapaliya, Padma Shree Group is renowned in the market for the products it represents. &ldquo;Whatever products we represent, they are the best in the world. I always go after quality products which are well known and well tested. Though it may be slightly expensive, ultimately, it provides long term benefit,&rdquo; says he.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Early Life&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya was born in Lazimpat of Kathmandu in 1952 to Late Badri Prasad Thapaliya and Padma Thapaliya. He studied in Saint Xavier&rsquo;s School till grade four, and then joined Demonstration School, which later changed to Laboratory School. After his SLC, he joined ISc course and had dreams of becoming an engineer. He wanted to go to Russia to study engineering, but had to give up his dream to help his father in the company. &ldquo;Yet I don&rsquo;t have any regrets now, because I am doing well in my business,&rdquo; says Thapaliya.</div>
<div>
	&nbsp;</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com//userfiles/images/prsnlt3.jpg" strong="" style="float: left; margin: 0px 10px 0px 0px; width: 275px; height: 404px;" />Personal Side</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya says he is normally much occupied with his business, and takes leave only on Saturdays.&rdquo; As generators are one of our major products, it has to be running 24/7. So there could be complaints coming in any time, so I am busy almost all the time,&rdquo; says Thapaliya. Still, if possible, he wants to be free on Saturdays. &ldquo;I spend time with my family and I try to avoid any business activities on Saturdays. I dedicate my time to my family, and also after office, I spend time with my family,&rdquo; shares Thapaliya.&nbsp;</div>
<div>
	On a more personal side, Thapaliya is quite a reserved person, and takes time to open up and build new relations. &ldquo;Once I build a relation, I continue it for long. I believe all the relations should be long lasting,&rdquo; says Thapaliya. According to him, it takes very long to build a relation, but it can be spoilt in no time. &ldquo;I want to maintain relations for ever, all the relation, both personal and professional ones. I seek perfection in everything I do,&rdquo; shares Thapaliya.&nbsp;</div>
<div>
	Thapaliya enjoys playing tennis and squash, and goes to health club at least five days a week. Quite a religious man, Thapaliya has been visiting Pashupatinath everyday for the last 40 years. Thapaliya travels frequently for business and for vacations. He has been to Japan, China, Singapore, Germany, UK, Switzerland and other countries. He drives Mazda 3, and will soon be driving Mazda CX-5, a new crossover. Thapaliya says he uses gadgets and technology as required, and owns iPhone, MacBook Pro and an iPad. On grooming, he says he wants to look decent and presentable at all times.</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com/userfiles/images/prsnnlt4.jpg" strong="" style="float: right; margin: 0px 0px 0px 10px; width: 275px; height: 344px;" /></strong></div>
<div>
	<strong>Family</strong></div>
<div>
	&nbsp;</div>
<div>
	Married to Deepa Thapaliya in 2037 BS, Thapaliya says it was a love affair turned into arranged marriage. He clearly remembers meeting her for the first time. &ldquo;We met for the first time in a wedding. We knew each other, got close and later arranged the marriage,&rdquo; recalls Thapaliya. Deepa holds a degree in Law, and is also the Director of the Group. &ldquo;She is very supportive and encouraging, and helps me in all my endeavours,&rdquo; he adds.&nbsp;</div>
<div>
	The couple is blessed with a son and a daughter, Shubhashish Thapaliya and Shreeyukta Thapaliya Pandey. Thapaliya has two granddaughters from his daughter. His son holds an Engineering Degree in Energy and Power, and is working in a company in Singapore. He wants his son to return and continue the family legacy.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Philosophies&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	According to Thapaliya, failures are inevitable, but what matters is how you deal with failures. &ldquo;When you fail, realize that it was not your piece of cake and move on. When one door closes, another one is always open, do not look at the closed door, and move towards the one that has been open for you,&rdquo; says he. Thapaliya believes life is very precious, and says that tomorrow is indefinite. &ldquo;One should not spend time in regrets, and move on towards better things,&rdquo; advises he.&nbsp;</div>
<div>
	Thapaliya says he firmly believes in team work, sincerest of efforts and accountability. &ldquo;To be successful, dedication and sincerity are the ones needed the most. It will do you good in the long run,&rdquo; says he. Thapaliya says that there is no shortcut to experience; still it doesn&rsquo;t mean one has to go through all the hassle. &ldquo;We have a lot of exposure now, and we can cut short the time needed to be experienced. We all should try to see things from a wide perspective, and do something for the society and the country,&rdquo; says he.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Concluding Remarks&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya believes that god has given Nepal all that is needed, and it&rsquo;s our turn now to make it a real heaven. &ldquo;I wish to see a peaceful, prosperous and developed Nepal, and I am doing my part for it,&rdquo; he says. Though he admits that the business environment is not very good now, he says everyone should try to make the best out of this situation.&rdquo; If you want rainbow trout, then you need fresh and running water. Looking at the situation of the country, unfortunately, all we have is muddy waters now. But I expect to have fresh and running water very soon,&rdquo; says Thapaliya</div>
<div>
	&nbsp;</div>',
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			'description' => 'Rohini Thapaliya, Executive Director of Padma Shree Group, didn’t always have thoughts of owning and running a business house. As a youngster, he wanted to be an engineer and thought of going to Russia for pursuing the degree. But life had other plans for him..',
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		'Article' => array(
			'id' => '1439',
			'article_category_id' => '167',
			'title' => 'Politics And State : Growing Distance',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<p>
	<strong style="font-size: 12px;">--By Achyut Wagle</strong></p>
<p>
	Finally, the date for the elections to Constituent Assembly (CA) has been announced for November 4, 2013. This no doubt is a positive development in itself, but mere announcement of the date hardly ensures the actual possibility of the elections on the said date. Evidently, the possibility looks dwarf to the challenges.&nbsp;</p>
<p>
	While announcing the date, the government has chosen to tread a &lsquo;middle-path&rsquo; on the contentious issues that the four major political parties -- UCPN (Maoist), Nepali Congress and CPN-UML -- failed to evolve a common point of view. For instance, in the new ordinance, exclusion of the provision of threshold on number of votes needed to be recognised as a legitimate political party and retention of provision barring the people with proven criminal records from contesting the elections are the strategy of trade-offs that the government adopted. From a narrow view, they appear fairly reasonable.</p>
<p>
	But the larger trade-off, so to say, between the factors that are likely to foil the election bids and the ambience that is needed to create, still remains completely untouched, let alone addressed. The challenges posed by the protests of Mohan Baidya of CPN-Maoist, Ashok Rai of National Socialist Party and Upendra Yadav of Madhesi Janadhikar Forum, among others, are not of the kind that could be ignored easily.&nbsp;</p>
<p>
	Just a formal call by the government, which neither has a political face nor has taken adequate and meaningful initiation to negotiate with these forces, is unlikely to bring them all to the election fold. There needs to more intensive political dialogues to sort out the differences. But the situation is such that the four parties cannot be the party to the bargaining as they are officially not in the government and official government doesn&rsquo;t have the political acumen and intent to deal with them. This is first ominous sign that the distance between the state and the politics is widening.&nbsp;</p>
<p>
	There is no doubt that without involving all these political forces in the process, the polls are impossible. Nobody has the answer what happens if the Constituent Assembly (CA) elections could not take place in November. Given the strength of the forces determined to impede these elections, there is no ground to be optimistic. And the worst, there is no realization of the precariousness of the situation among the so called major pro-poll political leaders and the government operatives.</p>
<p>
	The most dangerous aspect of the differences among the parties standing for and against of the polls is that they are not all political. Much of the discontent stems out of personal hatred, evidences of betrayal and mountains of egos between the major leaders in the pro and anti election camps. The friend-turned-foes like Pushpa Kamal Dahal and Mohan Baidya, Upendra Yadav and Bijaya Gachchhadar and Ashok Rai and Jhalanath Khanal are not even ready to sit face-to-face and recognize as a political force in their respective strengths. Regardless of the fact how many seats these dissenting parties would get if they participated in elections, it is apparent that their strength is enough to disrupt the polls.</p>
<p>
	As it is, the polls are absolutely unlikely to be held on the proposed date of November. And, this failure will have a fundamental difference than the previous failures on one account -- it will put the political forces further away from the state of affairs of the country. This indeed is an extremely dangerous direction Nepal is likely to head to.&nbsp;</p>
<p>
	One may despise the politics to the hilt for all the miseries it has brought about in the current Nepal, but the fact again remains that the country cannot move ahead without political leadership. Of course, with unconditional commitment to a good, democracy-driven politics. But, given the recent developments, Nepal is gradually drifting away from the very possibility of political powers ruling the country anytime soon. This is one factor that the political powers of all shades, including the ones in &lsquo;opposition&rsquo;, must take into account.</p>
<p>
	Sadly though, the possible gloomy days not seen by our own leaders are visualized as if on the movie screen by our powerful neighbours and the foreign powers. That is why New Delhi and Beijing are competing to invite our leaders of their convenience and choice to &lsquo;take stock of the situation here&rsquo; and offer some &lsquo;useful&rsquo; suggestions. Regardless of the leader of which party or ideology, the questions posed to them, by all -- the North, South and the West are the same. They surround the real possibilities of holding next CA polls in November, its chances of writing the new constitution and, in the longer run, the kind of federalism Nepal is likely to adopt. It is China who reminds our leaders about the dangers of Nepal embroiling into anarchy in the event of ad hoc execution of the federal structure. And, it is India that has apprehensions about the possibility of the elections taking place in November. The West has its own concerns of human rights agenda, defined more in terms of Nepal&rsquo;s treatment to the Tibetan refugees than anything else.&nbsp;</p>
<p>
	Why can&rsquo;t our own leaders assess this acutely adverse possibility of political parties being sidelined altogether, if new elections didn&rsquo;t take place? Whereas, the reality is as evident as the other side of the coin. It is perhaps because, the &lsquo;political power blindness&rsquo; that emanates from gross insensitivity to the voices and needs of the people has engulfed our existing set of leaders.</p>
<p>
	When the ex-king Gyanendra brought in Dr Tulsi Giri and Kirtinidhi Bista to run the country in 2005, every commoner foresaw that the King&rsquo;s rule was coming to an end. But he was so power-blinded that which he himself couldn&rsquo;t see it. When Maoist launched the armed insurgency, every sensible mind knew that it would only take Nepal backward, not forward. But Pushpa Kamal Dahal and Baburam Bhattarai wouldn&rsquo;t see that. Late G P Koirala also didn&rsquo;t realise that very democracy was being put on perils by all his acts that were in detriment to democratic norms and values, that perhaps gave fuel to rapid rise to Maoist influence. At present, same sort of blindness is preventing the leaders of four parties to be flexible and accommodative to other smaller, opposing forces.</p>
<p>
	It is universal trend throughout history that every dictatorial-minded politician was incapable of gauging the true gravity of the situation and acted as if the way he thought was an absolute truth, until it was too late to correct the course. It is the same psyche that governs the hearts and minds of our leaders. So, they didn&rsquo;t realize that the cost of their petty differences in the last CA that Nepal was made to bear was so big.&nbsp;</p>
<p>
	Economically it might need decades to fill the gap, and socially, we perhaps will never be able to regain the cohesion we enjoyed so far. They quarreled on the number of CA 491 versus 601 as if it were a choice out of 51 and 60. The recent disagreement in threshold of minimum votes required from next CA elections and abetting government to abandon it was true mockery to democracy. Still, the leaders of the four parties -UCPN (Maoist), Nepali Congress, UML and Democratic Madhesi Front behave as if nothing has gone wrong even after they handed over the reins of the country to bureaucrats, appointed notoriously corrupt ex-bureaucrat as the chief of the constitutional anti-corruption watchdog, CIAA and failed to address the issues that are hanging as the Damocles&rsquo; Sword above the election agenda.&nbsp;</p>
<p>
	The only way-out to restore the power of politics in running the country now solely depends on whether the polls on the stipulated date would take place or not. And, it is also clear that, it will not take place without making any sizeable force to agree to take part in the polls.</p>
<p>
	Only if the the democratic process becomes functional, the politics, and by virtue of it politicians, will return to power. If not, the rein of power the politicians handed over to bureaucrats on the silver platter would never return to them for long time to come. If democracy wins, there is always chance for any party to ride to the power saddles in future, but if the whole politics is resolutely distanced from the affairs of state only possible outcome is prolonged dictatorship. Nothing else!</p>
<p>
	<span style="font-size:11px;"><em>(The writer is former editor of Aarthik Abhiyan National Daily.)</em></span></p>
<div>
	&nbsp;</div>',
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			'description' => 'While announcing the date, the government has chosen to tread a ‘middle-path’
on the contentious issues that the four major political parties -- UCPN (Maoist),
Nepali Congress and CPN-UML -- failed to evolve a common point of view.',
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			'id' => '1437',
			'article_category_id' => '31',
			'title' => 'Sachin Parab, Chief Executive Officer At International Business For Greaves Cotton Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<h2>
	&lsquo;The whole world is open for us after acquiring an international company Veedol&rsquo;</h2>
<p>
	<span style="font-size:14px;">Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India. He did his first job at TELCO (now called Tata Motors Ltd) in India and assigned for seven years in USA with Mahindra USA Inc. after some time. He also served in Mahindra &amp; Mahindra Ltd for 13 years. He was busy with Escorts Ltd as the Head of International Business for farm tractors manufactured in India and Europe before joining Greaves Cotton Ltd. In an interview with Sushila Budhathoki of New Business Age, Parab shares about the importance of his products in the developing countries. <strong>Excerpts:</strong></span></p>
<p>
	<strong style="font-size: 12px;"><span style="font-size: 12px;">Could you please highlight the reasons of your visit?&nbsp;</span></strong></p>
<p>
	<span style="font-size: 12px;">Nepal is an important market for us. I came here to reinforce our commitment to the market as a company and to meet the customers who are using our equipments. We want to assure them our continuous support and services thorough our distributors in Nepal.</span></p>
<p>
	<strong>Could you please tell us about your company?&nbsp;</strong></p>
<p>
	We are one of the oldest and reputed engineering companies in Indian Subcontinent. Established in 1859, Greaves Cotton Limited is now more than 150 year&rsquo;s old company. At the core, we are basically engine manufacturers. In India, we are the largest diesel engine manufacturing company producing over a half of million diesel engines every year. In addition, we also produce diesel generators and equipments which can be used in construction and agriculture.&nbsp;</p>
<p>
	<strong>How does your product help the organizations in Nepal?&nbsp;</strong></p>
<p>
	We are offering world class technologies positioned in between European and Chinese products with competitive price. Our products are easy to use, maintain and repair. We offer high value for money in all our products. Our products are modern yet it is having less of electronics in it and they are more robust and heavy duty. These products are suitable to the similar operating condition in India and Nepal. For example, the terrain is tough, the usage is high and maintenance is low. Our products have been designed for such operating conditions ensuring higher uptime and customer satisfaction. Durability of the products is what the costumers are concerned about.</p>
<p>
	<strong>How do you see the South Asian Market for your products?&nbsp;</strong></p>
<p>
	Apart from India, we are having a lot of encouraging results in Sri Lanka, Nepal and Bangladesh. We are either no. 1 or 2 in Indian market. We see us achieving such leading position even in SAARC region. A lot of growth and development projects are likely to operate in South Asia. We observe that building infrastructure is the prime need of this continent and we have products which can help develop building infrastructures. We are also present in the farm machinery space serving the agrarian economy of South Asia. Nepal has a lot of infrastructure projects and we could be partners on this part.&nbsp;</p>
<p>
	We entered in Nepali market a couple of years ago and we believe that this was the right time we become partners in such projects. We are offering products as good as the products offered by developed world in affordable prices.&nbsp;</p>
<p>
	<strong>How can Nepali industries get your service in Nepal?&nbsp;</strong></p>
<p>
	Our products are distributed through very able distributors in Nepal. The distributors representing us here in Nepal are MAW Engineering Ltd (Morang Auto Works) and IDMC Pvt. Ltd. We have extremely good technical manpower and service network in Nepal. Manpower in these distributors has been trained by specialists on the product and technology in our factory in India. Through them we are ensuring the end users would get proper services.</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	We are trying to expand our product range. In the diesel generators, our current range is 25 to 500 KVA and now we are getting into the bigger market which is 5 to 25 KVA. In next few months we will be seeing lots of products specially diesel generators, in smaller size. We have made some new technological development on our concrete equipment. We are launching new products in S-tube technology concrete pumps, smaller size concrete batching plants, bigger size of ready mix concrete transit mixers in near future. The product offering to the customers would expand and we believe that these products will contribute to our expansion drive. We will be launching these products in Nepal along with Indian market.</p>
<p>
	<strong>How do you find the level of competition in the Nepali market?&nbsp;</strong></p>
<p>
	We are having a healthy competition in Nepal. I believe the competition is always good for consumers while it gives us chances to perform our best. We want to ensure the customer gets the best product support and value for the money in the product offering we give. We believe that we are able to match with the competition in terms of features and quality and also beat the manufacturers coming from both the developed and developing world with our ability to serve them through our local channel partners in Nepal.</p>
<div>
	&nbsp;</div>',
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			'description' => 'Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India.',
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			'id' => '1438',
			'article_category_id' => '31',
			'title' => 'Derek Lawley, General Manager At Reid Construction',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&lsquo;We are on the move to explore our possible career in Nepal&rsquo;</h2>
<p>
	<span style="font-size:14px;">Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees. Recently, Lawley is associated with Reid Construction System of New Zealand as General Manager. In an interview with Sweta Sharma of New Business Age, Lawley shared about Reid and the prospects using Reid&rsquo;s products in Nepal.&nbsp;</span></p>
<p>
	<strong><span style="font-size:14px;">Excerpts:&nbsp;</span></strong></p>
<p>
	<strong>What is the purpose of your visit to Nepal?&nbsp;</strong></p>
<p>
	The main purpose of my visit to Nepal is to introduce Reid Company&rsquo;s product. Kathmandu Steel Pvt Ltd (KSPL) had launched our product Reid bar in the domestic market of Nepal. The potential of Reid&rsquo;s innovative systems make us realize to enter South East Asian market to take Reid&rsquo;s systems to the building industry. We are committed to give undying support to prosper the industrial sector of Nepal by providing skilled and experienced engineers.&nbsp;</p>
<p>
	<strong>Could you please briefly describe about the Reid Construction System?&nbsp;</strong></p>
<p>
	Reid has a history. It started by Alan H. Reid as a general engineering supply business in Australia 80 years ago. Later, I established Reids New Zealand and it was selling more Swiftlift Anchors per head of population in New Zealand than any other country in the world. The systems quickly became industry standard for handling precast in Australia. Reids also realize the potential of Tilt-up construction which had been used for isolated projects in New Zealand and Australia since the 1950&rsquo;s. Today, Reids had a full product range for every construction site to supplement their specialized Tilt-up and precast system. The company is now interested to launch their products in South East Asia as it has seen a lot potential in industrial sector.&nbsp;</p>
<p>
	<strong>What made you think to do business in Nepal?&nbsp;</strong></p>
<p>
	Anand Nepal, executive director of KSPL is also involved in production business in Nepal. He showed interest towards Reid&rsquo;s products. He found the work of Reids in Australia and New Zealand quite interesting. He is very conscious about the product&rsquo;s quality and fortunately we were also interested to spread out in South East Asian region. This was a good chance for us to prosper our business too.</p>
<p>
	<strong>So, are you covering all Asian countries?&nbsp;</strong></p>
<p>
	Yes, we have covered some Middle East Asian countries as well. People out there are interested to use Reid bar as it is most effective for building houses, industries etc. We are the bar manufacturer. So we are not sure whether we will be competitive in the markets. With the help of Kathmandu Steel we are hoping to enter the Nepali market to facilitate people with the best served products ever.&nbsp;</p>
<p>
	<strong>What products are you going to launch in Nepal and who are your target customers?&nbsp;</strong></p>
<p>
	Well we are going to launch the whole Reid bar range. The price variations of Reid bar and other normal steel bar will not be much. We have analyzed the living standard of people out here, and priced the products accordingly. This is the challenge for us to ensure the products are competitive in terms of quality and as well as price. The products can be used effectively in any sort of construction work. Our target customers are construction companies, consulting engineers and general people who go for the quality construction systems.</p>
<p>
	<strong>What are the features of your products?&nbsp;</strong></p>
<p>
	The Reid bar is micro-alloy, hot rolled which can be cut in any length. It comes in different forms and sizes with flexible design and simplified detailing. Reid bar is the safer way of joining reinforcing steel in construction work. The bar can be used for multiple purposes like wind bracing constructions, bracing and tie down without wielding, anchoring into existing concrete, soil and rock anchoring with cement grout and resins, anchoring in concrete etc. The builders will find very effective to use Reid bar with such features.</p>
<p>
	<strong>What makes your product stand out in international market?&nbsp;</strong></p>
<p>
	We are quite innovative in terms of products. For all these years, I have learned to run the business. The main consideration of mine is to satisfy your customer. So our company is quite conscious about knowing our customers. We also listen to customers complains and are not only concerned with selling the products. The quality and the usage of the bar are numerous. The usage of Reid bar is very much effective and such quality is not seen in other products. It does take time to make people aware of new products in the market but when they get to know the importance and benefits of bar, the positive impact in industrial sector is surely to happen.</p>
<p>
	<strong>How do you analyze the construction business in Nepal?&nbsp;</strong></p>
<p>
	Nepal is a developing country. It does have huge potential to develop its industrial sector. The construction risk in Nepal is quite low than in any other country. In my point of view, Nepal is appropriate for any sort of business. The good technical support will prosper the business of Nepal undoubtedly.&nbsp;</p>
<p>
	<strong>After five years from now, where do you think Reid would stand?&nbsp;</strong></p>
<p>
	I have the big expectations of Reid Company being recognized all over the world. It has its major impacts in Australia and New Zealand. We are on the move to explore our possible career in Nepal basically. We are doing same in Europe as well.</p>
<p>
	Many Asian countries are facing some kind of problems to prosper the industrial sector. What is your comment in this?&nbsp;</p>
<p>
	I personally think that the business has overcome the political thing. We can take an example of China. While they are having political problems, they were so firmed in business that their products are exported to almost all the countries in world. No matter what, the business has to go on.&nbsp;</p>
<p>
	<strong>What are your expectations from Nepal?&nbsp;</strong></p>
<p>
	We have heard that government would see the benefit in raising the standard of building construction. As in all developing countries, Nepal will also have the tendency to lift the standard. We are very lucky to work with Kathmandu Steel as they too hold the same perception of raising the construction standard in Nepal.</p>
<div>
	&nbsp;</div>
<table border="0" cellpadding="4" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#00FFFF">
				<strong>&nbsp;About Kathmandu Steels and Reidbar Technology&nbsp;</strong><br />
				<span style="font-size: 12px;">-The bar is produced using technical know-how of New Zealand&acute;s Reid Technologies&nbsp;</span><br />
				-The bar will be exported to South Asian and Middle East countries&nbsp;<br />
				-Kathmandu Steel is the first to introduce Reidbar technology in South East Asia&nbsp;<br />
				-Kathmandu Steels has been established with an initial investment of Rs 500 million&nbsp;<br />
				-It has factory in Nawalparasi and can produce 20 tons of steel bars per hour&nbsp;<br />
				-The bar also reduces congestion in reinforcing allowing more space for concrete thus making the structure stronger.&nbsp;<br />
				-It is one of the best earthquake resisting technologies</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
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			'description' => 'Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees.',
			'sortorder' => '1299',
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	(int) 7 => array(
		'Article' => array(
			'id' => '1436',
			'article_category_id' => '31',
			'title' => 'Kalyan Roy, Vice President Of Tide Water Oil Co (India) Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&nbsp;</h2>
<h2>
	<span style="font-size:16px;">&lsquo;We have made our space in Nepal and we won&rsquo;t hurry&rsquo;</span></h2>
<p>
	<span style="font-size:14px;"><em>Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule &amp; Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government. Roy joined the company in 1987 as an assistant manager in Sales Department after years of service in various other companies in India. Mechanical engineer by profession, Roy is originally from Kolkata. In an interview with New Business Age, Roy shared his expansion plans in various countries including countries in South Asia Region. </em><strong>Excerpts:</strong></span></p>
<p>
	<strong>Could you please tell us the reasons of your visit?&nbsp;</strong></p>
<p>
	We have already started marketing our products in Nepal. I came here to attend the meeting with the dealers and sales officers in Nepal.&nbsp;</p>
<p>
	<strong>Could you please tell us about your company and products?&nbsp;</strong></p>
<p>
	This year we are celebrating 150 years of Andrew Yule &amp; Co. Ltd. There are different divisions like tea, engineering, electrical, printing press in the company. Tide Water Oil Co. (India) Ltd, another company in Andrew Yule &amp; Co. Ltd was established in 1928. We are manufacturing and marketing lubricants in India since then. In 2012, we took over a company called Veedol International from British petroleum. Now we have started expanding our business outside India with the brand name Veedol.</p>
<p>
	<strong>How does your product help the organizations?&nbsp;</strong></p>
<p>
	All our products are world class and we are also having technical tie up with a renewed Japanese company, JX Nippon Oil &amp; Energy Corporation. Being an international company now, we make the best lubricants in the world. People in Nepal would get quality product at a reasonable price. We have started educating users and the mechanics about our products to be used in particular vehicle. We want people to understand right product for the right vehicle so that they would get maximum benefit of our products they buy.&nbsp;</p>
<p>
	<strong>How do you find the level of competition in Nepal?&nbsp;</strong></p>
<p>
	Competition is quite fair. There are other products like Castrol, Servo among others in lubricant products. Now we have made our space in Nepal and we won&rsquo;t hurry. We want to create the pool first so that we could build good relation with our customers.</p>
<p>
	<strong>How are you expanding your products South Asian Market?&nbsp;</strong></p>
<p>
	In South Asia, we have started with Bhutan and Bangladesh and Nepal. And now we are starting in Thailand. Talks are going on with Myanmar, Indonesia etc. We will cover these countries one after another.&nbsp;</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	<span style="font-size: 12px;">The sky is the limit and we have big plans for our expansion. We have started our marketing with Nepal, Bhutan, Bangladesh, Dubai and now planning to expand in European countries. The whole world is open for us after acquiring this international company Veedol. Our target market is Europe and South East Asia then we will go to Canada and Mexico. The first phase of marketing campaign in Middle East is already done. Second phase is Europe and South East Asia. The third phase would be in Canada and Mexico.</span></p>
<div>
	&nbsp;</div>',
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			'description' => 'Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule & Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '1435',
			'article_category_id' => '139',
			'title' => 'Nepal & The World News In Brief (15-21 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Gold Posts Biggest Weekly Gain Since 2011" src="/userfiles/images/gold.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 78px;" /></div>
<div>
	<strong><span style="font-size: 12px;">Gold Posts Biggest Weekly Gain Since 2011</span></strong></div>
<div>
	&nbsp;</div>
<div>
	Gold eased on Friday but notched its biggest weekly advance in nearly two years as fears of an imminent winding down of the U.S. Federal Reserve&rsquo;s monetary stimulus eased for now. Spot gold remained unchanged at $1,279.90 an ounce. U.S. Comex gold futures for August delivery settled down $2.30 to $1,277.60 an ounce. (Agency)</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="US Budget Surplus Highest in 5 years " src="/userfiles/images/usbudget.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 89px;" /></div>
<div>
	<strong>US Budget Surplus Highest in 5 years&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The US government reported a budget surplus of $116.5bn in June, the most in five years. The improving US economy meant that tax receipts were higher than expected. Also, government spending plunged by 47% due to package of spending cuts and tax increases passed in January, know as the sequester. (www.bbc.com)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="UBS Became the World’s Largest Private Bank " src="/userfiles/images/ubs.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 72px;" /></div>
<div>
	<strong>UBS Became the World&rsquo;s Largest Private Bank&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	UBS won back the title of largest private bank in the world as inflows of fresh client funds surged last year, indicating restored confidence following the financial crisis, according to a study. The Swiss bank displaced Bank of America Corp from the top spot in an annual benchmark compiled by London-based wealth management consultant Scorpio Partnership. (Agency)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="PC Sales See ‘Longest Decline’ in History " src="/userfiles/images/pc.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 72px;" /></div>
<div>
	<strong>PC Sales See &lsquo;Longest Decline&rsquo; in History&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Global personal computer (PC) sales have fallen for the fifth quarter in a row, making it the &ldquo;longest duration of decline&rdquo; in history. Worldwide PC shipments totalled 76 million units in the second quarter, a 10.9% drop from a year earlier, according to research firm Gartner. (The Economic Times)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="95 Chinese Firms in Fortune Global 500 List " src="/userfiles/images/forune.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 125px;" /></div>
<div>
	<strong>95 Chinese Firms in Fortune Global 500 List&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The newly released Fortune Global 500 list includes 95 Chinese companies, 89 of them state-owned, showing that the world&rsquo;s fastest growing economy still has plenty of room for improvement. The number of Chinese companies on the list is second only to the US, which has 132 entries. Six firms from Taiwan also made it to the list published by the Fortune magazine, ranking the companies according to their revenue. (Agency)</div>
<div>
	&nbsp;</div>',
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			'description' => 'Gold Posts Biggest Weekly Gain Since 2011',
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			'article_category_id' => '110',
			'title' => 'Top Ten Losers (8-14 July 2013)',
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			'summary' => null,
			'content' => '<p>
	<img alt="Top 10 Losers" src="/userfiles/images/top%2010%20losers.jpg" style="width: 575px; height: 218px; margin: 5px;" /></p>',
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			'description' => 'Top Ten Losers',
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			'article_category_id' => '111',
			'title' => 'Top Ten Gainers (8-14 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="Top 10 Gainers" src="/userfiles/images/Top10%20Gainers.jpg" style="width: 575px; height: 219px; margin: 5px;" /></p>',
			'published' => true,
			'created' => '2013-07-15',
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			'description' => 'Top Ten Gainers',
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			'article_category_id' => '113',
			'title' => 'US Dollar Exchange Rate At Local Market (8-14 July 2013)',
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			'summary' => null,
			'content' => '<p>
	<img alt="US Dollar Exchange Rate at Local market" src="/userfiles/images/USD%20copy%20(Copy).JPG" style="width: 550px; height: 298px; margin: 5px;" /></p>',
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			'description' => 'US Dollar Exchange Rate At Local Market',
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			'article_category_id' => '112',
			'title' => 'Weekly Gold And Silver Price (8-14 July 2013)',
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	<img alt="" src="/userfiles/images/gold%20silver%20price%20(Copy).jpg" style="width: 500px; height: 133px;" /></p>',
			'published' => true,
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			'description' => 'Weekly Gold And Silver Price (8-14 July 2013)',
			'sortorder' => '1293',
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	(int) 13 => array(
		'Article' => array(
			'id' => '1430',
			'article_category_id' => '154',
			'title' => 'Learning Curve News In Brief (15-21 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Vice Chairman of the CPN (UML) Bamdev Gautam" src="/userfiles/images/bschool.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 180px;" /></div>
<div>
	<strong>B School Ranking &amp; Awards in the Offing&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	New Business Age Pvt Ltd is organizing &lsquo;Everest Bank National Business School Rating-Ranking- Awards&rsquo; for the first time in Nepal. Various streams under management including Bachelors in Business Administration (BBA), Masters in Business Administration (MBA) and Bachelors in Hotel Management (BHM) are being rated on various grounds. The publication house has already organized rating of Higher Secondary School and awarded top ten schools from the country. Similarly the award function of B Schools will reward the best schools for hospitality, management and tourism studies. A committee has been formed for the evaluation of best schools under the leadership of Prof Ujjwal Kumar Chowdhary, former Dean of Symbiosis International University, Pune, India. After this, the experts from education and business sectors would rate the schools on various grounds. The B Schools would be ranked on the basis of recognition, affiliation, global and local tie-up of the institute, scope and frequency of updating syllabus, tools and communication, practical inputs and best practices and alumni and industry network as given by B-Schools management.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Best and Weak Teachers to be Identified&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	With an aim to improve the education quality of community schools, teachers working there are planned to be categorised as best and weak and the name lists will be made public through a web-site. The teacher ranking is being done on the basis of average student pass out rate of a particular district.&nbsp;</div>
<div>
	According to Tek Narayan Pandey, Director at Department of Education, best teachers from the list will be encouraged and awarded by District Education Office while teachers who have fallen in weak category will get an opportunity for self improvement. However, Vice- president of Nepal Teachers&rsquo; Union, Purna Joshi claimed that this will diminish the confidence of teachers. &ldquo;Rather than comparing, weaknesses of teachers should be identified and they should be given chance to improve,&rdquo; he said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Excursion Turned into a Noble Deed&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The Principal and 32 students from Chonbuk National University of South Korea extended financial help of Rs 71 thousand to Kopila Basyal, a 12th standard student of Mohan Kanya Higher Secondary School, Palpa. Group&rsquo;s visit to Nepal during summer vacations resulted into taking Basyal to South Koera for Higher studies. Deepak Prasad Gyanwali, Principal of the school, said that the group has also provided two sets of computers and other accessories for the better learning of the children. Similarly regarding the extra curricular activities they provided taekwondo training, knowledge related to science laboratory, dance and music training and different sports guidance to the students as a part of cultural exchange.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Adikavi Bhanubhakta Award to Karmacharya&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Senior litterateur, Madhavlal Karmacharya bagged this year&rsquo;s Adikavi Bhanubhakta Award conferred by The Nepali Education Council. Rastrakavi Madhav Prasad Ghimire handed over the award to 87-year-old litterateur Karmacharya amidst a programme on the occasion of commencement of the Bhanu Second Centenary on July 13. The award is worth Rs 101,111.</div>
<div>
	&nbsp;</div>',
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		'Article' => array(
			'id' => '1429',
			'article_category_id' => '156',
			'title' => 'Office Politics, Crushing Workload?  Think Before You Make A Grand Exit',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&ldquo; I QUIT!&rdquo; Which put-upon worker hasn&rsquo;t fantasized about saying those words and walking out the door? Wisely, most don&rsquo;t go that far, at least not then and there.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s fairly common to feel a passing urge to quit your job when you&rsquo;ve hit a rough patch, says Nancy S. Molitor, a clinical psychologist in Wilmette, Ill., and a public education coordinator for the American Psychological Association. But the idea is surfacing in more employees&rsquo; minds these days, she said.&nbsp;</div>
<div>
	Many of her clients have hunkered down at the same company over the last five or six years, just grateful to have a job in an uncertain economy, Molitor said. Some were promised raises, bonuses or stock once the recession ended, but now that better times have arrived, companies are hanging onto their cash and withholding those promised rewards, she said. One result is employee resentment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sometimes an employee wants to quit because of an untenable working situation: an overbearing boss, a difficult co-worker, a crushing workload. Often, the reasons for feeling upset and wanting to quit are legitimate, Molitor said.&nbsp;</div>
<div>
	But because resigning has huge consequences, you never want to make that decision while in the grip of intense emotion, she said. Wait at least a week, and in the meantime discuss your feelings with a close friend, family member or therapist. Colleagues are another option - they may have a much better grasp of office politics - but make sure you trust them completely to keep your confidence, she added.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, &ldquo;that&rsquo;s a huge red flag,&rdquo; she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary seek professional help. If you feel you are in danger of quitting suddenly, take a day off to clear your head, she advised.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sometimes when we feel unhappy or helpless in our personal lives, we project that onto our jobs - and onto the boss, who has power over us, Molitor said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Personal problems might be at least part of the reason for job dissatisfaction. Consider the 1977 country hit &ldquo;Take This Job and Shove It,&rdquo; in which Johnny Paycheck sings that the boss is a fool who &ldquo;thinks he&rsquo;s cool,&rdquo; but also that his &ldquo;woman done left&rdquo; and took away all his reasons for working.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The song&rsquo;s title still resonates, and for good reason. &ldquo;I&rsquo;ve been there. We&rsquo;ve all been there,&rdquo; said Robert I. Sutton, a professor and organizational psychologist at Stanford. In his heart, he&rsquo;s a &ldquo;take this job and shove it kind of guy,&rdquo; he said, &ldquo;but I have people around me who will save me from myself.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Once you have cleared your head and separated emotion from reality, you may be able to find a way to change your work situation so that it&rsquo;s no longer intolerable, Molitor said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Many employees need to work harder at advocating for themselves, she said. If you felt that you deserved a raise and didn&rsquo;t get one, try asking for one and you might succeed, she said. When preparing to talk to your boss about your concerns, it&rsquo;s wise to write down your points in advance, she added: &ldquo;That forces you to be coherent.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	After careful consideration, you may determine that your only option is to resign, but do so politely, and with plenty of notice. If you quit in a huff and make a dramatic exit, you can probably forget about using your employer as a reference, and word will most likely get out that you left your company in the lurch.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Suzanne Lucas, who writes a blog called the Evil HR Lady, says in a column for CBS News that it&rsquo;s generally a bad idea and &ldquo;just darn rude&rdquo; to quit a job on the spot. But she notes exceptions that would justify a quick departure - for example, if staying in a job would put you in some kind of danger (a violent co-worker, say, or a safety violation), or would make you break the law or violate your ethical or religious standards.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In most cases, though, you can give notice. Try to be gracious when resigning, because &ldquo;how you end things is incredibly important,&rdquo; Sutton said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to the &ldquo;peak end rule,&rdquo; as articulated by the psychologist Daniel Kahneman, the final memory that your co-workers have of you is likely to be much more vivid than most others, Sutton said. If possible, you want that memory to be positive. He said that you, too, would feel better about the experience in retrospect if you quit in a graceful way.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;I&rsquo;m a big fan of quitting,&rdquo; he said, so long as it&rsquo;s done for the right reasons and in the right way.<em> (The Economic Times)</em></div>
<div>
	&nbsp;</div>',
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			'description' => 'Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, “that’s a huge red flag,” she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary',
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			'id' => '1443',
			'article_category_id' => '39',
			'title' => 'A Liquor Trader',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Aditya Agrawal,Business Development Manager,Global Trading Concern Pvt Ltd" height="292" src="https://lh5.googleusercontent.com/-3xPTaQ_b0N0/UdlUrp6Jv3I/AAAAAAAAA4o/CltvQ86Av5k/s457/Aditya Agrawal.jpg" width="250" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<b>Aditya Agrawal</b><br />
				Business Development Manager<br />
				Global Trading Concern Pvt Ltd</td>
		</tr>
	</tbody>
</table>
<p>
	<span style="font-size: 12px;">Global Trading Concern Pvt Ltd (GTC) has been into the trading business for one and a half decade by importing liquors and spirits from Diageo. Since then, Diageo has introduced new products in the Nepali market with their local partners GTC. Diageo owns brands like Johnnie Walker, Vat 69, Smirnoff and Gordon&rsquo;s among others.&nbsp;</span></p>
<p>
	Similarly, the trading house is authorised agent for wines from France, Australia, Spain, California and Chile. Some of the brands the company is importing are J.P. Chenet, Calvet from France, Lindemans and Hardy&rsquo;s from Australia and Echo Falls from California, USA. J.P. Chenet is one of the most preferred wines in Nepal, according to Aditya Agrawal, Business Development Manager at GTC. He said that this wine is the best selling brand of French wine in the world.&nbsp;</p>
<p>
	Similarly, the company imports eight products from Johnnie Walker, namely Johnnie Walker Red Label, Johnnie Walker Black Label, Johnnie Walker Double Black, Johnnie Walker Gold Label Reserve, Johnnie Walker Platinum Label, Johnnie Walker XR 21, Johnnie Walker Blue Label, Johnnie Walker King George V and a newly launched John Walker &amp; Sons Odyssey. John Walker &amp; Sons Odyssey is a rare triple malt whisky launched recently in the Nepali market amid a function attended by who&rsquo;s who of the Nepali corporate world.&nbsp;</p>
<p>
	The company sells liquor from Johnnie Walker priced between Rs 2,650 to Rs 99,000 per bottle catering everyone with shallow to deep pockets. Similarly, the company imports wines with a price tag ranging from Rs 600 to Rs 2500. However, the sparkling wine&rsquo;s price may go as high as Rs 1400 beginning from Rs 750. According to Agrawal, the target customers of his imports are those who are in love with quality, taste and a brand name. However, the company has products also for the entry level segment of the market such as Vat 69. Amongst all, Johnnie Walker Red Label and Black Label are two of the most popular whiskies in Nepal.&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>John Walker &amp; Sons Odyssey&nbsp;</strong></span></p>
<p>
	<img alt="John Walker &amp; Sons Odyssey " height="147" src="https://lh3.googleusercontent.com/-mySdfT6pDoU/UdlUrvT3yoI/AAAAAAAAA4g/zlscryCv25E/s169/odyssey.jpg" style="float: left; margin: 0px 10px 0px 0px;" width="197" /></p>
<p>
	According to the company, this newly launched whisky is inspired by the vision and entrepreneurial spirit of Sir Alexander Walker. This rare triple malt whisky commemorates the 80th anniversary of one of Sir Alexander&rsquo;s remarkable innovations - a whisky decanter.&nbsp;</p>
<p>
	John Walker &amp; Sons Odyssey is targeted at the new affluent class of the country who enjoy material luxury and quality life experiences that go beyond financial rewards. The company imported only 12 bottles. According to Agrawal, 10 have already been sold. The company has priced Rs 99,000 for a bottle of this luxury scotch whiskey.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Blue Label&nbsp;</strong></span></p>
<p>
	Johnnie Walker Blue Label is one of the precious products at the House of the Walker that nobody is said to have beaten the blend. Blue Label whisky comes with a complex and intriguing taste achieved with a combination of rare whiskies selected at a pinnacle of perfection and more vibrant, yet equally scarce younger whiskies. This rare whisky has been awarded with seven awards within the last decade.&nbsp;</p>
<p>
	The company also has a limited edition Johnnie Walker Blue Label King George V that is a blend of one of the rarest whiskies such as Port Ellen Islay Single Malt Scotch Whisky that is no longer in existence. Remaining stock from the Port Ellen distillery has been carefully preserved and now found in rare whiskies like King George V.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie WalkerX.R 21&nbsp;</span></strong></p>
<p>
	In April, the company had launched yet another iconic drink Johnnie WalkerXR 21. It is a premium quality blended scotch whisky aged for 21 years. According to the company, X.R 21 is inspired by the hand-written notes of Sir Alexander Walker, a man recognised for his whisky-making craft and his entrepreneurial spirit. This whisky is an exclusive blend sourced fromthe private reserves of the master blender, including extra rare casks from now silent distilleries. The company says, &ldquo;The smooth, dark blend is a decadent mix of golden honey and subtle vanilla with the delicate hint of aged oak.&rdquo; The drink comes in a subtle faceted bottle embossed with an honourary cross. Sir Alexander&rsquo;s leadership qualities were recognised with a Knighthood by George V in 1920. It costs Rs 11,250 for a 750 ml bottle.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie Walker Platinum Label&nbsp;</span></strong></p>
<p>
	The Johnnie Walker Platinum Label whisky aged for 18 years offers subtly smoky flavour to the palate. It also reflects a strong sweet and elegant Speyside style and has a rich dark and intense flavour that rewards connoisseurs who take time to savour it. Stewed fruit, malty cereal, smooth creamy vanilla, fragrance, almonds, and tangerines give the Platinum Label its waxy, fruity and sweet taste mixed with slightly drying astringency with subtle smokiness.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Gold Label Reserve&nbsp;</strong></span></p>
<p>
	Termed luxurious and extravagant, this unique whisky is said to blend perfectly with the extraordinary occasions. The casks are hand chosen from the Master Blender&rsquo;s private reserve to produce a blend of incomparable richness and smoothness. Created for the most indulgent of whisky connoisseurs, the Gold Label Reserve caters to whisky lovers who desire extravagant flavours and richness in their blends.</p>
<p>
	&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>Market Expansion&nbsp;</strong></span></p>
<p>
	Agrawal said that GTC is in a drive to penetrate into the market through spreading the distribution channel. He said that the customers are constantly looking for upgrading their drinks. &ldquo;Anyone drinking Johnnie Walker Red Label wants to move to Johnnie Walker Black Label. When it comes to upgrading, everyone comes to the brands we are dealing with.&rdquo;&nbsp;</p>
<p>
	For enticing upgrade by the customers, the company promises to constantly offer new tastes and continuously go on making the clients aware about the new offerings. To spread its distribution, GTC is planning to expand tie-ups, number of outlets, involve in brandings, carry out above the line activities and aggressive promotion. The company has its reach spread from Mechi to Mahakali. Agrawal said that the premium products&rsquo; number one market is Kathmandu followed by Pokhara. He also said that the mid and lower segment products are preferred across semi urban areas of Nepal.</p>
<p>
	Of late, one of the biggest challenges faced by the liquor industry is the campaign against drink driving, popularly known in Nepal as anti-MAPASE campaign. Agrawal said that the zero tolerance policy of the government has contributed to significant reduction of alcohol consumption. He suggests that the zero tolerance policy must be systematised and some sort of limitation should be set for drinking and drivin</p>
<div>
	&nbsp;</div>',
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			'description' => 'Global Trading Concern has been importing liquor for more than one and a half decades. Of late, the company, with premium liquor brands and products in its portfolio, is in a market expansion drive.',
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			'id' => '1442',
			'article_category_id' => '46',
			'title' => 'Development And Growth Should Go Together',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 12px;"><span style="font-size:14px;">Radhesh Pant has experience of working nearly a decade in United States in the financial sector. After acquiring good experience of banking sector from the world&rsquo;s number one economy, he returned to Nepal in 1999 and engaged in banking sector. He was also the president of the Nepal Bankers&#39; Association (NBA). He was appointed to head of Nepal Investment Board in 2011. The Investment Board is envisioned to give a one-window solution to potential investors in big projects of over Rs 25 billion with the chairmanship of the Prime Minister of Nepal. Siromani Dhungana and Sujan Dhungnaa of New Business Age spoke to him about prospects of alternative development paradigm in Nepal and his view regarding development versus growth. He says development and growth should go together for the effective development initiative in the country.</span><strong> <span style="font-size:14px;">Excerpt:</span></strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>The ongoing controversy in Nepal regarding growth versus development (more specifically inclusive development) is said to be affecting the functioning of the Nepali economy. How do you view this controversy?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Inclusive development induces economic growth that is sustainable and will result in better livelihood for all the people. Inclusive development will also minimize the gap between the rich and the poor that will culminate in fair distribution of wealth and ample opportunities for all. However, economic growth alone could actually increase the gap between the haves and have nots thereby ensuing inequality, ill-governance, agitation and corruption amongst others which is not sustainable and will result in restlessness, chaos and ultimately civil unrest. This is the risk we are facing in the country right now. We need to focus on inclusive growth and we need to do that fast.&nbsp;</div>
<div>
	For Nepal, with the abundant resources of all kinds, we ought to focus on inclusive development. We need to get our act together. First off, our politicians need to place consistent and consensual priority on inclusive development. Projects that have enormous impact on inclusive growth need to be defined and prioritized. Then we need stable policies such that government changes do not impact these projects and there is continuity. Finally, we need to build our capacity within and outside government to ensure transparency, good governance, accountability and technical ability to monitor and regulate large scale projects. Moreover, we need to be competitive compared to other countries in the region in terms of providing good and timely services, incentives and project formulations.&nbsp;</div>
<div>
	I believe the Investment Board has been established about a year and a half ago for the single purpose of executing large scale projects that assures fair share to Nepal. We are currently focused on large projects that have enormous impact on the economy and would definitely foster inclusive development of Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>The Investment board is entrusted to promote economic development of the country and to create employment opportunities. How compatible is this stated mandate with the actual functioning of the Board?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	I think it is absolutely compatible. We have great resources in hydropower, agriculture, tourism amongst others, but we have not been able to capitalize on them. Development of these resources, coupled with the infrastructure development needs in the country to physically connect every nook and corner of the country is the priority. It provides trade of goods, people and services within the country and also abroad. This would create lots of jobs, domestic sustenance, increased exports and will ultimately lead to economic transformation.&nbsp;</div>
<div>
	Investment Board is mandated to do exactly that. Its objective is to provide a fast track approval process and a single window mechanism for prospective investors, both domestic and international. So, essentially by implementing the large scale projects, the Investment Board is the transformation agent that will create ample employment opportunities and inclusive development of Nepal.&nbsp;</div>
<div>
	But having said that, there need to be competitive and coherent policies in place in order to achieve this. Moreover, the Investment Board needs to be at an arm&rsquo;s length from the government and needs to be run professionally, transparently, competitively and with accountability. This is what we have been focused for a year or so. The Investment Board needs to capture the interest of Nepal in all the projects that it executes rather than on vested interests of certain factions. And that is exactly why the Project Development Agreement based on the nine principles that protects Nepal&rsquo;s interest has been formulated.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>So, what are the nine principles? Could you illustrate on that?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Well, currently, we have a Project Development Agreement that is focused on the Hydropower Development. However, this agreement will be emulated for other large projects in other sectors as well. The basic nine principles are that the Project:&nbsp;</div>
<div>
	1. Meet Nepal&rsquo;s electricity needs first.&nbsp;</div>
<div>
	2. Captures for Nepal her fair share of economic benefits.&nbsp;</div>
<div>
	3. Ensures best use of river basin.&nbsp;</div>
<div>
	4. Returns hydro asset to Nepal in good operating condition.&nbsp;</div>
<div>
	5. Transfers project risk to party best able to manage risk.&nbsp;</div>
<div>
	6. It is balanced. The developer is able to receive a fair market based return as compensation for investment, project development and management skills and risk.&nbsp;</div>
<div>
	7. Ensures high environmental sustainability and high safety standards.&nbsp;</div>
<div>
	8. Industrial and Employment Benefits. A good deal is structured so that the demand for goods and services from the tens of billions of dollars of expenditure stimulate many new prosperous business and thousands of skilled and semiskilled jobs for Nepalis.&nbsp;</div>
<div>
	9. Model community benefits includes a package that brings about long term benefits such as training, skill development, employment, business development, community infrastructure - clean water, health services, electrification, housing, etc. It will ensure that local people will become proponents rather than opponents of new hydro projects.&nbsp;</div>
<div>
	With these principles in place, I am confident that Nepal&rsquo;s interest will be protected and that Nepal will be able to maximize its fair share from the project.&nbsp;</div>
<div>
	The government has set an economic growth target of 7 per cent by 2015. Do you think that the government is biting more than it can chew?&nbsp;</div>
<div>
	In my mind, reaching a 7 percent economic growth is not that much of a deal. We need to get our act together. First of all, economic agenda has to be a top priority for all the parties. Consensus amongst the political parties on priority projects is a pre-requisite. Then, elections need to happen in November. We need to send out signals to the investors, both domestic and international that Nepal is ready for business. Stable investment policies that are attractive to investors need to be in place. In the current fiscal year, we are expected to grow at 4.5 percent growth and last year we grew at around 5 percent. If the above preconditions are achieved, adding two more percent is not that difficult. The ball is on our (Nepal&rsquo;s) court.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>In your opinion, what type of policies should the government adopt to promote inclusive development?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Policies need to be clear, simple, sustainable and stable. With every government change, its priorities and policies cannot change. Secondly, inclusive development will not happen overnight. We need to have a long term strategy that is supported by all the stakeholders of development. This includes the political parties, government, private sector and Nepali people in general. The policies and laws need to complement the project execution rather than hindering it. If we are able to execute projects that harness our resources (which are spread across the country), inclusive development will become a reality.</div>
<div>
	&nbsp;</div>',
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			'description' => 'Radhesh Pant has experience of working nearly a decade in United States in the financial sector. After acquiring good experience of banking sector from the world’s number one economy, he returned to Nepal in 1999 and engaged in banking sector. He was also the president of the Nepal Bankers' Association (NBA). He was appointed to head of Nepal Investment Board in 2011.',
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	(int) 2 => array(
		'Article' => array(
			'id' => '1441',
			'article_category_id' => '52',
			'title' => 'Trishuli 3A : Roll-back Not Enough',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size: 12px;">The Nepal Electricity Authority (NEA) Board of Directors, on 11 June, rolled-back its highly controversial decision of upgrading the capacity of Upper Trishuli 3A Hydropower Project from existing 60MW to 90MW. The same board ten days before had decided to upgrade it. Both decisions were taken in the meetings of the Board chaired by Energy Minister Umakant Jha, who allegedly had personal vested interests in upgradation.&nbsp;</span></p>
<p>
	Although the decision was withdrawn due to persistent pressure from several quarters and, more importantly, by the protests of the NEA employees, no action is initiated to investigate on why, at the first place, the upgradation was sanctioned earlier. When the employees dared to cut the power supply off ministers&rsquo; official quarters and threatened to do the same to Singha Durbar Central Secretariat, Minister Jha was compelled to roll-back the decision.&nbsp;</p>
<p>
	But, most surprising in this chain of events is that the NEA management issuing an statement has tried to defend the earlier decision to upgrade the capacity of the Project. &ldquo;The NEA had upgraded the capacity of the project completing technical, economic and existing legal assessments. The project has been designed in Q70 flow, which is not the optimum utilization of the water available in the river,&rdquo; it said.&nbsp;</p>
<p>
	But, with the upgradation, the cost of the project would increase to from USD 89 million to 132 million. It was also agreed to release USD 20 million extra to the contractor, China Gezhouba Group Company&rsquo;s proposal of upgrading it to 90 MW for USD 112 million.&nbsp;</p>
<p>
	This is enough to conclude that there were vested interests, malafied intentions and apparent intended embezzlement of the public funds in the name of upgradation. But, all the people, including the minister, who made the decision, are still in their respective public positions. On top of that, NEA management had had the temerity of issuing the statement claiming that the decision to upgrade was in national interest. This is the height of impunity and lawlessness.&nbsp;</p>
<p>
	The gravity of the case suggests that all parties concerned, the minister, entire NEA Board, the contractor and the local Nepali representative who allegedly lured the decision makers must be brought under the book. The NEA officials who still claim that upgradation was right must not only be questioned but should be challenged to establish the claim in public.&nbsp;</p>
<p>
	Surprisingly, all this happened under the nose of newly appointed chief of anti-graft body, the Commission for the Investigation of Abuse of Authority (CIAA) and he didn&rsquo;t seem at all interested to investigate into it. This indeed is the reflection of hand-in-glove relations of the people who run the government and the CIAA&rsquo;s new chief. The trend has raised fears of this constitutional body exercising its powers by selection and discretion, as against the very concept of an ombudsman organization that acts on the merit of the case basis.&nbsp;</p>
<p>
	If the architects of such a big scandal can go scot-free, then it will cast a very long shadow on Nepal&rsquo;s hydropower prospects. It will set wrong precedence for future as well as other on-going projects.&nbsp;</p>
<p>
	In addition to it, a number of questions have been raised about credibility and professionalism of this particular Chinese Company. Since it is a Chinese government undertaking, Nepal government should have guts enough to raise this issue to its Chinese counterpart. It might be the case that a few employees in the company are misleading their government and pocketing hefty sums in collusion with some Nepali operatives, in and out of bureaucracy. It is also assumed that a number of senior political leaders abetted to take the decisions in anticipation of proper kick-backs. A proper investigation is required to bring the facts out of the closets. A mere roll-back is not enough of we want to set a good precedence of fair play in the hydropower development</p>
<div>
	&nbsp;</div>',
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			'description' => 'The Nepal Electricity Authority (NEA) Board of Directors, on 11 June, rolled-back its highly controversial decision of upgrading the capacity of Upper Trishuli 3A Hydropower Project from existing 60MW to 90MW. The same board ten days before had decided to upgrade it. Both decisions were taken in the meetings of the Board chaired by Energy Minister Umakant Jha, who allegedly had personal vested interests in upgradation.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '1440',
			'article_category_id' => '47',
			'title' => 'Passion For Perfection',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 12px;">--By Sujan Tiwari</span></strong></div>
<div>
	&nbsp;</div>
<div>
	Padma Shree Group&rsquo;s current focus is on development works, and since 2010, has started importing heavy equipments from Liebherr, a Swiss company. The company recently has started importing road construction and finishing heavy equipments from Auman, a Swiss company. &ldquo;As Nepal has enormous potential in hydropower, and most of the projects are facing problem with tunnelling, we are now looking forward also to import tunnelling equipments from Sandvik, a Swedish company,&rdquo; says Thapaliya.&nbsp;</div>
<div>
	Thapaliya is also shifting his focus to power sector, renewable energy and waste management. His company is doing the study and research on the subject, and hopefully will have some new projects very soon. &ldquo;I want to support the development works in the country by offering best possible equipments, services and projects,&rdquo; says Thapaliya.&nbsp;</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com/userfiles/images/prsnlt1.jpg" strong="" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 400px;" /></strong></div>
<div>
	<strong>Evolution of Group</strong></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 12px;">What is now known as Padma Shree Group started as Shree Padma Saw Mill in the year 1963, initiated by Thapaliya&rsquo;s father Late Badri Prasad Thapaliya in Simra. The company then used to supply timber to Nepal and India, and also supplied railway sleepers to India. Thapaliya joined the company, worked in the saw mill at the beginning, helped his father and a few years later started the furniture company. The company&rsquo;s name changed to Shree Padma Saw Mill and Furniture Factory Pvt Ltd, and it expanded to Kathmandu as well. What followed is a huge business, as the group now has a lot of big brands under it.&nbsp;</span></div>
<div>
	Gradually, the company started manufacturing high quality furniture. The company did the furnishing of Singha Durbar, many 5-Star hotels and also the royal palace. The furniture company was honoured in the year 2000 by the then King Birendra for the services offered. &ldquo;That was the first instance of a company receiving this sort of honour,&rdquo; recalls Thapaliya.&nbsp;</div>
<div>
	In the year 1988, Thapaliya opened Altech Pvt Ltd that dealt with aluminium doors and windows and building materials. Shortly after, he established Padma Shree Pvt Ltd, a trading company for the purpose of representing of various international brands. &ldquo;During the nationwide movement of 1990, many companies suffered owing to political unrest, labour problems and strikes. Then we thought that we should not focus only on one business, and should diversify,&rdquo; says Thapaliya. The Group is the outcome of that diversification.&nbsp;</div>
<div>
	In the year 1991, Mazda Motor Corporation of Japan was looking for a representative in Nepal, and Thapaliya&rsquo;s company was among four other contenders. &ldquo;Our proposal was the most practical, so they selected our company as their partner,&rdquo; says Thapaliya. From the year 1993, the company started importing Mazda vehicles from Japan. Mazda is one of the flagship imports of the Group today, known for its power, style and performance. In the year 2000, the company started importing power tools from Bosch Germany, one of the biggest tools manufacturers in the world. In 2005, the Group also imported generators from Deutz, Aggretech and MTU, all Germany-based companies to help the nation deal with the power outage.&nbsp;</div>
<div>
	According to Thapaliya, Padma Shree Group is renowned in the market for the products it represents. &ldquo;Whatever products we represent, they are the best in the world. I always go after quality products which are well known and well tested. Though it may be slightly expensive, ultimately, it provides long term benefit,&rdquo; says he.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Early Life&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya was born in Lazimpat of Kathmandu in 1952 to Late Badri Prasad Thapaliya and Padma Thapaliya. He studied in Saint Xavier&rsquo;s School till grade four, and then joined Demonstration School, which later changed to Laboratory School. After his SLC, he joined ISc course and had dreams of becoming an engineer. He wanted to go to Russia to study engineering, but had to give up his dream to help his father in the company. &ldquo;Yet I don&rsquo;t have any regrets now, because I am doing well in my business,&rdquo; says Thapaliya.</div>
<div>
	&nbsp;</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com//userfiles/images/prsnlt3.jpg" strong="" style="float: left; margin: 0px 10px 0px 0px; width: 275px; height: 404px;" />Personal Side</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya says he is normally much occupied with his business, and takes leave only on Saturdays.&rdquo; As generators are one of our major products, it has to be running 24/7. So there could be complaints coming in any time, so I am busy almost all the time,&rdquo; says Thapaliya. Still, if possible, he wants to be free on Saturdays. &ldquo;I spend time with my family and I try to avoid any business activities on Saturdays. I dedicate my time to my family, and also after office, I spend time with my family,&rdquo; shares Thapaliya.&nbsp;</div>
<div>
	On a more personal side, Thapaliya is quite a reserved person, and takes time to open up and build new relations. &ldquo;Once I build a relation, I continue it for long. I believe all the relations should be long lasting,&rdquo; says Thapaliya. According to him, it takes very long to build a relation, but it can be spoilt in no time. &ldquo;I want to maintain relations for ever, all the relation, both personal and professional ones. I seek perfection in everything I do,&rdquo; shares Thapaliya.&nbsp;</div>
<div>
	Thapaliya enjoys playing tennis and squash, and goes to health club at least five days a week. Quite a religious man, Thapaliya has been visiting Pashupatinath everyday for the last 40 years. Thapaliya travels frequently for business and for vacations. He has been to Japan, China, Singapore, Germany, UK, Switzerland and other countries. He drives Mazda 3, and will soon be driving Mazda CX-5, a new crossover. Thapaliya says he uses gadgets and technology as required, and owns iPhone, MacBook Pro and an iPad. On grooming, he says he wants to look decent and presentable at all times.</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com/userfiles/images/prsnnlt4.jpg" strong="" style="float: right; margin: 0px 0px 0px 10px; width: 275px; height: 344px;" /></strong></div>
<div>
	<strong>Family</strong></div>
<div>
	&nbsp;</div>
<div>
	Married to Deepa Thapaliya in 2037 BS, Thapaliya says it was a love affair turned into arranged marriage. He clearly remembers meeting her for the first time. &ldquo;We met for the first time in a wedding. We knew each other, got close and later arranged the marriage,&rdquo; recalls Thapaliya. Deepa holds a degree in Law, and is also the Director of the Group. &ldquo;She is very supportive and encouraging, and helps me in all my endeavours,&rdquo; he adds.&nbsp;</div>
<div>
	The couple is blessed with a son and a daughter, Shubhashish Thapaliya and Shreeyukta Thapaliya Pandey. Thapaliya has two granddaughters from his daughter. His son holds an Engineering Degree in Energy and Power, and is working in a company in Singapore. He wants his son to return and continue the family legacy.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Philosophies&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	According to Thapaliya, failures are inevitable, but what matters is how you deal with failures. &ldquo;When you fail, realize that it was not your piece of cake and move on. When one door closes, another one is always open, do not look at the closed door, and move towards the one that has been open for you,&rdquo; says he. Thapaliya believes life is very precious, and says that tomorrow is indefinite. &ldquo;One should not spend time in regrets, and move on towards better things,&rdquo; advises he.&nbsp;</div>
<div>
	Thapaliya says he firmly believes in team work, sincerest of efforts and accountability. &ldquo;To be successful, dedication and sincerity are the ones needed the most. It will do you good in the long run,&rdquo; says he. Thapaliya says that there is no shortcut to experience; still it doesn&rsquo;t mean one has to go through all the hassle. &ldquo;We have a lot of exposure now, and we can cut short the time needed to be experienced. We all should try to see things from a wide perspective, and do something for the society and the country,&rdquo; says he.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Concluding Remarks&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya believes that god has given Nepal all that is needed, and it&rsquo;s our turn now to make it a real heaven. &ldquo;I wish to see a peaceful, prosperous and developed Nepal, and I am doing my part for it,&rdquo; he says. Though he admits that the business environment is not very good now, he says everyone should try to make the best out of this situation.&rdquo; If you want rainbow trout, then you need fresh and running water. Looking at the situation of the country, unfortunately, all we have is muddy waters now. But I expect to have fresh and running water very soon,&rdquo; says Thapaliya</div>
<div>
	&nbsp;</div>',
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			'description' => 'Rohini Thapaliya, Executive Director of Padma Shree Group, didn’t always have thoughts of owning and running a business house. As a youngster, he wanted to be an engineer and thought of going to Russia for pursuing the degree. But life had other plans for him..',
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		'Article' => array(
			'id' => '1439',
			'article_category_id' => '167',
			'title' => 'Politics And State : Growing Distance',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<p>
	<strong style="font-size: 12px;">--By Achyut Wagle</strong></p>
<p>
	Finally, the date for the elections to Constituent Assembly (CA) has been announced for November 4, 2013. This no doubt is a positive development in itself, but mere announcement of the date hardly ensures the actual possibility of the elections on the said date. Evidently, the possibility looks dwarf to the challenges.&nbsp;</p>
<p>
	While announcing the date, the government has chosen to tread a &lsquo;middle-path&rsquo; on the contentious issues that the four major political parties -- UCPN (Maoist), Nepali Congress and CPN-UML -- failed to evolve a common point of view. For instance, in the new ordinance, exclusion of the provision of threshold on number of votes needed to be recognised as a legitimate political party and retention of provision barring the people with proven criminal records from contesting the elections are the strategy of trade-offs that the government adopted. From a narrow view, they appear fairly reasonable.</p>
<p>
	But the larger trade-off, so to say, between the factors that are likely to foil the election bids and the ambience that is needed to create, still remains completely untouched, let alone addressed. The challenges posed by the protests of Mohan Baidya of CPN-Maoist, Ashok Rai of National Socialist Party and Upendra Yadav of Madhesi Janadhikar Forum, among others, are not of the kind that could be ignored easily.&nbsp;</p>
<p>
	Just a formal call by the government, which neither has a political face nor has taken adequate and meaningful initiation to negotiate with these forces, is unlikely to bring them all to the election fold. There needs to more intensive political dialogues to sort out the differences. But the situation is such that the four parties cannot be the party to the bargaining as they are officially not in the government and official government doesn&rsquo;t have the political acumen and intent to deal with them. This is first ominous sign that the distance between the state and the politics is widening.&nbsp;</p>
<p>
	There is no doubt that without involving all these political forces in the process, the polls are impossible. Nobody has the answer what happens if the Constituent Assembly (CA) elections could not take place in November. Given the strength of the forces determined to impede these elections, there is no ground to be optimistic. And the worst, there is no realization of the precariousness of the situation among the so called major pro-poll political leaders and the government operatives.</p>
<p>
	The most dangerous aspect of the differences among the parties standing for and against of the polls is that they are not all political. Much of the discontent stems out of personal hatred, evidences of betrayal and mountains of egos between the major leaders in the pro and anti election camps. The friend-turned-foes like Pushpa Kamal Dahal and Mohan Baidya, Upendra Yadav and Bijaya Gachchhadar and Ashok Rai and Jhalanath Khanal are not even ready to sit face-to-face and recognize as a political force in their respective strengths. Regardless of the fact how many seats these dissenting parties would get if they participated in elections, it is apparent that their strength is enough to disrupt the polls.</p>
<p>
	As it is, the polls are absolutely unlikely to be held on the proposed date of November. And, this failure will have a fundamental difference than the previous failures on one account -- it will put the political forces further away from the state of affairs of the country. This indeed is an extremely dangerous direction Nepal is likely to head to.&nbsp;</p>
<p>
	One may despise the politics to the hilt for all the miseries it has brought about in the current Nepal, but the fact again remains that the country cannot move ahead without political leadership. Of course, with unconditional commitment to a good, democracy-driven politics. But, given the recent developments, Nepal is gradually drifting away from the very possibility of political powers ruling the country anytime soon. This is one factor that the political powers of all shades, including the ones in &lsquo;opposition&rsquo;, must take into account.</p>
<p>
	Sadly though, the possible gloomy days not seen by our own leaders are visualized as if on the movie screen by our powerful neighbours and the foreign powers. That is why New Delhi and Beijing are competing to invite our leaders of their convenience and choice to &lsquo;take stock of the situation here&rsquo; and offer some &lsquo;useful&rsquo; suggestions. Regardless of the leader of which party or ideology, the questions posed to them, by all -- the North, South and the West are the same. They surround the real possibilities of holding next CA polls in November, its chances of writing the new constitution and, in the longer run, the kind of federalism Nepal is likely to adopt. It is China who reminds our leaders about the dangers of Nepal embroiling into anarchy in the event of ad hoc execution of the federal structure. And, it is India that has apprehensions about the possibility of the elections taking place in November. The West has its own concerns of human rights agenda, defined more in terms of Nepal&rsquo;s treatment to the Tibetan refugees than anything else.&nbsp;</p>
<p>
	Why can&rsquo;t our own leaders assess this acutely adverse possibility of political parties being sidelined altogether, if new elections didn&rsquo;t take place? Whereas, the reality is as evident as the other side of the coin. It is perhaps because, the &lsquo;political power blindness&rsquo; that emanates from gross insensitivity to the voices and needs of the people has engulfed our existing set of leaders.</p>
<p>
	When the ex-king Gyanendra brought in Dr Tulsi Giri and Kirtinidhi Bista to run the country in 2005, every commoner foresaw that the King&rsquo;s rule was coming to an end. But he was so power-blinded that which he himself couldn&rsquo;t see it. When Maoist launched the armed insurgency, every sensible mind knew that it would only take Nepal backward, not forward. But Pushpa Kamal Dahal and Baburam Bhattarai wouldn&rsquo;t see that. Late G P Koirala also didn&rsquo;t realise that very democracy was being put on perils by all his acts that were in detriment to democratic norms and values, that perhaps gave fuel to rapid rise to Maoist influence. At present, same sort of blindness is preventing the leaders of four parties to be flexible and accommodative to other smaller, opposing forces.</p>
<p>
	It is universal trend throughout history that every dictatorial-minded politician was incapable of gauging the true gravity of the situation and acted as if the way he thought was an absolute truth, until it was too late to correct the course. It is the same psyche that governs the hearts and minds of our leaders. So, they didn&rsquo;t realize that the cost of their petty differences in the last CA that Nepal was made to bear was so big.&nbsp;</p>
<p>
	Economically it might need decades to fill the gap, and socially, we perhaps will never be able to regain the cohesion we enjoyed so far. They quarreled on the number of CA 491 versus 601 as if it were a choice out of 51 and 60. The recent disagreement in threshold of minimum votes required from next CA elections and abetting government to abandon it was true mockery to democracy. Still, the leaders of the four parties -UCPN (Maoist), Nepali Congress, UML and Democratic Madhesi Front behave as if nothing has gone wrong even after they handed over the reins of the country to bureaucrats, appointed notoriously corrupt ex-bureaucrat as the chief of the constitutional anti-corruption watchdog, CIAA and failed to address the issues that are hanging as the Damocles&rsquo; Sword above the election agenda.&nbsp;</p>
<p>
	The only way-out to restore the power of politics in running the country now solely depends on whether the polls on the stipulated date would take place or not. And, it is also clear that, it will not take place without making any sizeable force to agree to take part in the polls.</p>
<p>
	Only if the the democratic process becomes functional, the politics, and by virtue of it politicians, will return to power. If not, the rein of power the politicians handed over to bureaucrats on the silver platter would never return to them for long time to come. If democracy wins, there is always chance for any party to ride to the power saddles in future, but if the whole politics is resolutely distanced from the affairs of state only possible outcome is prolonged dictatorship. Nothing else!</p>
<p>
	<span style="font-size:11px;"><em>(The writer is former editor of Aarthik Abhiyan National Daily.)</em></span></p>
<div>
	&nbsp;</div>',
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			'description' => 'While announcing the date, the government has chosen to tread a ‘middle-path’
on the contentious issues that the four major political parties -- UCPN (Maoist),
Nepali Congress and CPN-UML -- failed to evolve a common point of view.',
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		'Article' => array(
			'id' => '1437',
			'article_category_id' => '31',
			'title' => 'Sachin Parab, Chief Executive Officer At International Business For Greaves Cotton Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<h2>
	&lsquo;The whole world is open for us after acquiring an international company Veedol&rsquo;</h2>
<p>
	<span style="font-size:14px;">Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India. He did his first job at TELCO (now called Tata Motors Ltd) in India and assigned for seven years in USA with Mahindra USA Inc. after some time. He also served in Mahindra &amp; Mahindra Ltd for 13 years. He was busy with Escorts Ltd as the Head of International Business for farm tractors manufactured in India and Europe before joining Greaves Cotton Ltd. In an interview with Sushila Budhathoki of New Business Age, Parab shares about the importance of his products in the developing countries. <strong>Excerpts:</strong></span></p>
<p>
	<strong style="font-size: 12px;"><span style="font-size: 12px;">Could you please highlight the reasons of your visit?&nbsp;</span></strong></p>
<p>
	<span style="font-size: 12px;">Nepal is an important market for us. I came here to reinforce our commitment to the market as a company and to meet the customers who are using our equipments. We want to assure them our continuous support and services thorough our distributors in Nepal.</span></p>
<p>
	<strong>Could you please tell us about your company?&nbsp;</strong></p>
<p>
	We are one of the oldest and reputed engineering companies in Indian Subcontinent. Established in 1859, Greaves Cotton Limited is now more than 150 year&rsquo;s old company. At the core, we are basically engine manufacturers. In India, we are the largest diesel engine manufacturing company producing over a half of million diesel engines every year. In addition, we also produce diesel generators and equipments which can be used in construction and agriculture.&nbsp;</p>
<p>
	<strong>How does your product help the organizations in Nepal?&nbsp;</strong></p>
<p>
	We are offering world class technologies positioned in between European and Chinese products with competitive price. Our products are easy to use, maintain and repair. We offer high value for money in all our products. Our products are modern yet it is having less of electronics in it and they are more robust and heavy duty. These products are suitable to the similar operating condition in India and Nepal. For example, the terrain is tough, the usage is high and maintenance is low. Our products have been designed for such operating conditions ensuring higher uptime and customer satisfaction. Durability of the products is what the costumers are concerned about.</p>
<p>
	<strong>How do you see the South Asian Market for your products?&nbsp;</strong></p>
<p>
	Apart from India, we are having a lot of encouraging results in Sri Lanka, Nepal and Bangladesh. We are either no. 1 or 2 in Indian market. We see us achieving such leading position even in SAARC region. A lot of growth and development projects are likely to operate in South Asia. We observe that building infrastructure is the prime need of this continent and we have products which can help develop building infrastructures. We are also present in the farm machinery space serving the agrarian economy of South Asia. Nepal has a lot of infrastructure projects and we could be partners on this part.&nbsp;</p>
<p>
	We entered in Nepali market a couple of years ago and we believe that this was the right time we become partners in such projects. We are offering products as good as the products offered by developed world in affordable prices.&nbsp;</p>
<p>
	<strong>How can Nepali industries get your service in Nepal?&nbsp;</strong></p>
<p>
	Our products are distributed through very able distributors in Nepal. The distributors representing us here in Nepal are MAW Engineering Ltd (Morang Auto Works) and IDMC Pvt. Ltd. We have extremely good technical manpower and service network in Nepal. Manpower in these distributors has been trained by specialists on the product and technology in our factory in India. Through them we are ensuring the end users would get proper services.</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	We are trying to expand our product range. In the diesel generators, our current range is 25 to 500 KVA and now we are getting into the bigger market which is 5 to 25 KVA. In next few months we will be seeing lots of products specially diesel generators, in smaller size. We have made some new technological development on our concrete equipment. We are launching new products in S-tube technology concrete pumps, smaller size concrete batching plants, bigger size of ready mix concrete transit mixers in near future. The product offering to the customers would expand and we believe that these products will contribute to our expansion drive. We will be launching these products in Nepal along with Indian market.</p>
<p>
	<strong>How do you find the level of competition in the Nepali market?&nbsp;</strong></p>
<p>
	We are having a healthy competition in Nepal. I believe the competition is always good for consumers while it gives us chances to perform our best. We want to ensure the customer gets the best product support and value for the money in the product offering we give. We believe that we are able to match with the competition in terms of features and quality and also beat the manufacturers coming from both the developed and developing world with our ability to serve them through our local channel partners in Nepal.</p>
<div>
	&nbsp;</div>',
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			'description' => 'Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India.',
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			'id' => '1438',
			'article_category_id' => '31',
			'title' => 'Derek Lawley, General Manager At Reid Construction',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&lsquo;We are on the move to explore our possible career in Nepal&rsquo;</h2>
<p>
	<span style="font-size:14px;">Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees. Recently, Lawley is associated with Reid Construction System of New Zealand as General Manager. In an interview with Sweta Sharma of New Business Age, Lawley shared about Reid and the prospects using Reid&rsquo;s products in Nepal.&nbsp;</span></p>
<p>
	<strong><span style="font-size:14px;">Excerpts:&nbsp;</span></strong></p>
<p>
	<strong>What is the purpose of your visit to Nepal?&nbsp;</strong></p>
<p>
	The main purpose of my visit to Nepal is to introduce Reid Company&rsquo;s product. Kathmandu Steel Pvt Ltd (KSPL) had launched our product Reid bar in the domestic market of Nepal. The potential of Reid&rsquo;s innovative systems make us realize to enter South East Asian market to take Reid&rsquo;s systems to the building industry. We are committed to give undying support to prosper the industrial sector of Nepal by providing skilled and experienced engineers.&nbsp;</p>
<p>
	<strong>Could you please briefly describe about the Reid Construction System?&nbsp;</strong></p>
<p>
	Reid has a history. It started by Alan H. Reid as a general engineering supply business in Australia 80 years ago. Later, I established Reids New Zealand and it was selling more Swiftlift Anchors per head of population in New Zealand than any other country in the world. The systems quickly became industry standard for handling precast in Australia. Reids also realize the potential of Tilt-up construction which had been used for isolated projects in New Zealand and Australia since the 1950&rsquo;s. Today, Reids had a full product range for every construction site to supplement their specialized Tilt-up and precast system. The company is now interested to launch their products in South East Asia as it has seen a lot potential in industrial sector.&nbsp;</p>
<p>
	<strong>What made you think to do business in Nepal?&nbsp;</strong></p>
<p>
	Anand Nepal, executive director of KSPL is also involved in production business in Nepal. He showed interest towards Reid&rsquo;s products. He found the work of Reids in Australia and New Zealand quite interesting. He is very conscious about the product&rsquo;s quality and fortunately we were also interested to spread out in South East Asian region. This was a good chance for us to prosper our business too.</p>
<p>
	<strong>So, are you covering all Asian countries?&nbsp;</strong></p>
<p>
	Yes, we have covered some Middle East Asian countries as well. People out there are interested to use Reid bar as it is most effective for building houses, industries etc. We are the bar manufacturer. So we are not sure whether we will be competitive in the markets. With the help of Kathmandu Steel we are hoping to enter the Nepali market to facilitate people with the best served products ever.&nbsp;</p>
<p>
	<strong>What products are you going to launch in Nepal and who are your target customers?&nbsp;</strong></p>
<p>
	Well we are going to launch the whole Reid bar range. The price variations of Reid bar and other normal steel bar will not be much. We have analyzed the living standard of people out here, and priced the products accordingly. This is the challenge for us to ensure the products are competitive in terms of quality and as well as price. The products can be used effectively in any sort of construction work. Our target customers are construction companies, consulting engineers and general people who go for the quality construction systems.</p>
<p>
	<strong>What are the features of your products?&nbsp;</strong></p>
<p>
	The Reid bar is micro-alloy, hot rolled which can be cut in any length. It comes in different forms and sizes with flexible design and simplified detailing. Reid bar is the safer way of joining reinforcing steel in construction work. The bar can be used for multiple purposes like wind bracing constructions, bracing and tie down without wielding, anchoring into existing concrete, soil and rock anchoring with cement grout and resins, anchoring in concrete etc. The builders will find very effective to use Reid bar with such features.</p>
<p>
	<strong>What makes your product stand out in international market?&nbsp;</strong></p>
<p>
	We are quite innovative in terms of products. For all these years, I have learned to run the business. The main consideration of mine is to satisfy your customer. So our company is quite conscious about knowing our customers. We also listen to customers complains and are not only concerned with selling the products. The quality and the usage of the bar are numerous. The usage of Reid bar is very much effective and such quality is not seen in other products. It does take time to make people aware of new products in the market but when they get to know the importance and benefits of bar, the positive impact in industrial sector is surely to happen.</p>
<p>
	<strong>How do you analyze the construction business in Nepal?&nbsp;</strong></p>
<p>
	Nepal is a developing country. It does have huge potential to develop its industrial sector. The construction risk in Nepal is quite low than in any other country. In my point of view, Nepal is appropriate for any sort of business. The good technical support will prosper the business of Nepal undoubtedly.&nbsp;</p>
<p>
	<strong>After five years from now, where do you think Reid would stand?&nbsp;</strong></p>
<p>
	I have the big expectations of Reid Company being recognized all over the world. It has its major impacts in Australia and New Zealand. We are on the move to explore our possible career in Nepal basically. We are doing same in Europe as well.</p>
<p>
	Many Asian countries are facing some kind of problems to prosper the industrial sector. What is your comment in this?&nbsp;</p>
<p>
	I personally think that the business has overcome the political thing. We can take an example of China. While they are having political problems, they were so firmed in business that their products are exported to almost all the countries in world. No matter what, the business has to go on.&nbsp;</p>
<p>
	<strong>What are your expectations from Nepal?&nbsp;</strong></p>
<p>
	We have heard that government would see the benefit in raising the standard of building construction. As in all developing countries, Nepal will also have the tendency to lift the standard. We are very lucky to work with Kathmandu Steel as they too hold the same perception of raising the construction standard in Nepal.</p>
<div>
	&nbsp;</div>
<table border="0" cellpadding="4" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#00FFFF">
				<strong>&nbsp;About Kathmandu Steels and Reidbar Technology&nbsp;</strong><br />
				<span style="font-size: 12px;">-The bar is produced using technical know-how of New Zealand&acute;s Reid Technologies&nbsp;</span><br />
				-The bar will be exported to South Asian and Middle East countries&nbsp;<br />
				-Kathmandu Steel is the first to introduce Reidbar technology in South East Asia&nbsp;<br />
				-Kathmandu Steels has been established with an initial investment of Rs 500 million&nbsp;<br />
				-It has factory in Nawalparasi and can produce 20 tons of steel bars per hour&nbsp;<br />
				-The bar also reduces congestion in reinforcing allowing more space for concrete thus making the structure stronger.&nbsp;<br />
				-It is one of the best earthquake resisting technologies</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
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			'description' => 'Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees.',
			'sortorder' => '1299',
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	(int) 7 => array(
		'Article' => array(
			'id' => '1436',
			'article_category_id' => '31',
			'title' => 'Kalyan Roy, Vice President Of Tide Water Oil Co (India) Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&nbsp;</h2>
<h2>
	<span style="font-size:16px;">&lsquo;We have made our space in Nepal and we won&rsquo;t hurry&rsquo;</span></h2>
<p>
	<span style="font-size:14px;"><em>Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule &amp; Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government. Roy joined the company in 1987 as an assistant manager in Sales Department after years of service in various other companies in India. Mechanical engineer by profession, Roy is originally from Kolkata. In an interview with New Business Age, Roy shared his expansion plans in various countries including countries in South Asia Region. </em><strong>Excerpts:</strong></span></p>
<p>
	<strong>Could you please tell us the reasons of your visit?&nbsp;</strong></p>
<p>
	We have already started marketing our products in Nepal. I came here to attend the meeting with the dealers and sales officers in Nepal.&nbsp;</p>
<p>
	<strong>Could you please tell us about your company and products?&nbsp;</strong></p>
<p>
	This year we are celebrating 150 years of Andrew Yule &amp; Co. Ltd. There are different divisions like tea, engineering, electrical, printing press in the company. Tide Water Oil Co. (India) Ltd, another company in Andrew Yule &amp; Co. Ltd was established in 1928. We are manufacturing and marketing lubricants in India since then. In 2012, we took over a company called Veedol International from British petroleum. Now we have started expanding our business outside India with the brand name Veedol.</p>
<p>
	<strong>How does your product help the organizations?&nbsp;</strong></p>
<p>
	All our products are world class and we are also having technical tie up with a renewed Japanese company, JX Nippon Oil &amp; Energy Corporation. Being an international company now, we make the best lubricants in the world. People in Nepal would get quality product at a reasonable price. We have started educating users and the mechanics about our products to be used in particular vehicle. We want people to understand right product for the right vehicle so that they would get maximum benefit of our products they buy.&nbsp;</p>
<p>
	<strong>How do you find the level of competition in Nepal?&nbsp;</strong></p>
<p>
	Competition is quite fair. There are other products like Castrol, Servo among others in lubricant products. Now we have made our space in Nepal and we won&rsquo;t hurry. We want to create the pool first so that we could build good relation with our customers.</p>
<p>
	<strong>How are you expanding your products South Asian Market?&nbsp;</strong></p>
<p>
	In South Asia, we have started with Bhutan and Bangladesh and Nepal. And now we are starting in Thailand. Talks are going on with Myanmar, Indonesia etc. We will cover these countries one after another.&nbsp;</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	<span style="font-size: 12px;">The sky is the limit and we have big plans for our expansion. We have started our marketing with Nepal, Bhutan, Bangladesh, Dubai and now planning to expand in European countries. The whole world is open for us after acquiring this international company Veedol. Our target market is Europe and South East Asia then we will go to Canada and Mexico. The first phase of marketing campaign in Middle East is already done. Second phase is Europe and South East Asia. The third phase would be in Canada and Mexico.</span></p>
<div>
	&nbsp;</div>',
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			'description' => 'Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule & Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '1435',
			'article_category_id' => '139',
			'title' => 'Nepal & The World News In Brief (15-21 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Gold Posts Biggest Weekly Gain Since 2011" src="/userfiles/images/gold.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 78px;" /></div>
<div>
	<strong><span style="font-size: 12px;">Gold Posts Biggest Weekly Gain Since 2011</span></strong></div>
<div>
	&nbsp;</div>
<div>
	Gold eased on Friday but notched its biggest weekly advance in nearly two years as fears of an imminent winding down of the U.S. Federal Reserve&rsquo;s monetary stimulus eased for now. Spot gold remained unchanged at $1,279.90 an ounce. U.S. Comex gold futures for August delivery settled down $2.30 to $1,277.60 an ounce. (Agency)</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="US Budget Surplus Highest in 5 years " src="/userfiles/images/usbudget.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 89px;" /></div>
<div>
	<strong>US Budget Surplus Highest in 5 years&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The US government reported a budget surplus of $116.5bn in June, the most in five years. The improving US economy meant that tax receipts were higher than expected. Also, government spending plunged by 47% due to package of spending cuts and tax increases passed in January, know as the sequester. (www.bbc.com)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="UBS Became the World’s Largest Private Bank " src="/userfiles/images/ubs.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 72px;" /></div>
<div>
	<strong>UBS Became the World&rsquo;s Largest Private Bank&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	UBS won back the title of largest private bank in the world as inflows of fresh client funds surged last year, indicating restored confidence following the financial crisis, according to a study. The Swiss bank displaced Bank of America Corp from the top spot in an annual benchmark compiled by London-based wealth management consultant Scorpio Partnership. (Agency)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="PC Sales See ‘Longest Decline’ in History " src="/userfiles/images/pc.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 72px;" /></div>
<div>
	<strong>PC Sales See &lsquo;Longest Decline&rsquo; in History&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Global personal computer (PC) sales have fallen for the fifth quarter in a row, making it the &ldquo;longest duration of decline&rdquo; in history. Worldwide PC shipments totalled 76 million units in the second quarter, a 10.9% drop from a year earlier, according to research firm Gartner. (The Economic Times)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="95 Chinese Firms in Fortune Global 500 List " src="/userfiles/images/forune.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 125px;" /></div>
<div>
	<strong>95 Chinese Firms in Fortune Global 500 List&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The newly released Fortune Global 500 list includes 95 Chinese companies, 89 of them state-owned, showing that the world&rsquo;s fastest growing economy still has plenty of room for improvement. The number of Chinese companies on the list is second only to the US, which has 132 entries. Six firms from Taiwan also made it to the list published by the Fortune magazine, ranking the companies according to their revenue. (Agency)</div>
<div>
	&nbsp;</div>',
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			'description' => 'Gold Posts Biggest Weekly Gain Since 2011',
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			'article_category_id' => '110',
			'title' => 'Top Ten Losers (8-14 July 2013)',
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			'summary' => null,
			'content' => '<p>
	<img alt="Top 10 Losers" src="/userfiles/images/top%2010%20losers.jpg" style="width: 575px; height: 218px; margin: 5px;" /></p>',
			'published' => true,
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			'description' => 'Top Ten Losers',
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			'article_category_id' => '111',
			'title' => 'Top Ten Gainers (8-14 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="Top 10 Gainers" src="/userfiles/images/Top10%20Gainers.jpg" style="width: 575px; height: 219px; margin: 5px;" /></p>',
			'published' => true,
			'created' => '2013-07-15',
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			'description' => 'Top Ten Gainers',
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			'article_category_id' => '113',
			'title' => 'US Dollar Exchange Rate At Local Market (8-14 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="US Dollar Exchange Rate at Local market" src="/userfiles/images/USD%20copy%20(Copy).JPG" style="width: 550px; height: 298px; margin: 5px;" /></p>',
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			'description' => 'US Dollar Exchange Rate At Local Market',
			'sortorder' => '1294',
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			'article_category_id' => '112',
			'title' => 'Weekly Gold And Silver Price (8-14 July 2013)',
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	<img alt="" src="/userfiles/images/gold%20silver%20price%20(Copy).jpg" style="width: 500px; height: 133px;" /></p>',
			'published' => true,
			'created' => '2013-07-15',
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			'description' => 'Weekly Gold And Silver Price (8-14 July 2013)',
			'sortorder' => '1293',
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	(int) 13 => array(
		'Article' => array(
			'id' => '1430',
			'article_category_id' => '154',
			'title' => 'Learning Curve News In Brief (15-21 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Vice Chairman of the CPN (UML) Bamdev Gautam" src="/userfiles/images/bschool.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 180px;" /></div>
<div>
	<strong>B School Ranking &amp; Awards in the Offing&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	New Business Age Pvt Ltd is organizing &lsquo;Everest Bank National Business School Rating-Ranking- Awards&rsquo; for the first time in Nepal. Various streams under management including Bachelors in Business Administration (BBA), Masters in Business Administration (MBA) and Bachelors in Hotel Management (BHM) are being rated on various grounds. The publication house has already organized rating of Higher Secondary School and awarded top ten schools from the country. Similarly the award function of B Schools will reward the best schools for hospitality, management and tourism studies. A committee has been formed for the evaluation of best schools under the leadership of Prof Ujjwal Kumar Chowdhary, former Dean of Symbiosis International University, Pune, India. After this, the experts from education and business sectors would rate the schools on various grounds. The B Schools would be ranked on the basis of recognition, affiliation, global and local tie-up of the institute, scope and frequency of updating syllabus, tools and communication, practical inputs and best practices and alumni and industry network as given by B-Schools management.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Best and Weak Teachers to be Identified&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	With an aim to improve the education quality of community schools, teachers working there are planned to be categorised as best and weak and the name lists will be made public through a web-site. The teacher ranking is being done on the basis of average student pass out rate of a particular district.&nbsp;</div>
<div>
	According to Tek Narayan Pandey, Director at Department of Education, best teachers from the list will be encouraged and awarded by District Education Office while teachers who have fallen in weak category will get an opportunity for self improvement. However, Vice- president of Nepal Teachers&rsquo; Union, Purna Joshi claimed that this will diminish the confidence of teachers. &ldquo;Rather than comparing, weaknesses of teachers should be identified and they should be given chance to improve,&rdquo; he said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Excursion Turned into a Noble Deed&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The Principal and 32 students from Chonbuk National University of South Korea extended financial help of Rs 71 thousand to Kopila Basyal, a 12th standard student of Mohan Kanya Higher Secondary School, Palpa. Group&rsquo;s visit to Nepal during summer vacations resulted into taking Basyal to South Koera for Higher studies. Deepak Prasad Gyanwali, Principal of the school, said that the group has also provided two sets of computers and other accessories for the better learning of the children. Similarly regarding the extra curricular activities they provided taekwondo training, knowledge related to science laboratory, dance and music training and different sports guidance to the students as a part of cultural exchange.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Adikavi Bhanubhakta Award to Karmacharya&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Senior litterateur, Madhavlal Karmacharya bagged this year&rsquo;s Adikavi Bhanubhakta Award conferred by The Nepali Education Council. Rastrakavi Madhav Prasad Ghimire handed over the award to 87-year-old litterateur Karmacharya amidst a programme on the occasion of commencement of the Bhanu Second Centenary on July 13. The award is worth Rs 101,111.</div>
<div>
	&nbsp;</div>',
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		'Article' => array(
			'id' => '1429',
			'article_category_id' => '156',
			'title' => 'Office Politics, Crushing Workload?  Think Before You Make A Grand Exit',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&ldquo; I QUIT!&rdquo; Which put-upon worker hasn&rsquo;t fantasized about saying those words and walking out the door? Wisely, most don&rsquo;t go that far, at least not then and there.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s fairly common to feel a passing urge to quit your job when you&rsquo;ve hit a rough patch, says Nancy S. Molitor, a clinical psychologist in Wilmette, Ill., and a public education coordinator for the American Psychological Association. But the idea is surfacing in more employees&rsquo; minds these days, she said.&nbsp;</div>
<div>
	Many of her clients have hunkered down at the same company over the last five or six years, just grateful to have a job in an uncertain economy, Molitor said. Some were promised raises, bonuses or stock once the recession ended, but now that better times have arrived, companies are hanging onto their cash and withholding those promised rewards, she said. One result is employee resentment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sometimes an employee wants to quit because of an untenable working situation: an overbearing boss, a difficult co-worker, a crushing workload. Often, the reasons for feeling upset and wanting to quit are legitimate, Molitor said.&nbsp;</div>
<div>
	But because resigning has huge consequences, you never want to make that decision while in the grip of intense emotion, she said. Wait at least a week, and in the meantime discuss your feelings with a close friend, family member or therapist. Colleagues are another option - they may have a much better grasp of office politics - but make sure you trust them completely to keep your confidence, she added.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, &ldquo;that&rsquo;s a huge red flag,&rdquo; she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary seek professional help. If you feel you are in danger of quitting suddenly, take a day off to clear your head, she advised.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sometimes when we feel unhappy or helpless in our personal lives, we project that onto our jobs - and onto the boss, who has power over us, Molitor said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Personal problems might be at least part of the reason for job dissatisfaction. Consider the 1977 country hit &ldquo;Take This Job and Shove It,&rdquo; in which Johnny Paycheck sings that the boss is a fool who &ldquo;thinks he&rsquo;s cool,&rdquo; but also that his &ldquo;woman done left&rdquo; and took away all his reasons for working.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The song&rsquo;s title still resonates, and for good reason. &ldquo;I&rsquo;ve been there. We&rsquo;ve all been there,&rdquo; said Robert I. Sutton, a professor and organizational psychologist at Stanford. In his heart, he&rsquo;s a &ldquo;take this job and shove it kind of guy,&rdquo; he said, &ldquo;but I have people around me who will save me from myself.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Once you have cleared your head and separated emotion from reality, you may be able to find a way to change your work situation so that it&rsquo;s no longer intolerable, Molitor said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Many employees need to work harder at advocating for themselves, she said. If you felt that you deserved a raise and didn&rsquo;t get one, try asking for one and you might succeed, she said. When preparing to talk to your boss about your concerns, it&rsquo;s wise to write down your points in advance, she added: &ldquo;That forces you to be coherent.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	After careful consideration, you may determine that your only option is to resign, but do so politely, and with plenty of notice. If you quit in a huff and make a dramatic exit, you can probably forget about using your employer as a reference, and word will most likely get out that you left your company in the lurch.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Suzanne Lucas, who writes a blog called the Evil HR Lady, says in a column for CBS News that it&rsquo;s generally a bad idea and &ldquo;just darn rude&rdquo; to quit a job on the spot. But she notes exceptions that would justify a quick departure - for example, if staying in a job would put you in some kind of danger (a violent co-worker, say, or a safety violation), or would make you break the law or violate your ethical or religious standards.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In most cases, though, you can give notice. Try to be gracious when resigning, because &ldquo;how you end things is incredibly important,&rdquo; Sutton said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to the &ldquo;peak end rule,&rdquo; as articulated by the psychologist Daniel Kahneman, the final memory that your co-workers have of you is likely to be much more vivid than most others, Sutton said. If possible, you want that memory to be positive. He said that you, too, would feel better about the experience in retrospect if you quit in a graceful way.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;I&rsquo;m a big fan of quitting,&rdquo; he said, so long as it&rsquo;s done for the right reasons and in the right way.<em> (The Economic Times)</em></div>
<div>
	&nbsp;</div>',
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			'description' => 'Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, “that’s a huge red flag,” she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary',
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			'id' => '1443',
			'article_category_id' => '39',
			'title' => 'A Liquor Trader',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Aditya Agrawal,Business Development Manager,Global Trading Concern Pvt Ltd" height="292" src="https://lh5.googleusercontent.com/-3xPTaQ_b0N0/UdlUrp6Jv3I/AAAAAAAAA4o/CltvQ86Av5k/s457/Aditya Agrawal.jpg" width="250" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<b>Aditya Agrawal</b><br />
				Business Development Manager<br />
				Global Trading Concern Pvt Ltd</td>
		</tr>
	</tbody>
</table>
<p>
	<span style="font-size: 12px;">Global Trading Concern Pvt Ltd (GTC) has been into the trading business for one and a half decade by importing liquors and spirits from Diageo. Since then, Diageo has introduced new products in the Nepali market with their local partners GTC. Diageo owns brands like Johnnie Walker, Vat 69, Smirnoff and Gordon&rsquo;s among others.&nbsp;</span></p>
<p>
	Similarly, the trading house is authorised agent for wines from France, Australia, Spain, California and Chile. Some of the brands the company is importing are J.P. Chenet, Calvet from France, Lindemans and Hardy&rsquo;s from Australia and Echo Falls from California, USA. J.P. Chenet is one of the most preferred wines in Nepal, according to Aditya Agrawal, Business Development Manager at GTC. He said that this wine is the best selling brand of French wine in the world.&nbsp;</p>
<p>
	Similarly, the company imports eight products from Johnnie Walker, namely Johnnie Walker Red Label, Johnnie Walker Black Label, Johnnie Walker Double Black, Johnnie Walker Gold Label Reserve, Johnnie Walker Platinum Label, Johnnie Walker XR 21, Johnnie Walker Blue Label, Johnnie Walker King George V and a newly launched John Walker &amp; Sons Odyssey. John Walker &amp; Sons Odyssey is a rare triple malt whisky launched recently in the Nepali market amid a function attended by who&rsquo;s who of the Nepali corporate world.&nbsp;</p>
<p>
	The company sells liquor from Johnnie Walker priced between Rs 2,650 to Rs 99,000 per bottle catering everyone with shallow to deep pockets. Similarly, the company imports wines with a price tag ranging from Rs 600 to Rs 2500. However, the sparkling wine&rsquo;s price may go as high as Rs 1400 beginning from Rs 750. According to Agrawal, the target customers of his imports are those who are in love with quality, taste and a brand name. However, the company has products also for the entry level segment of the market such as Vat 69. Amongst all, Johnnie Walker Red Label and Black Label are two of the most popular whiskies in Nepal.&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>John Walker &amp; Sons Odyssey&nbsp;</strong></span></p>
<p>
	<img alt="John Walker &amp; Sons Odyssey " height="147" src="https://lh3.googleusercontent.com/-mySdfT6pDoU/UdlUrvT3yoI/AAAAAAAAA4g/zlscryCv25E/s169/odyssey.jpg" style="float: left; margin: 0px 10px 0px 0px;" width="197" /></p>
<p>
	According to the company, this newly launched whisky is inspired by the vision and entrepreneurial spirit of Sir Alexander Walker. This rare triple malt whisky commemorates the 80th anniversary of one of Sir Alexander&rsquo;s remarkable innovations - a whisky decanter.&nbsp;</p>
<p>
	John Walker &amp; Sons Odyssey is targeted at the new affluent class of the country who enjoy material luxury and quality life experiences that go beyond financial rewards. The company imported only 12 bottles. According to Agrawal, 10 have already been sold. The company has priced Rs 99,000 for a bottle of this luxury scotch whiskey.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Blue Label&nbsp;</strong></span></p>
<p>
	Johnnie Walker Blue Label is one of the precious products at the House of the Walker that nobody is said to have beaten the blend. Blue Label whisky comes with a complex and intriguing taste achieved with a combination of rare whiskies selected at a pinnacle of perfection and more vibrant, yet equally scarce younger whiskies. This rare whisky has been awarded with seven awards within the last decade.&nbsp;</p>
<p>
	The company also has a limited edition Johnnie Walker Blue Label King George V that is a blend of one of the rarest whiskies such as Port Ellen Islay Single Malt Scotch Whisky that is no longer in existence. Remaining stock from the Port Ellen distillery has been carefully preserved and now found in rare whiskies like King George V.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie WalkerX.R 21&nbsp;</span></strong></p>
<p>
	In April, the company had launched yet another iconic drink Johnnie WalkerXR 21. It is a premium quality blended scotch whisky aged for 21 years. According to the company, X.R 21 is inspired by the hand-written notes of Sir Alexander Walker, a man recognised for his whisky-making craft and his entrepreneurial spirit. This whisky is an exclusive blend sourced fromthe private reserves of the master blender, including extra rare casks from now silent distilleries. The company says, &ldquo;The smooth, dark blend is a decadent mix of golden honey and subtle vanilla with the delicate hint of aged oak.&rdquo; The drink comes in a subtle faceted bottle embossed with an honourary cross. Sir Alexander&rsquo;s leadership qualities were recognised with a Knighthood by George V in 1920. It costs Rs 11,250 for a 750 ml bottle.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie Walker Platinum Label&nbsp;</span></strong></p>
<p>
	The Johnnie Walker Platinum Label whisky aged for 18 years offers subtly smoky flavour to the palate. It also reflects a strong sweet and elegant Speyside style and has a rich dark and intense flavour that rewards connoisseurs who take time to savour it. Stewed fruit, malty cereal, smooth creamy vanilla, fragrance, almonds, and tangerines give the Platinum Label its waxy, fruity and sweet taste mixed with slightly drying astringency with subtle smokiness.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Gold Label Reserve&nbsp;</strong></span></p>
<p>
	Termed luxurious and extravagant, this unique whisky is said to blend perfectly with the extraordinary occasions. The casks are hand chosen from the Master Blender&rsquo;s private reserve to produce a blend of incomparable richness and smoothness. Created for the most indulgent of whisky connoisseurs, the Gold Label Reserve caters to whisky lovers who desire extravagant flavours and richness in their blends.</p>
<p>
	&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>Market Expansion&nbsp;</strong></span></p>
<p>
	Agrawal said that GTC is in a drive to penetrate into the market through spreading the distribution channel. He said that the customers are constantly looking for upgrading their drinks. &ldquo;Anyone drinking Johnnie Walker Red Label wants to move to Johnnie Walker Black Label. When it comes to upgrading, everyone comes to the brands we are dealing with.&rdquo;&nbsp;</p>
<p>
	For enticing upgrade by the customers, the company promises to constantly offer new tastes and continuously go on making the clients aware about the new offerings. To spread its distribution, GTC is planning to expand tie-ups, number of outlets, involve in brandings, carry out above the line activities and aggressive promotion. The company has its reach spread from Mechi to Mahakali. Agrawal said that the premium products&rsquo; number one market is Kathmandu followed by Pokhara. He also said that the mid and lower segment products are preferred across semi urban areas of Nepal.</p>
<p>
	Of late, one of the biggest challenges faced by the liquor industry is the campaign against drink driving, popularly known in Nepal as anti-MAPASE campaign. Agrawal said that the zero tolerance policy of the government has contributed to significant reduction of alcohol consumption. He suggests that the zero tolerance policy must be systematised and some sort of limitation should be set for drinking and drivin</p>
<div>
	&nbsp;</div>',
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			'description' => 'Global Trading Concern has been importing liquor for more than one and a half decades. Of late, the company, with premium liquor brands and products in its portfolio, is in a market expansion drive.',
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			'id' => '1442',
			'article_category_id' => '46',
			'title' => 'Development And Growth Should Go Together',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<span style="font-size: 12px;"><span style="font-size:14px;">Radhesh Pant has experience of working nearly a decade in United States in the financial sector. After acquiring good experience of banking sector from the world&rsquo;s number one economy, he returned to Nepal in 1999 and engaged in banking sector. He was also the president of the Nepal Bankers&#39; Association (NBA). He was appointed to head of Nepal Investment Board in 2011. The Investment Board is envisioned to give a one-window solution to potential investors in big projects of over Rs 25 billion with the chairmanship of the Prime Minister of Nepal. Siromani Dhungana and Sujan Dhungnaa of New Business Age spoke to him about prospects of alternative development paradigm in Nepal and his view regarding development versus growth. He says development and growth should go together for the effective development initiative in the country.</span><strong> <span style="font-size:14px;">Excerpt:</span></strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>The ongoing controversy in Nepal regarding growth versus development (more specifically inclusive development) is said to be affecting the functioning of the Nepali economy. How do you view this controversy?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Inclusive development induces economic growth that is sustainable and will result in better livelihood for all the people. Inclusive development will also minimize the gap between the rich and the poor that will culminate in fair distribution of wealth and ample opportunities for all. However, economic growth alone could actually increase the gap between the haves and have nots thereby ensuing inequality, ill-governance, agitation and corruption amongst others which is not sustainable and will result in restlessness, chaos and ultimately civil unrest. This is the risk we are facing in the country right now. We need to focus on inclusive growth and we need to do that fast.&nbsp;</div>
<div>
	For Nepal, with the abundant resources of all kinds, we ought to focus on inclusive development. We need to get our act together. First off, our politicians need to place consistent and consensual priority on inclusive development. Projects that have enormous impact on inclusive growth need to be defined and prioritized. Then we need stable policies such that government changes do not impact these projects and there is continuity. Finally, we need to build our capacity within and outside government to ensure transparency, good governance, accountability and technical ability to monitor and regulate large scale projects. Moreover, we need to be competitive compared to other countries in the region in terms of providing good and timely services, incentives and project formulations.&nbsp;</div>
<div>
	I believe the Investment Board has been established about a year and a half ago for the single purpose of executing large scale projects that assures fair share to Nepal. We are currently focused on large projects that have enormous impact on the economy and would definitely foster inclusive development of Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>The Investment board is entrusted to promote economic development of the country and to create employment opportunities. How compatible is this stated mandate with the actual functioning of the Board?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	I think it is absolutely compatible. We have great resources in hydropower, agriculture, tourism amongst others, but we have not been able to capitalize on them. Development of these resources, coupled with the infrastructure development needs in the country to physically connect every nook and corner of the country is the priority. It provides trade of goods, people and services within the country and also abroad. This would create lots of jobs, domestic sustenance, increased exports and will ultimately lead to economic transformation.&nbsp;</div>
<div>
	Investment Board is mandated to do exactly that. Its objective is to provide a fast track approval process and a single window mechanism for prospective investors, both domestic and international. So, essentially by implementing the large scale projects, the Investment Board is the transformation agent that will create ample employment opportunities and inclusive development of Nepal.&nbsp;</div>
<div>
	But having said that, there need to be competitive and coherent policies in place in order to achieve this. Moreover, the Investment Board needs to be at an arm&rsquo;s length from the government and needs to be run professionally, transparently, competitively and with accountability. This is what we have been focused for a year or so. The Investment Board needs to capture the interest of Nepal in all the projects that it executes rather than on vested interests of certain factions. And that is exactly why the Project Development Agreement based on the nine principles that protects Nepal&rsquo;s interest has been formulated.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>So, what are the nine principles? Could you illustrate on that?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Well, currently, we have a Project Development Agreement that is focused on the Hydropower Development. However, this agreement will be emulated for other large projects in other sectors as well. The basic nine principles are that the Project:&nbsp;</div>
<div>
	1. Meet Nepal&rsquo;s electricity needs first.&nbsp;</div>
<div>
	2. Captures for Nepal her fair share of economic benefits.&nbsp;</div>
<div>
	3. Ensures best use of river basin.&nbsp;</div>
<div>
	4. Returns hydro asset to Nepal in good operating condition.&nbsp;</div>
<div>
	5. Transfers project risk to party best able to manage risk.&nbsp;</div>
<div>
	6. It is balanced. The developer is able to receive a fair market based return as compensation for investment, project development and management skills and risk.&nbsp;</div>
<div>
	7. Ensures high environmental sustainability and high safety standards.&nbsp;</div>
<div>
	8. Industrial and Employment Benefits. A good deal is structured so that the demand for goods and services from the tens of billions of dollars of expenditure stimulate many new prosperous business and thousands of skilled and semiskilled jobs for Nepalis.&nbsp;</div>
<div>
	9. Model community benefits includes a package that brings about long term benefits such as training, skill development, employment, business development, community infrastructure - clean water, health services, electrification, housing, etc. It will ensure that local people will become proponents rather than opponents of new hydro projects.&nbsp;</div>
<div>
	With these principles in place, I am confident that Nepal&rsquo;s interest will be protected and that Nepal will be able to maximize its fair share from the project.&nbsp;</div>
<div>
	The government has set an economic growth target of 7 per cent by 2015. Do you think that the government is biting more than it can chew?&nbsp;</div>
<div>
	In my mind, reaching a 7 percent economic growth is not that much of a deal. We need to get our act together. First of all, economic agenda has to be a top priority for all the parties. Consensus amongst the political parties on priority projects is a pre-requisite. Then, elections need to happen in November. We need to send out signals to the investors, both domestic and international that Nepal is ready for business. Stable investment policies that are attractive to investors need to be in place. In the current fiscal year, we are expected to grow at 4.5 percent growth and last year we grew at around 5 percent. If the above preconditions are achieved, adding two more percent is not that difficult. The ball is on our (Nepal&rsquo;s) court.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>In your opinion, what type of policies should the government adopt to promote inclusive development?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Policies need to be clear, simple, sustainable and stable. With every government change, its priorities and policies cannot change. Secondly, inclusive development will not happen overnight. We need to have a long term strategy that is supported by all the stakeholders of development. This includes the political parties, government, private sector and Nepali people in general. The policies and laws need to complement the project execution rather than hindering it. If we are able to execute projects that harness our resources (which are spread across the country), inclusive development will become a reality.</div>
<div>
	&nbsp;</div>',
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			'description' => 'Radhesh Pant has experience of working nearly a decade in United States in the financial sector. After acquiring good experience of banking sector from the world’s number one economy, he returned to Nepal in 1999 and engaged in banking sector. He was also the president of the Nepal Bankers' Association (NBA). He was appointed to head of Nepal Investment Board in 2011.',
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	(int) 2 => array(
		'Article' => array(
			'id' => '1441',
			'article_category_id' => '52',
			'title' => 'Trishuli 3A : Roll-back Not Enough',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size: 12px;">The Nepal Electricity Authority (NEA) Board of Directors, on 11 June, rolled-back its highly controversial decision of upgrading the capacity of Upper Trishuli 3A Hydropower Project from existing 60MW to 90MW. The same board ten days before had decided to upgrade it. Both decisions were taken in the meetings of the Board chaired by Energy Minister Umakant Jha, who allegedly had personal vested interests in upgradation.&nbsp;</span></p>
<p>
	Although the decision was withdrawn due to persistent pressure from several quarters and, more importantly, by the protests of the NEA employees, no action is initiated to investigate on why, at the first place, the upgradation was sanctioned earlier. When the employees dared to cut the power supply off ministers&rsquo; official quarters and threatened to do the same to Singha Durbar Central Secretariat, Minister Jha was compelled to roll-back the decision.&nbsp;</p>
<p>
	But, most surprising in this chain of events is that the NEA management issuing an statement has tried to defend the earlier decision to upgrade the capacity of the Project. &ldquo;The NEA had upgraded the capacity of the project completing technical, economic and existing legal assessments. The project has been designed in Q70 flow, which is not the optimum utilization of the water available in the river,&rdquo; it said.&nbsp;</p>
<p>
	But, with the upgradation, the cost of the project would increase to from USD 89 million to 132 million. It was also agreed to release USD 20 million extra to the contractor, China Gezhouba Group Company&rsquo;s proposal of upgrading it to 90 MW for USD 112 million.&nbsp;</p>
<p>
	This is enough to conclude that there were vested interests, malafied intentions and apparent intended embezzlement of the public funds in the name of upgradation. But, all the people, including the minister, who made the decision, are still in their respective public positions. On top of that, NEA management had had the temerity of issuing the statement claiming that the decision to upgrade was in national interest. This is the height of impunity and lawlessness.&nbsp;</p>
<p>
	The gravity of the case suggests that all parties concerned, the minister, entire NEA Board, the contractor and the local Nepali representative who allegedly lured the decision makers must be brought under the book. The NEA officials who still claim that upgradation was right must not only be questioned but should be challenged to establish the claim in public.&nbsp;</p>
<p>
	Surprisingly, all this happened under the nose of newly appointed chief of anti-graft body, the Commission for the Investigation of Abuse of Authority (CIAA) and he didn&rsquo;t seem at all interested to investigate into it. This indeed is the reflection of hand-in-glove relations of the people who run the government and the CIAA&rsquo;s new chief. The trend has raised fears of this constitutional body exercising its powers by selection and discretion, as against the very concept of an ombudsman organization that acts on the merit of the case basis.&nbsp;</p>
<p>
	If the architects of such a big scandal can go scot-free, then it will cast a very long shadow on Nepal&rsquo;s hydropower prospects. It will set wrong precedence for future as well as other on-going projects.&nbsp;</p>
<p>
	In addition to it, a number of questions have been raised about credibility and professionalism of this particular Chinese Company. Since it is a Chinese government undertaking, Nepal government should have guts enough to raise this issue to its Chinese counterpart. It might be the case that a few employees in the company are misleading their government and pocketing hefty sums in collusion with some Nepali operatives, in and out of bureaucracy. It is also assumed that a number of senior political leaders abetted to take the decisions in anticipation of proper kick-backs. A proper investigation is required to bring the facts out of the closets. A mere roll-back is not enough of we want to set a good precedence of fair play in the hydropower development</p>
<div>
	&nbsp;</div>',
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			'description' => 'The Nepal Electricity Authority (NEA) Board of Directors, on 11 June, rolled-back its highly controversial decision of upgrading the capacity of Upper Trishuli 3A Hydropower Project from existing 60MW to 90MW. The same board ten days before had decided to upgrade it. Both decisions were taken in the meetings of the Board chaired by Energy Minister Umakant Jha, who allegedly had personal vested interests in upgradation.',
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	(int) 3 => array(
		'Article' => array(
			'id' => '1440',
			'article_category_id' => '47',
			'title' => 'Passion For Perfection',
			'sub_title' => '',
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			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 12px;">--By Sujan Tiwari</span></strong></div>
<div>
	&nbsp;</div>
<div>
	Padma Shree Group&rsquo;s current focus is on development works, and since 2010, has started importing heavy equipments from Liebherr, a Swiss company. The company recently has started importing road construction and finishing heavy equipments from Auman, a Swiss company. &ldquo;As Nepal has enormous potential in hydropower, and most of the projects are facing problem with tunnelling, we are now looking forward also to import tunnelling equipments from Sandvik, a Swedish company,&rdquo; says Thapaliya.&nbsp;</div>
<div>
	Thapaliya is also shifting his focus to power sector, renewable energy and waste management. His company is doing the study and research on the subject, and hopefully will have some new projects very soon. &ldquo;I want to support the development works in the country by offering best possible equipments, services and projects,&rdquo; says Thapaliya.&nbsp;</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com/userfiles/images/prsnlt1.jpg" strong="" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 400px;" /></strong></div>
<div>
	<strong>Evolution of Group</strong></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 12px;">What is now known as Padma Shree Group started as Shree Padma Saw Mill in the year 1963, initiated by Thapaliya&rsquo;s father Late Badri Prasad Thapaliya in Simra. The company then used to supply timber to Nepal and India, and also supplied railway sleepers to India. Thapaliya joined the company, worked in the saw mill at the beginning, helped his father and a few years later started the furniture company. The company&rsquo;s name changed to Shree Padma Saw Mill and Furniture Factory Pvt Ltd, and it expanded to Kathmandu as well. What followed is a huge business, as the group now has a lot of big brands under it.&nbsp;</span></div>
<div>
	Gradually, the company started manufacturing high quality furniture. The company did the furnishing of Singha Durbar, many 5-Star hotels and also the royal palace. The furniture company was honoured in the year 2000 by the then King Birendra for the services offered. &ldquo;That was the first instance of a company receiving this sort of honour,&rdquo; recalls Thapaliya.&nbsp;</div>
<div>
	In the year 1988, Thapaliya opened Altech Pvt Ltd that dealt with aluminium doors and windows and building materials. Shortly after, he established Padma Shree Pvt Ltd, a trading company for the purpose of representing of various international brands. &ldquo;During the nationwide movement of 1990, many companies suffered owing to political unrest, labour problems and strikes. Then we thought that we should not focus only on one business, and should diversify,&rdquo; says Thapaliya. The Group is the outcome of that diversification.&nbsp;</div>
<div>
	In the year 1991, Mazda Motor Corporation of Japan was looking for a representative in Nepal, and Thapaliya&rsquo;s company was among four other contenders. &ldquo;Our proposal was the most practical, so they selected our company as their partner,&rdquo; says Thapaliya. From the year 1993, the company started importing Mazda vehicles from Japan. Mazda is one of the flagship imports of the Group today, known for its power, style and performance. In the year 2000, the company started importing power tools from Bosch Germany, one of the biggest tools manufacturers in the world. In 2005, the Group also imported generators from Deutz, Aggretech and MTU, all Germany-based companies to help the nation deal with the power outage.&nbsp;</div>
<div>
	According to Thapaliya, Padma Shree Group is renowned in the market for the products it represents. &ldquo;Whatever products we represent, they are the best in the world. I always go after quality products which are well known and well tested. Though it may be slightly expensive, ultimately, it provides long term benefit,&rdquo; says he.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Early Life&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya was born in Lazimpat of Kathmandu in 1952 to Late Badri Prasad Thapaliya and Padma Thapaliya. He studied in Saint Xavier&rsquo;s School till grade four, and then joined Demonstration School, which later changed to Laboratory School. After his SLC, he joined ISc course and had dreams of becoming an engineer. He wanted to go to Russia to study engineering, but had to give up his dream to help his father in the company. &ldquo;Yet I don&rsquo;t have any regrets now, because I am doing well in my business,&rdquo; says Thapaliya.</div>
<div>
	&nbsp;</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com//userfiles/images/prsnlt3.jpg" strong="" style="float: left; margin: 0px 10px 0px 0px; width: 275px; height: 404px;" />Personal Side</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya says he is normally much occupied with his business, and takes leave only on Saturdays.&rdquo; As generators are one of our major products, it has to be running 24/7. So there could be complaints coming in any time, so I am busy almost all the time,&rdquo; says Thapaliya. Still, if possible, he wants to be free on Saturdays. &ldquo;I spend time with my family and I try to avoid any business activities on Saturdays. I dedicate my time to my family, and also after office, I spend time with my family,&rdquo; shares Thapaliya.&nbsp;</div>
<div>
	On a more personal side, Thapaliya is quite a reserved person, and takes time to open up and build new relations. &ldquo;Once I build a relation, I continue it for long. I believe all the relations should be long lasting,&rdquo; says Thapaliya. According to him, it takes very long to build a relation, but it can be spoilt in no time. &ldquo;I want to maintain relations for ever, all the relation, both personal and professional ones. I seek perfection in everything I do,&rdquo; shares Thapaliya.&nbsp;</div>
<div>
	Thapaliya enjoys playing tennis and squash, and goes to health club at least five days a week. Quite a religious man, Thapaliya has been visiting Pashupatinath everyday for the last 40 years. Thapaliya travels frequently for business and for vacations. He has been to Japan, China, Singapore, Germany, UK, Switzerland and other countries. He drives Mazda 3, and will soon be driving Mazda CX-5, a new crossover. Thapaliya says he uses gadgets and technology as required, and owns iPhone, MacBook Pro and an iPad. On grooming, he says he wants to look decent and presentable at all times.</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com/userfiles/images/prsnnlt4.jpg" strong="" style="float: right; margin: 0px 0px 0px 10px; width: 275px; height: 344px;" /></strong></div>
<div>
	<strong>Family</strong></div>
<div>
	&nbsp;</div>
<div>
	Married to Deepa Thapaliya in 2037 BS, Thapaliya says it was a love affair turned into arranged marriage. He clearly remembers meeting her for the first time. &ldquo;We met for the first time in a wedding. We knew each other, got close and later arranged the marriage,&rdquo; recalls Thapaliya. Deepa holds a degree in Law, and is also the Director of the Group. &ldquo;She is very supportive and encouraging, and helps me in all my endeavours,&rdquo; he adds.&nbsp;</div>
<div>
	The couple is blessed with a son and a daughter, Shubhashish Thapaliya and Shreeyukta Thapaliya Pandey. Thapaliya has two granddaughters from his daughter. His son holds an Engineering Degree in Energy and Power, and is working in a company in Singapore. He wants his son to return and continue the family legacy.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Philosophies&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	According to Thapaliya, failures are inevitable, but what matters is how you deal with failures. &ldquo;When you fail, realize that it was not your piece of cake and move on. When one door closes, another one is always open, do not look at the closed door, and move towards the one that has been open for you,&rdquo; says he. Thapaliya believes life is very precious, and says that tomorrow is indefinite. &ldquo;One should not spend time in regrets, and move on towards better things,&rdquo; advises he.&nbsp;</div>
<div>
	Thapaliya says he firmly believes in team work, sincerest of efforts and accountability. &ldquo;To be successful, dedication and sincerity are the ones needed the most. It will do you good in the long run,&rdquo; says he. Thapaliya says that there is no shortcut to experience; still it doesn&rsquo;t mean one has to go through all the hassle. &ldquo;We have a lot of exposure now, and we can cut short the time needed to be experienced. We all should try to see things from a wide perspective, and do something for the society and the country,&rdquo; says he.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Concluding Remarks&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya believes that god has given Nepal all that is needed, and it&rsquo;s our turn now to make it a real heaven. &ldquo;I wish to see a peaceful, prosperous and developed Nepal, and I am doing my part for it,&rdquo; he says. Though he admits that the business environment is not very good now, he says everyone should try to make the best out of this situation.&rdquo; If you want rainbow trout, then you need fresh and running water. Looking at the situation of the country, unfortunately, all we have is muddy waters now. But I expect to have fresh and running water very soon,&rdquo; says Thapaliya</div>
<div>
	&nbsp;</div>',
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			'description' => 'Rohini Thapaliya, Executive Director of Padma Shree Group, didn’t always have thoughts of owning and running a business house. As a youngster, he wanted to be an engineer and thought of going to Russia for pursuing the degree. But life had other plans for him..',
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		'Article' => array(
			'id' => '1439',
			'article_category_id' => '167',
			'title' => 'Politics And State : Growing Distance',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<p>
	<strong style="font-size: 12px;">--By Achyut Wagle</strong></p>
<p>
	Finally, the date for the elections to Constituent Assembly (CA) has been announced for November 4, 2013. This no doubt is a positive development in itself, but mere announcement of the date hardly ensures the actual possibility of the elections on the said date. Evidently, the possibility looks dwarf to the challenges.&nbsp;</p>
<p>
	While announcing the date, the government has chosen to tread a &lsquo;middle-path&rsquo; on the contentious issues that the four major political parties -- UCPN (Maoist), Nepali Congress and CPN-UML -- failed to evolve a common point of view. For instance, in the new ordinance, exclusion of the provision of threshold on number of votes needed to be recognised as a legitimate political party and retention of provision barring the people with proven criminal records from contesting the elections are the strategy of trade-offs that the government adopted. From a narrow view, they appear fairly reasonable.</p>
<p>
	But the larger trade-off, so to say, between the factors that are likely to foil the election bids and the ambience that is needed to create, still remains completely untouched, let alone addressed. The challenges posed by the protests of Mohan Baidya of CPN-Maoist, Ashok Rai of National Socialist Party and Upendra Yadav of Madhesi Janadhikar Forum, among others, are not of the kind that could be ignored easily.&nbsp;</p>
<p>
	Just a formal call by the government, which neither has a political face nor has taken adequate and meaningful initiation to negotiate with these forces, is unlikely to bring them all to the election fold. There needs to more intensive political dialogues to sort out the differences. But the situation is such that the four parties cannot be the party to the bargaining as they are officially not in the government and official government doesn&rsquo;t have the political acumen and intent to deal with them. This is first ominous sign that the distance between the state and the politics is widening.&nbsp;</p>
<p>
	There is no doubt that without involving all these political forces in the process, the polls are impossible. Nobody has the answer what happens if the Constituent Assembly (CA) elections could not take place in November. Given the strength of the forces determined to impede these elections, there is no ground to be optimistic. And the worst, there is no realization of the precariousness of the situation among the so called major pro-poll political leaders and the government operatives.</p>
<p>
	The most dangerous aspect of the differences among the parties standing for and against of the polls is that they are not all political. Much of the discontent stems out of personal hatred, evidences of betrayal and mountains of egos between the major leaders in the pro and anti election camps. The friend-turned-foes like Pushpa Kamal Dahal and Mohan Baidya, Upendra Yadav and Bijaya Gachchhadar and Ashok Rai and Jhalanath Khanal are not even ready to sit face-to-face and recognize as a political force in their respective strengths. Regardless of the fact how many seats these dissenting parties would get if they participated in elections, it is apparent that their strength is enough to disrupt the polls.</p>
<p>
	As it is, the polls are absolutely unlikely to be held on the proposed date of November. And, this failure will have a fundamental difference than the previous failures on one account -- it will put the political forces further away from the state of affairs of the country. This indeed is an extremely dangerous direction Nepal is likely to head to.&nbsp;</p>
<p>
	One may despise the politics to the hilt for all the miseries it has brought about in the current Nepal, but the fact again remains that the country cannot move ahead without political leadership. Of course, with unconditional commitment to a good, democracy-driven politics. But, given the recent developments, Nepal is gradually drifting away from the very possibility of political powers ruling the country anytime soon. This is one factor that the political powers of all shades, including the ones in &lsquo;opposition&rsquo;, must take into account.</p>
<p>
	Sadly though, the possible gloomy days not seen by our own leaders are visualized as if on the movie screen by our powerful neighbours and the foreign powers. That is why New Delhi and Beijing are competing to invite our leaders of their convenience and choice to &lsquo;take stock of the situation here&rsquo; and offer some &lsquo;useful&rsquo; suggestions. Regardless of the leader of which party or ideology, the questions posed to them, by all -- the North, South and the West are the same. They surround the real possibilities of holding next CA polls in November, its chances of writing the new constitution and, in the longer run, the kind of federalism Nepal is likely to adopt. It is China who reminds our leaders about the dangers of Nepal embroiling into anarchy in the event of ad hoc execution of the federal structure. And, it is India that has apprehensions about the possibility of the elections taking place in November. The West has its own concerns of human rights agenda, defined more in terms of Nepal&rsquo;s treatment to the Tibetan refugees than anything else.&nbsp;</p>
<p>
	Why can&rsquo;t our own leaders assess this acutely adverse possibility of political parties being sidelined altogether, if new elections didn&rsquo;t take place? Whereas, the reality is as evident as the other side of the coin. It is perhaps because, the &lsquo;political power blindness&rsquo; that emanates from gross insensitivity to the voices and needs of the people has engulfed our existing set of leaders.</p>
<p>
	When the ex-king Gyanendra brought in Dr Tulsi Giri and Kirtinidhi Bista to run the country in 2005, every commoner foresaw that the King&rsquo;s rule was coming to an end. But he was so power-blinded that which he himself couldn&rsquo;t see it. When Maoist launched the armed insurgency, every sensible mind knew that it would only take Nepal backward, not forward. But Pushpa Kamal Dahal and Baburam Bhattarai wouldn&rsquo;t see that. Late G P Koirala also didn&rsquo;t realise that very democracy was being put on perils by all his acts that were in detriment to democratic norms and values, that perhaps gave fuel to rapid rise to Maoist influence. At present, same sort of blindness is preventing the leaders of four parties to be flexible and accommodative to other smaller, opposing forces.</p>
<p>
	It is universal trend throughout history that every dictatorial-minded politician was incapable of gauging the true gravity of the situation and acted as if the way he thought was an absolute truth, until it was too late to correct the course. It is the same psyche that governs the hearts and minds of our leaders. So, they didn&rsquo;t realize that the cost of their petty differences in the last CA that Nepal was made to bear was so big.&nbsp;</p>
<p>
	Economically it might need decades to fill the gap, and socially, we perhaps will never be able to regain the cohesion we enjoyed so far. They quarreled on the number of CA 491 versus 601 as if it were a choice out of 51 and 60. The recent disagreement in threshold of minimum votes required from next CA elections and abetting government to abandon it was true mockery to democracy. Still, the leaders of the four parties -UCPN (Maoist), Nepali Congress, UML and Democratic Madhesi Front behave as if nothing has gone wrong even after they handed over the reins of the country to bureaucrats, appointed notoriously corrupt ex-bureaucrat as the chief of the constitutional anti-corruption watchdog, CIAA and failed to address the issues that are hanging as the Damocles&rsquo; Sword above the election agenda.&nbsp;</p>
<p>
	The only way-out to restore the power of politics in running the country now solely depends on whether the polls on the stipulated date would take place or not. And, it is also clear that, it will not take place without making any sizeable force to agree to take part in the polls.</p>
<p>
	Only if the the democratic process becomes functional, the politics, and by virtue of it politicians, will return to power. If not, the rein of power the politicians handed over to bureaucrats on the silver platter would never return to them for long time to come. If democracy wins, there is always chance for any party to ride to the power saddles in future, but if the whole politics is resolutely distanced from the affairs of state only possible outcome is prolonged dictatorship. Nothing else!</p>
<p>
	<span style="font-size:11px;"><em>(The writer is former editor of Aarthik Abhiyan National Daily.)</em></span></p>
<div>
	&nbsp;</div>',
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			'description' => 'While announcing the date, the government has chosen to tread a ‘middle-path’
on the contentious issues that the four major political parties -- UCPN (Maoist),
Nepali Congress and CPN-UML -- failed to evolve a common point of view.',
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		'Article' => array(
			'id' => '1437',
			'article_category_id' => '31',
			'title' => 'Sachin Parab, Chief Executive Officer At International Business For Greaves Cotton Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<h2>
	&lsquo;The whole world is open for us after acquiring an international company Veedol&rsquo;</h2>
<p>
	<span style="font-size:14px;">Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India. He did his first job at TELCO (now called Tata Motors Ltd) in India and assigned for seven years in USA with Mahindra USA Inc. after some time. He also served in Mahindra &amp; Mahindra Ltd for 13 years. He was busy with Escorts Ltd as the Head of International Business for farm tractors manufactured in India and Europe before joining Greaves Cotton Ltd. In an interview with Sushila Budhathoki of New Business Age, Parab shares about the importance of his products in the developing countries. <strong>Excerpts:</strong></span></p>
<p>
	<strong style="font-size: 12px;"><span style="font-size: 12px;">Could you please highlight the reasons of your visit?&nbsp;</span></strong></p>
<p>
	<span style="font-size: 12px;">Nepal is an important market for us. I came here to reinforce our commitment to the market as a company and to meet the customers who are using our equipments. We want to assure them our continuous support and services thorough our distributors in Nepal.</span></p>
<p>
	<strong>Could you please tell us about your company?&nbsp;</strong></p>
<p>
	We are one of the oldest and reputed engineering companies in Indian Subcontinent. Established in 1859, Greaves Cotton Limited is now more than 150 year&rsquo;s old company. At the core, we are basically engine manufacturers. In India, we are the largest diesel engine manufacturing company producing over a half of million diesel engines every year. In addition, we also produce diesel generators and equipments which can be used in construction and agriculture.&nbsp;</p>
<p>
	<strong>How does your product help the organizations in Nepal?&nbsp;</strong></p>
<p>
	We are offering world class technologies positioned in between European and Chinese products with competitive price. Our products are easy to use, maintain and repair. We offer high value for money in all our products. Our products are modern yet it is having less of electronics in it and they are more robust and heavy duty. These products are suitable to the similar operating condition in India and Nepal. For example, the terrain is tough, the usage is high and maintenance is low. Our products have been designed for such operating conditions ensuring higher uptime and customer satisfaction. Durability of the products is what the costumers are concerned about.</p>
<p>
	<strong>How do you see the South Asian Market for your products?&nbsp;</strong></p>
<p>
	Apart from India, we are having a lot of encouraging results in Sri Lanka, Nepal and Bangladesh. We are either no. 1 or 2 in Indian market. We see us achieving such leading position even in SAARC region. A lot of growth and development projects are likely to operate in South Asia. We observe that building infrastructure is the prime need of this continent and we have products which can help develop building infrastructures. We are also present in the farm machinery space serving the agrarian economy of South Asia. Nepal has a lot of infrastructure projects and we could be partners on this part.&nbsp;</p>
<p>
	We entered in Nepali market a couple of years ago and we believe that this was the right time we become partners in such projects. We are offering products as good as the products offered by developed world in affordable prices.&nbsp;</p>
<p>
	<strong>How can Nepali industries get your service in Nepal?&nbsp;</strong></p>
<p>
	Our products are distributed through very able distributors in Nepal. The distributors representing us here in Nepal are MAW Engineering Ltd (Morang Auto Works) and IDMC Pvt. Ltd. We have extremely good technical manpower and service network in Nepal. Manpower in these distributors has been trained by specialists on the product and technology in our factory in India. Through them we are ensuring the end users would get proper services.</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	We are trying to expand our product range. In the diesel generators, our current range is 25 to 500 KVA and now we are getting into the bigger market which is 5 to 25 KVA. In next few months we will be seeing lots of products specially diesel generators, in smaller size. We have made some new technological development on our concrete equipment. We are launching new products in S-tube technology concrete pumps, smaller size concrete batching plants, bigger size of ready mix concrete transit mixers in near future. The product offering to the customers would expand and we believe that these products will contribute to our expansion drive. We will be launching these products in Nepal along with Indian market.</p>
<p>
	<strong>How do you find the level of competition in the Nepali market?&nbsp;</strong></p>
<p>
	We are having a healthy competition in Nepal. I believe the competition is always good for consumers while it gives us chances to perform our best. We want to ensure the customer gets the best product support and value for the money in the product offering we give. We believe that we are able to match with the competition in terms of features and quality and also beat the manufacturers coming from both the developed and developing world with our ability to serve them through our local channel partners in Nepal.</p>
<div>
	&nbsp;</div>',
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			'description' => 'Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India.',
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			'id' => '1438',
			'article_category_id' => '31',
			'title' => 'Derek Lawley, General Manager At Reid Construction',
			'sub_title' => '',
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			'content' => '<h2>
	&lsquo;We are on the move to explore our possible career in Nepal&rsquo;</h2>
<p>
	<span style="font-size:14px;">Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees. Recently, Lawley is associated with Reid Construction System of New Zealand as General Manager. In an interview with Sweta Sharma of New Business Age, Lawley shared about Reid and the prospects using Reid&rsquo;s products in Nepal.&nbsp;</span></p>
<p>
	<strong><span style="font-size:14px;">Excerpts:&nbsp;</span></strong></p>
<p>
	<strong>What is the purpose of your visit to Nepal?&nbsp;</strong></p>
<p>
	The main purpose of my visit to Nepal is to introduce Reid Company&rsquo;s product. Kathmandu Steel Pvt Ltd (KSPL) had launched our product Reid bar in the domestic market of Nepal. The potential of Reid&rsquo;s innovative systems make us realize to enter South East Asian market to take Reid&rsquo;s systems to the building industry. We are committed to give undying support to prosper the industrial sector of Nepal by providing skilled and experienced engineers.&nbsp;</p>
<p>
	<strong>Could you please briefly describe about the Reid Construction System?&nbsp;</strong></p>
<p>
	Reid has a history. It started by Alan H. Reid as a general engineering supply business in Australia 80 years ago. Later, I established Reids New Zealand and it was selling more Swiftlift Anchors per head of population in New Zealand than any other country in the world. The systems quickly became industry standard for handling precast in Australia. Reids also realize the potential of Tilt-up construction which had been used for isolated projects in New Zealand and Australia since the 1950&rsquo;s. Today, Reids had a full product range for every construction site to supplement their specialized Tilt-up and precast system. The company is now interested to launch their products in South East Asia as it has seen a lot potential in industrial sector.&nbsp;</p>
<p>
	<strong>What made you think to do business in Nepal?&nbsp;</strong></p>
<p>
	Anand Nepal, executive director of KSPL is also involved in production business in Nepal. He showed interest towards Reid&rsquo;s products. He found the work of Reids in Australia and New Zealand quite interesting. He is very conscious about the product&rsquo;s quality and fortunately we were also interested to spread out in South East Asian region. This was a good chance for us to prosper our business too.</p>
<p>
	<strong>So, are you covering all Asian countries?&nbsp;</strong></p>
<p>
	Yes, we have covered some Middle East Asian countries as well. People out there are interested to use Reid bar as it is most effective for building houses, industries etc. We are the bar manufacturer. So we are not sure whether we will be competitive in the markets. With the help of Kathmandu Steel we are hoping to enter the Nepali market to facilitate people with the best served products ever.&nbsp;</p>
<p>
	<strong>What products are you going to launch in Nepal and who are your target customers?&nbsp;</strong></p>
<p>
	Well we are going to launch the whole Reid bar range. The price variations of Reid bar and other normal steel bar will not be much. We have analyzed the living standard of people out here, and priced the products accordingly. This is the challenge for us to ensure the products are competitive in terms of quality and as well as price. The products can be used effectively in any sort of construction work. Our target customers are construction companies, consulting engineers and general people who go for the quality construction systems.</p>
<p>
	<strong>What are the features of your products?&nbsp;</strong></p>
<p>
	The Reid bar is micro-alloy, hot rolled which can be cut in any length. It comes in different forms and sizes with flexible design and simplified detailing. Reid bar is the safer way of joining reinforcing steel in construction work. The bar can be used for multiple purposes like wind bracing constructions, bracing and tie down without wielding, anchoring into existing concrete, soil and rock anchoring with cement grout and resins, anchoring in concrete etc. The builders will find very effective to use Reid bar with such features.</p>
<p>
	<strong>What makes your product stand out in international market?&nbsp;</strong></p>
<p>
	We are quite innovative in terms of products. For all these years, I have learned to run the business. The main consideration of mine is to satisfy your customer. So our company is quite conscious about knowing our customers. We also listen to customers complains and are not only concerned with selling the products. The quality and the usage of the bar are numerous. The usage of Reid bar is very much effective and such quality is not seen in other products. It does take time to make people aware of new products in the market but when they get to know the importance and benefits of bar, the positive impact in industrial sector is surely to happen.</p>
<p>
	<strong>How do you analyze the construction business in Nepal?&nbsp;</strong></p>
<p>
	Nepal is a developing country. It does have huge potential to develop its industrial sector. The construction risk in Nepal is quite low than in any other country. In my point of view, Nepal is appropriate for any sort of business. The good technical support will prosper the business of Nepal undoubtedly.&nbsp;</p>
<p>
	<strong>After five years from now, where do you think Reid would stand?&nbsp;</strong></p>
<p>
	I have the big expectations of Reid Company being recognized all over the world. It has its major impacts in Australia and New Zealand. We are on the move to explore our possible career in Nepal basically. We are doing same in Europe as well.</p>
<p>
	Many Asian countries are facing some kind of problems to prosper the industrial sector. What is your comment in this?&nbsp;</p>
<p>
	I personally think that the business has overcome the political thing. We can take an example of China. While they are having political problems, they were so firmed in business that their products are exported to almost all the countries in world. No matter what, the business has to go on.&nbsp;</p>
<p>
	<strong>What are your expectations from Nepal?&nbsp;</strong></p>
<p>
	We have heard that government would see the benefit in raising the standard of building construction. As in all developing countries, Nepal will also have the tendency to lift the standard. We are very lucky to work with Kathmandu Steel as they too hold the same perception of raising the construction standard in Nepal.</p>
<div>
	&nbsp;</div>
<table border="0" cellpadding="4" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#00FFFF">
				<strong>&nbsp;About Kathmandu Steels and Reidbar Technology&nbsp;</strong><br />
				<span style="font-size: 12px;">-The bar is produced using technical know-how of New Zealand&acute;s Reid Technologies&nbsp;</span><br />
				-The bar will be exported to South Asian and Middle East countries&nbsp;<br />
				-Kathmandu Steel is the first to introduce Reidbar technology in South East Asia&nbsp;<br />
				-Kathmandu Steels has been established with an initial investment of Rs 500 million&nbsp;<br />
				-It has factory in Nawalparasi and can produce 20 tons of steel bars per hour&nbsp;<br />
				-The bar also reduces congestion in reinforcing allowing more space for concrete thus making the structure stronger.&nbsp;<br />
				-It is one of the best earthquake resisting technologies</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
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			'description' => 'Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees.',
			'sortorder' => '1299',
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	(int) 7 => array(
		'Article' => array(
			'id' => '1436',
			'article_category_id' => '31',
			'title' => 'Kalyan Roy, Vice President Of Tide Water Oil Co (India) Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&nbsp;</h2>
<h2>
	<span style="font-size:16px;">&lsquo;We have made our space in Nepal and we won&rsquo;t hurry&rsquo;</span></h2>
<p>
	<span style="font-size:14px;"><em>Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule &amp; Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government. Roy joined the company in 1987 as an assistant manager in Sales Department after years of service in various other companies in India. Mechanical engineer by profession, Roy is originally from Kolkata. In an interview with New Business Age, Roy shared his expansion plans in various countries including countries in South Asia Region. </em><strong>Excerpts:</strong></span></p>
<p>
	<strong>Could you please tell us the reasons of your visit?&nbsp;</strong></p>
<p>
	We have already started marketing our products in Nepal. I came here to attend the meeting with the dealers and sales officers in Nepal.&nbsp;</p>
<p>
	<strong>Could you please tell us about your company and products?&nbsp;</strong></p>
<p>
	This year we are celebrating 150 years of Andrew Yule &amp; Co. Ltd. There are different divisions like tea, engineering, electrical, printing press in the company. Tide Water Oil Co. (India) Ltd, another company in Andrew Yule &amp; Co. Ltd was established in 1928. We are manufacturing and marketing lubricants in India since then. In 2012, we took over a company called Veedol International from British petroleum. Now we have started expanding our business outside India with the brand name Veedol.</p>
<p>
	<strong>How does your product help the organizations?&nbsp;</strong></p>
<p>
	All our products are world class and we are also having technical tie up with a renewed Japanese company, JX Nippon Oil &amp; Energy Corporation. Being an international company now, we make the best lubricants in the world. People in Nepal would get quality product at a reasonable price. We have started educating users and the mechanics about our products to be used in particular vehicle. We want people to understand right product for the right vehicle so that they would get maximum benefit of our products they buy.&nbsp;</p>
<p>
	<strong>How do you find the level of competition in Nepal?&nbsp;</strong></p>
<p>
	Competition is quite fair. There are other products like Castrol, Servo among others in lubricant products. Now we have made our space in Nepal and we won&rsquo;t hurry. We want to create the pool first so that we could build good relation with our customers.</p>
<p>
	<strong>How are you expanding your products South Asian Market?&nbsp;</strong></p>
<p>
	In South Asia, we have started with Bhutan and Bangladesh and Nepal. And now we are starting in Thailand. Talks are going on with Myanmar, Indonesia etc. We will cover these countries one after another.&nbsp;</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	<span style="font-size: 12px;">The sky is the limit and we have big plans for our expansion. We have started our marketing with Nepal, Bhutan, Bangladesh, Dubai and now planning to expand in European countries. The whole world is open for us after acquiring this international company Veedol. Our target market is Europe and South East Asia then we will go to Canada and Mexico. The first phase of marketing campaign in Middle East is already done. Second phase is Europe and South East Asia. The third phase would be in Canada and Mexico.</span></p>
<div>
	&nbsp;</div>',
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			'description' => 'Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule & Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '1435',
			'article_category_id' => '139',
			'title' => 'Nepal & The World News In Brief (15-21 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Gold Posts Biggest Weekly Gain Since 2011" src="/userfiles/images/gold.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 78px;" /></div>
<div>
	<strong><span style="font-size: 12px;">Gold Posts Biggest Weekly Gain Since 2011</span></strong></div>
<div>
	&nbsp;</div>
<div>
	Gold eased on Friday but notched its biggest weekly advance in nearly two years as fears of an imminent winding down of the U.S. Federal Reserve&rsquo;s monetary stimulus eased for now. Spot gold remained unchanged at $1,279.90 an ounce. U.S. Comex gold futures for August delivery settled down $2.30 to $1,277.60 an ounce. (Agency)</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="US Budget Surplus Highest in 5 years " src="/userfiles/images/usbudget.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 89px;" /></div>
<div>
	<strong>US Budget Surplus Highest in 5 years&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The US government reported a budget surplus of $116.5bn in June, the most in five years. The improving US economy meant that tax receipts were higher than expected. Also, government spending plunged by 47% due to package of spending cuts and tax increases passed in January, know as the sequester. (www.bbc.com)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="UBS Became the World’s Largest Private Bank " src="/userfiles/images/ubs.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 72px;" /></div>
<div>
	<strong>UBS Became the World&rsquo;s Largest Private Bank&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	UBS won back the title of largest private bank in the world as inflows of fresh client funds surged last year, indicating restored confidence following the financial crisis, according to a study. The Swiss bank displaced Bank of America Corp from the top spot in an annual benchmark compiled by London-based wealth management consultant Scorpio Partnership. (Agency)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="PC Sales See ‘Longest Decline’ in History " src="/userfiles/images/pc.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 72px;" /></div>
<div>
	<strong>PC Sales See &lsquo;Longest Decline&rsquo; in History&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Global personal computer (PC) sales have fallen for the fifth quarter in a row, making it the &ldquo;longest duration of decline&rdquo; in history. Worldwide PC shipments totalled 76 million units in the second quarter, a 10.9% drop from a year earlier, according to research firm Gartner. (The Economic Times)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="95 Chinese Firms in Fortune Global 500 List " src="/userfiles/images/forune.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 125px;" /></div>
<div>
	<strong>95 Chinese Firms in Fortune Global 500 List&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The newly released Fortune Global 500 list includes 95 Chinese companies, 89 of them state-owned, showing that the world&rsquo;s fastest growing economy still has plenty of room for improvement. The number of Chinese companies on the list is second only to the US, which has 132 entries. Six firms from Taiwan also made it to the list published by the Fortune magazine, ranking the companies according to their revenue. (Agency)</div>
<div>
	&nbsp;</div>',
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			'description' => 'Gold Posts Biggest Weekly Gain Since 2011',
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			'article_category_id' => '110',
			'title' => 'Top Ten Losers (8-14 July 2013)',
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			'summary' => null,
			'content' => '<p>
	<img alt="Top 10 Losers" src="/userfiles/images/top%2010%20losers.jpg" style="width: 575px; height: 218px; margin: 5px;" /></p>',
			'published' => true,
			'created' => '2013-07-15',
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			'description' => 'Top Ten Losers',
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			'article_category_id' => '111',
			'title' => 'Top Ten Gainers (8-14 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="Top 10 Gainers" src="/userfiles/images/Top10%20Gainers.jpg" style="width: 575px; height: 219px; margin: 5px;" /></p>',
			'published' => true,
			'created' => '2013-07-15',
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			'description' => 'Top Ten Gainers',
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			'article_category_id' => '113',
			'title' => 'US Dollar Exchange Rate At Local Market (8-14 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="US Dollar Exchange Rate at Local market" src="/userfiles/images/USD%20copy%20(Copy).JPG" style="width: 550px; height: 298px; margin: 5px;" /></p>',
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			'description' => 'US Dollar Exchange Rate At Local Market',
			'sortorder' => '1294',
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			'article_category_id' => '112',
			'title' => 'Weekly Gold And Silver Price (8-14 July 2013)',
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	<img alt="" src="/userfiles/images/gold%20silver%20price%20(Copy).jpg" style="width: 500px; height: 133px;" /></p>',
			'published' => true,
			'created' => '2013-07-15',
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			'description' => 'Weekly Gold And Silver Price (8-14 July 2013)',
			'sortorder' => '1293',
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	(int) 13 => array(
		'Article' => array(
			'id' => '1430',
			'article_category_id' => '154',
			'title' => 'Learning Curve News In Brief (15-21 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Vice Chairman of the CPN (UML) Bamdev Gautam" src="/userfiles/images/bschool.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 180px;" /></div>
<div>
	<strong>B School Ranking &amp; Awards in the Offing&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	New Business Age Pvt Ltd is organizing &lsquo;Everest Bank National Business School Rating-Ranking- Awards&rsquo; for the first time in Nepal. Various streams under management including Bachelors in Business Administration (BBA), Masters in Business Administration (MBA) and Bachelors in Hotel Management (BHM) are being rated on various grounds. The publication house has already organized rating of Higher Secondary School and awarded top ten schools from the country. Similarly the award function of B Schools will reward the best schools for hospitality, management and tourism studies. A committee has been formed for the evaluation of best schools under the leadership of Prof Ujjwal Kumar Chowdhary, former Dean of Symbiosis International University, Pune, India. After this, the experts from education and business sectors would rate the schools on various grounds. The B Schools would be ranked on the basis of recognition, affiliation, global and local tie-up of the institute, scope and frequency of updating syllabus, tools and communication, practical inputs and best practices and alumni and industry network as given by B-Schools management.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Best and Weak Teachers to be Identified&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	With an aim to improve the education quality of community schools, teachers working there are planned to be categorised as best and weak and the name lists will be made public through a web-site. The teacher ranking is being done on the basis of average student pass out rate of a particular district.&nbsp;</div>
<div>
	According to Tek Narayan Pandey, Director at Department of Education, best teachers from the list will be encouraged and awarded by District Education Office while teachers who have fallen in weak category will get an opportunity for self improvement. However, Vice- president of Nepal Teachers&rsquo; Union, Purna Joshi claimed that this will diminish the confidence of teachers. &ldquo;Rather than comparing, weaknesses of teachers should be identified and they should be given chance to improve,&rdquo; he said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Excursion Turned into a Noble Deed&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The Principal and 32 students from Chonbuk National University of South Korea extended financial help of Rs 71 thousand to Kopila Basyal, a 12th standard student of Mohan Kanya Higher Secondary School, Palpa. Group&rsquo;s visit to Nepal during summer vacations resulted into taking Basyal to South Koera for Higher studies. Deepak Prasad Gyanwali, Principal of the school, said that the group has also provided two sets of computers and other accessories for the better learning of the children. Similarly regarding the extra curricular activities they provided taekwondo training, knowledge related to science laboratory, dance and music training and different sports guidance to the students as a part of cultural exchange.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Adikavi Bhanubhakta Award to Karmacharya&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Senior litterateur, Madhavlal Karmacharya bagged this year&rsquo;s Adikavi Bhanubhakta Award conferred by The Nepali Education Council. Rastrakavi Madhav Prasad Ghimire handed over the award to 87-year-old litterateur Karmacharya amidst a programme on the occasion of commencement of the Bhanu Second Centenary on July 13. The award is worth Rs 101,111.</div>
<div>
	&nbsp;</div>',
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		'Article' => array(
			'id' => '1429',
			'article_category_id' => '156',
			'title' => 'Office Politics, Crushing Workload?  Think Before You Make A Grand Exit',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&ldquo; I QUIT!&rdquo; Which put-upon worker hasn&rsquo;t fantasized about saying those words and walking out the door? Wisely, most don&rsquo;t go that far, at least not then and there.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s fairly common to feel a passing urge to quit your job when you&rsquo;ve hit a rough patch, says Nancy S. Molitor, a clinical psychologist in Wilmette, Ill., and a public education coordinator for the American Psychological Association. But the idea is surfacing in more employees&rsquo; minds these days, she said.&nbsp;</div>
<div>
	Many of her clients have hunkered down at the same company over the last five or six years, just grateful to have a job in an uncertain economy, Molitor said. Some were promised raises, bonuses or stock once the recession ended, but now that better times have arrived, companies are hanging onto their cash and withholding those promised rewards, she said. One result is employee resentment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sometimes an employee wants to quit because of an untenable working situation: an overbearing boss, a difficult co-worker, a crushing workload. Often, the reasons for feeling upset and wanting to quit are legitimate, Molitor said.&nbsp;</div>
<div>
	But because resigning has huge consequences, you never want to make that decision while in the grip of intense emotion, she said. Wait at least a week, and in the meantime discuss your feelings with a close friend, family member or therapist. Colleagues are another option - they may have a much better grasp of office politics - but make sure you trust them completely to keep your confidence, she added.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, &ldquo;that&rsquo;s a huge red flag,&rdquo; she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary seek professional help. If you feel you are in danger of quitting suddenly, take a day off to clear your head, she advised.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sometimes when we feel unhappy or helpless in our personal lives, we project that onto our jobs - and onto the boss, who has power over us, Molitor said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Personal problems might be at least part of the reason for job dissatisfaction. Consider the 1977 country hit &ldquo;Take This Job and Shove It,&rdquo; in which Johnny Paycheck sings that the boss is a fool who &ldquo;thinks he&rsquo;s cool,&rdquo; but also that his &ldquo;woman done left&rdquo; and took away all his reasons for working.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The song&rsquo;s title still resonates, and for good reason. &ldquo;I&rsquo;ve been there. We&rsquo;ve all been there,&rdquo; said Robert I. Sutton, a professor and organizational psychologist at Stanford. In his heart, he&rsquo;s a &ldquo;take this job and shove it kind of guy,&rdquo; he said, &ldquo;but I have people around me who will save me from myself.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Once you have cleared your head and separated emotion from reality, you may be able to find a way to change your work situation so that it&rsquo;s no longer intolerable, Molitor said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Many employees need to work harder at advocating for themselves, she said. If you felt that you deserved a raise and didn&rsquo;t get one, try asking for one and you might succeed, she said. When preparing to talk to your boss about your concerns, it&rsquo;s wise to write down your points in advance, she added: &ldquo;That forces you to be coherent.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	After careful consideration, you may determine that your only option is to resign, but do so politely, and with plenty of notice. If you quit in a huff and make a dramatic exit, you can probably forget about using your employer as a reference, and word will most likely get out that you left your company in the lurch.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Suzanne Lucas, who writes a blog called the Evil HR Lady, says in a column for CBS News that it&rsquo;s generally a bad idea and &ldquo;just darn rude&rdquo; to quit a job on the spot. But she notes exceptions that would justify a quick departure - for example, if staying in a job would put you in some kind of danger (a violent co-worker, say, or a safety violation), or would make you break the law or violate your ethical or religious standards.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In most cases, though, you can give notice. Try to be gracious when resigning, because &ldquo;how you end things is incredibly important,&rdquo; Sutton said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to the &ldquo;peak end rule,&rdquo; as articulated by the psychologist Daniel Kahneman, the final memory that your co-workers have of you is likely to be much more vivid than most others, Sutton said. If possible, you want that memory to be positive. He said that you, too, would feel better about the experience in retrospect if you quit in a graceful way.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;I&rsquo;m a big fan of quitting,&rdquo; he said, so long as it&rsquo;s done for the right reasons and in the right way.<em> (The Economic Times)</em></div>
<div>
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			'description' => 'Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, “that’s a huge red flag,” she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary',
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			'id' => '1443',
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			'title' => 'A Liquor Trader',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<table align="right" border="0" cellpadding="1" cellspacing="1">
	<tbody>
		<tr>
			<td>
				<img alt="Aditya Agrawal,Business Development Manager,Global Trading Concern Pvt Ltd" height="292" src="https://lh5.googleusercontent.com/-3xPTaQ_b0N0/UdlUrp6Jv3I/AAAAAAAAA4o/CltvQ86Av5k/s457/Aditya Agrawal.jpg" width="250" /></td>
		</tr>
		<tr>
			<td style="text-align: center;">
				<b>Aditya Agrawal</b><br />
				Business Development Manager<br />
				Global Trading Concern Pvt Ltd</td>
		</tr>
	</tbody>
</table>
<p>
	<span style="font-size: 12px;">Global Trading Concern Pvt Ltd (GTC) has been into the trading business for one and a half decade by importing liquors and spirits from Diageo. Since then, Diageo has introduced new products in the Nepali market with their local partners GTC. Diageo owns brands like Johnnie Walker, Vat 69, Smirnoff and Gordon&rsquo;s among others.&nbsp;</span></p>
<p>
	Similarly, the trading house is authorised agent for wines from France, Australia, Spain, California and Chile. Some of the brands the company is importing are J.P. Chenet, Calvet from France, Lindemans and Hardy&rsquo;s from Australia and Echo Falls from California, USA. J.P. Chenet is one of the most preferred wines in Nepal, according to Aditya Agrawal, Business Development Manager at GTC. He said that this wine is the best selling brand of French wine in the world.&nbsp;</p>
<p>
	Similarly, the company imports eight products from Johnnie Walker, namely Johnnie Walker Red Label, Johnnie Walker Black Label, Johnnie Walker Double Black, Johnnie Walker Gold Label Reserve, Johnnie Walker Platinum Label, Johnnie Walker XR 21, Johnnie Walker Blue Label, Johnnie Walker King George V and a newly launched John Walker &amp; Sons Odyssey. John Walker &amp; Sons Odyssey is a rare triple malt whisky launched recently in the Nepali market amid a function attended by who&rsquo;s who of the Nepali corporate world.&nbsp;</p>
<p>
	The company sells liquor from Johnnie Walker priced between Rs 2,650 to Rs 99,000 per bottle catering everyone with shallow to deep pockets. Similarly, the company imports wines with a price tag ranging from Rs 600 to Rs 2500. However, the sparkling wine&rsquo;s price may go as high as Rs 1400 beginning from Rs 750. According to Agrawal, the target customers of his imports are those who are in love with quality, taste and a brand name. However, the company has products also for the entry level segment of the market such as Vat 69. Amongst all, Johnnie Walker Red Label and Black Label are two of the most popular whiskies in Nepal.&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>John Walker &amp; Sons Odyssey&nbsp;</strong></span></p>
<p>
	<img alt="John Walker &amp; Sons Odyssey " height="147" src="https://lh3.googleusercontent.com/-mySdfT6pDoU/UdlUrvT3yoI/AAAAAAAAA4g/zlscryCv25E/s169/odyssey.jpg" style="float: left; margin: 0px 10px 0px 0px;" width="197" /></p>
<p>
	According to the company, this newly launched whisky is inspired by the vision and entrepreneurial spirit of Sir Alexander Walker. This rare triple malt whisky commemorates the 80th anniversary of one of Sir Alexander&rsquo;s remarkable innovations - a whisky decanter.&nbsp;</p>
<p>
	John Walker &amp; Sons Odyssey is targeted at the new affluent class of the country who enjoy material luxury and quality life experiences that go beyond financial rewards. The company imported only 12 bottles. According to Agrawal, 10 have already been sold. The company has priced Rs 99,000 for a bottle of this luxury scotch whiskey.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Blue Label&nbsp;</strong></span></p>
<p>
	Johnnie Walker Blue Label is one of the precious products at the House of the Walker that nobody is said to have beaten the blend. Blue Label whisky comes with a complex and intriguing taste achieved with a combination of rare whiskies selected at a pinnacle of perfection and more vibrant, yet equally scarce younger whiskies. This rare whisky has been awarded with seven awards within the last decade.&nbsp;</p>
<p>
	The company also has a limited edition Johnnie Walker Blue Label King George V that is a blend of one of the rarest whiskies such as Port Ellen Islay Single Malt Scotch Whisky that is no longer in existence. Remaining stock from the Port Ellen distillery has been carefully preserved and now found in rare whiskies like King George V.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie WalkerX.R 21&nbsp;</span></strong></p>
<p>
	In April, the company had launched yet another iconic drink Johnnie WalkerXR 21. It is a premium quality blended scotch whisky aged for 21 years. According to the company, X.R 21 is inspired by the hand-written notes of Sir Alexander Walker, a man recognised for his whisky-making craft and his entrepreneurial spirit. This whisky is an exclusive blend sourced fromthe private reserves of the master blender, including extra rare casks from now silent distilleries. The company says, &ldquo;The smooth, dark blend is a decadent mix of golden honey and subtle vanilla with the delicate hint of aged oak.&rdquo; The drink comes in a subtle faceted bottle embossed with an honourary cross. Sir Alexander&rsquo;s leadership qualities were recognised with a Knighthood by George V in 1920. It costs Rs 11,250 for a 750 ml bottle.</p>
<p>
	<strong><span style="color:#8b4513;">Johnnie Walker Platinum Label&nbsp;</span></strong></p>
<p>
	The Johnnie Walker Platinum Label whisky aged for 18 years offers subtly smoky flavour to the palate. It also reflects a strong sweet and elegant Speyside style and has a rich dark and intense flavour that rewards connoisseurs who take time to savour it. Stewed fruit, malty cereal, smooth creamy vanilla, fragrance, almonds, and tangerines give the Platinum Label its waxy, fruity and sweet taste mixed with slightly drying astringency with subtle smokiness.</p>
<p>
	<span style="color:#8b4513;"><strong>Johnnie Walker Gold Label Reserve&nbsp;</strong></span></p>
<p>
	Termed luxurious and extravagant, this unique whisky is said to blend perfectly with the extraordinary occasions. The casks are hand chosen from the Master Blender&rsquo;s private reserve to produce a blend of incomparable richness and smoothness. Created for the most indulgent of whisky connoisseurs, the Gold Label Reserve caters to whisky lovers who desire extravagant flavours and richness in their blends.</p>
<p>
	&nbsp;</p>
<p>
	<span style="color:#8b4513;"><strong>Market Expansion&nbsp;</strong></span></p>
<p>
	Agrawal said that GTC is in a drive to penetrate into the market through spreading the distribution channel. He said that the customers are constantly looking for upgrading their drinks. &ldquo;Anyone drinking Johnnie Walker Red Label wants to move to Johnnie Walker Black Label. When it comes to upgrading, everyone comes to the brands we are dealing with.&rdquo;&nbsp;</p>
<p>
	For enticing upgrade by the customers, the company promises to constantly offer new tastes and continuously go on making the clients aware about the new offerings. To spread its distribution, GTC is planning to expand tie-ups, number of outlets, involve in brandings, carry out above the line activities and aggressive promotion. The company has its reach spread from Mechi to Mahakali. Agrawal said that the premium products&rsquo; number one market is Kathmandu followed by Pokhara. He also said that the mid and lower segment products are preferred across semi urban areas of Nepal.</p>
<p>
	Of late, one of the biggest challenges faced by the liquor industry is the campaign against drink driving, popularly known in Nepal as anti-MAPASE campaign. Agrawal said that the zero tolerance policy of the government has contributed to significant reduction of alcohol consumption. He suggests that the zero tolerance policy must be systematised and some sort of limitation should be set for drinking and drivin</p>
<div>
	&nbsp;</div>',
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			'description' => 'Global Trading Concern has been importing liquor for more than one and a half decades. Of late, the company, with premium liquor brands and products in its portfolio, is in a market expansion drive.',
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			'id' => '1442',
			'article_category_id' => '46',
			'title' => 'Development And Growth Should Go Together',
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			'content' => '<div>
	<span style="font-size: 12px;"><span style="font-size:14px;">Radhesh Pant has experience of working nearly a decade in United States in the financial sector. After acquiring good experience of banking sector from the world&rsquo;s number one economy, he returned to Nepal in 1999 and engaged in banking sector. He was also the president of the Nepal Bankers&#39; Association (NBA). He was appointed to head of Nepal Investment Board in 2011. The Investment Board is envisioned to give a one-window solution to potential investors in big projects of over Rs 25 billion with the chairmanship of the Prime Minister of Nepal. Siromani Dhungana and Sujan Dhungnaa of New Business Age spoke to him about prospects of alternative development paradigm in Nepal and his view regarding development versus growth. He says development and growth should go together for the effective development initiative in the country.</span><strong> <span style="font-size:14px;">Excerpt:</span></strong></span></div>
<div>
	&nbsp;</div>
<div>
	<strong>The ongoing controversy in Nepal regarding growth versus development (more specifically inclusive development) is said to be affecting the functioning of the Nepali economy. How do you view this controversy?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Inclusive development induces economic growth that is sustainable and will result in better livelihood for all the people. Inclusive development will also minimize the gap between the rich and the poor that will culminate in fair distribution of wealth and ample opportunities for all. However, economic growth alone could actually increase the gap between the haves and have nots thereby ensuing inequality, ill-governance, agitation and corruption amongst others which is not sustainable and will result in restlessness, chaos and ultimately civil unrest. This is the risk we are facing in the country right now. We need to focus on inclusive growth and we need to do that fast.&nbsp;</div>
<div>
	For Nepal, with the abundant resources of all kinds, we ought to focus on inclusive development. We need to get our act together. First off, our politicians need to place consistent and consensual priority on inclusive development. Projects that have enormous impact on inclusive growth need to be defined and prioritized. Then we need stable policies such that government changes do not impact these projects and there is continuity. Finally, we need to build our capacity within and outside government to ensure transparency, good governance, accountability and technical ability to monitor and regulate large scale projects. Moreover, we need to be competitive compared to other countries in the region in terms of providing good and timely services, incentives and project formulations.&nbsp;</div>
<div>
	I believe the Investment Board has been established about a year and a half ago for the single purpose of executing large scale projects that assures fair share to Nepal. We are currently focused on large projects that have enormous impact on the economy and would definitely foster inclusive development of Nepal.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>The Investment board is entrusted to promote economic development of the country and to create employment opportunities. How compatible is this stated mandate with the actual functioning of the Board?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	I think it is absolutely compatible. We have great resources in hydropower, agriculture, tourism amongst others, but we have not been able to capitalize on them. Development of these resources, coupled with the infrastructure development needs in the country to physically connect every nook and corner of the country is the priority. It provides trade of goods, people and services within the country and also abroad. This would create lots of jobs, domestic sustenance, increased exports and will ultimately lead to economic transformation.&nbsp;</div>
<div>
	Investment Board is mandated to do exactly that. Its objective is to provide a fast track approval process and a single window mechanism for prospective investors, both domestic and international. So, essentially by implementing the large scale projects, the Investment Board is the transformation agent that will create ample employment opportunities and inclusive development of Nepal.&nbsp;</div>
<div>
	But having said that, there need to be competitive and coherent policies in place in order to achieve this. Moreover, the Investment Board needs to be at an arm&rsquo;s length from the government and needs to be run professionally, transparently, competitively and with accountability. This is what we have been focused for a year or so. The Investment Board needs to capture the interest of Nepal in all the projects that it executes rather than on vested interests of certain factions. And that is exactly why the Project Development Agreement based on the nine principles that protects Nepal&rsquo;s interest has been formulated.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>So, what are the nine principles? Could you illustrate on that?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Well, currently, we have a Project Development Agreement that is focused on the Hydropower Development. However, this agreement will be emulated for other large projects in other sectors as well. The basic nine principles are that the Project:&nbsp;</div>
<div>
	1. Meet Nepal&rsquo;s electricity needs first.&nbsp;</div>
<div>
	2. Captures for Nepal her fair share of economic benefits.&nbsp;</div>
<div>
	3. Ensures best use of river basin.&nbsp;</div>
<div>
	4. Returns hydro asset to Nepal in good operating condition.&nbsp;</div>
<div>
	5. Transfers project risk to party best able to manage risk.&nbsp;</div>
<div>
	6. It is balanced. The developer is able to receive a fair market based return as compensation for investment, project development and management skills and risk.&nbsp;</div>
<div>
	7. Ensures high environmental sustainability and high safety standards.&nbsp;</div>
<div>
	8. Industrial and Employment Benefits. A good deal is structured so that the demand for goods and services from the tens of billions of dollars of expenditure stimulate many new prosperous business and thousands of skilled and semiskilled jobs for Nepalis.&nbsp;</div>
<div>
	9. Model community benefits includes a package that brings about long term benefits such as training, skill development, employment, business development, community infrastructure - clean water, health services, electrification, housing, etc. It will ensure that local people will become proponents rather than opponents of new hydro projects.&nbsp;</div>
<div>
	With these principles in place, I am confident that Nepal&rsquo;s interest will be protected and that Nepal will be able to maximize its fair share from the project.&nbsp;</div>
<div>
	The government has set an economic growth target of 7 per cent by 2015. Do you think that the government is biting more than it can chew?&nbsp;</div>
<div>
	In my mind, reaching a 7 percent economic growth is not that much of a deal. We need to get our act together. First of all, economic agenda has to be a top priority for all the parties. Consensus amongst the political parties on priority projects is a pre-requisite. Then, elections need to happen in November. We need to send out signals to the investors, both domestic and international that Nepal is ready for business. Stable investment policies that are attractive to investors need to be in place. In the current fiscal year, we are expected to grow at 4.5 percent growth and last year we grew at around 5 percent. If the above preconditions are achieved, adding two more percent is not that difficult. The ball is on our (Nepal&rsquo;s) court.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>In your opinion, what type of policies should the government adopt to promote inclusive development?&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Policies need to be clear, simple, sustainable and stable. With every government change, its priorities and policies cannot change. Secondly, inclusive development will not happen overnight. We need to have a long term strategy that is supported by all the stakeholders of development. This includes the political parties, government, private sector and Nepali people in general. The policies and laws need to complement the project execution rather than hindering it. If we are able to execute projects that harness our resources (which are spread across the country), inclusive development will become a reality.</div>
<div>
	&nbsp;</div>',
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			'description' => 'Radhesh Pant has experience of working nearly a decade in United States in the financial sector. After acquiring good experience of banking sector from the world’s number one economy, he returned to Nepal in 1999 and engaged in banking sector. He was also the president of the Nepal Bankers' Association (NBA). He was appointed to head of Nepal Investment Board in 2011.',
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		'Article' => array(
			'id' => '1441',
			'article_category_id' => '52',
			'title' => 'Trishuli 3A : Roll-back Not Enough',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size: 12px;">The Nepal Electricity Authority (NEA) Board of Directors, on 11 June, rolled-back its highly controversial decision of upgrading the capacity of Upper Trishuli 3A Hydropower Project from existing 60MW to 90MW. The same board ten days before had decided to upgrade it. Both decisions were taken in the meetings of the Board chaired by Energy Minister Umakant Jha, who allegedly had personal vested interests in upgradation.&nbsp;</span></p>
<p>
	Although the decision was withdrawn due to persistent pressure from several quarters and, more importantly, by the protests of the NEA employees, no action is initiated to investigate on why, at the first place, the upgradation was sanctioned earlier. When the employees dared to cut the power supply off ministers&rsquo; official quarters and threatened to do the same to Singha Durbar Central Secretariat, Minister Jha was compelled to roll-back the decision.&nbsp;</p>
<p>
	But, most surprising in this chain of events is that the NEA management issuing an statement has tried to defend the earlier decision to upgrade the capacity of the Project. &ldquo;The NEA had upgraded the capacity of the project completing technical, economic and existing legal assessments. The project has been designed in Q70 flow, which is not the optimum utilization of the water available in the river,&rdquo; it said.&nbsp;</p>
<p>
	But, with the upgradation, the cost of the project would increase to from USD 89 million to 132 million. It was also agreed to release USD 20 million extra to the contractor, China Gezhouba Group Company&rsquo;s proposal of upgrading it to 90 MW for USD 112 million.&nbsp;</p>
<p>
	This is enough to conclude that there were vested interests, malafied intentions and apparent intended embezzlement of the public funds in the name of upgradation. But, all the people, including the minister, who made the decision, are still in their respective public positions. On top of that, NEA management had had the temerity of issuing the statement claiming that the decision to upgrade was in national interest. This is the height of impunity and lawlessness.&nbsp;</p>
<p>
	The gravity of the case suggests that all parties concerned, the minister, entire NEA Board, the contractor and the local Nepali representative who allegedly lured the decision makers must be brought under the book. The NEA officials who still claim that upgradation was right must not only be questioned but should be challenged to establish the claim in public.&nbsp;</p>
<p>
	Surprisingly, all this happened under the nose of newly appointed chief of anti-graft body, the Commission for the Investigation of Abuse of Authority (CIAA) and he didn&rsquo;t seem at all interested to investigate into it. This indeed is the reflection of hand-in-glove relations of the people who run the government and the CIAA&rsquo;s new chief. The trend has raised fears of this constitutional body exercising its powers by selection and discretion, as against the very concept of an ombudsman organization that acts on the merit of the case basis.&nbsp;</p>
<p>
	If the architects of such a big scandal can go scot-free, then it will cast a very long shadow on Nepal&rsquo;s hydropower prospects. It will set wrong precedence for future as well as other on-going projects.&nbsp;</p>
<p>
	In addition to it, a number of questions have been raised about credibility and professionalism of this particular Chinese Company. Since it is a Chinese government undertaking, Nepal government should have guts enough to raise this issue to its Chinese counterpart. It might be the case that a few employees in the company are misleading their government and pocketing hefty sums in collusion with some Nepali operatives, in and out of bureaucracy. It is also assumed that a number of senior political leaders abetted to take the decisions in anticipation of proper kick-backs. A proper investigation is required to bring the facts out of the closets. A mere roll-back is not enough of we want to set a good precedence of fair play in the hydropower development</p>
<div>
	&nbsp;</div>',
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	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong><span style="font-size: 12px;">--By Sujan Tiwari</span></strong></div>
<div>
	&nbsp;</div>
<div>
	Padma Shree Group&rsquo;s current focus is on development works, and since 2010, has started importing heavy equipments from Liebherr, a Swiss company. The company recently has started importing road construction and finishing heavy equipments from Auman, a Swiss company. &ldquo;As Nepal has enormous potential in hydropower, and most of the projects are facing problem with tunnelling, we are now looking forward also to import tunnelling equipments from Sandvik, a Swedish company,&rdquo; says Thapaliya.&nbsp;</div>
<div>
	Thapaliya is also shifting his focus to power sector, renewable energy and waste management. His company is doing the study and research on the subject, and hopefully will have some new projects very soon. &ldquo;I want to support the development works in the country by offering best possible equipments, services and projects,&rdquo; says Thapaliya.&nbsp;</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com/userfiles/images/prsnlt1.jpg" strong="" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 400px;" /></strong></div>
<div>
	<strong>Evolution of Group</strong></div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 12px;">What is now known as Padma Shree Group started as Shree Padma Saw Mill in the year 1963, initiated by Thapaliya&rsquo;s father Late Badri Prasad Thapaliya in Simra. The company then used to supply timber to Nepal and India, and also supplied railway sleepers to India. Thapaliya joined the company, worked in the saw mill at the beginning, helped his father and a few years later started the furniture company. The company&rsquo;s name changed to Shree Padma Saw Mill and Furniture Factory Pvt Ltd, and it expanded to Kathmandu as well. What followed is a huge business, as the group now has a lot of big brands under it.&nbsp;</span></div>
<div>
	Gradually, the company started manufacturing high quality furniture. The company did the furnishing of Singha Durbar, many 5-Star hotels and also the royal palace. The furniture company was honoured in the year 2000 by the then King Birendra for the services offered. &ldquo;That was the first instance of a company receiving this sort of honour,&rdquo; recalls Thapaliya.&nbsp;</div>
<div>
	In the year 1988, Thapaliya opened Altech Pvt Ltd that dealt with aluminium doors and windows and building materials. Shortly after, he established Padma Shree Pvt Ltd, a trading company for the purpose of representing of various international brands. &ldquo;During the nationwide movement of 1990, many companies suffered owing to political unrest, labour problems and strikes. Then we thought that we should not focus only on one business, and should diversify,&rdquo; says Thapaliya. The Group is the outcome of that diversification.&nbsp;</div>
<div>
	In the year 1991, Mazda Motor Corporation of Japan was looking for a representative in Nepal, and Thapaliya&rsquo;s company was among four other contenders. &ldquo;Our proposal was the most practical, so they selected our company as their partner,&rdquo; says Thapaliya. From the year 1993, the company started importing Mazda vehicles from Japan. Mazda is one of the flagship imports of the Group today, known for its power, style and performance. In the year 2000, the company started importing power tools from Bosch Germany, one of the biggest tools manufacturers in the world. In 2005, the Group also imported generators from Deutz, Aggretech and MTU, all Germany-based companies to help the nation deal with the power outage.&nbsp;</div>
<div>
	According to Thapaliya, Padma Shree Group is renowned in the market for the products it represents. &ldquo;Whatever products we represent, they are the best in the world. I always go after quality products which are well known and well tested. Though it may be slightly expensive, ultimately, it provides long term benefit,&rdquo; says he.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Early Life&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya was born in Lazimpat of Kathmandu in 1952 to Late Badri Prasad Thapaliya and Padma Thapaliya. He studied in Saint Xavier&rsquo;s School till grade four, and then joined Demonstration School, which later changed to Laboratory School. After his SLC, he joined ISc course and had dreams of becoming an engineer. He wanted to go to Russia to study engineering, but had to give up his dream to help his father in the company. &ldquo;Yet I don&rsquo;t have any regrets now, because I am doing well in my business,&rdquo; says Thapaliya.</div>
<div>
	&nbsp;</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com//userfiles/images/prsnlt3.jpg" strong="" style="float: left; margin: 0px 10px 0px 0px; width: 275px; height: 404px;" />Personal Side</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya says he is normally much occupied with his business, and takes leave only on Saturdays.&rdquo; As generators are one of our major products, it has to be running 24/7. So there could be complaints coming in any time, so I am busy almost all the time,&rdquo; says Thapaliya. Still, if possible, he wants to be free on Saturdays. &ldquo;I spend time with my family and I try to avoid any business activities on Saturdays. I dedicate my time to my family, and also after office, I spend time with my family,&rdquo; shares Thapaliya.&nbsp;</div>
<div>
	On a more personal side, Thapaliya is quite a reserved person, and takes time to open up and build new relations. &ldquo;Once I build a relation, I continue it for long. I believe all the relations should be long lasting,&rdquo; says Thapaliya. According to him, it takes very long to build a relation, but it can be spoilt in no time. &ldquo;I want to maintain relations for ever, all the relation, both personal and professional ones. I seek perfection in everything I do,&rdquo; shares Thapaliya.&nbsp;</div>
<div>
	Thapaliya enjoys playing tennis and squash, and goes to health club at least five days a week. Quite a religious man, Thapaliya has been visiting Pashupatinath everyday for the last 40 years. Thapaliya travels frequently for business and for vacations. He has been to Japan, China, Singapore, Germany, UK, Switzerland and other countries. He drives Mazda 3, and will soon be driving Mazda CX-5, a new crossover. Thapaliya says he uses gadgets and technology as required, and owns iPhone, MacBook Pro and an iPad. On grooming, he says he wants to look decent and presentable at all times.</div>
<div>
	<strong><img alt="Rohini Thapaliya, Executive Director of Padma Shree Group" evolution="" of="" src="http://newbusinessage.com/userfiles/images/prsnnlt4.jpg" strong="" style="float: right; margin: 0px 0px 0px 10px; width: 275px; height: 344px;" /></strong></div>
<div>
	<strong>Family</strong></div>
<div>
	&nbsp;</div>
<div>
	Married to Deepa Thapaliya in 2037 BS, Thapaliya says it was a love affair turned into arranged marriage. He clearly remembers meeting her for the first time. &ldquo;We met for the first time in a wedding. We knew each other, got close and later arranged the marriage,&rdquo; recalls Thapaliya. Deepa holds a degree in Law, and is also the Director of the Group. &ldquo;She is very supportive and encouraging, and helps me in all my endeavours,&rdquo; he adds.&nbsp;</div>
<div>
	The couple is blessed with a son and a daughter, Shubhashish Thapaliya and Shreeyukta Thapaliya Pandey. Thapaliya has two granddaughters from his daughter. His son holds an Engineering Degree in Energy and Power, and is working in a company in Singapore. He wants his son to return and continue the family legacy.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Philosophies&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	According to Thapaliya, failures are inevitable, but what matters is how you deal with failures. &ldquo;When you fail, realize that it was not your piece of cake and move on. When one door closes, another one is always open, do not look at the closed door, and move towards the one that has been open for you,&rdquo; says he. Thapaliya believes life is very precious, and says that tomorrow is indefinite. &ldquo;One should not spend time in regrets, and move on towards better things,&rdquo; advises he.&nbsp;</div>
<div>
	Thapaliya says he firmly believes in team work, sincerest of efforts and accountability. &ldquo;To be successful, dedication and sincerity are the ones needed the most. It will do you good in the long run,&rdquo; says he. Thapaliya says that there is no shortcut to experience; still it doesn&rsquo;t mean one has to go through all the hassle. &ldquo;We have a lot of exposure now, and we can cut short the time needed to be experienced. We all should try to see things from a wide perspective, and do something for the society and the country,&rdquo; says he.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Concluding Remarks&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Thapaliya believes that god has given Nepal all that is needed, and it&rsquo;s our turn now to make it a real heaven. &ldquo;I wish to see a peaceful, prosperous and developed Nepal, and I am doing my part for it,&rdquo; he says. Though he admits that the business environment is not very good now, he says everyone should try to make the best out of this situation.&rdquo; If you want rainbow trout, then you need fresh and running water. Looking at the situation of the country, unfortunately, all we have is muddy waters now. But I expect to have fresh and running water very soon,&rdquo; says Thapaliya</div>
<div>
	&nbsp;</div>',
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			'description' => 'Rohini Thapaliya, Executive Director of Padma Shree Group, didn’t always have thoughts of owning and running a business house. As a youngster, he wanted to be an engineer and thought of going to Russia for pursuing the degree. But life had other plans for him..',
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		'Article' => array(
			'id' => '1439',
			'article_category_id' => '167',
			'title' => 'Politics And State : Growing Distance',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<p>
	<strong style="font-size: 12px;">--By Achyut Wagle</strong></p>
<p>
	Finally, the date for the elections to Constituent Assembly (CA) has been announced for November 4, 2013. This no doubt is a positive development in itself, but mere announcement of the date hardly ensures the actual possibility of the elections on the said date. Evidently, the possibility looks dwarf to the challenges.&nbsp;</p>
<p>
	While announcing the date, the government has chosen to tread a &lsquo;middle-path&rsquo; on the contentious issues that the four major political parties -- UCPN (Maoist), Nepali Congress and CPN-UML -- failed to evolve a common point of view. For instance, in the new ordinance, exclusion of the provision of threshold on number of votes needed to be recognised as a legitimate political party and retention of provision barring the people with proven criminal records from contesting the elections are the strategy of trade-offs that the government adopted. From a narrow view, they appear fairly reasonable.</p>
<p>
	But the larger trade-off, so to say, between the factors that are likely to foil the election bids and the ambience that is needed to create, still remains completely untouched, let alone addressed. The challenges posed by the protests of Mohan Baidya of CPN-Maoist, Ashok Rai of National Socialist Party and Upendra Yadav of Madhesi Janadhikar Forum, among others, are not of the kind that could be ignored easily.&nbsp;</p>
<p>
	Just a formal call by the government, which neither has a political face nor has taken adequate and meaningful initiation to negotiate with these forces, is unlikely to bring them all to the election fold. There needs to more intensive political dialogues to sort out the differences. But the situation is such that the four parties cannot be the party to the bargaining as they are officially not in the government and official government doesn&rsquo;t have the political acumen and intent to deal with them. This is first ominous sign that the distance between the state and the politics is widening.&nbsp;</p>
<p>
	There is no doubt that without involving all these political forces in the process, the polls are impossible. Nobody has the answer what happens if the Constituent Assembly (CA) elections could not take place in November. Given the strength of the forces determined to impede these elections, there is no ground to be optimistic. And the worst, there is no realization of the precariousness of the situation among the so called major pro-poll political leaders and the government operatives.</p>
<p>
	The most dangerous aspect of the differences among the parties standing for and against of the polls is that they are not all political. Much of the discontent stems out of personal hatred, evidences of betrayal and mountains of egos between the major leaders in the pro and anti election camps. The friend-turned-foes like Pushpa Kamal Dahal and Mohan Baidya, Upendra Yadav and Bijaya Gachchhadar and Ashok Rai and Jhalanath Khanal are not even ready to sit face-to-face and recognize as a political force in their respective strengths. Regardless of the fact how many seats these dissenting parties would get if they participated in elections, it is apparent that their strength is enough to disrupt the polls.</p>
<p>
	As it is, the polls are absolutely unlikely to be held on the proposed date of November. And, this failure will have a fundamental difference than the previous failures on one account -- it will put the political forces further away from the state of affairs of the country. This indeed is an extremely dangerous direction Nepal is likely to head to.&nbsp;</p>
<p>
	One may despise the politics to the hilt for all the miseries it has brought about in the current Nepal, but the fact again remains that the country cannot move ahead without political leadership. Of course, with unconditional commitment to a good, democracy-driven politics. But, given the recent developments, Nepal is gradually drifting away from the very possibility of political powers ruling the country anytime soon. This is one factor that the political powers of all shades, including the ones in &lsquo;opposition&rsquo;, must take into account.</p>
<p>
	Sadly though, the possible gloomy days not seen by our own leaders are visualized as if on the movie screen by our powerful neighbours and the foreign powers. That is why New Delhi and Beijing are competing to invite our leaders of their convenience and choice to &lsquo;take stock of the situation here&rsquo; and offer some &lsquo;useful&rsquo; suggestions. Regardless of the leader of which party or ideology, the questions posed to them, by all -- the North, South and the West are the same. They surround the real possibilities of holding next CA polls in November, its chances of writing the new constitution and, in the longer run, the kind of federalism Nepal is likely to adopt. It is China who reminds our leaders about the dangers of Nepal embroiling into anarchy in the event of ad hoc execution of the federal structure. And, it is India that has apprehensions about the possibility of the elections taking place in November. The West has its own concerns of human rights agenda, defined more in terms of Nepal&rsquo;s treatment to the Tibetan refugees than anything else.&nbsp;</p>
<p>
	Why can&rsquo;t our own leaders assess this acutely adverse possibility of political parties being sidelined altogether, if new elections didn&rsquo;t take place? Whereas, the reality is as evident as the other side of the coin. It is perhaps because, the &lsquo;political power blindness&rsquo; that emanates from gross insensitivity to the voices and needs of the people has engulfed our existing set of leaders.</p>
<p>
	When the ex-king Gyanendra brought in Dr Tulsi Giri and Kirtinidhi Bista to run the country in 2005, every commoner foresaw that the King&rsquo;s rule was coming to an end. But he was so power-blinded that which he himself couldn&rsquo;t see it. When Maoist launched the armed insurgency, every sensible mind knew that it would only take Nepal backward, not forward. But Pushpa Kamal Dahal and Baburam Bhattarai wouldn&rsquo;t see that. Late G P Koirala also didn&rsquo;t realise that very democracy was being put on perils by all his acts that were in detriment to democratic norms and values, that perhaps gave fuel to rapid rise to Maoist influence. At present, same sort of blindness is preventing the leaders of four parties to be flexible and accommodative to other smaller, opposing forces.</p>
<p>
	It is universal trend throughout history that every dictatorial-minded politician was incapable of gauging the true gravity of the situation and acted as if the way he thought was an absolute truth, until it was too late to correct the course. It is the same psyche that governs the hearts and minds of our leaders. So, they didn&rsquo;t realize that the cost of their petty differences in the last CA that Nepal was made to bear was so big.&nbsp;</p>
<p>
	Economically it might need decades to fill the gap, and socially, we perhaps will never be able to regain the cohesion we enjoyed so far. They quarreled on the number of CA 491 versus 601 as if it were a choice out of 51 and 60. The recent disagreement in threshold of minimum votes required from next CA elections and abetting government to abandon it was true mockery to democracy. Still, the leaders of the four parties -UCPN (Maoist), Nepali Congress, UML and Democratic Madhesi Front behave as if nothing has gone wrong even after they handed over the reins of the country to bureaucrats, appointed notoriously corrupt ex-bureaucrat as the chief of the constitutional anti-corruption watchdog, CIAA and failed to address the issues that are hanging as the Damocles&rsquo; Sword above the election agenda.&nbsp;</p>
<p>
	The only way-out to restore the power of politics in running the country now solely depends on whether the polls on the stipulated date would take place or not. And, it is also clear that, it will not take place without making any sizeable force to agree to take part in the polls.</p>
<p>
	Only if the the democratic process becomes functional, the politics, and by virtue of it politicians, will return to power. If not, the rein of power the politicians handed over to bureaucrats on the silver platter would never return to them for long time to come. If democracy wins, there is always chance for any party to ride to the power saddles in future, but if the whole politics is resolutely distanced from the affairs of state only possible outcome is prolonged dictatorship. Nothing else!</p>
<p>
	<span style="font-size:11px;"><em>(The writer is former editor of Aarthik Abhiyan National Daily.)</em></span></p>
<div>
	&nbsp;</div>',
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			'description' => 'While announcing the date, the government has chosen to tread a ‘middle-path’
on the contentious issues that the four major political parties -- UCPN (Maoist),
Nepali Congress and CPN-UML -- failed to evolve a common point of view.',
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		'Article' => array(
			'id' => '1437',
			'article_category_id' => '31',
			'title' => 'Sachin Parab, Chief Executive Officer At International Business For Greaves Cotton Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<h2>
	&lsquo;The whole world is open for us after acquiring an international company Veedol&rsquo;</h2>
<p>
	<span style="font-size:14px;">Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India. He did his first job at TELCO (now called Tata Motors Ltd) in India and assigned for seven years in USA with Mahindra USA Inc. after some time. He also served in Mahindra &amp; Mahindra Ltd for 13 years. He was busy with Escorts Ltd as the Head of International Business for farm tractors manufactured in India and Europe before joining Greaves Cotton Ltd. In an interview with Sushila Budhathoki of New Business Age, Parab shares about the importance of his products in the developing countries. <strong>Excerpts:</strong></span></p>
<p>
	<strong style="font-size: 12px;"><span style="font-size: 12px;">Could you please highlight the reasons of your visit?&nbsp;</span></strong></p>
<p>
	<span style="font-size: 12px;">Nepal is an important market for us. I came here to reinforce our commitment to the market as a company and to meet the customers who are using our equipments. We want to assure them our continuous support and services thorough our distributors in Nepal.</span></p>
<p>
	<strong>Could you please tell us about your company?&nbsp;</strong></p>
<p>
	We are one of the oldest and reputed engineering companies in Indian Subcontinent. Established in 1859, Greaves Cotton Limited is now more than 150 year&rsquo;s old company. At the core, we are basically engine manufacturers. In India, we are the largest diesel engine manufacturing company producing over a half of million diesel engines every year. In addition, we also produce diesel generators and equipments which can be used in construction and agriculture.&nbsp;</p>
<p>
	<strong>How does your product help the organizations in Nepal?&nbsp;</strong></p>
<p>
	We are offering world class technologies positioned in between European and Chinese products with competitive price. Our products are easy to use, maintain and repair. We offer high value for money in all our products. Our products are modern yet it is having less of electronics in it and they are more robust and heavy duty. These products are suitable to the similar operating condition in India and Nepal. For example, the terrain is tough, the usage is high and maintenance is low. Our products have been designed for such operating conditions ensuring higher uptime and customer satisfaction. Durability of the products is what the costumers are concerned about.</p>
<p>
	<strong>How do you see the South Asian Market for your products?&nbsp;</strong></p>
<p>
	Apart from India, we are having a lot of encouraging results in Sri Lanka, Nepal and Bangladesh. We are either no. 1 or 2 in Indian market. We see us achieving such leading position even in SAARC region. A lot of growth and development projects are likely to operate in South Asia. We observe that building infrastructure is the prime need of this continent and we have products which can help develop building infrastructures. We are also present in the farm machinery space serving the agrarian economy of South Asia. Nepal has a lot of infrastructure projects and we could be partners on this part.&nbsp;</p>
<p>
	We entered in Nepali market a couple of years ago and we believe that this was the right time we become partners in such projects. We are offering products as good as the products offered by developed world in affordable prices.&nbsp;</p>
<p>
	<strong>How can Nepali industries get your service in Nepal?&nbsp;</strong></p>
<p>
	Our products are distributed through very able distributors in Nepal. The distributors representing us here in Nepal are MAW Engineering Ltd (Morang Auto Works) and IDMC Pvt. Ltd. We have extremely good technical manpower and service network in Nepal. Manpower in these distributors has been trained by specialists on the product and technology in our factory in India. Through them we are ensuring the end users would get proper services.</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	We are trying to expand our product range. In the diesel generators, our current range is 25 to 500 KVA and now we are getting into the bigger market which is 5 to 25 KVA. In next few months we will be seeing lots of products specially diesel generators, in smaller size. We have made some new technological development on our concrete equipment. We are launching new products in S-tube technology concrete pumps, smaller size concrete batching plants, bigger size of ready mix concrete transit mixers in near future. The product offering to the customers would expand and we believe that these products will contribute to our expansion drive. We will be launching these products in Nepal along with Indian market.</p>
<p>
	<strong>How do you find the level of competition in the Nepali market?&nbsp;</strong></p>
<p>
	We are having a healthy competition in Nepal. I believe the competition is always good for consumers while it gives us chances to perform our best. We want to ensure the customer gets the best product support and value for the money in the product offering we give. We believe that we are able to match with the competition in terms of features and quality and also beat the manufacturers coming from both the developed and developing world with our ability to serve them through our local channel partners in Nepal.</p>
<div>
	&nbsp;</div>',
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			'description' => 'Sachin Parab is the Chief Executive Officer at International Business for Greaves Cotton Ltd, one of the reputed engineering companies in India. Parab holds a graduation in Mechanical Engineering and a Post Graduation in International Trade from premier institutes in India.',
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			'id' => '1438',
			'article_category_id' => '31',
			'title' => 'Derek Lawley, General Manager At Reid Construction',
			'sub_title' => '',
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			'content' => '<h2>
	&lsquo;We are on the move to explore our possible career in Nepal&rsquo;</h2>
<p>
	<span style="font-size:14px;">Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees. Recently, Lawley is associated with Reid Construction System of New Zealand as General Manager. In an interview with Sweta Sharma of New Business Age, Lawley shared about Reid and the prospects using Reid&rsquo;s products in Nepal.&nbsp;</span></p>
<p>
	<strong><span style="font-size:14px;">Excerpts:&nbsp;</span></strong></p>
<p>
	<strong>What is the purpose of your visit to Nepal?&nbsp;</strong></p>
<p>
	The main purpose of my visit to Nepal is to introduce Reid Company&rsquo;s product. Kathmandu Steel Pvt Ltd (KSPL) had launched our product Reid bar in the domestic market of Nepal. The potential of Reid&rsquo;s innovative systems make us realize to enter South East Asian market to take Reid&rsquo;s systems to the building industry. We are committed to give undying support to prosper the industrial sector of Nepal by providing skilled and experienced engineers.&nbsp;</p>
<p>
	<strong>Could you please briefly describe about the Reid Construction System?&nbsp;</strong></p>
<p>
	Reid has a history. It started by Alan H. Reid as a general engineering supply business in Australia 80 years ago. Later, I established Reids New Zealand and it was selling more Swiftlift Anchors per head of population in New Zealand than any other country in the world. The systems quickly became industry standard for handling precast in Australia. Reids also realize the potential of Tilt-up construction which had been used for isolated projects in New Zealand and Australia since the 1950&rsquo;s. Today, Reids had a full product range for every construction site to supplement their specialized Tilt-up and precast system. The company is now interested to launch their products in South East Asia as it has seen a lot potential in industrial sector.&nbsp;</p>
<p>
	<strong>What made you think to do business in Nepal?&nbsp;</strong></p>
<p>
	Anand Nepal, executive director of KSPL is also involved in production business in Nepal. He showed interest towards Reid&rsquo;s products. He found the work of Reids in Australia and New Zealand quite interesting. He is very conscious about the product&rsquo;s quality and fortunately we were also interested to spread out in South East Asian region. This was a good chance for us to prosper our business too.</p>
<p>
	<strong>So, are you covering all Asian countries?&nbsp;</strong></p>
<p>
	Yes, we have covered some Middle East Asian countries as well. People out there are interested to use Reid bar as it is most effective for building houses, industries etc. We are the bar manufacturer. So we are not sure whether we will be competitive in the markets. With the help of Kathmandu Steel we are hoping to enter the Nepali market to facilitate people with the best served products ever.&nbsp;</p>
<p>
	<strong>What products are you going to launch in Nepal and who are your target customers?&nbsp;</strong></p>
<p>
	Well we are going to launch the whole Reid bar range. The price variations of Reid bar and other normal steel bar will not be much. We have analyzed the living standard of people out here, and priced the products accordingly. This is the challenge for us to ensure the products are competitive in terms of quality and as well as price. The products can be used effectively in any sort of construction work. Our target customers are construction companies, consulting engineers and general people who go for the quality construction systems.</p>
<p>
	<strong>What are the features of your products?&nbsp;</strong></p>
<p>
	The Reid bar is micro-alloy, hot rolled which can be cut in any length. It comes in different forms and sizes with flexible design and simplified detailing. Reid bar is the safer way of joining reinforcing steel in construction work. The bar can be used for multiple purposes like wind bracing constructions, bracing and tie down without wielding, anchoring into existing concrete, soil and rock anchoring with cement grout and resins, anchoring in concrete etc. The builders will find very effective to use Reid bar with such features.</p>
<p>
	<strong>What makes your product stand out in international market?&nbsp;</strong></p>
<p>
	We are quite innovative in terms of products. For all these years, I have learned to run the business. The main consideration of mine is to satisfy your customer. So our company is quite conscious about knowing our customers. We also listen to customers complains and are not only concerned with selling the products. The quality and the usage of the bar are numerous. The usage of Reid bar is very much effective and such quality is not seen in other products. It does take time to make people aware of new products in the market but when they get to know the importance and benefits of bar, the positive impact in industrial sector is surely to happen.</p>
<p>
	<strong>How do you analyze the construction business in Nepal?&nbsp;</strong></p>
<p>
	Nepal is a developing country. It does have huge potential to develop its industrial sector. The construction risk in Nepal is quite low than in any other country. In my point of view, Nepal is appropriate for any sort of business. The good technical support will prosper the business of Nepal undoubtedly.&nbsp;</p>
<p>
	<strong>After five years from now, where do you think Reid would stand?&nbsp;</strong></p>
<p>
	I have the big expectations of Reid Company being recognized all over the world. It has its major impacts in Australia and New Zealand. We are on the move to explore our possible career in Nepal basically. We are doing same in Europe as well.</p>
<p>
	Many Asian countries are facing some kind of problems to prosper the industrial sector. What is your comment in this?&nbsp;</p>
<p>
	I personally think that the business has overcome the political thing. We can take an example of China. While they are having political problems, they were so firmed in business that their products are exported to almost all the countries in world. No matter what, the business has to go on.&nbsp;</p>
<p>
	<strong>What are your expectations from Nepal?&nbsp;</strong></p>
<p>
	We have heard that government would see the benefit in raising the standard of building construction. As in all developing countries, Nepal will also have the tendency to lift the standard. We are very lucky to work with Kathmandu Steel as they too hold the same perception of raising the construction standard in Nepal.</p>
<div>
	&nbsp;</div>
<table border="0" cellpadding="4" width="99%">
	<tbody>
		<tr>
			<td bgcolor="#00FFFF">
				<strong>&nbsp;About Kathmandu Steels and Reidbar Technology&nbsp;</strong><br />
				<span style="font-size: 12px;">-The bar is produced using technical know-how of New Zealand&acute;s Reid Technologies&nbsp;</span><br />
				-The bar will be exported to South Asian and Middle East countries&nbsp;<br />
				-Kathmandu Steel is the first to introduce Reidbar technology in South East Asia&nbsp;<br />
				-Kathmandu Steels has been established with an initial investment of Rs 500 million&nbsp;<br />
				-It has factory in Nawalparasi and can produce 20 tons of steel bars per hour&nbsp;<br />
				-The bar also reduces congestion in reinforcing allowing more space for concrete thus making the structure stronger.&nbsp;<br />
				-It is one of the best earthquake resisting technologies</td>
		</tr>
	</tbody>
</table>
<p>
	&nbsp;</p>',
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			'keywords' => 'new business age visiting business people news & articles, visiting business people news & articles from new business age nepal, visiting business people headlines from nepal,  current and latest visiting business people news from nepal, economic news from nepal, nepali visiting business people econ',
			'description' => 'Derek Lawley has a Bachelor of Engineering Degree with Honours from Auckland University and is a member of the Institute of Professional Engineers in New Zealand. He also represents IPENZ on various Australian and New Zealand Joint Standards Committees.',
			'sortorder' => '1299',
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	(int) 7 => array(
		'Article' => array(
			'id' => '1436',
			'article_category_id' => '31',
			'title' => 'Kalyan Roy, Vice President Of Tide Water Oil Co (India) Ltd',
			'sub_title' => '',
			'summary' => null,
			'content' => '<h2>
	&nbsp;</h2>
<h2>
	<span style="font-size:16px;">&lsquo;We have made our space in Nepal and we won&rsquo;t hurry&rsquo;</span></h2>
<p>
	<span style="font-size:14px;"><em>Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule &amp; Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government. Roy joined the company in 1987 as an assistant manager in Sales Department after years of service in various other companies in India. Mechanical engineer by profession, Roy is originally from Kolkata. In an interview with New Business Age, Roy shared his expansion plans in various countries including countries in South Asia Region. </em><strong>Excerpts:</strong></span></p>
<p>
	<strong>Could you please tell us the reasons of your visit?&nbsp;</strong></p>
<p>
	We have already started marketing our products in Nepal. I came here to attend the meeting with the dealers and sales officers in Nepal.&nbsp;</p>
<p>
	<strong>Could you please tell us about your company and products?&nbsp;</strong></p>
<p>
	This year we are celebrating 150 years of Andrew Yule &amp; Co. Ltd. There are different divisions like tea, engineering, electrical, printing press in the company. Tide Water Oil Co. (India) Ltd, another company in Andrew Yule &amp; Co. Ltd was established in 1928. We are manufacturing and marketing lubricants in India since then. In 2012, we took over a company called Veedol International from British petroleum. Now we have started expanding our business outside India with the brand name Veedol.</p>
<p>
	<strong>How does your product help the organizations?&nbsp;</strong></p>
<p>
	All our products are world class and we are also having technical tie up with a renewed Japanese company, JX Nippon Oil &amp; Energy Corporation. Being an international company now, we make the best lubricants in the world. People in Nepal would get quality product at a reasonable price. We have started educating users and the mechanics about our products to be used in particular vehicle. We want people to understand right product for the right vehicle so that they would get maximum benefit of our products they buy.&nbsp;</p>
<p>
	<strong>How do you find the level of competition in Nepal?&nbsp;</strong></p>
<p>
	Competition is quite fair. There are other products like Castrol, Servo among others in lubricant products. Now we have made our space in Nepal and we won&rsquo;t hurry. We want to create the pool first so that we could build good relation with our customers.</p>
<p>
	<strong>How are you expanding your products South Asian Market?&nbsp;</strong></p>
<p>
	In South Asia, we have started with Bhutan and Bangladesh and Nepal. And now we are starting in Thailand. Talks are going on with Myanmar, Indonesia etc. We will cover these countries one after another.&nbsp;</p>
<p>
	<strong>What are the business plans for your company?&nbsp;</strong></p>
<p>
	<span style="font-size: 12px;">The sky is the limit and we have big plans for our expansion. We have started our marketing with Nepal, Bhutan, Bangladesh, Dubai and now planning to expand in European countries. The whole world is open for us after acquiring this international company Veedol. Our target market is Europe and South East Asia then we will go to Canada and Mexico. The first phase of marketing campaign in Middle East is already done. Second phase is Europe and South East Asia. The third phase would be in Canada and Mexico.</span></p>
<div>
	&nbsp;</div>',
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			'modified' => '2013-07-19',
			'keywords' => 'new business age visiting business people news & articles, visiting business people news & articles from new business age nepal, visiting business people headlines from nepal,  current and latest visiting business people news from nepal, economic news from nepal, nepali visiting business people econ',
			'description' => 'Kalyan Roy is the Vice President of Tide Water Oil Co. (India) Ltd, North and East division, a manufacturer of automotive lubricants and automotive and industrial greases. Tide water is one of the companies of Andrew Yule & Co. Ltd, an Indian manufacturing and industrial conglomerate, owned by the Indian Government.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '1435',
			'article_category_id' => '139',
			'title' => 'Nepal & The World News In Brief (15-21 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Gold Posts Biggest Weekly Gain Since 2011" src="/userfiles/images/gold.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 78px;" /></div>
<div>
	<strong><span style="font-size: 12px;">Gold Posts Biggest Weekly Gain Since 2011</span></strong></div>
<div>
	&nbsp;</div>
<div>
	Gold eased on Friday but notched its biggest weekly advance in nearly two years as fears of an imminent winding down of the U.S. Federal Reserve&rsquo;s monetary stimulus eased for now. Spot gold remained unchanged at $1,279.90 an ounce. U.S. Comex gold futures for August delivery settled down $2.30 to $1,277.60 an ounce. (Agency)</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="US Budget Surplus Highest in 5 years " src="/userfiles/images/usbudget.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 89px;" /></div>
<div>
	<strong>US Budget Surplus Highest in 5 years&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The US government reported a budget surplus of $116.5bn in June, the most in five years. The improving US economy meant that tax receipts were higher than expected. Also, government spending plunged by 47% due to package of spending cuts and tax increases passed in January, know as the sequester. (www.bbc.com)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="UBS Became the World’s Largest Private Bank " src="/userfiles/images/ubs.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 72px;" /></div>
<div>
	<strong>UBS Became the World&rsquo;s Largest Private Bank&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	UBS won back the title of largest private bank in the world as inflows of fresh client funds surged last year, indicating restored confidence following the financial crisis, according to a study. The Swiss bank displaced Bank of America Corp from the top spot in an annual benchmark compiled by London-based wealth management consultant Scorpio Partnership. (Agency)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="PC Sales See ‘Longest Decline’ in History " src="/userfiles/images/pc.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 72px;" /></div>
<div>
	<strong>PC Sales See &lsquo;Longest Decline&rsquo; in History&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Global personal computer (PC) sales have fallen for the fifth quarter in a row, making it the &ldquo;longest duration of decline&rdquo; in history. Worldwide PC shipments totalled 76 million units in the second quarter, a 10.9% drop from a year earlier, according to research firm Gartner. (The Economic Times)&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<img alt="95 Chinese Firms in Fortune Global 500 List " src="/userfiles/images/forune.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 100px; height: 125px;" /></div>
<div>
	<strong>95 Chinese Firms in Fortune Global 500 List&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The newly released Fortune Global 500 list includes 95 Chinese companies, 89 of them state-owned, showing that the world&rsquo;s fastest growing economy still has plenty of room for improvement. The number of Chinese companies on the list is second only to the US, which has 132 entries. Six firms from Taiwan also made it to the list published by the Fortune magazine, ranking the companies according to their revenue. (Agency)</div>
<div>
	&nbsp;</div>',
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			'description' => 'Gold Posts Biggest Weekly Gain Since 2011',
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			'article_category_id' => '110',
			'title' => 'Top Ten Losers (8-14 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="Top 10 Losers" src="/userfiles/images/top%2010%20losers.jpg" style="width: 575px; height: 218px; margin: 5px;" /></p>',
			'published' => true,
			'created' => '2013-07-15',
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			'description' => 'Top Ten Losers',
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			'id' => '1433',
			'article_category_id' => '111',
			'title' => 'Top Ten Gainers (8-14 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="Top 10 Gainers" src="/userfiles/images/Top10%20Gainers.jpg" style="width: 575px; height: 219px; margin: 5px;" /></p>',
			'published' => true,
			'created' => '2013-07-15',
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			'description' => 'Top Ten Gainers',
			'sortorder' => '1295',
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			'article_category_id' => '113',
			'title' => 'US Dollar Exchange Rate At Local Market (8-14 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="US Dollar Exchange Rate at Local market" src="/userfiles/images/USD%20copy%20(Copy).JPG" style="width: 550px; height: 298px; margin: 5px;" /></p>',
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			'description' => 'US Dollar Exchange Rate At Local Market',
			'sortorder' => '1294',
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			'article_category_id' => '112',
			'title' => 'Weekly Gold And Silver Price (8-14 July 2013)',
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			'summary' => null,
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	<img alt="" src="/userfiles/images/gold%20silver%20price%20(Copy).jpg" style="width: 500px; height: 133px;" /></p>',
			'published' => true,
			'created' => '2013-07-15',
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			'description' => 'Weekly Gold And Silver Price (8-14 July 2013)',
			'sortorder' => '1293',
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	(int) 13 => array(
		'Article' => array(
			'id' => '1430',
			'article_category_id' => '154',
			'title' => 'Learning Curve News In Brief (15-21 July 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Vice Chairman of the CPN (UML) Bamdev Gautam" src="/userfiles/images/bschool.jpg" style="float: right; margin: 0px 0px 0px 10px; width: 300px; height: 180px;" /></div>
<div>
	<strong>B School Ranking &amp; Awards in the Offing&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	New Business Age Pvt Ltd is organizing &lsquo;Everest Bank National Business School Rating-Ranking- Awards&rsquo; for the first time in Nepal. Various streams under management including Bachelors in Business Administration (BBA), Masters in Business Administration (MBA) and Bachelors in Hotel Management (BHM) are being rated on various grounds. The publication house has already organized rating of Higher Secondary School and awarded top ten schools from the country. Similarly the award function of B Schools will reward the best schools for hospitality, management and tourism studies. A committee has been formed for the evaluation of best schools under the leadership of Prof Ujjwal Kumar Chowdhary, former Dean of Symbiosis International University, Pune, India. After this, the experts from education and business sectors would rate the schools on various grounds. The B Schools would be ranked on the basis of recognition, affiliation, global and local tie-up of the institute, scope and frequency of updating syllabus, tools and communication, practical inputs and best practices and alumni and industry network as given by B-Schools management.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Best and Weak Teachers to be Identified&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	With an aim to improve the education quality of community schools, teachers working there are planned to be categorised as best and weak and the name lists will be made public through a web-site. The teacher ranking is being done on the basis of average student pass out rate of a particular district.&nbsp;</div>
<div>
	According to Tek Narayan Pandey, Director at Department of Education, best teachers from the list will be encouraged and awarded by District Education Office while teachers who have fallen in weak category will get an opportunity for self improvement. However, Vice- president of Nepal Teachers&rsquo; Union, Purna Joshi claimed that this will diminish the confidence of teachers. &ldquo;Rather than comparing, weaknesses of teachers should be identified and they should be given chance to improve,&rdquo; he said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Excursion Turned into a Noble Deed&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	The Principal and 32 students from Chonbuk National University of South Korea extended financial help of Rs 71 thousand to Kopila Basyal, a 12th standard student of Mohan Kanya Higher Secondary School, Palpa. Group&rsquo;s visit to Nepal during summer vacations resulted into taking Basyal to South Koera for Higher studies. Deepak Prasad Gyanwali, Principal of the school, said that the group has also provided two sets of computers and other accessories for the better learning of the children. Similarly regarding the extra curricular activities they provided taekwondo training, knowledge related to science laboratory, dance and music training and different sports guidance to the students as a part of cultural exchange.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>Adikavi Bhanubhakta Award to Karmacharya&nbsp;</strong></div>
<div>
	&nbsp;</div>
<div>
	Senior litterateur, Madhavlal Karmacharya bagged this year&rsquo;s Adikavi Bhanubhakta Award conferred by The Nepali Education Council. Rastrakavi Madhav Prasad Ghimire handed over the award to 87-year-old litterateur Karmacharya amidst a programme on the occasion of commencement of the Bhanu Second Centenary on July 13. The award is worth Rs 101,111.</div>
<div>
	&nbsp;</div>',
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			'description' => 'New Business Age Pvt Ltd is organizing ‘Everest Bank National Business School Rating-Ranking- Awards’ for the first time in Nepal.',
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		'Article' => array(
			'id' => '1429',
			'article_category_id' => '156',
			'title' => 'Office Politics, Crushing Workload?  Think Before You Make A Grand Exit',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&ldquo; I QUIT!&rdquo; Which put-upon worker hasn&rsquo;t fantasized about saying those words and walking out the door? Wisely, most don&rsquo;t go that far, at least not then and there.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s fairly common to feel a passing urge to quit your job when you&rsquo;ve hit a rough patch, says Nancy S. Molitor, a clinical psychologist in Wilmette, Ill., and a public education coordinator for the American Psychological Association. But the idea is surfacing in more employees&rsquo; minds these days, she said.&nbsp;</div>
<div>
	Many of her clients have hunkered down at the same company over the last five or six years, just grateful to have a job in an uncertain economy, Molitor said. Some were promised raises, bonuses or stock once the recession ended, but now that better times have arrived, companies are hanging onto their cash and withholding those promised rewards, she said. One result is employee resentment.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sometimes an employee wants to quit because of an untenable working situation: an overbearing boss, a difficult co-worker, a crushing workload. Often, the reasons for feeling upset and wanting to quit are legitimate, Molitor said.&nbsp;</div>
<div>
	But because resigning has huge consequences, you never want to make that decision while in the grip of intense emotion, she said. Wait at least a week, and in the meantime discuss your feelings with a close friend, family member or therapist. Colleagues are another option - they may have a much better grasp of office politics - but make sure you trust them completely to keep your confidence, she added.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, &ldquo;that&rsquo;s a huge red flag,&rdquo; she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary seek professional help. If you feel you are in danger of quitting suddenly, take a day off to clear your head, she advised.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Sometimes when we feel unhappy or helpless in our personal lives, we project that onto our jobs - and onto the boss, who has power over us, Molitor said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Personal problems might be at least part of the reason for job dissatisfaction. Consider the 1977 country hit &ldquo;Take This Job and Shove It,&rdquo; in which Johnny Paycheck sings that the boss is a fool who &ldquo;thinks he&rsquo;s cool,&rdquo; but also that his &ldquo;woman done left&rdquo; and took away all his reasons for working.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The song&rsquo;s title still resonates, and for good reason. &ldquo;I&rsquo;ve been there. We&rsquo;ve all been there,&rdquo; said Robert I. Sutton, a professor and organizational psychologist at Stanford. In his heart, he&rsquo;s a &ldquo;take this job and shove it kind of guy,&rdquo; he said, &ldquo;but I have people around me who will save me from myself.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Once you have cleared your head and separated emotion from reality, you may be able to find a way to change your work situation so that it&rsquo;s no longer intolerable, Molitor said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Many employees need to work harder at advocating for themselves, she said. If you felt that you deserved a raise and didn&rsquo;t get one, try asking for one and you might succeed, she said. When preparing to talk to your boss about your concerns, it&rsquo;s wise to write down your points in advance, she added: &ldquo;That forces you to be coherent.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	After careful consideration, you may determine that your only option is to resign, but do so politely, and with plenty of notice. If you quit in a huff and make a dramatic exit, you can probably forget about using your employer as a reference, and word will most likely get out that you left your company in the lurch.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Suzanne Lucas, who writes a blog called the Evil HR Lady, says in a column for CBS News that it&rsquo;s generally a bad idea and &ldquo;just darn rude&rdquo; to quit a job on the spot. But she notes exceptions that would justify a quick departure - for example, if staying in a job would put you in some kind of danger (a violent co-worker, say, or a safety violation), or would make you break the law or violate your ethical or religious standards.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	In most cases, though, you can give notice. Try to be gracious when resigning, because &ldquo;how you end things is incredibly important,&rdquo; Sutton said.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	According to the &ldquo;peak end rule,&rdquo; as articulated by the psychologist Daniel Kahneman, the final memory that your co-workers have of you is likely to be much more vivid than most others, Sutton said. If possible, you want that memory to be positive. He said that you, too, would feel better about the experience in retrospect if you quit in a graceful way.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;I&rsquo;m a big fan of quitting,&rdquo; he said, so long as it&rsquo;s done for the right reasons and in the right way.<em> (The Economic Times)</em></div>
<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