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			'title' => 'Criteria Of Evaluation On A Total Of 100 Points',
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			'content' => '<p>
	<br />
	(A) <strong>Size and Infrastructure of the School: </strong>10 points <br />
	<br />
	<br />
	(i) <strong>Size of the School: </strong>owned &amp; large (5); owned &amp; average (4); owned and small (3); rented and large (3); rented and average (2); rented and small (1) <br />
	(ii) <strong>Infra-structure of the school: </strong>Above 6 labs/ workshops (5); 4 to 5 labs (4); 2 to 3 labs (3); 1 lab (2); any other practical workshop (1). <br />
	<br />
	<br />
	(B) <strong>Batch Sizes in HS classes and Teachers’ numbers and background: </strong>05+ 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Batch Sizes: </strong>multiple subjects and above 3000 students (5); multiple and above 1500 (4); multiple and above 800 (3); above 500 (2); others (1). <br />
	(ii) <strong>Teachers’ Numbers: </strong>above 300 (5); above 200 (4); above 100 (3); above 50 (2); below 50 (1). <br />
	<br />
	<br />
	(C) <strong>HS Academic Results of two years: </strong>20 points: average marks of the school in a year pro-rated on 10 points for each year (2068 and 2069). <br />
	<br />
	<br />
	(D) <strong>Co-curricular Activities and Sports: </strong>10: <br />
	<br />
	<br />
	(i) <strong>Co-curricular activities: </strong>Multiple&gt;4-5 activities with external experts/ support (5); multiple&gt;4 activities (4); some&gt;3 regular activities (3); few activities (2). <br />
	(ii) <strong>Sports: </strong>Multiple Sports&gt;5 with awards (5); Multiple Sports&gt;4 (4); Some Sports&gt;2-3 (3); Basic Sports (2). <br />
	(E) <strong>Awards won: </strong>05 points (P) <br />
	<br />
	<br />
	<strong>Multiple awards, </strong>multiple areas, national &amp; international also (5); Multiple awards, multiple areas, local to national (4); Some awards, some areas, local largely (3); Few awards in few areas (2). <br />
	<br />
	<br />
	<br />
	<br />
	(F) <strong>Social Work + Special Support to weak students: </strong>05 + 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Social Work: </strong>multiple types&gt;5 with impact/scholarship (5); multiple types&gt;4 (4); multiple types&gt;2 (3); a few social activities (2). <br />
	(ii) <strong>Support to Weak Students: </strong>High &amp; Varied Ways (5); High &amp; Some Ways (4); Some Support (3); Limited Support (2); Rarely (1). <br />
	<br />
	<br />
	(G) <strong>Teaching Tools + Library Resources: </strong>05 + 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Teaching Tools: </strong>Modern &amp; Online Tools adequately used (5); Modern &amp; Online Tools just started/less (4); Modern tools introduced (3); Traditional tools (2); Hardly any (1). <br />
	(ii) <strong>Library Resources: </strong>Large and diverse with online resources (5); Good and diverse library (4); Reasonable library resources (3); Basic Library (2) <br />
	<br />
	<br />
	(H) <strong>Engineering/Medical admission preparations + Engineering/Medical/ Management Admission Results: </strong>02+08: 10 <br />
	<br />
	<br />
	(i) <strong>Preparations through School: </strong>Yes, Good (2); Yes, Basic (1) <br />
	(ii) <strong>Admissions (2011/2068): </strong>Very Good in figures (4); Good (3); Average in figures (2) <br />
	(iii) <strong>Admissions (2012/2068): </strong>Same as above. <br />
	<br />
	<br />
	(I) <strong>Collaborations (external) + Integrating Parents in education: </strong>05 + 05: 10 points <br />
	<br />
	(i) <strong>Collaborations: </strong>Many International and National (5); Some International &amp; National (4); Some National and Local (3); Some Local only (2) <br />
	(ii) Integrating Parents: Institutionalized and regular (5); Reasonably good (4); At times as necessary (3); Once or twice in a year (2); Reports only (1) <br />
	<br />
	<strong>(J) Any other major achievements: 05 points </strong><br />
	Score dependent on anything major and different from what all noted above. Excellent (5); Good (4); Fair (3); Rare(2). <br />
	<br />
	<br />
	<strong>TOTAL: 100 points. </strong><br />
	<br />
	Rating and ranking was done on the basis of the above parameters based on voluntary disclosures and written reports on each of these criteria from the HS Schools and also on the basis of the published HS Board results.<br />
	<br />
	<br />
	<br />
	<br />
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			'title' => 'Overall Second Runner-Up',
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			'content' => '<p>
	<strong>A College should Guide their Students Towards a Secured Future<br />
	<br />
	</strong><br />
	<strong>Kathmandu Model College (KMC)<br />
	</strong><br />
	K athmandu Model College (KMC) is located in the heart of the city in Bagbazaar. Its students have achieved excellent academic results in the Humanities, Science, and Management streams alike. Established in 2000, KMC also offers Bachelor’s level programmes such as BBA, BBS and BA in addition to +2 (in Science, Commerce and Humanities). The college launched its MA in English five years after its establishment. The college says it chose its name to befit its objective – to create a new model in the academic sector. <br />
	<br />
	KMC has successfully organised various interaction programmes with national and international scholars, who have delivered lectures to students and the staff. The college invites and welcomes students who have completed their +2 to join its Bachelor level programmes in Humanities and Social Science (BA), Business Studies (BBS) and Business Administration (BBA) and those who have completed Bachelors in English to join its master level programmes in Humanities. KMC values hard work, discipline and above all, academic excellence. Around 98 teachers work at the college.<br />
	<br />
	<br />
	<img alt="" border="1" height="150" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/muktiram.jpg" vspace="10" width="150" /><br />
	<br />
	<strong>Muktiram Aryal <br />
	Chief Co-Ordinator, KMC<br />
	</strong><br />
	<strong><br />
	KMC has been ranked one of the best colleges in Nepal. How do you feel? </strong><br />
	<br />
	I am really happy. I really appreciate the initiative taken by New Business Age Pvt Ltd. We are thankful to the organisers. <br />
	<br />
	<strong><br />
	What are three things that make your college stand out from the rest? </strong><br />
	<br />
	We encourage our students to be self-motivated. We have a disciplined environment. Our teachers provide good counseling to our students. <br />
	<br />
	<br />
	<strong>What do you will be the impact of ranking programemes such as this on the education sector? </strong><br />
	<br />
	It will have a very good impact in the education sector. First of all, it is a very new concept. It will encourage colleges to improve their infrastructure and academic quality. <br />
	<br />
	<strong><br />
	Would you like to give some suggestions to improve plus-two colleges in the country? </strong><br />
	<br />
	Every college has to remember that the youth are the future leaders of our country. We must encourage them to be disciplined. A college should guide their students towards a secured future. Career counseling is also essential for students. It will be better if the colleges start career counseling services.<br />
	<br />
	<br />
	 </p>',
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			'title' => 'Shanker Group: Steely Presence In The Market',
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			'content' => '<p>
	<strong><img align="left" alt="" height="171" src="https://lh4.googleusercontent.com/aI5548f4-j7YVgxBWCFwxhmcG7mYdb8pBzPMJ6KKTw=w182-h207-p-no" width="150" /><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Shahil Agarwal<br />
	Joint Managing Director<br />
	Shanker Group of Industries &amp; Trading House<br />
	</strong></p>
<p>
	<strong>By Sushila Budhathoki</strong></p>
<p>
	Everytime, when veteran Actor Rajesh Hamal attracts viewers with his convincing voice in a TV commercial of Jagdamba Steels, they have a picture of a giant, down to earth steel company built from some big money. But it was only the dedication and optimism of the investor that turned once the flop steel industry into a successful business empire. All in all, the Sanker Group (SG), owner of the steel company that now owns 30 other operating companies in its different industrial sectors, had to wait for around 40 years to experience the achievement.&nbsp;</p>
<p>
	The credit of the success that the group has achieved so far all goes to Shanker Lal Golyan according to Shahil Agrawal, Joint Managing Director of Shanker Group of Industries &amp; Trading House. Shahil, also the son of Golyan, says, “My father was very hard working. He worked continuously for the development of the company all his life.” Shankar Lal Golyan continued and extended the business after his father Rawat Mal Golyan, originally from Myanmar, started business with a button industry during 1960 in Nepal. And after 19 years, in 1979, he formed Shanker Group.&nbsp;</p>
<p>
	<img align="middle" alt="" height="201" src="https://lh6.googleusercontent.com/7-TjB_ViRl25JkN6dQe19fNMEqrmzC-Qlq81QVj6_A=w309-h207-p-no" width="300" /></p>
<p>
	Investment in the steel company was the group’s fourth attempt in doing a business since the previous investment in trading, manufacturing and again in trading bore no fruit. The SG started manufacturing buttons during 1960 after their trading business saw no good sign. And again, the button industry did not perform well and they returned to trading business again. According to Shahil, they were forced to find an option and entered into manufacturing industry again when the second attempt in trading business got full stop for around two years. “Like many industrialists we also faced many ups and downs in our business. But we never give up. This has been our main strength since the inception,” he shares.&nbsp;</p>
<p>
	<strong>Leading the Construction Market </strong><br />
	The largest companies in the group, Jagdamba Steels and Jagdamba Cement are strengthening group’s brand strengths in Nepali steel and cement market with a market share of 55% and 35% respectively. Apart from steel and cement, the group’s specialization is also in plastics, textiles, FMCG, automobile and electronics. Jagdamba Steels is one of the biggest private companies in Nepal in terms of turnover (225 million dollars) followed by packaging industry (50 million dollars), cement industry (100 million dollars), textile industry (45 million dollars)and FMCG industry (30 million dollars) among others. These manufacturing companies are located at Simara, Jitpur, Lumbini, Bhairahawa and Parwanipur.&nbsp;</p>
<p>
	The total revenue of SG was approximately 500 million dollars in 2011/12. Companies in SG also export few of the products to India and other neighbouring countries. According to Shahil, most of the companies in Nepal are the main target customers of the group and it is currently in the process of extending its spread in markets which are new and also expand in the ones where it already exists. Shahil says, “We are performing according to the market dynamics. Now both trading and manufacturing are important and we have invested 50 per cent in trading and 50 per cent in manufacturing.” </p>
<p>
	<strong>Management strategies </strong><br />
	The company regards itself among those system and process driven companies. Targeting from top to bottom and from bottom to top level is one of the management strategies of SG. According to Shahil, the management hires people who are better than anyone of them in that particular field. </p>
<p>
	The group believes development of present manpower while giving them bigger challenges. It has been also conducting various training programmes within the groups and outside, especially in the automobile and electronics sectors to strengthen human resource capacity. Around 10,000 employees are currently working in the group, out of which the steel industry employs over 4,500. </p>
<p>
	<strong>Challenges</strong> <br />
	Like many business giants in Nepal, the group also sees too many challenges, yet too many opportunities. According to Shahil, because Nepal is in the development stage, the country has various limitations attached to a particular industry, as most of the businesses are dependent on the neighbouring countries. He says, “We also face a lot of local problems relating to electricity, labour, strikes among others. However we are trying to exploit the water resources, tourism which will eventually also help develop various industries and increase exports from Nepal.” </p>
<p>
	On the other hand, the continuous competition in the market has taught the group to overcome the challenges. Shahil says, “We focus in highest level of technologies and the best manpower to produce our products and we market them well. We also believe in continuous development at all levels, especially when it comes to innovations.” </p>
<p>
	<strong>Extension Plans </strong><br />
	The group is planning to enter into a new cement/clinker production project in near future. If this plan is implemented, it would be one of the largest inter-grated cement plants in Nepal, close to Kathmandu. There are also plans to increase the cement production up to 3 Million Tons by the year 2015. </p>
<p>
	Likewise, it is also planning to increase capacity of its steel production to 1.2 Million tons by the year 2015. In packaging sector there are plans to expand the capacity of non woven fabrics and also the expansion of the capacities of AD*Star Bag’s with sophisticated European technology. The capacity of the textile industry will also reach 30,000 Metric Tons by the year 2015. Currently, the annual capacity of the cement industry is 0.8 Million Tons. Likewise, the annual Capacity of steel production, packaging industry and textile industry is 1.1 Million Tons, 36,000 Tons and 15,000 tons respectively. </p>
<p>
	It aims to become a leading company for Instant Noodles in Nepal. There are also plans for producing energy drinks and expanding the FMCG business by introducing different snack items such as wafers, cheese balls, etc in near future. </p>
<p>
	Setting up a greenfield project for Instant Noodles in Assam, India is also in its expansion plans. Similarly, in electronics, it is planning to establish an SKD line to manufacture LCD and LED television in Nepal. And in automobile, it is planning to expand the automobile business into commercial and passenger vehicle categories. </p>
<p>
	<strong>CSR Activities </strong><br />
	According to Shahil, the group is concentrated in CSR activities mainly through steel and cement companies. It is focused on helping the neighboring villages by supporting them in local development activities, such as building schools, hospitals, water, bridges, sanitation among others. The group has also worked with N-SET for the awareness campaign of earthquake safety and preparation and has produced and played various TV and press commercials. The group has also trained some local masons on using steel while making buildings in various parts of the country.<br />
	<strong><br />
	Memorable History </strong><br />
	The steel business that has been the symbol of SG did not progress overnight. There were already 30 companies with similar products, out of which 20 closed down due to the losses after the group joined in the line. However the group did not crave for other business options and determined to stick to the steel business. Shahil says, “The first six years were very hard to survive but we did not give up. We had a positive attitude and we were confident that the business would take a good turn.” </p>
<p>
	And as expected, the industrial sector started reviving after 2000 and according to Shahil, it was the major turning point for the group. The development of housing companies, cities and infrastructures ultimately grew the number of clients of the steel company. This eventually inspired the group to invest in various other companies mainly in the industries producing construction materials. In 1996, the group established Jagdamba Wires and also established Jagdamba Enterprises, Jagdamba Synthetics, Jagdamba Roto Packaging, Jagdamba Cement, Subha Shree Jagdamba Cement among various others one after another.<br />
	<br />
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<p class="MsoNormal">
	<b style="mso-bidi-font-weight:normal">Pawan Chitrakar <br />
	Director <br />
	Himalayan Spring Water Ltd</b></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>By Sujan Dhungana</strong></p>
<p class="MsoNormal">
	 </p>
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	Himalayas’ ONTOP mineral water is an example of how foreign investment can help promote the domestic industry in Nepal.</p>
<p class="MsoNormal">
	 </p>
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	The brand, first launched by Korean Investment Pvt Ltd in 2007, has not only become a favourite among banks, INGOs, NGOs, restaurants and big corporate houses, but has also gone international.</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	“Our products were new for the market when we first launched them. Our objective was to create an aware consumer base that appreciates our peculiarity,” said Ganga Dhital, Manager of Himalayan Spring Water.</p>
<p class="MsoNormal">
	 </p>
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	The company was established by the Korean firm with an initial capital of $ 60 million. It adopted reverse osmosis process to rid the pristine water from Langtang National Park, Rasuwa, of impurities. In order to maintain the original taste of the collected water, the company uses series of filtration processes such as sand filtration and carbon filtration.</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	With an increasing demand in both the domestic and international markets, Mukti Shree Pvt Ltd, a domestic company combined forces with the Korean initiative to explore the market.</p>
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	 </p>
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	“As it was a new product in the market with comparatively high price, it was difficult get people to buy. However, Himalayas’ ONTOP primarily focused on the quality of the water and started direct campaigns door-to-door awareness programmes in the Nepali market,” informed Dhital.</p>
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	 </p>
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	Few years ago the upgraded to AVE machines from Italy to fill and package water using four-step filtration through micro filters of up to 0.2 micron.</p>
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	 </p>
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	Pawan Chitrakar, director of the states that the market acknowledged the spring water’s true quality later. He says “We tried to give our consumers original mineral water rather than just processed water, and finally we succeeded.”</p>
<p class="MsoNormal">
	The company asserts that the market today is very competitive and any product really needs a good branding. “Though we have not launched big campaigns till date, we are planning to do so soon,” says Dhital. “Since our basic target are business executives, we have put up some advertisement at the International Airport and in at the domestic airport in Pokhara.”</p>
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	 </p>
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	“Banks, INGOs, NGOs, restaurants and big corporate houses have liked our product. We are also exporting our products to India, Korea, Hong Kong and the UAE.”</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	The company, together with Dynamic Dreams Trade Link Pvt Ltd -- the sole distributor, is planning to come up with a new 15-liter jar in the market. “We will try giving the best to our customers and I urge consumers to be health-conscious,” Dhital concludes.</p>
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	 </p>
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	 </p>
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	<b style="mso-bidi-font-weight:normal">Manufacturing Technology </b></p>
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	 </p>
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	ONTOP’s plant is located at Langtang <span style="mso-spacerun:yes">&nbsp;</span>National Park -- 2,000m above the sea level. The factory uses a fully automated bottling system. The water passes through upgraded AVE machines imported from Italy. The plant uses NISSIE machines from Japan to do the bottling.</p>
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	 </p>
<p class="MsoNormal">
	<b style="mso-bidi-font-weight:normal">Achievements </b></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	Himalayas’ ONTOP has been recognized by www.finewaters. com as the ‘Best Drinking Water in the World’ and also awarded the best Designed Bottle by Pentawards, France (2008).</p>',
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			'article_category_id' => '151',
			'title' => 'Sponsors’ Feedback (24 - 30 June 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Abheek Jyoti <br />
	Chairperson <br />
	Nepal General Marketing Pvt Ltd </strong><br />
	<br />
	<br />
	I appreciate the novel concept. The process of rating and ranking was carried out taking into account the physical infrastructure, quality of education and teaching methodology of colleges. I believe that such events will help improve the condition of colleges in future. I hope that in the future not only colleges but universities also take part in the event.<br />
	<br />
	<br />
	<img alt="" border="1" height="206" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/tanka.jpg" vspace="10" width="170" /><br />
	<strong>Tanka Lal Shrestha <br />
	Co-ordinator <br />
	Prime Chartered Academy Pvt Ltd <br />
	</strong><br />
	The event was a good initiative on the part of New Business Age. I believe that it will have a positive impact on the growth of the educational institutions. The noticeable thing was that various parameters were taken into account while ranking the colleges. The method used was scientific. I believe that the top colleges will continue to maintain their high standards. Others should improve their education system to improve their ranking.<br />
	<br />
	<br />
	<br />
	<img alt="cia" border="1" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/CIA.jpg" vspace="10" /><br />
	<br />
	<strong>Balchandra Prabaha <br />
	Chairperson <br />
	CIA Pvt Ltd <br />
	</strong><br />
	I found that this rating and ranking of the higher secondary schools has given a platform to higher secondary schools and colleges to showcase what they have to offer to students. I believe that this will leave a positive impact on Nepal’s education system. It will inspire schools to adopt modern and scientific methods of teaching.<br />
	<br />
	 </p>',
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			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Sujit Mundal <br />
	Director <br />
	Standard Chartered Bank Nepal <br />
	</strong><br />
	<br />
	I express my heartfelt gratitude towards New Business Age for organizing such a commendable event. It is my pleasure that I was one among the jury members. I believe that the event was in fact a platform of recognition for higher secondary schools and the entire education sector. The schools that were awarded were the result of hard work they did and the commitment they showed towards entire education sector. I also believe that the judgment process was scientific as the result was announced on the basis of multiple parameters. <br />
	<br />
	<img alt="" border="1" height="198" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/narottam.jpg" vspace="10" width="171" /><br />
	<strong>Narottam Aryal <br />
	Executive Director <br />
	King’s College </strong><br />
	<br />
	<br />
	I feel honoured to be a part of the jury. This very first attempt of the New Business Age is very innovative. Though we have been talking about practical education for long it has not been properly implemented. We have used diverse parameters to decide the ranking and rating of each participant school. I believe that such functions will encourage colleges to be more accountable and responsible. <br />
	<br />
	<img alt="" border="1" height="205" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/roshee.jpg" vspace="10" width="178" /><br />
	<strong>Roshee Lamichhane <br />
	Full Time Faculty <br />
	KMC<br />
	</strong><br />
	<br />
	I take it as my pleasure and a privilege to be part of the esteemed jury. Let me start by appreciating the novel initiative taken by the vibrant Nubiz team in coming up with rating and ranking for HS schools -- the first of its kind in Nepal. The rating and ranking process was to large extent scientific and involved both qualitative and quantitative parameters. It was different from other rankings, which were largely based on academic performance of students. I am sure this event has spurred and motivated the schools to be more conscious towards their education business and improve upon it while enabling the discerning students to choose the best educational institutions among scores of institutions.&nbsp;</p>
<p>
	<br />
	<br />
	<img alt="" border="1" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/Dinesh.jpg" vspace="10" /><br />
	<strong>Prof Dinesh Chapagain <br />
	Educationist <br />
	</strong><br />
	New Business Age deserves gratitude and appreciation for successfully completing the ranking ceremony following new standards and processes. Other media have done these sorts of rankings prioritizing on secondary data. But this particular rating-ranking was done based on different parameters as college management and educational system, and was more scientific.<br />
	 </p>',
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			'article_category_id' => '91',
			'title' => 'Expert Indicates Insufficient Aid For Trade In SAARC Region',
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	<strong>By Sujan Dhungana/Suraksha Adhikari<br />
	</strong><br />
	Aid for Trade (AFT) amount received by the South Asia for financing regional projects is grossly insufficient to meet the requirement of the region, according to South Asia Watch on Trade, Economics and Environment (Sawtee). Unlike the global trend, where economic infrastructure constitutes the major component of AFT (56 percent on an average between 2006-2010), regional funding in South Asia focuses predominantly on building productive capacity and trade development, according to economist Ratnakar Adhikari, who is also chief executive director at Sawtee.<br />
	<br />
	What South Asia has received so far in the form of regional funding between 2005 to 2010, i.e., US$ 111 million in disbursement is a paltry 2 percent of the requirement of a single country Bangladesh of the region for which investment requirement for enhanced connectivity has been calculated at US$ <br />
	5.2 billion, he added. <br />
	<br />
	Unless and until a “regional champion” emerges and regional organisation such as SAARC is convinced of the need to pursue the idea and funding can be substantially scaled up the regional AFT in South Asia will remain a chimera, he claimed. South Asia is the least integrated region in the world in terms of trade, investment, connectivity and a host of other indicators, according to him. <br />
	<br />
	The blamed the reluctant of national governments to own regional projects for taking necessary initiatives in AFT. He said that the donor agencies together with regional banks and organisations should explore the merits of establishing a Regional Aid-for-Trade Committee to improve the existing AFT situation. <br />
	<br />
	<br />
	<strong>AFT and Nepal<br />
	</strong><br />
	The overall amount channeled to Aid for Trade in Nepal is even worse, Adhikari claimed. It has been found that the investment under infrastructure categories is also disbursed as AFT amount, he said, adding that the country cannot calculate the actual AFT amount in such circumstances. “The government should dare to take concrete measures for trade facilitation which ultimately will have impact on overall economy,” he reiterated.<br />
	<br />
	<br />
	<br />
	<strong>Aid for Trade<br />
	</strong><br />
	Aid for Trade is a broad concept inspired by Doha Round of World Trade Organisation that includes financing for various areas related to improving countries’ capacity to trade. It is assistance to support developing countries’ efforts to expand their trade as a tool to help growth and reduce poverty.<br />
	<br />
	<br />
	 </p>',
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			'created' => '2013-06-25',
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			'title' => 'Ace Nurtures Student’s Potential To Bring Out The Best',
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	<b><span style="font-size:16.0pt;line-height:115%;
mso-bidi-font-family:&quot;Century Gothic&quot;;color:#B11015">Overall </span></b><span style="font-size:16.0pt;line-height:115%;mso-bidi-font-family:&quot;Century Gothic&quot;;
color:#221E1F">Runner-Up </span></p>
<p>
	<br />
	 </p>
<p>
	<strong>Ace Higher Secondary School</strong><br />
	<br />
	<br />
	Ace Higher Secondary School, a conscientious learning centre where students rediscover themselves and learn to be thoughtful and responsible managers and leaders, was established in 1999. Established with the vision of enhancing capacity of individuals and institutions in Nepal to contribute to the nation’s development, Ace broke new ground by launching the first Executive MBA programme in Nepal in 1999 itself. Ace Institute’s MBA programme has acquired a distinguished reputation of being the most rigorous and fulfilling experience. <br />
	<br />
	The higher secondary programme of Ace Higher Secondary School, a spinoff of Ace Institute of Management, has established itself as students’ first choice programme in the management stream. In a short span of five years, Ace A-Level has distinguished itself from the crowd with its individual centered approach to learning and focus on management and social sciences stream only. <br />
	<br />
	<img alt="" border="1" height="77" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ace.jpg" vspace="10" width="400" /><br />
	<br />
	<strong>Other programmes offered by Ace include MBA, EMBA, BBA-BI, MBAe and ASH.</strong><br />
	<br />
	<strong><img alt="" border="1" height="209" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ashish.jpg" vspace="10" width="200" /><br />
	Aashish Tiwari <br />
	Director</strong><br />
	<br />
	<strong>second in the HSS ranking. What is your reaction to the recognition? </strong><br />
	<br />
	Ace College accepts the award with great gratitude and humility. I am thankful to New Business Age Pvt Ltd for granting this award to our college. <br />
	<br />
	<br />
	<strong>What are the top three priorities of your college? </strong><br />
	<br />
	At Ace, we lay a very strong foundation for the all-round development of students. It is not only the intellectual development of the students or the grades that matter. Ace nurtures every student’s potential and brings out the best in them. We try to focus on the weaknesses of our students and help them overcome them. Secondly, we treat our students with respect as all humans are born equal. Lastly, we believe that learning is a lifelong process. We want our students to not just focus on academics, but also experience the real world. <br />
	<br />
	<strong><br />
	How do you assess higher secondary education in Nepal? </strong><br />
	<br />
	There has been a sea change in the field of higher secondary studies in the country in the last 15 years. Colleges, the number of which is growing by the day, have helped enhance the quality of education. Similarly students have more choices. <br />
	<br />
	<strong><br />
	What is your take on the impact of ranking of colleges? </strong><br />
	<br />
	It is a good initiative. Earlier, the ratings were only based on grades. However, this event was organised with a holistic approach. Such events give good platforms for colleges.<br />
	&nbsp;</p>',
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	<strong><strong><span style="font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;mso-bidi-font-family:
&quot;Times New Roman&quot;;mso-bidi-theme-font:minor-bidi">Overall Best : <br />
	</span></strong></strong></p>
<p>
	<strong><br />
	</strong><br />
	<strong>GoldenGate College<br />
	</strong><br />
	E stablished in 2007, GoldenGate College continues to grow from strength to strength and make its mark as one of the best educational institutions in Nepal. <br />
	The college offers six Masters and 13 Bachelors programmes affiliated to Tribhuvan University, Nepal. The college is associated with Advanced Engineering and Management College (AEMC) and GoldenGate Professional Academy (GGPA). <br />
	<br />
	It offers professional courses in Engineering and Chartered Accountancy. The college also offers the +2 courses affiliated to the Higher Secondary Education Board, Nepal. The college is planning to introduce new courses/programmes in the days to come. The programmes in the pipeline are Bachelors in Business Administration (BBA), Bachelor in Information Management (BIM), MSc in Chemistry and MA in Peace, Conflict and Development. <br />
	<br />
	Currently, around 135 teachers have been working in the science faculty whereas there are 98 in management and 25 in humanities stream. The college has 13 different labs. <br />
	Students of the college have shown outstanding performance in Extra Curricular Activities (ECA) such as sports, fine art and music. The pass percentage of the students from this college stands at 92 percent in the past three years. <br />
	<br />
	The college also offers scholarship schemes for deserving and needy students in various categories. The college has been organising separate classes for those students whose performance in the exam is comparatively weak. The college has well-stocked library with 15,000 books.<br />
	<br />
	<br />
	<img alt="" border="1" height="245" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ramesh.jpg" vspace="10" width="200" /><br />
	<strong>Ramesh Silwal <br />
	CEO, GoldenGate College</strong><br />
	<br />
	<br />
	<br />
	<strong>How do you feel on winning the award? <br />
	</strong><br />
	We are happy and proud. We feel that we must now live up to our name. Awards like this motivate us to become more responsible towards our duty. We have realized that to maintain our position, we need to emphasise more on providing quality education to our students. We accept the challenge to move ahead to transform the college into a university. <br />
	<br />
	<strong><br />
	What are three things that helped your college secure the number one position? </strong><br />
	<br />
	We have a clear vision. We have an excellent management team and world-class infrastructure. The performances of our students in the academic and extracurricular activities speak for themselves. All this has helped us secure the top position. <br />
	<br />
	<br />
	<strong>What do you think will be the impact of ranking programmes like this on the education sector? </strong><br />
	<br />
	The ranking programme is unique and different from others as it is very holitistic. New Business Age’s initiative in this regard is really praise-worthy. Such rankings help us know about our own weaknesses and strengths. Events such as these will definitely help the overall development of the education sector in the days to come. <br />
	<br />
	<br />
	<br />
	<strong>What are your suggestions for the overall improvement of colleges? </strong><br />
	<br />
	Schools should take the initiative to develop themselves and teach students ways to address the current scenario and challenges. Education must make students capable of handling all of what life may throw at them.<br />
	<br />
	 </p>',
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		'Article' => array(
			'id' => '1148',
			'article_category_id' => '144',
			'title' => 'HS Education In Nepal: The Next Leap',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The project on Everest National Higher Secondary Schools Rating-Ranking-Awards 2013 gave the New Business Age - Aarthik Abhiyan family an opportunity to know the standards of HS education in Nepal and its best practitioners from a close quarter. <br />
	<br />
	It is truly heartening to see that HS education has spread across the country reasonably well. The entry of the private entrepreneurs and corporate houses in the education sector has evolved quite emphatically since 2000 in Nepal. Along with HSEB based education, Western A-level education has also evolved in the country. And, unlike neighbouring India, Nepal is providing for multiple specializations at the HS level itself: Humanities, Sciences, Commerce, Management, Hotel &amp; Tourism Management. This contributes to early professional orientation of the students. <br />
	<br />
	However, there are several areas that need special care and concern in the country at the earliest.&nbsp; The community based education or the government funded and controlled education needs to upgrade itself technologically with e-learning and modern teaching tools, and technically with faculty learning to use the same and move to interactive mode of teaching than traditional classroom learning. This sector of school education runs on tax-payers’ money and for the less privileged classes. Their usual lackadaisical approach (though there are some good exceptions) and large-scale political involvement of teachers even at the cost of academics, lead to poverty of education for the children coming from lower income group families. <br />
	<br />
	Also, encouraging corporate houses or private schools to adopt a community school and bring in new technologies for students and training of faculty as corporate social responsibility will be a welcome idea indeed.&nbsp; As for the private sector schools, in urban Nepal, they are the foundation of HS Education as is obvious during our study. And there are various standards of the same: some with good infra-structure and faculty, some much poorer. What is noteworthy is that there is a new crop of good quality schools that are emerging and they do not shy away from reaching out to their audiences through modern branding and marketing techniques. <br />
	<br />
	What needs to be considered here is that there must be strictly enforceable minimum standards of academics, infra-structure, co-curricular activities, library and teaching resources, campus size and facilities, faculty size and quality etc. Many schools have part time and visiting faculty in a larger number than regular full time teachers which is globally unacceptable. <br />
	<br />
	Also, as in several other nations, including India, private schools should keep a certain percentage of their seats for full and half free admissions, purely for children from economically challenged background only. Adopting a community school in the neighbourhood is another healthy practice. However, we must remember that the revenue of private schools is from the students and their guardians and hence the first responsibility of these schools is to their ‘clients’. Stake-holder satisfaction must surely be ensured first and that cannot be just completing the syllabus and ensuring pass percentage. <br />
	<br />
	The performance of a good school, private or aided, must now move from just classroom teaching and pass percentage, to a much advanced multi-pronged approach. There should be inputs like faculty number and quality, sports and cultural facilities, modern teaching tools and e-learning, coaching for higher professional educational after Plus 2, community outreach, special care for weak students and integrating parents in the system. And there should be output factors like pass percentage and divisions, awards won in sports and ECA activities, collaborations and visits, community impact around the school. All of these leading to the holistic growth of the child committed to knowing, doing and being.<br />
	<br />
	 </p>',
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			'title' => 'Food Depots For Flood Victims',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By TC Correspondent</strong><br />
	<br />
	Government has decided to set up food depots in Dadheldura disctrict to provide relief to the victims of the last week’s floods in the Far-Western region. The disaster has displaced 231 families (1,155 people) and affecting 837 families (4,175 people). A total of 25 people have died four injured and 11 missing, claims International Federation of Red Cross and Red Crescent Societies. <br />
	<br />
	A meeting chaired by Chief Secretary Leela Mani Poudyal and participated by secretaries from the Ministries of Home, Commerce and Finance and a representative of the Nepal Army, decided to set up depots for the convenience of flood and landslide victims. Depots of the National Trading Corporation and Salt Trading Corporation will be set up and food supply will resume in areas that lack a road network.The government also decided to use Nepal Army helicopters to transport food items such as rice, pulses, cooking oil, salt and other essentials and relief packages. Meanwhile, the government on Friday released Rs 500 million for the reconstruction of physical infrastructure in the flood-hit areas of Darchula district. The meeting also decided to increase the annual budget of Central Natural Disaster Relief Committee (CNDRC) by Rs 100 million. <br />
	<br />
	Meanwhile, Nepali Congress (NC) President Sushil Koirala has asked all active members of the party to donate at least Rs50 per member for the people affected by flood and landslides in far western Nepal. Issuing a press statement on Friday, Koirala asked all active members living both within Nepal and abroad to compulsorily donate this amount. <br />
	<br />
	Further, 700 Nepali pilgrims who were stranded after heavy rains triggered massive floods in India have been rescued by Indian authorities and rescue teams in Uttarakhand. Those rescued now residing in Haridwar. Meanwhile, the number of Nepalis missing in recent flooding in Uttarakhand is rising. More than 24 additional cases of missing Nepali pilgrims were reported on Friday.<br />
	<br />
	 </p>',
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			'title' => 'Poll Update (10 - 16 Asar 2070 BS)',
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	<strong>18 Parties in Baidya-led Alliance Decide to Participate in Polls </strong><br />
	<br />
	Eighteen of the 33 parties in the alliance led by Mohan Baidya’s CPN-Maoist have decided to take part in the elections. At a press conference on Friday, the 18 parties announced their decision. They have also formed a separate alliance ‘progressive democratic national front’.Bishnu Raj Aryal, chairman, CPN-ML (Socialist), said the government should create favourable atmosphere so that the CPN-Maoist and other groups could join the electoral process. <br />
	<br />
	<br />
	<br />
	<br />
	<br />
	<strong>Nepal Police Ready for the Polls </strong><br />
	<br />
	Deputy Inspector General (DIG) Nawaraj Silwal, at a press meet hels at the police hadquarters on Thursday said that they are prepared to ensure safety and security for the upcoming Constituent Assembly (CA) polls. He also said that the Nepal Police was ready to deploy around 80 percent of personnel to create an enabling environment for conducting the election.He, however, said that the number may vary depending on the number of personnel to be deployed by Nepal Army and Armed Police Force. He further said that a Central Election Desk has been formed to come up with security measures for the safety of voters, election candidates, political party leaders, polling stations across the country.<br />
	<br />
	<br />
	<br />
	 </p>',
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		'Article' => array(
			'id' => '1145',
			'article_category_id' => '141',
			'title' => 'News In Brief (10 - 16 Asar 2070 BS)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Jewelry Shops Opened from Saturday <br />
	</strong><br />
	Bullion traders who were on a nationwide strike since last Wednesday have called off their protest from Saturday after the government formed a seven-member taskforce to formulate monitoring guidelines. Traders had closed the shops, demanding government to formulate market monitoring guidelines and to protest government action against three jewelry shops. A meeting held between bullion traders and the government at the Department of Commerce and Supply Management (DoCSM) formed a seven-member taskforce with authority to formulate market monitoring guidelines and address the issues raised by bullion traders. <br />
	<br />
	<br />
	<strong>Govt Transfers Six Secretaries <br />
	</strong><br />
	The cabinet meeting held on June 13 has decided to transfer seven secretaries and 10 DIGs of the Nepal Police. A Cabinet meeting transferred Energy Secretary Hari Ram Koirala to the Vice President’s office. Government sources said Koirala was transferred due to the controversy over the Upper Trishuli 3A capacity upgradation in which he was actively pushing for the project’s upgradation. Bishwa Prakash Pandit, secretary at the Water and Energy Commission, has replaced Koirala. <br />
	<br />
	Likewise, Commerce Secretary Lal Mani Joshi has been transferred to the Ministry of Cooperatives and Poverty Alleviation, while Ganesh Raj Joshi has been sent to the Forest Ministry from the Commission for Investigation of Abuse of Authority. Krishna Chandra Paudel, secretary of the Ministry of Forest and Soil Conservation, has been shifted to the Water and Energy Commission. Regional Administrator of the Mid-Western Development Region, Sharad Prasad Trital, has been sent to the President’s office and Eastern Region Administrator Janardan Nepal to the Finance Ministry. The cabinet meeting also decided to create 3,243 new posts in the Armed Police Force to enhance border security. <br />
	<br />
	<img alt="" border="1" height="204" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/jpgupta.jpg" vspace="10" width="184" /><br />
	<strong>JP Gupta likely to join TMDP <br />
	<br />
	</strong>JP Gupta, a former CA Member is looking forward to join the Mahanta Thakur-led Tarai Madhes Democratic Party (TMDP). At a time when Madhes-based parties have intensified negotiations for mergers and alliances in view of the upcoming Constituent Assembly (CA) election, JP Gupta is seeking to join TMDP in a bid to secure the strength of Madhes-based parties in the Constituent Assembly election. Gupta is heading the Tarai-Madhes National Campaign after his release from jail.<br />
	 </p>',
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			'article_category_id' => '143',
			'title' => 'The Election Path Is Not As Rosy As We Think',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Siromani Dhungana</strong><br />
	<br />
	E lections 2013 are going to be held in the same circumstances in which 2008 CA elections were held. Almost same faces, mainly same political parties and more or less same agenda. Some politicians have changed their parties but the ideological division that existed in 2008 remains unchanged. <br />
	<br />
	The problem is politicians are divided not on the basis of ideology or philosophy rather on the basis of their personal interest and benefit. There is wide rift between communists and non-communist forces. The division, at the moment, is in its worst level. There is division within communist forces and also within non-communist forces too. This deep division, almost to the level of hatred, may create obstacles in the election process. It will certainly be a stumbling block in the constitution writing process as it was before. <br />
	<br />
	Had the division or rift been based on ideology, philosophy, issues and agenda, forging consensus would have been less difficult. There can be no solution to personal egos, petty interests and simple hunger for power. People know that our politicians are corrupt and incompetent and hell bent on amassing cash and misusing public resources. That has to stop. <br />
	<br />
	Recently, Mohan Baidya has hinted that his party will not obstruct the election process but boycott it. But the CPN-Maoist, popularly known as the Dash Maoist, along with 41 fringe parties, imposed a general strike on Sunday showing their rage in full throttle. <br />
	<br />
	Though in small numbers in streets, strike enforcers were able to create fear and an atmosphere of intimidation even in Kathmandu valley. With the experience of running a brutal civil war, Baidya and his fellows know how to create psychological pressure among general public. Even a small incident of violence may discourage voters to cast their vote. That is because leaders haven’t given people any incentive to go to voting booth by putting their personal safety at risk. <br />
	<br />
	The incumbent government also has time to a tough face challenge from the Dash Maoist. Demands of other fringe parties can be managed but depends on how this government handles the issue. Tension in Tarai region is in hibernation at the moment. After dissolution of the CA, many underground groups shunned violence. But they may resume their violent activities to create pressure on government as election date approaches. <br />
	<br />
	Present Chief Justice-led government was formed and stands on a rather weak ground. It doesn’t have moral authority as it has breached the norms of separation of power. It is not very fair to expect very effective performance from this government. On the other hand, none of the political parties are fair enough to conduct a free, fair and peaceful election. In the past, Nepali Congress, CPN (UML) and UPCN Maoist have all captured booths- just that Maoists did it in a more effective manner in 2008 elections. Election monitoring organizations are present mainly on urban areas and, the problem is, they too are not beyond political influence. So the situation is bleak. But then we have no choice but to walk the path to elections.<br />
	 </p>',
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			'summary' => null,
			'content' => '<p>
	The Great Himalaya Trail Development Programme in co-operation with local stakeholders unveiled the new Humla destination brand. It includes the electrification of teashops along the Great Himalaya Trail that is hoped to bring benefits to small-scale entrepreneurs. The Tourism Development Committee of Humla and The Great Himalaya Trail Development Programme (GHTDP) jointly launched the GHT Humla destination brand and logo in Simikot this Friday, 14 June. All major political parties as well as the Chief District Officer (CDO), Local Development Officer (LDO), members of the Chamber of Commerce, tourism entrepreneurs in the districts, journalists and civil society members were present during the program. <br />
	<br />
	Mim Hamal, team leader of the GHTDP, presented the Humla brand and logo to district stakeholders. "The new GHT Humla brand and logo will be incremental in promoting the destination internationally and within Nepal and is thus an important tool for tourism development in the district", said Hamal. <br />
	<br />
	During the same event, Nepal Trust Humla in cooperation with the Durango Daybreak Rotary Club USA and GHTDP, distributed solar lamps to more than 165 small teashops and teahouses along the Humla section of the Great Himalaya Trail from Chankheli to Hilsa. The initiative is targeted towards helping small-scale entrepreneurs who survive on meagre capital and are facing difficulties due to the lack of electricity. Through alternative energy sources, dependency on wood is reduced, helping to decrease deforestation and pressure on the local ecosystem while at the same time alleviating health problems due to smoke from indoor&nbsp; fireplaces.</p>',
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			'title' => 'Criteria Of Evaluation On A Total Of 100 Points',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<br />
	(A) <strong>Size and Infrastructure of the School: </strong>10 points <br />
	<br />
	<br />
	(i) <strong>Size of the School: </strong>owned &amp; large (5); owned &amp; average (4); owned and small (3); rented and large (3); rented and average (2); rented and small (1) <br />
	(ii) <strong>Infra-structure of the school: </strong>Above 6 labs/ workshops (5); 4 to 5 labs (4); 2 to 3 labs (3); 1 lab (2); any other practical workshop (1). <br />
	<br />
	<br />
	(B) <strong>Batch Sizes in HS classes and Teachers’ numbers and background: </strong>05+ 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Batch Sizes: </strong>multiple subjects and above 3000 students (5); multiple and above 1500 (4); multiple and above 800 (3); above 500 (2); others (1). <br />
	(ii) <strong>Teachers’ Numbers: </strong>above 300 (5); above 200 (4); above 100 (3); above 50 (2); below 50 (1). <br />
	<br />
	<br />
	(C) <strong>HS Academic Results of two years: </strong>20 points: average marks of the school in a year pro-rated on 10 points for each year (2068 and 2069). <br />
	<br />
	<br />
	(D) <strong>Co-curricular Activities and Sports: </strong>10: <br />
	<br />
	<br />
	(i) <strong>Co-curricular activities: </strong>Multiple&gt;4-5 activities with external experts/ support (5); multiple&gt;4 activities (4); some&gt;3 regular activities (3); few activities (2). <br />
	(ii) <strong>Sports: </strong>Multiple Sports&gt;5 with awards (5); Multiple Sports&gt;4 (4); Some Sports&gt;2-3 (3); Basic Sports (2). <br />
	(E) <strong>Awards won: </strong>05 points (P) <br />
	<br />
	<br />
	<strong>Multiple awards, </strong>multiple areas, national &amp; international also (5); Multiple awards, multiple areas, local to national (4); Some awards, some areas, local largely (3); Few awards in few areas (2). <br />
	<br />
	<br />
	<br />
	<br />
	(F) <strong>Social Work + Special Support to weak students: </strong>05 + 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Social Work: </strong>multiple types&gt;5 with impact/scholarship (5); multiple types&gt;4 (4); multiple types&gt;2 (3); a few social activities (2). <br />
	(ii) <strong>Support to Weak Students: </strong>High &amp; Varied Ways (5); High &amp; Some Ways (4); Some Support (3); Limited Support (2); Rarely (1). <br />
	<br />
	<br />
	(G) <strong>Teaching Tools + Library Resources: </strong>05 + 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Teaching Tools: </strong>Modern &amp; Online Tools adequately used (5); Modern &amp; Online Tools just started/less (4); Modern tools introduced (3); Traditional tools (2); Hardly any (1). <br />
	(ii) <strong>Library Resources: </strong>Large and diverse with online resources (5); Good and diverse library (4); Reasonable library resources (3); Basic Library (2) <br />
	<br />
	<br />
	(H) <strong>Engineering/Medical admission preparations + Engineering/Medical/ Management Admission Results: </strong>02+08: 10 <br />
	<br />
	<br />
	(i) <strong>Preparations through School: </strong>Yes, Good (2); Yes, Basic (1) <br />
	(ii) <strong>Admissions (2011/2068): </strong>Very Good in figures (4); Good (3); Average in figures (2) <br />
	(iii) <strong>Admissions (2012/2068): </strong>Same as above. <br />
	<br />
	<br />
	(I) <strong>Collaborations (external) + Integrating Parents in education: </strong>05 + 05: 10 points <br />
	<br />
	(i) <strong>Collaborations: </strong>Many International and National (5); Some International &amp; National (4); Some National and Local (3); Some Local only (2) <br />
	(ii) Integrating Parents: Institutionalized and regular (5); Reasonably good (4); At times as necessary (3); Once or twice in a year (2); Reports only (1) <br />
	<br />
	<strong>(J) Any other major achievements: 05 points </strong><br />
	Score dependent on anything major and different from what all noted above. Excellent (5); Good (4); Fair (3); Rare(2). <br />
	<br />
	<br />
	<strong>TOTAL: 100 points. </strong><br />
	<br />
	Rating and ranking was done on the basis of the above parameters based on voluntary disclosures and written reports on each of these criteria from the HS Schools and also on the basis of the published HS Board results.<br />
	<br />
	<br />
	<br />
	<br />
	 </p>',
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			'title' => 'Overall Second Runner-Up',
			'sub_title' => '',
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			'content' => '<p>
	<strong>A College should Guide their Students Towards a Secured Future<br />
	<br />
	</strong><br />
	<strong>Kathmandu Model College (KMC)<br />
	</strong><br />
	K athmandu Model College (KMC) is located in the heart of the city in Bagbazaar. Its students have achieved excellent academic results in the Humanities, Science, and Management streams alike. Established in 2000, KMC also offers Bachelor’s level programmes such as BBA, BBS and BA in addition to +2 (in Science, Commerce and Humanities). The college launched its MA in English five years after its establishment. The college says it chose its name to befit its objective – to create a new model in the academic sector. <br />
	<br />
	KMC has successfully organised various interaction programmes with national and international scholars, who have delivered lectures to students and the staff. The college invites and welcomes students who have completed their +2 to join its Bachelor level programmes in Humanities and Social Science (BA), Business Studies (BBS) and Business Administration (BBA) and those who have completed Bachelors in English to join its master level programmes in Humanities. KMC values hard work, discipline and above all, academic excellence. Around 98 teachers work at the college.<br />
	<br />
	<br />
	<img alt="" border="1" height="150" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/muktiram.jpg" vspace="10" width="150" /><br />
	<br />
	<strong>Muktiram Aryal <br />
	Chief Co-Ordinator, KMC<br />
	</strong><br />
	<strong><br />
	KMC has been ranked one of the best colleges in Nepal. How do you feel? </strong><br />
	<br />
	I am really happy. I really appreciate the initiative taken by New Business Age Pvt Ltd. We are thankful to the organisers. <br />
	<br />
	<strong><br />
	What are three things that make your college stand out from the rest? </strong><br />
	<br />
	We encourage our students to be self-motivated. We have a disciplined environment. Our teachers provide good counseling to our students. <br />
	<br />
	<br />
	<strong>What do you will be the impact of ranking programemes such as this on the education sector? </strong><br />
	<br />
	It will have a very good impact in the education sector. First of all, it is a very new concept. It will encourage colleges to improve their infrastructure and academic quality. <br />
	<br />
	<strong><br />
	Would you like to give some suggestions to improve plus-two colleges in the country? </strong><br />
	<br />
	Every college has to remember that the youth are the future leaders of our country. We must encourage them to be disciplined. A college should guide their students towards a secured future. Career counseling is also essential for students. It will be better if the colleges start career counseling services.<br />
	<br />
	<br />
	 </p>',
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			'article_category_id' => '122',
			'title' => 'Shanker Group: Steely Presence In The Market',
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			'content' => '<p>
	<strong><img align="left" alt="" height="171" src="https://lh4.googleusercontent.com/aI5548f4-j7YVgxBWCFwxhmcG7mYdb8pBzPMJ6KKTw=w182-h207-p-no" width="150" /><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Shahil Agarwal<br />
	Joint Managing Director<br />
	Shanker Group of Industries &amp; Trading House<br />
	</strong></p>
<p>
	<strong>By Sushila Budhathoki</strong></p>
<p>
	Everytime, when veteran Actor Rajesh Hamal attracts viewers with his convincing voice in a TV commercial of Jagdamba Steels, they have a picture of a giant, down to earth steel company built from some big money. But it was only the dedication and optimism of the investor that turned once the flop steel industry into a successful business empire. All in all, the Sanker Group (SG), owner of the steel company that now owns 30 other operating companies in its different industrial sectors, had to wait for around 40 years to experience the achievement.&nbsp;</p>
<p>
	The credit of the success that the group has achieved so far all goes to Shanker Lal Golyan according to Shahil Agrawal, Joint Managing Director of Shanker Group of Industries &amp; Trading House. Shahil, also the son of Golyan, says, “My father was very hard working. He worked continuously for the development of the company all his life.” Shankar Lal Golyan continued and extended the business after his father Rawat Mal Golyan, originally from Myanmar, started business with a button industry during 1960 in Nepal. And after 19 years, in 1979, he formed Shanker Group.&nbsp;</p>
<p>
	<img align="middle" alt="" height="201" src="https://lh6.googleusercontent.com/7-TjB_ViRl25JkN6dQe19fNMEqrmzC-Qlq81QVj6_A=w309-h207-p-no" width="300" /></p>
<p>
	Investment in the steel company was the group’s fourth attempt in doing a business since the previous investment in trading, manufacturing and again in trading bore no fruit. The SG started manufacturing buttons during 1960 after their trading business saw no good sign. And again, the button industry did not perform well and they returned to trading business again. According to Shahil, they were forced to find an option and entered into manufacturing industry again when the second attempt in trading business got full stop for around two years. “Like many industrialists we also faced many ups and downs in our business. But we never give up. This has been our main strength since the inception,” he shares.&nbsp;</p>
<p>
	<strong>Leading the Construction Market </strong><br />
	The largest companies in the group, Jagdamba Steels and Jagdamba Cement are strengthening group’s brand strengths in Nepali steel and cement market with a market share of 55% and 35% respectively. Apart from steel and cement, the group’s specialization is also in plastics, textiles, FMCG, automobile and electronics. Jagdamba Steels is one of the biggest private companies in Nepal in terms of turnover (225 million dollars) followed by packaging industry (50 million dollars), cement industry (100 million dollars), textile industry (45 million dollars)and FMCG industry (30 million dollars) among others. These manufacturing companies are located at Simara, Jitpur, Lumbini, Bhairahawa and Parwanipur.&nbsp;</p>
<p>
	The total revenue of SG was approximately 500 million dollars in 2011/12. Companies in SG also export few of the products to India and other neighbouring countries. According to Shahil, most of the companies in Nepal are the main target customers of the group and it is currently in the process of extending its spread in markets which are new and also expand in the ones where it already exists. Shahil says, “We are performing according to the market dynamics. Now both trading and manufacturing are important and we have invested 50 per cent in trading and 50 per cent in manufacturing.” </p>
<p>
	<strong>Management strategies </strong><br />
	The company regards itself among those system and process driven companies. Targeting from top to bottom and from bottom to top level is one of the management strategies of SG. According to Shahil, the management hires people who are better than anyone of them in that particular field. </p>
<p>
	The group believes development of present manpower while giving them bigger challenges. It has been also conducting various training programmes within the groups and outside, especially in the automobile and electronics sectors to strengthen human resource capacity. Around 10,000 employees are currently working in the group, out of which the steel industry employs over 4,500. </p>
<p>
	<strong>Challenges</strong> <br />
	Like many business giants in Nepal, the group also sees too many challenges, yet too many opportunities. According to Shahil, because Nepal is in the development stage, the country has various limitations attached to a particular industry, as most of the businesses are dependent on the neighbouring countries. He says, “We also face a lot of local problems relating to electricity, labour, strikes among others. However we are trying to exploit the water resources, tourism which will eventually also help develop various industries and increase exports from Nepal.” </p>
<p>
	On the other hand, the continuous competition in the market has taught the group to overcome the challenges. Shahil says, “We focus in highest level of technologies and the best manpower to produce our products and we market them well. We also believe in continuous development at all levels, especially when it comes to innovations.” </p>
<p>
	<strong>Extension Plans </strong><br />
	The group is planning to enter into a new cement/clinker production project in near future. If this plan is implemented, it would be one of the largest inter-grated cement plants in Nepal, close to Kathmandu. There are also plans to increase the cement production up to 3 Million Tons by the year 2015. </p>
<p>
	Likewise, it is also planning to increase capacity of its steel production to 1.2 Million tons by the year 2015. In packaging sector there are plans to expand the capacity of non woven fabrics and also the expansion of the capacities of AD*Star Bag’s with sophisticated European technology. The capacity of the textile industry will also reach 30,000 Metric Tons by the year 2015. Currently, the annual capacity of the cement industry is 0.8 Million Tons. Likewise, the annual Capacity of steel production, packaging industry and textile industry is 1.1 Million Tons, 36,000 Tons and 15,000 tons respectively. </p>
<p>
	It aims to become a leading company for Instant Noodles in Nepal. There are also plans for producing energy drinks and expanding the FMCG business by introducing different snack items such as wafers, cheese balls, etc in near future. </p>
<p>
	Setting up a greenfield project for Instant Noodles in Assam, India is also in its expansion plans. Similarly, in electronics, it is planning to establish an SKD line to manufacture LCD and LED television in Nepal. And in automobile, it is planning to expand the automobile business into commercial and passenger vehicle categories. </p>
<p>
	<strong>CSR Activities </strong><br />
	According to Shahil, the group is concentrated in CSR activities mainly through steel and cement companies. It is focused on helping the neighboring villages by supporting them in local development activities, such as building schools, hospitals, water, bridges, sanitation among others. The group has also worked with N-SET for the awareness campaign of earthquake safety and preparation and has produced and played various TV and press commercials. The group has also trained some local masons on using steel while making buildings in various parts of the country.<br />
	<strong><br />
	Memorable History </strong><br />
	The steel business that has been the symbol of SG did not progress overnight. There were already 30 companies with similar products, out of which 20 closed down due to the losses after the group joined in the line. However the group did not crave for other business options and determined to stick to the steel business. Shahil says, “The first six years were very hard to survive but we did not give up. We had a positive attitude and we were confident that the business would take a good turn.” </p>
<p>
	And as expected, the industrial sector started reviving after 2000 and according to Shahil, it was the major turning point for the group. The development of housing companies, cities and infrastructures ultimately grew the number of clients of the steel company. This eventually inspired the group to invest in various other companies mainly in the industries producing construction materials. In 1996, the group established Jagdamba Wires and also established Jagdamba Enterprises, Jagdamba Synthetics, Jagdamba Roto Packaging, Jagdamba Cement, Subha Shree Jagdamba Cement among various others one after another.<br />
	<br />
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	<b style="mso-bidi-font-weight:normal">Pawan Chitrakar <br />
	Director <br />
	Himalayan Spring Water Ltd</b></p>
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	<strong>By Sujan Dhungana</strong></p>
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	Himalayas’ ONTOP mineral water is an example of how foreign investment can help promote the domestic industry in Nepal.</p>
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	The brand, first launched by Korean Investment Pvt Ltd in 2007, has not only become a favourite among banks, INGOs, NGOs, restaurants and big corporate houses, but has also gone international.</p>
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	“Our products were new for the market when we first launched them. Our objective was to create an aware consumer base that appreciates our peculiarity,” said Ganga Dhital, Manager of Himalayan Spring Water.</p>
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	The company was established by the Korean firm with an initial capital of $ 60 million. It adopted reverse osmosis process to rid the pristine water from Langtang National Park, Rasuwa, of impurities. In order to maintain the original taste of the collected water, the company uses series of filtration processes such as sand filtration and carbon filtration.</p>
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	With an increasing demand in both the domestic and international markets, Mukti Shree Pvt Ltd, a domestic company combined forces with the Korean initiative to explore the market.</p>
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	“As it was a new product in the market with comparatively high price, it was difficult get people to buy. However, Himalayas’ ONTOP primarily focused on the quality of the water and started direct campaigns door-to-door awareness programmes in the Nepali market,” informed Dhital.</p>
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	Few years ago the upgraded to AVE machines from Italy to fill and package water using four-step filtration through micro filters of up to 0.2 micron.</p>
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	Pawan Chitrakar, director of the states that the market acknowledged the spring water’s true quality later. He says “We tried to give our consumers original mineral water rather than just processed water, and finally we succeeded.”</p>
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	The company asserts that the market today is very competitive and any product really needs a good branding. “Though we have not launched big campaigns till date, we are planning to do so soon,” says Dhital. “Since our basic target are business executives, we have put up some advertisement at the International Airport and in at the domestic airport in Pokhara.”</p>
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	“Banks, INGOs, NGOs, restaurants and big corporate houses have liked our product. We are also exporting our products to India, Korea, Hong Kong and the UAE.”</p>
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	The company, together with Dynamic Dreams Trade Link Pvt Ltd -- the sole distributor, is planning to come up with a new 15-liter jar in the market. “We will try giving the best to our customers and I urge consumers to be health-conscious,” Dhital concludes.</p>
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	<b style="mso-bidi-font-weight:normal">Manufacturing Technology </b></p>
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	 </p>
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	ONTOP’s plant is located at Langtang <span style="mso-spacerun:yes">&nbsp;</span>National Park -- 2,000m above the sea level. The factory uses a fully automated bottling system. The water passes through upgraded AVE machines imported from Italy. The plant uses NISSIE machines from Japan to do the bottling.</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<b style="mso-bidi-font-weight:normal">Achievements </b></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	Himalayas’ ONTOP has been recognized by www.finewaters. com as the ‘Best Drinking Water in the World’ and also awarded the best Designed Bottle by Pentawards, France (2008).</p>',
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			'article_category_id' => '151',
			'title' => 'Sponsors’ Feedback (24 - 30 June 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Abheek Jyoti <br />
	Chairperson <br />
	Nepal General Marketing Pvt Ltd </strong><br />
	<br />
	<br />
	I appreciate the novel concept. The process of rating and ranking was carried out taking into account the physical infrastructure, quality of education and teaching methodology of colleges. I believe that such events will help improve the condition of colleges in future. I hope that in the future not only colleges but universities also take part in the event.<br />
	<br />
	<br />
	<img alt="" border="1" height="206" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/tanka.jpg" vspace="10" width="170" /><br />
	<strong>Tanka Lal Shrestha <br />
	Co-ordinator <br />
	Prime Chartered Academy Pvt Ltd <br />
	</strong><br />
	The event was a good initiative on the part of New Business Age. I believe that it will have a positive impact on the growth of the educational institutions. The noticeable thing was that various parameters were taken into account while ranking the colleges. The method used was scientific. I believe that the top colleges will continue to maintain their high standards. Others should improve their education system to improve their ranking.<br />
	<br />
	<br />
	<br />
	<img alt="cia" border="1" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/CIA.jpg" vspace="10" /><br />
	<br />
	<strong>Balchandra Prabaha <br />
	Chairperson <br />
	CIA Pvt Ltd <br />
	</strong><br />
	I found that this rating and ranking of the higher secondary schools has given a platform to higher secondary schools and colleges to showcase what they have to offer to students. I believe that this will leave a positive impact on Nepal’s education system. It will inspire schools to adopt modern and scientific methods of teaching.<br />
	<br />
	 </p>',
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			'article_category_id' => '151',
			'title' => 'Jury’s Viewpoint (24 - 30 June 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Sujit Mundal <br />
	Director <br />
	Standard Chartered Bank Nepal <br />
	</strong><br />
	<br />
	I express my heartfelt gratitude towards New Business Age for organizing such a commendable event. It is my pleasure that I was one among the jury members. I believe that the event was in fact a platform of recognition for higher secondary schools and the entire education sector. The schools that were awarded were the result of hard work they did and the commitment they showed towards entire education sector. I also believe that the judgment process was scientific as the result was announced on the basis of multiple parameters. <br />
	<br />
	<img alt="" border="1" height="198" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/narottam.jpg" vspace="10" width="171" /><br />
	<strong>Narottam Aryal <br />
	Executive Director <br />
	King’s College </strong><br />
	<br />
	<br />
	I feel honoured to be a part of the jury. This very first attempt of the New Business Age is very innovative. Though we have been talking about practical education for long it has not been properly implemented. We have used diverse parameters to decide the ranking and rating of each participant school. I believe that such functions will encourage colleges to be more accountable and responsible. <br />
	<br />
	<img alt="" border="1" height="205" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/roshee.jpg" vspace="10" width="178" /><br />
	<strong>Roshee Lamichhane <br />
	Full Time Faculty <br />
	KMC<br />
	</strong><br />
	<br />
	I take it as my pleasure and a privilege to be part of the esteemed jury. Let me start by appreciating the novel initiative taken by the vibrant Nubiz team in coming up with rating and ranking for HS schools -- the first of its kind in Nepal. The rating and ranking process was to large extent scientific and involved both qualitative and quantitative parameters. It was different from other rankings, which were largely based on academic performance of students. I am sure this event has spurred and motivated the schools to be more conscious towards their education business and improve upon it while enabling the discerning students to choose the best educational institutions among scores of institutions.&nbsp;</p>
<p>
	<br />
	<br />
	<img alt="" border="1" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/Dinesh.jpg" vspace="10" /><br />
	<strong>Prof Dinesh Chapagain <br />
	Educationist <br />
	</strong><br />
	New Business Age deserves gratitude and appreciation for successfully completing the ranking ceremony following new standards and processes. Other media have done these sorts of rankings prioritizing on secondary data. But this particular rating-ranking was done based on different parameters as college management and educational system, and was more scientific.<br />
	 </p>',
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			'id' => '1152',
			'article_category_id' => '91',
			'title' => 'Expert Indicates Insufficient Aid For Trade In SAARC Region',
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			'content' => '<p>
	<strong>By Sujan Dhungana/Suraksha Adhikari<br />
	</strong><br />
	Aid for Trade (AFT) amount received by the South Asia for financing regional projects is grossly insufficient to meet the requirement of the region, according to South Asia Watch on Trade, Economics and Environment (Sawtee). Unlike the global trend, where economic infrastructure constitutes the major component of AFT (56 percent on an average between 2006-2010), regional funding in South Asia focuses predominantly on building productive capacity and trade development, according to economist Ratnakar Adhikari, who is also chief executive director at Sawtee.<br />
	<br />
	What South Asia has received so far in the form of regional funding between 2005 to 2010, i.e., US$ 111 million in disbursement is a paltry 2 percent of the requirement of a single country Bangladesh of the region for which investment requirement for enhanced connectivity has been calculated at US$ <br />
	5.2 billion, he added. <br />
	<br />
	Unless and until a “regional champion” emerges and regional organisation such as SAARC is convinced of the need to pursue the idea and funding can be substantially scaled up the regional AFT in South Asia will remain a chimera, he claimed. South Asia is the least integrated region in the world in terms of trade, investment, connectivity and a host of other indicators, according to him. <br />
	<br />
	The blamed the reluctant of national governments to own regional projects for taking necessary initiatives in AFT. He said that the donor agencies together with regional banks and organisations should explore the merits of establishing a Regional Aid-for-Trade Committee to improve the existing AFT situation. <br />
	<br />
	<br />
	<strong>AFT and Nepal<br />
	</strong><br />
	The overall amount channeled to Aid for Trade in Nepal is even worse, Adhikari claimed. It has been found that the investment under infrastructure categories is also disbursed as AFT amount, he said, adding that the country cannot calculate the actual AFT amount in such circumstances. “The government should dare to take concrete measures for trade facilitation which ultimately will have impact on overall economy,” he reiterated.<br />
	<br />
	<br />
	<br />
	<strong>Aid for Trade<br />
	</strong><br />
	Aid for Trade is a broad concept inspired by Doha Round of World Trade Organisation that includes financing for various areas related to improving countries’ capacity to trade. It is assistance to support developing countries’ efforts to expand their trade as a tool to help growth and reduce poverty.<br />
	<br />
	<br />
	 </p>',
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			'title' => 'Ace Nurtures Student’s Potential To Bring Out The Best',
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	<b><span style="font-size:16.0pt;line-height:115%;
mso-bidi-font-family:&quot;Century Gothic&quot;;color:#B11015">Overall </span></b><span style="font-size:16.0pt;line-height:115%;mso-bidi-font-family:&quot;Century Gothic&quot;;
color:#221E1F">Runner-Up </span></p>
<p>
	<br />
	 </p>
<p>
	<strong>Ace Higher Secondary School</strong><br />
	<br />
	<br />
	Ace Higher Secondary School, a conscientious learning centre where students rediscover themselves and learn to be thoughtful and responsible managers and leaders, was established in 1999. Established with the vision of enhancing capacity of individuals and institutions in Nepal to contribute to the nation’s development, Ace broke new ground by launching the first Executive MBA programme in Nepal in 1999 itself. Ace Institute’s MBA programme has acquired a distinguished reputation of being the most rigorous and fulfilling experience. <br />
	<br />
	The higher secondary programme of Ace Higher Secondary School, a spinoff of Ace Institute of Management, has established itself as students’ first choice programme in the management stream. In a short span of five years, Ace A-Level has distinguished itself from the crowd with its individual centered approach to learning and focus on management and social sciences stream only. <br />
	<br />
	<img alt="" border="1" height="77" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ace.jpg" vspace="10" width="400" /><br />
	<br />
	<strong>Other programmes offered by Ace include MBA, EMBA, BBA-BI, MBAe and ASH.</strong><br />
	<br />
	<strong><img alt="" border="1" height="209" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ashish.jpg" vspace="10" width="200" /><br />
	Aashish Tiwari <br />
	Director</strong><br />
	<br />
	<strong>second in the HSS ranking. What is your reaction to the recognition? </strong><br />
	<br />
	Ace College accepts the award with great gratitude and humility. I am thankful to New Business Age Pvt Ltd for granting this award to our college. <br />
	<br />
	<br />
	<strong>What are the top three priorities of your college? </strong><br />
	<br />
	At Ace, we lay a very strong foundation for the all-round development of students. It is not only the intellectual development of the students or the grades that matter. Ace nurtures every student’s potential and brings out the best in them. We try to focus on the weaknesses of our students and help them overcome them. Secondly, we treat our students with respect as all humans are born equal. Lastly, we believe that learning is a lifelong process. We want our students to not just focus on academics, but also experience the real world. <br />
	<br />
	<strong><br />
	How do you assess higher secondary education in Nepal? </strong><br />
	<br />
	There has been a sea change in the field of higher secondary studies in the country in the last 15 years. Colleges, the number of which is growing by the day, have helped enhance the quality of education. Similarly students have more choices. <br />
	<br />
	<strong><br />
	What is your take on the impact of ranking of colleges? </strong><br />
	<br />
	It is a good initiative. Earlier, the ratings were only based on grades. However, this event was organised with a holistic approach. Such events give good platforms for colleges.<br />
	&nbsp;</p>',
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<p class="MsoNormal">
	<strong><strong><span style="font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;mso-bidi-font-family:
&quot;Times New Roman&quot;;mso-bidi-theme-font:minor-bidi">Overall Best : <br />
	</span></strong></strong></p>
<p>
	<strong><br />
	</strong><br />
	<strong>GoldenGate College<br />
	</strong><br />
	E stablished in 2007, GoldenGate College continues to grow from strength to strength and make its mark as one of the best educational institutions in Nepal. <br />
	The college offers six Masters and 13 Bachelors programmes affiliated to Tribhuvan University, Nepal. The college is associated with Advanced Engineering and Management College (AEMC) and GoldenGate Professional Academy (GGPA). <br />
	<br />
	It offers professional courses in Engineering and Chartered Accountancy. The college also offers the +2 courses affiliated to the Higher Secondary Education Board, Nepal. The college is planning to introduce new courses/programmes in the days to come. The programmes in the pipeline are Bachelors in Business Administration (BBA), Bachelor in Information Management (BIM), MSc in Chemistry and MA in Peace, Conflict and Development. <br />
	<br />
	Currently, around 135 teachers have been working in the science faculty whereas there are 98 in management and 25 in humanities stream. The college has 13 different labs. <br />
	Students of the college have shown outstanding performance in Extra Curricular Activities (ECA) such as sports, fine art and music. The pass percentage of the students from this college stands at 92 percent in the past three years. <br />
	<br />
	The college also offers scholarship schemes for deserving and needy students in various categories. The college has been organising separate classes for those students whose performance in the exam is comparatively weak. The college has well-stocked library with 15,000 books.<br />
	<br />
	<br />
	<img alt="" border="1" height="245" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ramesh.jpg" vspace="10" width="200" /><br />
	<strong>Ramesh Silwal <br />
	CEO, GoldenGate College</strong><br />
	<br />
	<br />
	<br />
	<strong>How do you feel on winning the award? <br />
	</strong><br />
	We are happy and proud. We feel that we must now live up to our name. Awards like this motivate us to become more responsible towards our duty. We have realized that to maintain our position, we need to emphasise more on providing quality education to our students. We accept the challenge to move ahead to transform the college into a university. <br />
	<br />
	<strong><br />
	What are three things that helped your college secure the number one position? </strong><br />
	<br />
	We have a clear vision. We have an excellent management team and world-class infrastructure. The performances of our students in the academic and extracurricular activities speak for themselves. All this has helped us secure the top position. <br />
	<br />
	<br />
	<strong>What do you think will be the impact of ranking programmes like this on the education sector? </strong><br />
	<br />
	The ranking programme is unique and different from others as it is very holitistic. New Business Age’s initiative in this regard is really praise-worthy. Such rankings help us know about our own weaknesses and strengths. Events such as these will definitely help the overall development of the education sector in the days to come. <br />
	<br />
	<br />
	<br />
	<strong>What are your suggestions for the overall improvement of colleges? </strong><br />
	<br />
	Schools should take the initiative to develop themselves and teach students ways to address the current scenario and challenges. Education must make students capable of handling all of what life may throw at them.<br />
	<br />
	 </p>',
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			'title' => 'HS Education In Nepal: The Next Leap',
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			'content' => '<p>
	The project on Everest National Higher Secondary Schools Rating-Ranking-Awards 2013 gave the New Business Age - Aarthik Abhiyan family an opportunity to know the standards of HS education in Nepal and its best practitioners from a close quarter. <br />
	<br />
	It is truly heartening to see that HS education has spread across the country reasonably well. The entry of the private entrepreneurs and corporate houses in the education sector has evolved quite emphatically since 2000 in Nepal. Along with HSEB based education, Western A-level education has also evolved in the country. And, unlike neighbouring India, Nepal is providing for multiple specializations at the HS level itself: Humanities, Sciences, Commerce, Management, Hotel &amp; Tourism Management. This contributes to early professional orientation of the students. <br />
	<br />
	However, there are several areas that need special care and concern in the country at the earliest.&nbsp; The community based education or the government funded and controlled education needs to upgrade itself technologically with e-learning and modern teaching tools, and technically with faculty learning to use the same and move to interactive mode of teaching than traditional classroom learning. This sector of school education runs on tax-payers’ money and for the less privileged classes. Their usual lackadaisical approach (though there are some good exceptions) and large-scale political involvement of teachers even at the cost of academics, lead to poverty of education for the children coming from lower income group families. <br />
	<br />
	Also, encouraging corporate houses or private schools to adopt a community school and bring in new technologies for students and training of faculty as corporate social responsibility will be a welcome idea indeed.&nbsp; As for the private sector schools, in urban Nepal, they are the foundation of HS Education as is obvious during our study. And there are various standards of the same: some with good infra-structure and faculty, some much poorer. What is noteworthy is that there is a new crop of good quality schools that are emerging and they do not shy away from reaching out to their audiences through modern branding and marketing techniques. <br />
	<br />
	What needs to be considered here is that there must be strictly enforceable minimum standards of academics, infra-structure, co-curricular activities, library and teaching resources, campus size and facilities, faculty size and quality etc. Many schools have part time and visiting faculty in a larger number than regular full time teachers which is globally unacceptable. <br />
	<br />
	Also, as in several other nations, including India, private schools should keep a certain percentage of their seats for full and half free admissions, purely for children from economically challenged background only. Adopting a community school in the neighbourhood is another healthy practice. However, we must remember that the revenue of private schools is from the students and their guardians and hence the first responsibility of these schools is to their ‘clients’. Stake-holder satisfaction must surely be ensured first and that cannot be just completing the syllabus and ensuring pass percentage. <br />
	<br />
	The performance of a good school, private or aided, must now move from just classroom teaching and pass percentage, to a much advanced multi-pronged approach. There should be inputs like faculty number and quality, sports and cultural facilities, modern teaching tools and e-learning, coaching for higher professional educational after Plus 2, community outreach, special care for weak students and integrating parents in the system. And there should be output factors like pass percentage and divisions, awards won in sports and ECA activities, collaborations and visits, community impact around the school. All of these leading to the holistic growth of the child committed to knowing, doing and being.<br />
	<br />
	 </p>',
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			'article_category_id' => '140',
			'title' => 'Food Depots For Flood Victims',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By TC Correspondent</strong><br />
	<br />
	Government has decided to set up food depots in Dadheldura disctrict to provide relief to the victims of the last week’s floods in the Far-Western region. The disaster has displaced 231 families (1,155 people) and affecting 837 families (4,175 people). A total of 25 people have died four injured and 11 missing, claims International Federation of Red Cross and Red Crescent Societies. <br />
	<br />
	A meeting chaired by Chief Secretary Leela Mani Poudyal and participated by secretaries from the Ministries of Home, Commerce and Finance and a representative of the Nepal Army, decided to set up depots for the convenience of flood and landslide victims. Depots of the National Trading Corporation and Salt Trading Corporation will be set up and food supply will resume in areas that lack a road network.The government also decided to use Nepal Army helicopters to transport food items such as rice, pulses, cooking oil, salt and other essentials and relief packages. Meanwhile, the government on Friday released Rs 500 million for the reconstruction of physical infrastructure in the flood-hit areas of Darchula district. The meeting also decided to increase the annual budget of Central Natural Disaster Relief Committee (CNDRC) by Rs 100 million. <br />
	<br />
	Meanwhile, Nepali Congress (NC) President Sushil Koirala has asked all active members of the party to donate at least Rs50 per member for the people affected by flood and landslides in far western Nepal. Issuing a press statement on Friday, Koirala asked all active members living both within Nepal and abroad to compulsorily donate this amount. <br />
	<br />
	Further, 700 Nepali pilgrims who were stranded after heavy rains triggered massive floods in India have been rescued by Indian authorities and rescue teams in Uttarakhand. Those rescued now residing in Haridwar. Meanwhile, the number of Nepalis missing in recent flooding in Uttarakhand is rising. More than 24 additional cases of missing Nepali pilgrims were reported on Friday.<br />
	<br />
	 </p>',
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			'id' => '1146',
			'article_category_id' => '142',
			'title' => 'Poll Update (10 - 16 Asar 2070 BS)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>18 Parties in Baidya-led Alliance Decide to Participate in Polls </strong><br />
	<br />
	Eighteen of the 33 parties in the alliance led by Mohan Baidya’s CPN-Maoist have decided to take part in the elections. At a press conference on Friday, the 18 parties announced their decision. They have also formed a separate alliance ‘progressive democratic national front’.Bishnu Raj Aryal, chairman, CPN-ML (Socialist), said the government should create favourable atmosphere so that the CPN-Maoist and other groups could join the electoral process. <br />
	<br />
	<br />
	<br />
	<br />
	<br />
	<strong>Nepal Police Ready for the Polls </strong><br />
	<br />
	Deputy Inspector General (DIG) Nawaraj Silwal, at a press meet hels at the police hadquarters on Thursday said that they are prepared to ensure safety and security for the upcoming Constituent Assembly (CA) polls. He also said that the Nepal Police was ready to deploy around 80 percent of personnel to create an enabling environment for conducting the election.He, however, said that the number may vary depending on the number of personnel to be deployed by Nepal Army and Armed Police Force. He further said that a Central Election Desk has been formed to come up with security measures for the safety of voters, election candidates, political party leaders, polling stations across the country.<br />
	<br />
	<br />
	<br />
	 </p>',
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			'article_category_id' => '141',
			'title' => 'News In Brief (10 - 16 Asar 2070 BS)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Jewelry Shops Opened from Saturday <br />
	</strong><br />
	Bullion traders who were on a nationwide strike since last Wednesday have called off their protest from Saturday after the government formed a seven-member taskforce to formulate monitoring guidelines. Traders had closed the shops, demanding government to formulate market monitoring guidelines and to protest government action against three jewelry shops. A meeting held between bullion traders and the government at the Department of Commerce and Supply Management (DoCSM) formed a seven-member taskforce with authority to formulate market monitoring guidelines and address the issues raised by bullion traders. <br />
	<br />
	<br />
	<strong>Govt Transfers Six Secretaries <br />
	</strong><br />
	The cabinet meeting held on June 13 has decided to transfer seven secretaries and 10 DIGs of the Nepal Police. A Cabinet meeting transferred Energy Secretary Hari Ram Koirala to the Vice President’s office. Government sources said Koirala was transferred due to the controversy over the Upper Trishuli 3A capacity upgradation in which he was actively pushing for the project’s upgradation. Bishwa Prakash Pandit, secretary at the Water and Energy Commission, has replaced Koirala. <br />
	<br />
	Likewise, Commerce Secretary Lal Mani Joshi has been transferred to the Ministry of Cooperatives and Poverty Alleviation, while Ganesh Raj Joshi has been sent to the Forest Ministry from the Commission for Investigation of Abuse of Authority. Krishna Chandra Paudel, secretary of the Ministry of Forest and Soil Conservation, has been shifted to the Water and Energy Commission. Regional Administrator of the Mid-Western Development Region, Sharad Prasad Trital, has been sent to the President’s office and Eastern Region Administrator Janardan Nepal to the Finance Ministry. The cabinet meeting also decided to create 3,243 new posts in the Armed Police Force to enhance border security. <br />
	<br />
	<img alt="" border="1" height="204" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/jpgupta.jpg" vspace="10" width="184" /><br />
	<strong>JP Gupta likely to join TMDP <br />
	<br />
	</strong>JP Gupta, a former CA Member is looking forward to join the Mahanta Thakur-led Tarai Madhes Democratic Party (TMDP). At a time when Madhes-based parties have intensified negotiations for mergers and alliances in view of the upcoming Constituent Assembly (CA) election, JP Gupta is seeking to join TMDP in a bid to secure the strength of Madhes-based parties in the Constituent Assembly election. Gupta is heading the Tarai-Madhes National Campaign after his release from jail.<br />
	 </p>',
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			'title' => 'The Election Path Is Not As Rosy As We Think',
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	<strong>Siromani Dhungana</strong><br />
	<br />
	E lections 2013 are going to be held in the same circumstances in which 2008 CA elections were held. Almost same faces, mainly same political parties and more or less same agenda. Some politicians have changed their parties but the ideological division that existed in 2008 remains unchanged. <br />
	<br />
	The problem is politicians are divided not on the basis of ideology or philosophy rather on the basis of their personal interest and benefit. There is wide rift between communists and non-communist forces. The division, at the moment, is in its worst level. There is division within communist forces and also within non-communist forces too. This deep division, almost to the level of hatred, may create obstacles in the election process. It will certainly be a stumbling block in the constitution writing process as it was before. <br />
	<br />
	Had the division or rift been based on ideology, philosophy, issues and agenda, forging consensus would have been less difficult. There can be no solution to personal egos, petty interests and simple hunger for power. People know that our politicians are corrupt and incompetent and hell bent on amassing cash and misusing public resources. That has to stop. <br />
	<br />
	Recently, Mohan Baidya has hinted that his party will not obstruct the election process but boycott it. But the CPN-Maoist, popularly known as the Dash Maoist, along with 41 fringe parties, imposed a general strike on Sunday showing their rage in full throttle. <br />
	<br />
	Though in small numbers in streets, strike enforcers were able to create fear and an atmosphere of intimidation even in Kathmandu valley. With the experience of running a brutal civil war, Baidya and his fellows know how to create psychological pressure among general public. Even a small incident of violence may discourage voters to cast their vote. That is because leaders haven’t given people any incentive to go to voting booth by putting their personal safety at risk. <br />
	<br />
	The incumbent government also has time to a tough face challenge from the Dash Maoist. Demands of other fringe parties can be managed but depends on how this government handles the issue. Tension in Tarai region is in hibernation at the moment. After dissolution of the CA, many underground groups shunned violence. But they may resume their violent activities to create pressure on government as election date approaches. <br />
	<br />
	Present Chief Justice-led government was formed and stands on a rather weak ground. It doesn’t have moral authority as it has breached the norms of separation of power. It is not very fair to expect very effective performance from this government. On the other hand, none of the political parties are fair enough to conduct a free, fair and peaceful election. In the past, Nepali Congress, CPN (UML) and UPCN Maoist have all captured booths- just that Maoists did it in a more effective manner in 2008 elections. Election monitoring organizations are present mainly on urban areas and, the problem is, they too are not beyond political influence. So the situation is bleak. But then we have no choice but to walk the path to elections.<br />
	 </p>',
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			'title' => 'Humla Destination Brand Launched In Simikot',
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			'content' => '<p>
	The Great Himalaya Trail Development Programme in co-operation with local stakeholders unveiled the new Humla destination brand. It includes the electrification of teashops along the Great Himalaya Trail that is hoped to bring benefits to small-scale entrepreneurs. The Tourism Development Committee of Humla and The Great Himalaya Trail Development Programme (GHTDP) jointly launched the GHT Humla destination brand and logo in Simikot this Friday, 14 June. All major political parties as well as the Chief District Officer (CDO), Local Development Officer (LDO), members of the Chamber of Commerce, tourism entrepreneurs in the districts, journalists and civil society members were present during the program. <br />
	<br />
	Mim Hamal, team leader of the GHTDP, presented the Humla brand and logo to district stakeholders. "The new GHT Humla brand and logo will be incremental in promoting the destination internationally and within Nepal and is thus an important tool for tourism development in the district", said Hamal. <br />
	<br />
	During the same event, Nepal Trust Humla in cooperation with the Durango Daybreak Rotary Club USA and GHTDP, distributed solar lamps to more than 165 small teashops and teahouses along the Humla section of the Great Himalaya Trail from Chankheli to Hilsa. The initiative is targeted towards helping small-scale entrepreneurs who survive on meagre capital and are facing difficulties due to the lack of electricity. Through alternative energy sources, dependency on wood is reduced, helping to decrease deforestation and pressure on the local ecosystem while at the same time alleviating health problems due to smoke from indoor&nbsp; fireplaces.</p>',
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			'article_category_id' => '151',
			'title' => 'Criteria Of Evaluation On A Total Of 100 Points',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<br />
	(A) <strong>Size and Infrastructure of the School: </strong>10 points <br />
	<br />
	<br />
	(i) <strong>Size of the School: </strong>owned &amp; large (5); owned &amp; average (4); owned and small (3); rented and large (3); rented and average (2); rented and small (1) <br />
	(ii) <strong>Infra-structure of the school: </strong>Above 6 labs/ workshops (5); 4 to 5 labs (4); 2 to 3 labs (3); 1 lab (2); any other practical workshop (1). <br />
	<br />
	<br />
	(B) <strong>Batch Sizes in HS classes and Teachers’ numbers and background: </strong>05+ 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Batch Sizes: </strong>multiple subjects and above 3000 students (5); multiple and above 1500 (4); multiple and above 800 (3); above 500 (2); others (1). <br />
	(ii) <strong>Teachers’ Numbers: </strong>above 300 (5); above 200 (4); above 100 (3); above 50 (2); below 50 (1). <br />
	<br />
	<br />
	(C) <strong>HS Academic Results of two years: </strong>20 points: average marks of the school in a year pro-rated on 10 points for each year (2068 and 2069). <br />
	<br />
	<br />
	(D) <strong>Co-curricular Activities and Sports: </strong>10: <br />
	<br />
	<br />
	(i) <strong>Co-curricular activities: </strong>Multiple&gt;4-5 activities with external experts/ support (5); multiple&gt;4 activities (4); some&gt;3 regular activities (3); few activities (2). <br />
	(ii) <strong>Sports: </strong>Multiple Sports&gt;5 with awards (5); Multiple Sports&gt;4 (4); Some Sports&gt;2-3 (3); Basic Sports (2). <br />
	(E) <strong>Awards won: </strong>05 points (P) <br />
	<br />
	<br />
	<strong>Multiple awards, </strong>multiple areas, national &amp; international also (5); Multiple awards, multiple areas, local to national (4); Some awards, some areas, local largely (3); Few awards in few areas (2). <br />
	<br />
	<br />
	<br />
	<br />
	(F) <strong>Social Work + Special Support to weak students: </strong>05 + 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Social Work: </strong>multiple types&gt;5 with impact/scholarship (5); multiple types&gt;4 (4); multiple types&gt;2 (3); a few social activities (2). <br />
	(ii) <strong>Support to Weak Students: </strong>High &amp; Varied Ways (5); High &amp; Some Ways (4); Some Support (3); Limited Support (2); Rarely (1). <br />
	<br />
	<br />
	(G) <strong>Teaching Tools + Library Resources: </strong>05 + 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Teaching Tools: </strong>Modern &amp; Online Tools adequately used (5); Modern &amp; Online Tools just started/less (4); Modern tools introduced (3); Traditional tools (2); Hardly any (1). <br />
	(ii) <strong>Library Resources: </strong>Large and diverse with online resources (5); Good and diverse library (4); Reasonable library resources (3); Basic Library (2) <br />
	<br />
	<br />
	(H) <strong>Engineering/Medical admission preparations + Engineering/Medical/ Management Admission Results: </strong>02+08: 10 <br />
	<br />
	<br />
	(i) <strong>Preparations through School: </strong>Yes, Good (2); Yes, Basic (1) <br />
	(ii) <strong>Admissions (2011/2068): </strong>Very Good in figures (4); Good (3); Average in figures (2) <br />
	(iii) <strong>Admissions (2012/2068): </strong>Same as above. <br />
	<br />
	<br />
	(I) <strong>Collaborations (external) + Integrating Parents in education: </strong>05 + 05: 10 points <br />
	<br />
	(i) <strong>Collaborations: </strong>Many International and National (5); Some International &amp; National (4); Some National and Local (3); Some Local only (2) <br />
	(ii) Integrating Parents: Institutionalized and regular (5); Reasonably good (4); At times as necessary (3); Once or twice in a year (2); Reports only (1) <br />
	<br />
	<strong>(J) Any other major achievements: 05 points </strong><br />
	Score dependent on anything major and different from what all noted above. Excellent (5); Good (4); Fair (3); Rare(2). <br />
	<br />
	<br />
	<strong>TOTAL: 100 points. </strong><br />
	<br />
	Rating and ranking was done on the basis of the above parameters based on voluntary disclosures and written reports on each of these criteria from the HS Schools and also on the basis of the published HS Board results.<br />
	<br />
	<br />
	<br />
	<br />
	 </p>',
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			'title' => 'Overall Second Runner-Up',
			'sub_title' => '',
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			'content' => '<p>
	<strong>A College should Guide their Students Towards a Secured Future<br />
	<br />
	</strong><br />
	<strong>Kathmandu Model College (KMC)<br />
	</strong><br />
	K athmandu Model College (KMC) is located in the heart of the city in Bagbazaar. Its students have achieved excellent academic results in the Humanities, Science, and Management streams alike. Established in 2000, KMC also offers Bachelor’s level programmes such as BBA, BBS and BA in addition to +2 (in Science, Commerce and Humanities). The college launched its MA in English five years after its establishment. The college says it chose its name to befit its objective – to create a new model in the academic sector. <br />
	<br />
	KMC has successfully organised various interaction programmes with national and international scholars, who have delivered lectures to students and the staff. The college invites and welcomes students who have completed their +2 to join its Bachelor level programmes in Humanities and Social Science (BA), Business Studies (BBS) and Business Administration (BBA) and those who have completed Bachelors in English to join its master level programmes in Humanities. KMC values hard work, discipline and above all, academic excellence. Around 98 teachers work at the college.<br />
	<br />
	<br />
	<img alt="" border="1" height="150" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/muktiram.jpg" vspace="10" width="150" /><br />
	<br />
	<strong>Muktiram Aryal <br />
	Chief Co-Ordinator, KMC<br />
	</strong><br />
	<strong><br />
	KMC has been ranked one of the best colleges in Nepal. How do you feel? </strong><br />
	<br />
	I am really happy. I really appreciate the initiative taken by New Business Age Pvt Ltd. We are thankful to the organisers. <br />
	<br />
	<strong><br />
	What are three things that make your college stand out from the rest? </strong><br />
	<br />
	We encourage our students to be self-motivated. We have a disciplined environment. Our teachers provide good counseling to our students. <br />
	<br />
	<br />
	<strong>What do you will be the impact of ranking programemes such as this on the education sector? </strong><br />
	<br />
	It will have a very good impact in the education sector. First of all, it is a very new concept. It will encourage colleges to improve their infrastructure and academic quality. <br />
	<br />
	<strong><br />
	Would you like to give some suggestions to improve plus-two colleges in the country? </strong><br />
	<br />
	Every college has to remember that the youth are the future leaders of our country. We must encourage them to be disciplined. A college should guide their students towards a secured future. Career counseling is also essential for students. It will be better if the colleges start career counseling services.<br />
	<br />
	<br />
	 </p>',
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			'article_category_id' => '122',
			'title' => 'Shanker Group: Steely Presence In The Market',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><img align="left" alt="" height="171" src="https://lh4.googleusercontent.com/aI5548f4-j7YVgxBWCFwxhmcG7mYdb8pBzPMJ6KKTw=w182-h207-p-no" width="150" /><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Shahil Agarwal<br />
	Joint Managing Director<br />
	Shanker Group of Industries &amp; Trading House<br />
	</strong></p>
<p>
	<strong>By Sushila Budhathoki</strong></p>
<p>
	Everytime, when veteran Actor Rajesh Hamal attracts viewers with his convincing voice in a TV commercial of Jagdamba Steels, they have a picture of a giant, down to earth steel company built from some big money. But it was only the dedication and optimism of the investor that turned once the flop steel industry into a successful business empire. All in all, the Sanker Group (SG), owner of the steel company that now owns 30 other operating companies in its different industrial sectors, had to wait for around 40 years to experience the achievement.&nbsp;</p>
<p>
	The credit of the success that the group has achieved so far all goes to Shanker Lal Golyan according to Shahil Agrawal, Joint Managing Director of Shanker Group of Industries &amp; Trading House. Shahil, also the son of Golyan, says, “My father was very hard working. He worked continuously for the development of the company all his life.” Shankar Lal Golyan continued and extended the business after his father Rawat Mal Golyan, originally from Myanmar, started business with a button industry during 1960 in Nepal. And after 19 years, in 1979, he formed Shanker Group.&nbsp;</p>
<p>
	<img align="middle" alt="" height="201" src="https://lh6.googleusercontent.com/7-TjB_ViRl25JkN6dQe19fNMEqrmzC-Qlq81QVj6_A=w309-h207-p-no" width="300" /></p>
<p>
	Investment in the steel company was the group’s fourth attempt in doing a business since the previous investment in trading, manufacturing and again in trading bore no fruit. The SG started manufacturing buttons during 1960 after their trading business saw no good sign. And again, the button industry did not perform well and they returned to trading business again. According to Shahil, they were forced to find an option and entered into manufacturing industry again when the second attempt in trading business got full stop for around two years. “Like many industrialists we also faced many ups and downs in our business. But we never give up. This has been our main strength since the inception,” he shares.&nbsp;</p>
<p>
	<strong>Leading the Construction Market </strong><br />
	The largest companies in the group, Jagdamba Steels and Jagdamba Cement are strengthening group’s brand strengths in Nepali steel and cement market with a market share of 55% and 35% respectively. Apart from steel and cement, the group’s specialization is also in plastics, textiles, FMCG, automobile and electronics. Jagdamba Steels is one of the biggest private companies in Nepal in terms of turnover (225 million dollars) followed by packaging industry (50 million dollars), cement industry (100 million dollars), textile industry (45 million dollars)and FMCG industry (30 million dollars) among others. These manufacturing companies are located at Simara, Jitpur, Lumbini, Bhairahawa and Parwanipur.&nbsp;</p>
<p>
	The total revenue of SG was approximately 500 million dollars in 2011/12. Companies in SG also export few of the products to India and other neighbouring countries. According to Shahil, most of the companies in Nepal are the main target customers of the group and it is currently in the process of extending its spread in markets which are new and also expand in the ones where it already exists. Shahil says, “We are performing according to the market dynamics. Now both trading and manufacturing are important and we have invested 50 per cent in trading and 50 per cent in manufacturing.” </p>
<p>
	<strong>Management strategies </strong><br />
	The company regards itself among those system and process driven companies. Targeting from top to bottom and from bottom to top level is one of the management strategies of SG. According to Shahil, the management hires people who are better than anyone of them in that particular field. </p>
<p>
	The group believes development of present manpower while giving them bigger challenges. It has been also conducting various training programmes within the groups and outside, especially in the automobile and electronics sectors to strengthen human resource capacity. Around 10,000 employees are currently working in the group, out of which the steel industry employs over 4,500. </p>
<p>
	<strong>Challenges</strong> <br />
	Like many business giants in Nepal, the group also sees too many challenges, yet too many opportunities. According to Shahil, because Nepal is in the development stage, the country has various limitations attached to a particular industry, as most of the businesses are dependent on the neighbouring countries. He says, “We also face a lot of local problems relating to electricity, labour, strikes among others. However we are trying to exploit the water resources, tourism which will eventually also help develop various industries and increase exports from Nepal.” </p>
<p>
	On the other hand, the continuous competition in the market has taught the group to overcome the challenges. Shahil says, “We focus in highest level of technologies and the best manpower to produce our products and we market them well. We also believe in continuous development at all levels, especially when it comes to innovations.” </p>
<p>
	<strong>Extension Plans </strong><br />
	The group is planning to enter into a new cement/clinker production project in near future. If this plan is implemented, it would be one of the largest inter-grated cement plants in Nepal, close to Kathmandu. There are also plans to increase the cement production up to 3 Million Tons by the year 2015. </p>
<p>
	Likewise, it is also planning to increase capacity of its steel production to 1.2 Million tons by the year 2015. In packaging sector there are plans to expand the capacity of non woven fabrics and also the expansion of the capacities of AD*Star Bag’s with sophisticated European technology. The capacity of the textile industry will also reach 30,000 Metric Tons by the year 2015. Currently, the annual capacity of the cement industry is 0.8 Million Tons. Likewise, the annual Capacity of steel production, packaging industry and textile industry is 1.1 Million Tons, 36,000 Tons and 15,000 tons respectively. </p>
<p>
	It aims to become a leading company for Instant Noodles in Nepal. There are also plans for producing energy drinks and expanding the FMCG business by introducing different snack items such as wafers, cheese balls, etc in near future. </p>
<p>
	Setting up a greenfield project for Instant Noodles in Assam, India is also in its expansion plans. Similarly, in electronics, it is planning to establish an SKD line to manufacture LCD and LED television in Nepal. And in automobile, it is planning to expand the automobile business into commercial and passenger vehicle categories. </p>
<p>
	<strong>CSR Activities </strong><br />
	According to Shahil, the group is concentrated in CSR activities mainly through steel and cement companies. It is focused on helping the neighboring villages by supporting them in local development activities, such as building schools, hospitals, water, bridges, sanitation among others. The group has also worked with N-SET for the awareness campaign of earthquake safety and preparation and has produced and played various TV and press commercials. The group has also trained some local masons on using steel while making buildings in various parts of the country.<br />
	<strong><br />
	Memorable History </strong><br />
	The steel business that has been the symbol of SG did not progress overnight. There were already 30 companies with similar products, out of which 20 closed down due to the losses after the group joined in the line. However the group did not crave for other business options and determined to stick to the steel business. Shahil says, “The first six years were very hard to survive but we did not give up. We had a positive attitude and we were confident that the business would take a good turn.” </p>
<p>
	And as expected, the industrial sector started reviving after 2000 and according to Shahil, it was the major turning point for the group. The development of housing companies, cities and infrastructures ultimately grew the number of clients of the steel company. This eventually inspired the group to invest in various other companies mainly in the industries producing construction materials. In 1996, the group established Jagdamba Wires and also established Jagdamba Enterprises, Jagdamba Synthetics, Jagdamba Roto Packaging, Jagdamba Cement, Subha Shree Jagdamba Cement among various others one after another.<br />
	<br />
	 </p>',
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<p class="MsoNormal">
	<b style="mso-bidi-font-weight:normal">Pawan Chitrakar <br />
	Director <br />
	Himalayan Spring Water Ltd</b></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>By Sujan Dhungana</strong></p>
<p class="MsoNormal">
	 </p>
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	Himalayas’ ONTOP mineral water is an example of how foreign investment can help promote the domestic industry in Nepal.</p>
<p class="MsoNormal">
	 </p>
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	The brand, first launched by Korean Investment Pvt Ltd in 2007, has not only become a favourite among banks, INGOs, NGOs, restaurants and big corporate houses, but has also gone international.</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	“Our products were new for the market when we first launched them. Our objective was to create an aware consumer base that appreciates our peculiarity,” said Ganga Dhital, Manager of Himalayan Spring Water.</p>
<p class="MsoNormal">
	 </p>
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	The company was established by the Korean firm with an initial capital of $ 60 million. It adopted reverse osmosis process to rid the pristine water from Langtang National Park, Rasuwa, of impurities. In order to maintain the original taste of the collected water, the company uses series of filtration processes such as sand filtration and carbon filtration.</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	With an increasing demand in both the domestic and international markets, Mukti Shree Pvt Ltd, a domestic company combined forces with the Korean initiative to explore the market.</p>
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	 </p>
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	“As it was a new product in the market with comparatively high price, it was difficult get people to buy. However, Himalayas’ ONTOP primarily focused on the quality of the water and started direct campaigns door-to-door awareness programmes in the Nepali market,” informed Dhital.</p>
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	 </p>
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	Few years ago the upgraded to AVE machines from Italy to fill and package water using four-step filtration through micro filters of up to 0.2 micron.</p>
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	 </p>
<p class="MsoNormal">
	Pawan Chitrakar, director of the states that the market acknowledged the spring water’s true quality later. He says “We tried to give our consumers original mineral water rather than just processed water, and finally we succeeded.”</p>
<p class="MsoNormal">
	The company asserts that the market today is very competitive and any product really needs a good branding. “Though we have not launched big campaigns till date, we are planning to do so soon,” says Dhital. “Since our basic target are business executives, we have put up some advertisement at the International Airport and in at the domestic airport in Pokhara.”</p>
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	 </p>
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	“Banks, INGOs, NGOs, restaurants and big corporate houses have liked our product. We are also exporting our products to India, Korea, Hong Kong and the UAE.”</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	The company, together with Dynamic Dreams Trade Link Pvt Ltd -- the sole distributor, is planning to come up with a new 15-liter jar in the market. “We will try giving the best to our customers and I urge consumers to be health-conscious,” Dhital concludes.</p>
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	 </p>
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	 </p>
<p class="MsoNormal">
	<b style="mso-bidi-font-weight:normal">Manufacturing Technology </b></p>
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	 </p>
<p class="MsoNormal">
	ONTOP’s plant is located at Langtang <span style="mso-spacerun:yes">&nbsp;</span>National Park -- 2,000m above the sea level. The factory uses a fully automated bottling system. The water passes through upgraded AVE machines imported from Italy. The plant uses NISSIE machines from Japan to do the bottling.</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<b style="mso-bidi-font-weight:normal">Achievements </b></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	Himalayas’ ONTOP has been recognized by www.finewaters. com as the ‘Best Drinking Water in the World’ and also awarded the best Designed Bottle by Pentawards, France (2008).</p>',
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			'title' => 'Sponsors’ Feedback (24 - 30 June 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Abheek Jyoti <br />
	Chairperson <br />
	Nepal General Marketing Pvt Ltd </strong><br />
	<br />
	<br />
	I appreciate the novel concept. The process of rating and ranking was carried out taking into account the physical infrastructure, quality of education and teaching methodology of colleges. I believe that such events will help improve the condition of colleges in future. I hope that in the future not only colleges but universities also take part in the event.<br />
	<br />
	<br />
	<img alt="" border="1" height="206" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/tanka.jpg" vspace="10" width="170" /><br />
	<strong>Tanka Lal Shrestha <br />
	Co-ordinator <br />
	Prime Chartered Academy Pvt Ltd <br />
	</strong><br />
	The event was a good initiative on the part of New Business Age. I believe that it will have a positive impact on the growth of the educational institutions. The noticeable thing was that various parameters were taken into account while ranking the colleges. The method used was scientific. I believe that the top colleges will continue to maintain their high standards. Others should improve their education system to improve their ranking.<br />
	<br />
	<br />
	<br />
	<img alt="cia" border="1" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/CIA.jpg" vspace="10" /><br />
	<br />
	<strong>Balchandra Prabaha <br />
	Chairperson <br />
	CIA Pvt Ltd <br />
	</strong><br />
	I found that this rating and ranking of the higher secondary schools has given a platform to higher secondary schools and colleges to showcase what they have to offer to students. I believe that this will leave a positive impact on Nepal’s education system. It will inspire schools to adopt modern and scientific methods of teaching.<br />
	<br />
	 </p>',
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			'sub_title' => '',
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			'content' => '<p>
	<strong>Sujit Mundal <br />
	Director <br />
	Standard Chartered Bank Nepal <br />
	</strong><br />
	<br />
	I express my heartfelt gratitude towards New Business Age for organizing such a commendable event. It is my pleasure that I was one among the jury members. I believe that the event was in fact a platform of recognition for higher secondary schools and the entire education sector. The schools that were awarded were the result of hard work they did and the commitment they showed towards entire education sector. I also believe that the judgment process was scientific as the result was announced on the basis of multiple parameters. <br />
	<br />
	<img alt="" border="1" height="198" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/narottam.jpg" vspace="10" width="171" /><br />
	<strong>Narottam Aryal <br />
	Executive Director <br />
	King’s College </strong><br />
	<br />
	<br />
	I feel honoured to be a part of the jury. This very first attempt of the New Business Age is very innovative. Though we have been talking about practical education for long it has not been properly implemented. We have used diverse parameters to decide the ranking and rating of each participant school. I believe that such functions will encourage colleges to be more accountable and responsible. <br />
	<br />
	<img alt="" border="1" height="205" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/roshee.jpg" vspace="10" width="178" /><br />
	<strong>Roshee Lamichhane <br />
	Full Time Faculty <br />
	KMC<br />
	</strong><br />
	<br />
	I take it as my pleasure and a privilege to be part of the esteemed jury. Let me start by appreciating the novel initiative taken by the vibrant Nubiz team in coming up with rating and ranking for HS schools -- the first of its kind in Nepal. The rating and ranking process was to large extent scientific and involved both qualitative and quantitative parameters. It was different from other rankings, which were largely based on academic performance of students. I am sure this event has spurred and motivated the schools to be more conscious towards their education business and improve upon it while enabling the discerning students to choose the best educational institutions among scores of institutions.&nbsp;</p>
<p>
	<br />
	<br />
	<img alt="" border="1" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/Dinesh.jpg" vspace="10" /><br />
	<strong>Prof Dinesh Chapagain <br />
	Educationist <br />
	</strong><br />
	New Business Age deserves gratitude and appreciation for successfully completing the ranking ceremony following new standards and processes. Other media have done these sorts of rankings prioritizing on secondary data. But this particular rating-ranking was done based on different parameters as college management and educational system, and was more scientific.<br />
	 </p>',
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			'article_category_id' => '91',
			'title' => 'Expert Indicates Insufficient Aid For Trade In SAARC Region',
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	<strong>By Sujan Dhungana/Suraksha Adhikari<br />
	</strong><br />
	Aid for Trade (AFT) amount received by the South Asia for financing regional projects is grossly insufficient to meet the requirement of the region, according to South Asia Watch on Trade, Economics and Environment (Sawtee). Unlike the global trend, where economic infrastructure constitutes the major component of AFT (56 percent on an average between 2006-2010), regional funding in South Asia focuses predominantly on building productive capacity and trade development, according to economist Ratnakar Adhikari, who is also chief executive director at Sawtee.<br />
	<br />
	What South Asia has received so far in the form of regional funding between 2005 to 2010, i.e., US$ 111 million in disbursement is a paltry 2 percent of the requirement of a single country Bangladesh of the region for which investment requirement for enhanced connectivity has been calculated at US$ <br />
	5.2 billion, he added. <br />
	<br />
	Unless and until a “regional champion” emerges and regional organisation such as SAARC is convinced of the need to pursue the idea and funding can be substantially scaled up the regional AFT in South Asia will remain a chimera, he claimed. South Asia is the least integrated region in the world in terms of trade, investment, connectivity and a host of other indicators, according to him. <br />
	<br />
	The blamed the reluctant of national governments to own regional projects for taking necessary initiatives in AFT. He said that the donor agencies together with regional banks and organisations should explore the merits of establishing a Regional Aid-for-Trade Committee to improve the existing AFT situation. <br />
	<br />
	<br />
	<strong>AFT and Nepal<br />
	</strong><br />
	The overall amount channeled to Aid for Trade in Nepal is even worse, Adhikari claimed. It has been found that the investment under infrastructure categories is also disbursed as AFT amount, he said, adding that the country cannot calculate the actual AFT amount in such circumstances. “The government should dare to take concrete measures for trade facilitation which ultimately will have impact on overall economy,” he reiterated.<br />
	<br />
	<br />
	<br />
	<strong>Aid for Trade<br />
	</strong><br />
	Aid for Trade is a broad concept inspired by Doha Round of World Trade Organisation that includes financing for various areas related to improving countries’ capacity to trade. It is assistance to support developing countries’ efforts to expand their trade as a tool to help growth and reduce poverty.<br />
	<br />
	<br />
	 </p>',
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			'title' => 'Ace Nurtures Student’s Potential To Bring Out The Best',
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	<b><span style="font-size:16.0pt;line-height:115%;
mso-bidi-font-family:&quot;Century Gothic&quot;;color:#B11015">Overall </span></b><span style="font-size:16.0pt;line-height:115%;mso-bidi-font-family:&quot;Century Gothic&quot;;
color:#221E1F">Runner-Up </span></p>
<p>
	<br />
	 </p>
<p>
	<strong>Ace Higher Secondary School</strong><br />
	<br />
	<br />
	Ace Higher Secondary School, a conscientious learning centre where students rediscover themselves and learn to be thoughtful and responsible managers and leaders, was established in 1999. Established with the vision of enhancing capacity of individuals and institutions in Nepal to contribute to the nation’s development, Ace broke new ground by launching the first Executive MBA programme in Nepal in 1999 itself. Ace Institute’s MBA programme has acquired a distinguished reputation of being the most rigorous and fulfilling experience. <br />
	<br />
	The higher secondary programme of Ace Higher Secondary School, a spinoff of Ace Institute of Management, has established itself as students’ first choice programme in the management stream. In a short span of five years, Ace A-Level has distinguished itself from the crowd with its individual centered approach to learning and focus on management and social sciences stream only. <br />
	<br />
	<img alt="" border="1" height="77" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ace.jpg" vspace="10" width="400" /><br />
	<br />
	<strong>Other programmes offered by Ace include MBA, EMBA, BBA-BI, MBAe and ASH.</strong><br />
	<br />
	<strong><img alt="" border="1" height="209" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ashish.jpg" vspace="10" width="200" /><br />
	Aashish Tiwari <br />
	Director</strong><br />
	<br />
	<strong>second in the HSS ranking. What is your reaction to the recognition? </strong><br />
	<br />
	Ace College accepts the award with great gratitude and humility. I am thankful to New Business Age Pvt Ltd for granting this award to our college. <br />
	<br />
	<br />
	<strong>What are the top three priorities of your college? </strong><br />
	<br />
	At Ace, we lay a very strong foundation for the all-round development of students. It is not only the intellectual development of the students or the grades that matter. Ace nurtures every student’s potential and brings out the best in them. We try to focus on the weaknesses of our students and help them overcome them. Secondly, we treat our students with respect as all humans are born equal. Lastly, we believe that learning is a lifelong process. We want our students to not just focus on academics, but also experience the real world. <br />
	<br />
	<strong><br />
	How do you assess higher secondary education in Nepal? </strong><br />
	<br />
	There has been a sea change in the field of higher secondary studies in the country in the last 15 years. Colleges, the number of which is growing by the day, have helped enhance the quality of education. Similarly students have more choices. <br />
	<br />
	<strong><br />
	What is your take on the impact of ranking of colleges? </strong><br />
	<br />
	It is a good initiative. Earlier, the ratings were only based on grades. However, this event was organised with a holistic approach. Such events give good platforms for colleges.<br />
	&nbsp;</p>',
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	<strong><strong><span style="font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;mso-bidi-font-family:
&quot;Times New Roman&quot;;mso-bidi-theme-font:minor-bidi">Overall Best : <br />
	</span></strong></strong></p>
<p>
	<strong><br />
	</strong><br />
	<strong>GoldenGate College<br />
	</strong><br />
	E stablished in 2007, GoldenGate College continues to grow from strength to strength and make its mark as one of the best educational institutions in Nepal. <br />
	The college offers six Masters and 13 Bachelors programmes affiliated to Tribhuvan University, Nepal. The college is associated with Advanced Engineering and Management College (AEMC) and GoldenGate Professional Academy (GGPA). <br />
	<br />
	It offers professional courses in Engineering and Chartered Accountancy. The college also offers the +2 courses affiliated to the Higher Secondary Education Board, Nepal. The college is planning to introduce new courses/programmes in the days to come. The programmes in the pipeline are Bachelors in Business Administration (BBA), Bachelor in Information Management (BIM), MSc in Chemistry and MA in Peace, Conflict and Development. <br />
	<br />
	Currently, around 135 teachers have been working in the science faculty whereas there are 98 in management and 25 in humanities stream. The college has 13 different labs. <br />
	Students of the college have shown outstanding performance in Extra Curricular Activities (ECA) such as sports, fine art and music. The pass percentage of the students from this college stands at 92 percent in the past three years. <br />
	<br />
	The college also offers scholarship schemes for deserving and needy students in various categories. The college has been organising separate classes for those students whose performance in the exam is comparatively weak. The college has well-stocked library with 15,000 books.<br />
	<br />
	<br />
	<img alt="" border="1" height="245" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ramesh.jpg" vspace="10" width="200" /><br />
	<strong>Ramesh Silwal <br />
	CEO, GoldenGate College</strong><br />
	<br />
	<br />
	<br />
	<strong>How do you feel on winning the award? <br />
	</strong><br />
	We are happy and proud. We feel that we must now live up to our name. Awards like this motivate us to become more responsible towards our duty. We have realized that to maintain our position, we need to emphasise more on providing quality education to our students. We accept the challenge to move ahead to transform the college into a university. <br />
	<br />
	<strong><br />
	What are three things that helped your college secure the number one position? </strong><br />
	<br />
	We have a clear vision. We have an excellent management team and world-class infrastructure. The performances of our students in the academic and extracurricular activities speak for themselves. All this has helped us secure the top position. <br />
	<br />
	<br />
	<strong>What do you think will be the impact of ranking programmes like this on the education sector? </strong><br />
	<br />
	The ranking programme is unique and different from others as it is very holitistic. New Business Age’s initiative in this regard is really praise-worthy. Such rankings help us know about our own weaknesses and strengths. Events such as these will definitely help the overall development of the education sector in the days to come. <br />
	<br />
	<br />
	<br />
	<strong>What are your suggestions for the overall improvement of colleges? </strong><br />
	<br />
	Schools should take the initiative to develop themselves and teach students ways to address the current scenario and challenges. Education must make students capable of handling all of what life may throw at them.<br />
	<br />
	 </p>',
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		'Article' => array(
			'id' => '1148',
			'article_category_id' => '144',
			'title' => 'HS Education In Nepal: The Next Leap',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The project on Everest National Higher Secondary Schools Rating-Ranking-Awards 2013 gave the New Business Age - Aarthik Abhiyan family an opportunity to know the standards of HS education in Nepal and its best practitioners from a close quarter. <br />
	<br />
	It is truly heartening to see that HS education has spread across the country reasonably well. The entry of the private entrepreneurs and corporate houses in the education sector has evolved quite emphatically since 2000 in Nepal. Along with HSEB based education, Western A-level education has also evolved in the country. And, unlike neighbouring India, Nepal is providing for multiple specializations at the HS level itself: Humanities, Sciences, Commerce, Management, Hotel &amp; Tourism Management. This contributes to early professional orientation of the students. <br />
	<br />
	However, there are several areas that need special care and concern in the country at the earliest.&nbsp; The community based education or the government funded and controlled education needs to upgrade itself technologically with e-learning and modern teaching tools, and technically with faculty learning to use the same and move to interactive mode of teaching than traditional classroom learning. This sector of school education runs on tax-payers’ money and for the less privileged classes. Their usual lackadaisical approach (though there are some good exceptions) and large-scale political involvement of teachers even at the cost of academics, lead to poverty of education for the children coming from lower income group families. <br />
	<br />
	Also, encouraging corporate houses or private schools to adopt a community school and bring in new technologies for students and training of faculty as corporate social responsibility will be a welcome idea indeed.&nbsp; As for the private sector schools, in urban Nepal, they are the foundation of HS Education as is obvious during our study. And there are various standards of the same: some with good infra-structure and faculty, some much poorer. What is noteworthy is that there is a new crop of good quality schools that are emerging and they do not shy away from reaching out to their audiences through modern branding and marketing techniques. <br />
	<br />
	What needs to be considered here is that there must be strictly enforceable minimum standards of academics, infra-structure, co-curricular activities, library and teaching resources, campus size and facilities, faculty size and quality etc. Many schools have part time and visiting faculty in a larger number than regular full time teachers which is globally unacceptable. <br />
	<br />
	Also, as in several other nations, including India, private schools should keep a certain percentage of their seats for full and half free admissions, purely for children from economically challenged background only. Adopting a community school in the neighbourhood is another healthy practice. However, we must remember that the revenue of private schools is from the students and their guardians and hence the first responsibility of these schools is to their ‘clients’. Stake-holder satisfaction must surely be ensured first and that cannot be just completing the syllabus and ensuring pass percentage. <br />
	<br />
	The performance of a good school, private or aided, must now move from just classroom teaching and pass percentage, to a much advanced multi-pronged approach. There should be inputs like faculty number and quality, sports and cultural facilities, modern teaching tools and e-learning, coaching for higher professional educational after Plus 2, community outreach, special care for weak students and integrating parents in the system. And there should be output factors like pass percentage and divisions, awards won in sports and ECA activities, collaborations and visits, community impact around the school. All of these leading to the holistic growth of the child committed to knowing, doing and being.<br />
	<br />
	 </p>',
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			'article_category_id' => '140',
			'title' => 'Food Depots For Flood Victims',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By TC Correspondent</strong><br />
	<br />
	Government has decided to set up food depots in Dadheldura disctrict to provide relief to the victims of the last week’s floods in the Far-Western region. The disaster has displaced 231 families (1,155 people) and affecting 837 families (4,175 people). A total of 25 people have died four injured and 11 missing, claims International Federation of Red Cross and Red Crescent Societies. <br />
	<br />
	A meeting chaired by Chief Secretary Leela Mani Poudyal and participated by secretaries from the Ministries of Home, Commerce and Finance and a representative of the Nepal Army, decided to set up depots for the convenience of flood and landslide victims. Depots of the National Trading Corporation and Salt Trading Corporation will be set up and food supply will resume in areas that lack a road network.The government also decided to use Nepal Army helicopters to transport food items such as rice, pulses, cooking oil, salt and other essentials and relief packages. Meanwhile, the government on Friday released Rs 500 million for the reconstruction of physical infrastructure in the flood-hit areas of Darchula district. The meeting also decided to increase the annual budget of Central Natural Disaster Relief Committee (CNDRC) by Rs 100 million. <br />
	<br />
	Meanwhile, Nepali Congress (NC) President Sushil Koirala has asked all active members of the party to donate at least Rs50 per member for the people affected by flood and landslides in far western Nepal. Issuing a press statement on Friday, Koirala asked all active members living both within Nepal and abroad to compulsorily donate this amount. <br />
	<br />
	Further, 700 Nepali pilgrims who were stranded after heavy rains triggered massive floods in India have been rescued by Indian authorities and rescue teams in Uttarakhand. Those rescued now residing in Haridwar. Meanwhile, the number of Nepalis missing in recent flooding in Uttarakhand is rising. More than 24 additional cases of missing Nepali pilgrims were reported on Friday.<br />
	<br />
	 </p>',
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			'title' => 'Poll Update (10 - 16 Asar 2070 BS)',
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	<strong>18 Parties in Baidya-led Alliance Decide to Participate in Polls </strong><br />
	<br />
	Eighteen of the 33 parties in the alliance led by Mohan Baidya’s CPN-Maoist have decided to take part in the elections. At a press conference on Friday, the 18 parties announced their decision. They have also formed a separate alliance ‘progressive democratic national front’.Bishnu Raj Aryal, chairman, CPN-ML (Socialist), said the government should create favourable atmosphere so that the CPN-Maoist and other groups could join the electoral process. <br />
	<br />
	<br />
	<br />
	<br />
	<br />
	<strong>Nepal Police Ready for the Polls </strong><br />
	<br />
	Deputy Inspector General (DIG) Nawaraj Silwal, at a press meet hels at the police hadquarters on Thursday said that they are prepared to ensure safety and security for the upcoming Constituent Assembly (CA) polls. He also said that the Nepal Police was ready to deploy around 80 percent of personnel to create an enabling environment for conducting the election.He, however, said that the number may vary depending on the number of personnel to be deployed by Nepal Army and Armed Police Force. He further said that a Central Election Desk has been formed to come up with security measures for the safety of voters, election candidates, political party leaders, polling stations across the country.<br />
	<br />
	<br />
	<br />
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			'id' => '1145',
			'article_category_id' => '141',
			'title' => 'News In Brief (10 - 16 Asar 2070 BS)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Jewelry Shops Opened from Saturday <br />
	</strong><br />
	Bullion traders who were on a nationwide strike since last Wednesday have called off their protest from Saturday after the government formed a seven-member taskforce to formulate monitoring guidelines. Traders had closed the shops, demanding government to formulate market monitoring guidelines and to protest government action against three jewelry shops. A meeting held between bullion traders and the government at the Department of Commerce and Supply Management (DoCSM) formed a seven-member taskforce with authority to formulate market monitoring guidelines and address the issues raised by bullion traders. <br />
	<br />
	<br />
	<strong>Govt Transfers Six Secretaries <br />
	</strong><br />
	The cabinet meeting held on June 13 has decided to transfer seven secretaries and 10 DIGs of the Nepal Police. A Cabinet meeting transferred Energy Secretary Hari Ram Koirala to the Vice President’s office. Government sources said Koirala was transferred due to the controversy over the Upper Trishuli 3A capacity upgradation in which he was actively pushing for the project’s upgradation. Bishwa Prakash Pandit, secretary at the Water and Energy Commission, has replaced Koirala. <br />
	<br />
	Likewise, Commerce Secretary Lal Mani Joshi has been transferred to the Ministry of Cooperatives and Poverty Alleviation, while Ganesh Raj Joshi has been sent to the Forest Ministry from the Commission for Investigation of Abuse of Authority. Krishna Chandra Paudel, secretary of the Ministry of Forest and Soil Conservation, has been shifted to the Water and Energy Commission. Regional Administrator of the Mid-Western Development Region, Sharad Prasad Trital, has been sent to the President’s office and Eastern Region Administrator Janardan Nepal to the Finance Ministry. The cabinet meeting also decided to create 3,243 new posts in the Armed Police Force to enhance border security. <br />
	<br />
	<img alt="" border="1" height="204" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/jpgupta.jpg" vspace="10" width="184" /><br />
	<strong>JP Gupta likely to join TMDP <br />
	<br />
	</strong>JP Gupta, a former CA Member is looking forward to join the Mahanta Thakur-led Tarai Madhes Democratic Party (TMDP). At a time when Madhes-based parties have intensified negotiations for mergers and alliances in view of the upcoming Constituent Assembly (CA) election, JP Gupta is seeking to join TMDP in a bid to secure the strength of Madhes-based parties in the Constituent Assembly election. Gupta is heading the Tarai-Madhes National Campaign after his release from jail.<br />
	 </p>',
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			'id' => '1144',
			'article_category_id' => '143',
			'title' => 'The Election Path Is Not As Rosy As We Think',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Siromani Dhungana</strong><br />
	<br />
	E lections 2013 are going to be held in the same circumstances in which 2008 CA elections were held. Almost same faces, mainly same political parties and more or less same agenda. Some politicians have changed their parties but the ideological division that existed in 2008 remains unchanged. <br />
	<br />
	The problem is politicians are divided not on the basis of ideology or philosophy rather on the basis of their personal interest and benefit. There is wide rift between communists and non-communist forces. The division, at the moment, is in its worst level. There is division within communist forces and also within non-communist forces too. This deep division, almost to the level of hatred, may create obstacles in the election process. It will certainly be a stumbling block in the constitution writing process as it was before. <br />
	<br />
	Had the division or rift been based on ideology, philosophy, issues and agenda, forging consensus would have been less difficult. There can be no solution to personal egos, petty interests and simple hunger for power. People know that our politicians are corrupt and incompetent and hell bent on amassing cash and misusing public resources. That has to stop. <br />
	<br />
	Recently, Mohan Baidya has hinted that his party will not obstruct the election process but boycott it. But the CPN-Maoist, popularly known as the Dash Maoist, along with 41 fringe parties, imposed a general strike on Sunday showing their rage in full throttle. <br />
	<br />
	Though in small numbers in streets, strike enforcers were able to create fear and an atmosphere of intimidation even in Kathmandu valley. With the experience of running a brutal civil war, Baidya and his fellows know how to create psychological pressure among general public. Even a small incident of violence may discourage voters to cast their vote. That is because leaders haven’t given people any incentive to go to voting booth by putting their personal safety at risk. <br />
	<br />
	The incumbent government also has time to a tough face challenge from the Dash Maoist. Demands of other fringe parties can be managed but depends on how this government handles the issue. Tension in Tarai region is in hibernation at the moment. After dissolution of the CA, many underground groups shunned violence. But they may resume their violent activities to create pressure on government as election date approaches. <br />
	<br />
	Present Chief Justice-led government was formed and stands on a rather weak ground. It doesn’t have moral authority as it has breached the norms of separation of power. It is not very fair to expect very effective performance from this government. On the other hand, none of the political parties are fair enough to conduct a free, fair and peaceful election. In the past, Nepali Congress, CPN (UML) and UPCN Maoist have all captured booths- just that Maoists did it in a more effective manner in 2008 elections. Election monitoring organizations are present mainly on urban areas and, the problem is, they too are not beyond political influence. So the situation is bleak. But then we have no choice but to walk the path to elections.<br />
	 </p>',
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			'title' => 'Humla Destination Brand Launched In Simikot',
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			'summary' => null,
			'content' => '<p>
	The Great Himalaya Trail Development Programme in co-operation with local stakeholders unveiled the new Humla destination brand. It includes the electrification of teashops along the Great Himalaya Trail that is hoped to bring benefits to small-scale entrepreneurs. The Tourism Development Committee of Humla and The Great Himalaya Trail Development Programme (GHTDP) jointly launched the GHT Humla destination brand and logo in Simikot this Friday, 14 June. All major political parties as well as the Chief District Officer (CDO), Local Development Officer (LDO), members of the Chamber of Commerce, tourism entrepreneurs in the districts, journalists and civil society members were present during the program. <br />
	<br />
	Mim Hamal, team leader of the GHTDP, presented the Humla brand and logo to district stakeholders. "The new GHT Humla brand and logo will be incremental in promoting the destination internationally and within Nepal and is thus an important tool for tourism development in the district", said Hamal. <br />
	<br />
	During the same event, Nepal Trust Humla in cooperation with the Durango Daybreak Rotary Club USA and GHTDP, distributed solar lamps to more than 165 small teashops and teahouses along the Humla section of the Great Himalaya Trail from Chankheli to Hilsa. The initiative is targeted towards helping small-scale entrepreneurs who survive on meagre capital and are facing difficulties due to the lack of electricity. Through alternative energy sources, dependency on wood is reduced, helping to decrease deforestation and pressure on the local ecosystem while at the same time alleviating health problems due to smoke from indoor&nbsp; fireplaces.</p>',
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			'title' => 'Criteria Of Evaluation On A Total Of 100 Points',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<br />
	(A) <strong>Size and Infrastructure of the School: </strong>10 points <br />
	<br />
	<br />
	(i) <strong>Size of the School: </strong>owned &amp; large (5); owned &amp; average (4); owned and small (3); rented and large (3); rented and average (2); rented and small (1) <br />
	(ii) <strong>Infra-structure of the school: </strong>Above 6 labs/ workshops (5); 4 to 5 labs (4); 2 to 3 labs (3); 1 lab (2); any other practical workshop (1). <br />
	<br />
	<br />
	(B) <strong>Batch Sizes in HS classes and Teachers’ numbers and background: </strong>05+ 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Batch Sizes: </strong>multiple subjects and above 3000 students (5); multiple and above 1500 (4); multiple and above 800 (3); above 500 (2); others (1). <br />
	(ii) <strong>Teachers’ Numbers: </strong>above 300 (5); above 200 (4); above 100 (3); above 50 (2); below 50 (1). <br />
	<br />
	<br />
	(C) <strong>HS Academic Results of two years: </strong>20 points: average marks of the school in a year pro-rated on 10 points for each year (2068 and 2069). <br />
	<br />
	<br />
	(D) <strong>Co-curricular Activities and Sports: </strong>10: <br />
	<br />
	<br />
	(i) <strong>Co-curricular activities: </strong>Multiple&gt;4-5 activities with external experts/ support (5); multiple&gt;4 activities (4); some&gt;3 regular activities (3); few activities (2). <br />
	(ii) <strong>Sports: </strong>Multiple Sports&gt;5 with awards (5); Multiple Sports&gt;4 (4); Some Sports&gt;2-3 (3); Basic Sports (2). <br />
	(E) <strong>Awards won: </strong>05 points (P) <br />
	<br />
	<br />
	<strong>Multiple awards, </strong>multiple areas, national &amp; international also (5); Multiple awards, multiple areas, local to national (4); Some awards, some areas, local largely (3); Few awards in few areas (2). <br />
	<br />
	<br />
	<br />
	<br />
	(F) <strong>Social Work + Special Support to weak students: </strong>05 + 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Social Work: </strong>multiple types&gt;5 with impact/scholarship (5); multiple types&gt;4 (4); multiple types&gt;2 (3); a few social activities (2). <br />
	(ii) <strong>Support to Weak Students: </strong>High &amp; Varied Ways (5); High &amp; Some Ways (4); Some Support (3); Limited Support (2); Rarely (1). <br />
	<br />
	<br />
	(G) <strong>Teaching Tools + Library Resources: </strong>05 + 05: 10 points <br />
	<br />
	<br />
	(i) <strong>Teaching Tools: </strong>Modern &amp; Online Tools adequately used (5); Modern &amp; Online Tools just started/less (4); Modern tools introduced (3); Traditional tools (2); Hardly any (1). <br />
	(ii) <strong>Library Resources: </strong>Large and diverse with online resources (5); Good and diverse library (4); Reasonable library resources (3); Basic Library (2) <br />
	<br />
	<br />
	(H) <strong>Engineering/Medical admission preparations + Engineering/Medical/ Management Admission Results: </strong>02+08: 10 <br />
	<br />
	<br />
	(i) <strong>Preparations through School: </strong>Yes, Good (2); Yes, Basic (1) <br />
	(ii) <strong>Admissions (2011/2068): </strong>Very Good in figures (4); Good (3); Average in figures (2) <br />
	(iii) <strong>Admissions (2012/2068): </strong>Same as above. <br />
	<br />
	<br />
	(I) <strong>Collaborations (external) + Integrating Parents in education: </strong>05 + 05: 10 points <br />
	<br />
	(i) <strong>Collaborations: </strong>Many International and National (5); Some International &amp; National (4); Some National and Local (3); Some Local only (2) <br />
	(ii) Integrating Parents: Institutionalized and regular (5); Reasonably good (4); At times as necessary (3); Once or twice in a year (2); Reports only (1) <br />
	<br />
	<strong>(J) Any other major achievements: 05 points </strong><br />
	Score dependent on anything major and different from what all noted above. Excellent (5); Good (4); Fair (3); Rare(2). <br />
	<br />
	<br />
	<strong>TOTAL: 100 points. </strong><br />
	<br />
	Rating and ranking was done on the basis of the above parameters based on voluntary disclosures and written reports on each of these criteria from the HS Schools and also on the basis of the published HS Board results.<br />
	<br />
	<br />
	<br />
	<br />
	 </p>',
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			'title' => 'Overall Second Runner-Up',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>A College should Guide their Students Towards a Secured Future<br />
	<br />
	</strong><br />
	<strong>Kathmandu Model College (KMC)<br />
	</strong><br />
	K athmandu Model College (KMC) is located in the heart of the city in Bagbazaar. Its students have achieved excellent academic results in the Humanities, Science, and Management streams alike. Established in 2000, KMC also offers Bachelor’s level programmes such as BBA, BBS and BA in addition to +2 (in Science, Commerce and Humanities). The college launched its MA in English five years after its establishment. The college says it chose its name to befit its objective – to create a new model in the academic sector. <br />
	<br />
	KMC has successfully organised various interaction programmes with national and international scholars, who have delivered lectures to students and the staff. The college invites and welcomes students who have completed their +2 to join its Bachelor level programmes in Humanities and Social Science (BA), Business Studies (BBS) and Business Administration (BBA) and those who have completed Bachelors in English to join its master level programmes in Humanities. KMC values hard work, discipline and above all, academic excellence. Around 98 teachers work at the college.<br />
	<br />
	<br />
	<img alt="" border="1" height="150" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/muktiram.jpg" vspace="10" width="150" /><br />
	<br />
	<strong>Muktiram Aryal <br />
	Chief Co-Ordinator, KMC<br />
	</strong><br />
	<strong><br />
	KMC has been ranked one of the best colleges in Nepal. How do you feel? </strong><br />
	<br />
	I am really happy. I really appreciate the initiative taken by New Business Age Pvt Ltd. We are thankful to the organisers. <br />
	<br />
	<strong><br />
	What are three things that make your college stand out from the rest? </strong><br />
	<br />
	We encourage our students to be self-motivated. We have a disciplined environment. Our teachers provide good counseling to our students. <br />
	<br />
	<br />
	<strong>What do you will be the impact of ranking programemes such as this on the education sector? </strong><br />
	<br />
	It will have a very good impact in the education sector. First of all, it is a very new concept. It will encourage colleges to improve their infrastructure and academic quality. <br />
	<br />
	<strong><br />
	Would you like to give some suggestions to improve plus-two colleges in the country? </strong><br />
	<br />
	Every college has to remember that the youth are the future leaders of our country. We must encourage them to be disciplined. A college should guide their students towards a secured future. Career counseling is also essential for students. It will be better if the colleges start career counseling services.<br />
	<br />
	<br />
	 </p>',
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			'title' => 'Shanker Group: Steely Presence In The Market',
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			'content' => '<p>
	<strong><img align="left" alt="" height="171" src="https://lh4.googleusercontent.com/aI5548f4-j7YVgxBWCFwxhmcG7mYdb8pBzPMJ6KKTw=w182-h207-p-no" width="150" /><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Shahil Agarwal<br />
	Joint Managing Director<br />
	Shanker Group of Industries &amp; Trading House<br />
	</strong></p>
<p>
	<strong>By Sushila Budhathoki</strong></p>
<p>
	Everytime, when veteran Actor Rajesh Hamal attracts viewers with his convincing voice in a TV commercial of Jagdamba Steels, they have a picture of a giant, down to earth steel company built from some big money. But it was only the dedication and optimism of the investor that turned once the flop steel industry into a successful business empire. All in all, the Sanker Group (SG), owner of the steel company that now owns 30 other operating companies in its different industrial sectors, had to wait for around 40 years to experience the achievement.&nbsp;</p>
<p>
	The credit of the success that the group has achieved so far all goes to Shanker Lal Golyan according to Shahil Agrawal, Joint Managing Director of Shanker Group of Industries &amp; Trading House. Shahil, also the son of Golyan, says, “My father was very hard working. He worked continuously for the development of the company all his life.” Shankar Lal Golyan continued and extended the business after his father Rawat Mal Golyan, originally from Myanmar, started business with a button industry during 1960 in Nepal. And after 19 years, in 1979, he formed Shanker Group.&nbsp;</p>
<p>
	<img align="middle" alt="" height="201" src="https://lh6.googleusercontent.com/7-TjB_ViRl25JkN6dQe19fNMEqrmzC-Qlq81QVj6_A=w309-h207-p-no" width="300" /></p>
<p>
	Investment in the steel company was the group’s fourth attempt in doing a business since the previous investment in trading, manufacturing and again in trading bore no fruit. The SG started manufacturing buttons during 1960 after their trading business saw no good sign. And again, the button industry did not perform well and they returned to trading business again. According to Shahil, they were forced to find an option and entered into manufacturing industry again when the second attempt in trading business got full stop for around two years. “Like many industrialists we also faced many ups and downs in our business. But we never give up. This has been our main strength since the inception,” he shares.&nbsp;</p>
<p>
	<strong>Leading the Construction Market </strong><br />
	The largest companies in the group, Jagdamba Steels and Jagdamba Cement are strengthening group’s brand strengths in Nepali steel and cement market with a market share of 55% and 35% respectively. Apart from steel and cement, the group’s specialization is also in plastics, textiles, FMCG, automobile and electronics. Jagdamba Steels is one of the biggest private companies in Nepal in terms of turnover (225 million dollars) followed by packaging industry (50 million dollars), cement industry (100 million dollars), textile industry (45 million dollars)and FMCG industry (30 million dollars) among others. These manufacturing companies are located at Simara, Jitpur, Lumbini, Bhairahawa and Parwanipur.&nbsp;</p>
<p>
	The total revenue of SG was approximately 500 million dollars in 2011/12. Companies in SG also export few of the products to India and other neighbouring countries. According to Shahil, most of the companies in Nepal are the main target customers of the group and it is currently in the process of extending its spread in markets which are new and also expand in the ones where it already exists. Shahil says, “We are performing according to the market dynamics. Now both trading and manufacturing are important and we have invested 50 per cent in trading and 50 per cent in manufacturing.” </p>
<p>
	<strong>Management strategies </strong><br />
	The company regards itself among those system and process driven companies. Targeting from top to bottom and from bottom to top level is one of the management strategies of SG. According to Shahil, the management hires people who are better than anyone of them in that particular field. </p>
<p>
	The group believes development of present manpower while giving them bigger challenges. It has been also conducting various training programmes within the groups and outside, especially in the automobile and electronics sectors to strengthen human resource capacity. Around 10,000 employees are currently working in the group, out of which the steel industry employs over 4,500. </p>
<p>
	<strong>Challenges</strong> <br />
	Like many business giants in Nepal, the group also sees too many challenges, yet too many opportunities. According to Shahil, because Nepal is in the development stage, the country has various limitations attached to a particular industry, as most of the businesses are dependent on the neighbouring countries. He says, “We also face a lot of local problems relating to electricity, labour, strikes among others. However we are trying to exploit the water resources, tourism which will eventually also help develop various industries and increase exports from Nepal.” </p>
<p>
	On the other hand, the continuous competition in the market has taught the group to overcome the challenges. Shahil says, “We focus in highest level of technologies and the best manpower to produce our products and we market them well. We also believe in continuous development at all levels, especially when it comes to innovations.” </p>
<p>
	<strong>Extension Plans </strong><br />
	The group is planning to enter into a new cement/clinker production project in near future. If this plan is implemented, it would be one of the largest inter-grated cement plants in Nepal, close to Kathmandu. There are also plans to increase the cement production up to 3 Million Tons by the year 2015. </p>
<p>
	Likewise, it is also planning to increase capacity of its steel production to 1.2 Million tons by the year 2015. In packaging sector there are plans to expand the capacity of non woven fabrics and also the expansion of the capacities of AD*Star Bag’s with sophisticated European technology. The capacity of the textile industry will also reach 30,000 Metric Tons by the year 2015. Currently, the annual capacity of the cement industry is 0.8 Million Tons. Likewise, the annual Capacity of steel production, packaging industry and textile industry is 1.1 Million Tons, 36,000 Tons and 15,000 tons respectively. </p>
<p>
	It aims to become a leading company for Instant Noodles in Nepal. There are also plans for producing energy drinks and expanding the FMCG business by introducing different snack items such as wafers, cheese balls, etc in near future. </p>
<p>
	Setting up a greenfield project for Instant Noodles in Assam, India is also in its expansion plans. Similarly, in electronics, it is planning to establish an SKD line to manufacture LCD and LED television in Nepal. And in automobile, it is planning to expand the automobile business into commercial and passenger vehicle categories. </p>
<p>
	<strong>CSR Activities </strong><br />
	According to Shahil, the group is concentrated in CSR activities mainly through steel and cement companies. It is focused on helping the neighboring villages by supporting them in local development activities, such as building schools, hospitals, water, bridges, sanitation among others. The group has also worked with N-SET for the awareness campaign of earthquake safety and preparation and has produced and played various TV and press commercials. The group has also trained some local masons on using steel while making buildings in various parts of the country.<br />
	<strong><br />
	Memorable History </strong><br />
	The steel business that has been the symbol of SG did not progress overnight. There were already 30 companies with similar products, out of which 20 closed down due to the losses after the group joined in the line. However the group did not crave for other business options and determined to stick to the steel business. Shahil says, “The first six years were very hard to survive but we did not give up. We had a positive attitude and we were confident that the business would take a good turn.” </p>
<p>
	And as expected, the industrial sector started reviving after 2000 and according to Shahil, it was the major turning point for the group. The development of housing companies, cities and infrastructures ultimately grew the number of clients of the steel company. This eventually inspired the group to invest in various other companies mainly in the industries producing construction materials. In 1996, the group established Jagdamba Wires and also established Jagdamba Enterprises, Jagdamba Synthetics, Jagdamba Roto Packaging, Jagdamba Cement, Subha Shree Jagdamba Cement among various others one after another.<br />
	<br />
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	<b style="mso-bidi-font-weight:normal">Pawan Chitrakar <br />
	Director <br />
	Himalayan Spring Water Ltd</b></p>
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	<strong>By Sujan Dhungana</strong></p>
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	Himalayas’ ONTOP mineral water is an example of how foreign investment can help promote the domestic industry in Nepal.</p>
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	The brand, first launched by Korean Investment Pvt Ltd in 2007, has not only become a favourite among banks, INGOs, NGOs, restaurants and big corporate houses, but has also gone international.</p>
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	“Our products were new for the market when we first launched them. Our objective was to create an aware consumer base that appreciates our peculiarity,” said Ganga Dhital, Manager of Himalayan Spring Water.</p>
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	The company was established by the Korean firm with an initial capital of $ 60 million. It adopted reverse osmosis process to rid the pristine water from Langtang National Park, Rasuwa, of impurities. In order to maintain the original taste of the collected water, the company uses series of filtration processes such as sand filtration and carbon filtration.</p>
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	With an increasing demand in both the domestic and international markets, Mukti Shree Pvt Ltd, a domestic company combined forces with the Korean initiative to explore the market.</p>
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	“As it was a new product in the market with comparatively high price, it was difficult get people to buy. However, Himalayas’ ONTOP primarily focused on the quality of the water and started direct campaigns door-to-door awareness programmes in the Nepali market,” informed Dhital.</p>
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	Few years ago the upgraded to AVE machines from Italy to fill and package water using four-step filtration through micro filters of up to 0.2 micron.</p>
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	Pawan Chitrakar, director of the states that the market acknowledged the spring water’s true quality later. He says “We tried to give our consumers original mineral water rather than just processed water, and finally we succeeded.”</p>
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	The company asserts that the market today is very competitive and any product really needs a good branding. “Though we have not launched big campaigns till date, we are planning to do so soon,” says Dhital. “Since our basic target are business executives, we have put up some advertisement at the International Airport and in at the domestic airport in Pokhara.”</p>
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	“Banks, INGOs, NGOs, restaurants and big corporate houses have liked our product. We are also exporting our products to India, Korea, Hong Kong and the UAE.”</p>
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	The company, together with Dynamic Dreams Trade Link Pvt Ltd -- the sole distributor, is planning to come up with a new 15-liter jar in the market. “We will try giving the best to our customers and I urge consumers to be health-conscious,” Dhital concludes.</p>
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	<b style="mso-bidi-font-weight:normal">Manufacturing Technology </b></p>
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	ONTOP’s plant is located at Langtang <span style="mso-spacerun:yes">&nbsp;</span>National Park -- 2,000m above the sea level. The factory uses a fully automated bottling system. The water passes through upgraded AVE machines imported from Italy. The plant uses NISSIE machines from Japan to do the bottling.</p>
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	<b style="mso-bidi-font-weight:normal">Achievements </b></p>
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	Himalayas’ ONTOP has been recognized by www.finewaters. com as the ‘Best Drinking Water in the World’ and also awarded the best Designed Bottle by Pentawards, France (2008).</p>',
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			'article_category_id' => '151',
			'title' => 'Sponsors’ Feedback (24 - 30 June 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Abheek Jyoti <br />
	Chairperson <br />
	Nepal General Marketing Pvt Ltd </strong><br />
	<br />
	<br />
	I appreciate the novel concept. The process of rating and ranking was carried out taking into account the physical infrastructure, quality of education and teaching methodology of colleges. I believe that such events will help improve the condition of colleges in future. I hope that in the future not only colleges but universities also take part in the event.<br />
	<br />
	<br />
	<img alt="" border="1" height="206" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/tanka.jpg" vspace="10" width="170" /><br />
	<strong>Tanka Lal Shrestha <br />
	Co-ordinator <br />
	Prime Chartered Academy Pvt Ltd <br />
	</strong><br />
	The event was a good initiative on the part of New Business Age. I believe that it will have a positive impact on the growth of the educational institutions. The noticeable thing was that various parameters were taken into account while ranking the colleges. The method used was scientific. I believe that the top colleges will continue to maintain their high standards. Others should improve their education system to improve their ranking.<br />
	<br />
	<br />
	<br />
	<img alt="cia" border="1" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/CIA.jpg" vspace="10" /><br />
	<br />
	<strong>Balchandra Prabaha <br />
	Chairperson <br />
	CIA Pvt Ltd <br />
	</strong><br />
	I found that this rating and ranking of the higher secondary schools has given a platform to higher secondary schools and colleges to showcase what they have to offer to students. I believe that this will leave a positive impact on Nepal’s education system. It will inspire schools to adopt modern and scientific methods of teaching.<br />
	<br />
	 </p>',
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			'article_category_id' => '151',
			'title' => 'Jury’s Viewpoint (24 - 30 June 2013)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Sujit Mundal <br />
	Director <br />
	Standard Chartered Bank Nepal <br />
	</strong><br />
	<br />
	I express my heartfelt gratitude towards New Business Age for organizing such a commendable event. It is my pleasure that I was one among the jury members. I believe that the event was in fact a platform of recognition for higher secondary schools and the entire education sector. The schools that were awarded were the result of hard work they did and the commitment they showed towards entire education sector. I also believe that the judgment process was scientific as the result was announced on the basis of multiple parameters. <br />
	<br />
	<img alt="" border="1" height="198" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/narottam.jpg" vspace="10" width="171" /><br />
	<strong>Narottam Aryal <br />
	Executive Director <br />
	King’s College </strong><br />
	<br />
	<br />
	I feel honoured to be a part of the jury. This very first attempt of the New Business Age is very innovative. Though we have been talking about practical education for long it has not been properly implemented. We have used diverse parameters to decide the ranking and rating of each participant school. I believe that such functions will encourage colleges to be more accountable and responsible. <br />
	<br />
	<img alt="" border="1" height="205" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/roshee.jpg" vspace="10" width="178" /><br />
	<strong>Roshee Lamichhane <br />
	Full Time Faculty <br />
	KMC<br />
	</strong><br />
	<br />
	I take it as my pleasure and a privilege to be part of the esteemed jury. Let me start by appreciating the novel initiative taken by the vibrant Nubiz team in coming up with rating and ranking for HS schools -- the first of its kind in Nepal. The rating and ranking process was to large extent scientific and involved both qualitative and quantitative parameters. It was different from other rankings, which were largely based on academic performance of students. I am sure this event has spurred and motivated the schools to be more conscious towards their education business and improve upon it while enabling the discerning students to choose the best educational institutions among scores of institutions.&nbsp;</p>
<p>
	<br />
	<br />
	<img alt="" border="1" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/Dinesh.jpg" vspace="10" /><br />
	<strong>Prof Dinesh Chapagain <br />
	Educationist <br />
	</strong><br />
	New Business Age deserves gratitude and appreciation for successfully completing the ranking ceremony following new standards and processes. Other media have done these sorts of rankings prioritizing on secondary data. But this particular rating-ranking was done based on different parameters as college management and educational system, and was more scientific.<br />
	 </p>',
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			'id' => '1152',
			'article_category_id' => '91',
			'title' => 'Expert Indicates Insufficient Aid For Trade In SAARC Region',
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	<strong>By Sujan Dhungana/Suraksha Adhikari<br />
	</strong><br />
	Aid for Trade (AFT) amount received by the South Asia for financing regional projects is grossly insufficient to meet the requirement of the region, according to South Asia Watch on Trade, Economics and Environment (Sawtee). Unlike the global trend, where economic infrastructure constitutes the major component of AFT (56 percent on an average between 2006-2010), regional funding in South Asia focuses predominantly on building productive capacity and trade development, according to economist Ratnakar Adhikari, who is also chief executive director at Sawtee.<br />
	<br />
	What South Asia has received so far in the form of regional funding between 2005 to 2010, i.e., US$ 111 million in disbursement is a paltry 2 percent of the requirement of a single country Bangladesh of the region for which investment requirement for enhanced connectivity has been calculated at US$ <br />
	5.2 billion, he added. <br />
	<br />
	Unless and until a “regional champion” emerges and regional organisation such as SAARC is convinced of the need to pursue the idea and funding can be substantially scaled up the regional AFT in South Asia will remain a chimera, he claimed. South Asia is the least integrated region in the world in terms of trade, investment, connectivity and a host of other indicators, according to him. <br />
	<br />
	The blamed the reluctant of national governments to own regional projects for taking necessary initiatives in AFT. He said that the donor agencies together with regional banks and organisations should explore the merits of establishing a Regional Aid-for-Trade Committee to improve the existing AFT situation. <br />
	<br />
	<br />
	<strong>AFT and Nepal<br />
	</strong><br />
	The overall amount channeled to Aid for Trade in Nepal is even worse, Adhikari claimed. It has been found that the investment under infrastructure categories is also disbursed as AFT amount, he said, adding that the country cannot calculate the actual AFT amount in such circumstances. “The government should dare to take concrete measures for trade facilitation which ultimately will have impact on overall economy,” he reiterated.<br />
	<br />
	<br />
	<br />
	<strong>Aid for Trade<br />
	</strong><br />
	Aid for Trade is a broad concept inspired by Doha Round of World Trade Organisation that includes financing for various areas related to improving countries’ capacity to trade. It is assistance to support developing countries’ efforts to expand their trade as a tool to help growth and reduce poverty.<br />
	<br />
	<br />
	 </p>',
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			'created' => '2013-06-25',
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			'title' => 'Ace Nurtures Student’s Potential To Bring Out The Best',
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			'content' => '<p>
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	<b><span style="font-size:16.0pt;line-height:115%;
mso-bidi-font-family:&quot;Century Gothic&quot;;color:#B11015">Overall </span></b><span style="font-size:16.0pt;line-height:115%;mso-bidi-font-family:&quot;Century Gothic&quot;;
color:#221E1F">Runner-Up </span></p>
<p>
	<br />
	 </p>
<p>
	<strong>Ace Higher Secondary School</strong><br />
	<br />
	<br />
	Ace Higher Secondary School, a conscientious learning centre where students rediscover themselves and learn to be thoughtful and responsible managers and leaders, was established in 1999. Established with the vision of enhancing capacity of individuals and institutions in Nepal to contribute to the nation’s development, Ace broke new ground by launching the first Executive MBA programme in Nepal in 1999 itself. Ace Institute’s MBA programme has acquired a distinguished reputation of being the most rigorous and fulfilling experience. <br />
	<br />
	The higher secondary programme of Ace Higher Secondary School, a spinoff of Ace Institute of Management, has established itself as students’ first choice programme in the management stream. In a short span of five years, Ace A-Level has distinguished itself from the crowd with its individual centered approach to learning and focus on management and social sciences stream only. <br />
	<br />
	<img alt="" border="1" height="77" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ace.jpg" vspace="10" width="400" /><br />
	<br />
	<strong>Other programmes offered by Ace include MBA, EMBA, BBA-BI, MBAe and ASH.</strong><br />
	<br />
	<strong><img alt="" border="1" height="209" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ashish.jpg" vspace="10" width="200" /><br />
	Aashish Tiwari <br />
	Director</strong><br />
	<br />
	<strong>second in the HSS ranking. What is your reaction to the recognition? </strong><br />
	<br />
	Ace College accepts the award with great gratitude and humility. I am thankful to New Business Age Pvt Ltd for granting this award to our college. <br />
	<br />
	<br />
	<strong>What are the top three priorities of your college? </strong><br />
	<br />
	At Ace, we lay a very strong foundation for the all-round development of students. It is not only the intellectual development of the students or the grades that matter. Ace nurtures every student’s potential and brings out the best in them. We try to focus on the weaknesses of our students and help them overcome them. Secondly, we treat our students with respect as all humans are born equal. Lastly, we believe that learning is a lifelong process. We want our students to not just focus on academics, but also experience the real world. <br />
	<br />
	<strong><br />
	How do you assess higher secondary education in Nepal? </strong><br />
	<br />
	There has been a sea change in the field of higher secondary studies in the country in the last 15 years. Colleges, the number of which is growing by the day, have helped enhance the quality of education. Similarly students have more choices. <br />
	<br />
	<strong><br />
	What is your take on the impact of ranking of colleges? </strong><br />
	<br />
	It is a good initiative. Earlier, the ratings were only based on grades. However, this event was organised with a holistic approach. Such events give good platforms for colleges.<br />
	&nbsp;</p>',
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			'title' => 'Awards Like This Motivate Us To Become More Responsible',
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	</strong><br />
	<strong>GoldenGate College<br />
	</strong><br />
	E stablished in 2007, GoldenGate College continues to grow from strength to strength and make its mark as one of the best educational institutions in Nepal. <br />
	The college offers six Masters and 13 Bachelors programmes affiliated to Tribhuvan University, Nepal. The college is associated with Advanced Engineering and Management College (AEMC) and GoldenGate Professional Academy (GGPA). <br />
	<br />
	It offers professional courses in Engineering and Chartered Accountancy. The college also offers the +2 courses affiliated to the Higher Secondary Education Board, Nepal. The college is planning to introduce new courses/programmes in the days to come. The programmes in the pipeline are Bachelors in Business Administration (BBA), Bachelor in Information Management (BIM), MSc in Chemistry and MA in Peace, Conflict and Development. <br />
	<br />
	Currently, around 135 teachers have been working in the science faculty whereas there are 98 in management and 25 in humanities stream. The college has 13 different labs. <br />
	Students of the college have shown outstanding performance in Extra Curricular Activities (ECA) such as sports, fine art and music. The pass percentage of the students from this college stands at 92 percent in the past three years. <br />
	<br />
	The college also offers scholarship schemes for deserving and needy students in various categories. The college has been organising separate classes for those students whose performance in the exam is comparatively weak. The college has well-stocked library with 15,000 books.<br />
	<br />
	<br />
	<img alt="" border="1" height="245" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/ramesh.jpg" vspace="10" width="200" /><br />
	<strong>Ramesh Silwal <br />
	CEO, GoldenGate College</strong><br />
	<br />
	<br />
	<br />
	<strong>How do you feel on winning the award? <br />
	</strong><br />
	We are happy and proud. We feel that we must now live up to our name. Awards like this motivate us to become more responsible towards our duty. We have realized that to maintain our position, we need to emphasise more on providing quality education to our students. We accept the challenge to move ahead to transform the college into a university. <br />
	<br />
	<strong><br />
	What are three things that helped your college secure the number one position? </strong><br />
	<br />
	We have a clear vision. We have an excellent management team and world-class infrastructure. The performances of our students in the academic and extracurricular activities speak for themselves. All this has helped us secure the top position. <br />
	<br />
	<br />
	<strong>What do you think will be the impact of ranking programmes like this on the education sector? </strong><br />
	<br />
	The ranking programme is unique and different from others as it is very holitistic. New Business Age’s initiative in this regard is really praise-worthy. Such rankings help us know about our own weaknesses and strengths. Events such as these will definitely help the overall development of the education sector in the days to come. <br />
	<br />
	<br />
	<br />
	<strong>What are your suggestions for the overall improvement of colleges? </strong><br />
	<br />
	Schools should take the initiative to develop themselves and teach students ways to address the current scenario and challenges. Education must make students capable of handling all of what life may throw at them.<br />
	<br />
	 </p>',
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		'Article' => array(
			'id' => '1148',
			'article_category_id' => '144',
			'title' => 'HS Education In Nepal: The Next Leap',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The project on Everest National Higher Secondary Schools Rating-Ranking-Awards 2013 gave the New Business Age - Aarthik Abhiyan family an opportunity to know the standards of HS education in Nepal and its best practitioners from a close quarter. <br />
	<br />
	It is truly heartening to see that HS education has spread across the country reasonably well. The entry of the private entrepreneurs and corporate houses in the education sector has evolved quite emphatically since 2000 in Nepal. Along with HSEB based education, Western A-level education has also evolved in the country. And, unlike neighbouring India, Nepal is providing for multiple specializations at the HS level itself: Humanities, Sciences, Commerce, Management, Hotel &amp; Tourism Management. This contributes to early professional orientation of the students. <br />
	<br />
	However, there are several areas that need special care and concern in the country at the earliest.&nbsp; The community based education or the government funded and controlled education needs to upgrade itself technologically with e-learning and modern teaching tools, and technically with faculty learning to use the same and move to interactive mode of teaching than traditional classroom learning. This sector of school education runs on tax-payers’ money and for the less privileged classes. Their usual lackadaisical approach (though there are some good exceptions) and large-scale political involvement of teachers even at the cost of academics, lead to poverty of education for the children coming from lower income group families. <br />
	<br />
	Also, encouraging corporate houses or private schools to adopt a community school and bring in new technologies for students and training of faculty as corporate social responsibility will be a welcome idea indeed.&nbsp; As for the private sector schools, in urban Nepal, they are the foundation of HS Education as is obvious during our study. And there are various standards of the same: some with good infra-structure and faculty, some much poorer. What is noteworthy is that there is a new crop of good quality schools that are emerging and they do not shy away from reaching out to their audiences through modern branding and marketing techniques. <br />
	<br />
	What needs to be considered here is that there must be strictly enforceable minimum standards of academics, infra-structure, co-curricular activities, library and teaching resources, campus size and facilities, faculty size and quality etc. Many schools have part time and visiting faculty in a larger number than regular full time teachers which is globally unacceptable. <br />
	<br />
	Also, as in several other nations, including India, private schools should keep a certain percentage of their seats for full and half free admissions, purely for children from economically challenged background only. Adopting a community school in the neighbourhood is another healthy practice. However, we must remember that the revenue of private schools is from the students and their guardians and hence the first responsibility of these schools is to their ‘clients’. Stake-holder satisfaction must surely be ensured first and that cannot be just completing the syllabus and ensuring pass percentage. <br />
	<br />
	The performance of a good school, private or aided, must now move from just classroom teaching and pass percentage, to a much advanced multi-pronged approach. There should be inputs like faculty number and quality, sports and cultural facilities, modern teaching tools and e-learning, coaching for higher professional educational after Plus 2, community outreach, special care for weak students and integrating parents in the system. And there should be output factors like pass percentage and divisions, awards won in sports and ECA activities, collaborations and visits, community impact around the school. All of these leading to the holistic growth of the child committed to knowing, doing and being.<br />
	<br />
	 </p>',
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		'Article' => array(
			'id' => '1147',
			'article_category_id' => '140',
			'title' => 'Food Depots For Flood Victims',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By TC Correspondent</strong><br />
	<br />
	Government has decided to set up food depots in Dadheldura disctrict to provide relief to the victims of the last week’s floods in the Far-Western region. The disaster has displaced 231 families (1,155 people) and affecting 837 families (4,175 people). A total of 25 people have died four injured and 11 missing, claims International Federation of Red Cross and Red Crescent Societies. <br />
	<br />
	A meeting chaired by Chief Secretary Leela Mani Poudyal and participated by secretaries from the Ministries of Home, Commerce and Finance and a representative of the Nepal Army, decided to set up depots for the convenience of flood and landslide victims. Depots of the National Trading Corporation and Salt Trading Corporation will be set up and food supply will resume in areas that lack a road network.The government also decided to use Nepal Army helicopters to transport food items such as rice, pulses, cooking oil, salt and other essentials and relief packages. Meanwhile, the government on Friday released Rs 500 million for the reconstruction of physical infrastructure in the flood-hit areas of Darchula district. The meeting also decided to increase the annual budget of Central Natural Disaster Relief Committee (CNDRC) by Rs 100 million. <br />
	<br />
	Meanwhile, Nepali Congress (NC) President Sushil Koirala has asked all active members of the party to donate at least Rs50 per member for the people affected by flood and landslides in far western Nepal. Issuing a press statement on Friday, Koirala asked all active members living both within Nepal and abroad to compulsorily donate this amount. <br />
	<br />
	Further, 700 Nepali pilgrims who were stranded after heavy rains triggered massive floods in India have been rescued by Indian authorities and rescue teams in Uttarakhand. Those rescued now residing in Haridwar. Meanwhile, the number of Nepalis missing in recent flooding in Uttarakhand is rising. More than 24 additional cases of missing Nepali pilgrims were reported on Friday.<br />
	<br />
	 </p>',
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		'Article' => array(
			'id' => '1146',
			'article_category_id' => '142',
			'title' => 'Poll Update (10 - 16 Asar 2070 BS)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>18 Parties in Baidya-led Alliance Decide to Participate in Polls </strong><br />
	<br />
	Eighteen of the 33 parties in the alliance led by Mohan Baidya’s CPN-Maoist have decided to take part in the elections. At a press conference on Friday, the 18 parties announced their decision. They have also formed a separate alliance ‘progressive democratic national front’.Bishnu Raj Aryal, chairman, CPN-ML (Socialist), said the government should create favourable atmosphere so that the CPN-Maoist and other groups could join the electoral process. <br />
	<br />
	<br />
	<br />
	<br />
	<br />
	<strong>Nepal Police Ready for the Polls </strong><br />
	<br />
	Deputy Inspector General (DIG) Nawaraj Silwal, at a press meet hels at the police hadquarters on Thursday said that they are prepared to ensure safety and security for the upcoming Constituent Assembly (CA) polls. He also said that the Nepal Police was ready to deploy around 80 percent of personnel to create an enabling environment for conducting the election.He, however, said that the number may vary depending on the number of personnel to be deployed by Nepal Army and Armed Police Force. He further said that a Central Election Desk has been formed to come up with security measures for the safety of voters, election candidates, political party leaders, polling stations across the country.<br />
	<br />
	<br />
	<br />
	 </p>',
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			'id' => '1145',
			'article_category_id' => '141',
			'title' => 'News In Brief (10 - 16 Asar 2070 BS)',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Jewelry Shops Opened from Saturday <br />
	</strong><br />
	Bullion traders who were on a nationwide strike since last Wednesday have called off their protest from Saturday after the government formed a seven-member taskforce to formulate monitoring guidelines. Traders had closed the shops, demanding government to formulate market monitoring guidelines and to protest government action against three jewelry shops. A meeting held between bullion traders and the government at the Department of Commerce and Supply Management (DoCSM) formed a seven-member taskforce with authority to formulate market monitoring guidelines and address the issues raised by bullion traders. <br />
	<br />
	<br />
	<strong>Govt Transfers Six Secretaries <br />
	</strong><br />
	The cabinet meeting held on June 13 has decided to transfer seven secretaries and 10 DIGs of the Nepal Police. A Cabinet meeting transferred Energy Secretary Hari Ram Koirala to the Vice President’s office. Government sources said Koirala was transferred due to the controversy over the Upper Trishuli 3A capacity upgradation in which he was actively pushing for the project’s upgradation. Bishwa Prakash Pandit, secretary at the Water and Energy Commission, has replaced Koirala. <br />
	<br />
	Likewise, Commerce Secretary Lal Mani Joshi has been transferred to the Ministry of Cooperatives and Poverty Alleviation, while Ganesh Raj Joshi has been sent to the Forest Ministry from the Commission for Investigation of Abuse of Authority. Krishna Chandra Paudel, secretary of the Ministry of Forest and Soil Conservation, has been shifted to the Water and Energy Commission. Regional Administrator of the Mid-Western Development Region, Sharad Prasad Trital, has been sent to the President’s office and Eastern Region Administrator Janardan Nepal to the Finance Ministry. The cabinet meeting also decided to create 3,243 new posts in the Armed Police Force to enhance border security. <br />
	<br />
	<img alt="" border="1" height="204" hspace="10" src="http://www.newbusinessage.com/images/thecorporate/jpgupta.jpg" vspace="10" width="184" /><br />
	<strong>JP Gupta likely to join TMDP <br />
	<br />
	</strong>JP Gupta, a former CA Member is looking forward to join the Mahanta Thakur-led Tarai Madhes Democratic Party (TMDP). At a time when Madhes-based parties have intensified negotiations for mergers and alliances in view of the upcoming Constituent Assembly (CA) election, JP Gupta is seeking to join TMDP in a bid to secure the strength of Madhes-based parties in the Constituent Assembly election. Gupta is heading the Tarai-Madhes National Campaign after his release from jail.<br />
	 </p>',
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		'Article' => array(
			'id' => '1144',
			'article_category_id' => '143',
			'title' => 'The Election Path Is Not As Rosy As We Think',
			'sub_title' => '',
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			'content' => '<p>
	<strong>Siromani Dhungana</strong><br />
	<br />
	E lections 2013 are going to be held in the same circumstances in which 2008 CA elections were held. Almost same faces, mainly same political parties and more or less same agenda. Some politicians have changed their parties but the ideological division that existed in 2008 remains unchanged. <br />
	<br />
	The problem is politicians are divided not on the basis of ideology or philosophy rather on the basis of their personal interest and benefit. There is wide rift between communists and non-communist forces. The division, at the moment, is in its worst level. There is division within communist forces and also within non-communist forces too. This deep division, almost to the level of hatred, may create obstacles in the election process. It will certainly be a stumbling block in the constitution writing process as it was before. <br />
	<br />
	Had the division or rift been based on ideology, philosophy, issues and agenda, forging consensus would have been less difficult. There can be no solution to personal egos, petty interests and simple hunger for power. People know that our politicians are corrupt and incompetent and hell bent on amassing cash and misusing public resources. That has to stop. <br />
	<br />
	Recently, Mohan Baidya has hinted that his party will not obstruct the election process but boycott it. But the CPN-Maoist, popularly known as the Dash Maoist, along with 41 fringe parties, imposed a general strike on Sunday showing their rage in full throttle. <br />
	<br />
	Though in small numbers in streets, strike enforcers were able to create fear and an atmosphere of intimidation even in Kathmandu valley. With the experience of running a brutal civil war, Baidya and his fellows know how to create psychological pressure among general public. Even a small incident of violence may discourage voters to cast their vote. That is because leaders haven’t given people any incentive to go to voting booth by putting their personal safety at risk. <br />
	<br />
	The incumbent government also has time to a tough face challenge from the Dash Maoist. Demands of other fringe parties can be managed but depends on how this government handles the issue. Tension in Tarai region is in hibernation at the moment. After dissolution of the CA, many underground groups shunned violence. But they may resume their violent activities to create pressure on government as election date approaches. <br />
	<br />
	Present Chief Justice-led government was formed and stands on a rather weak ground. It doesn’t have moral authority as it has breached the norms of separation of power. It is not very fair to expect very effective performance from this government. On the other hand, none of the political parties are fair enough to conduct a free, fair and peaceful election. In the past, Nepali Congress, CPN (UML) and UPCN Maoist have all captured booths- just that Maoists did it in a more effective manner in 2008 elections. Election monitoring organizations are present mainly on urban areas and, the problem is, they too are not beyond political influence. So the situation is bleak. But then we have no choice but to walk the path to elections.<br />
	 </p>',
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		'Article' => array(
			'id' => '1143',
			'article_category_id' => '138',
			'title' => 'Humla Destination Brand Launched In Simikot',
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			'content' => '<p>
	The Great Himalaya Trail Development Programme in co-operation with local stakeholders unveiled the new Humla destination brand. It includes the electrification of teashops along the Great Himalaya Trail that is hoped to bring benefits to small-scale entrepreneurs. The Tourism Development Committee of Humla and The Great Himalaya Trail Development Programme (GHTDP) jointly launched the GHT Humla destination brand and logo in Simikot this Friday, 14 June. All major political parties as well as the Chief District Officer (CDO), Local Development Officer (LDO), members of the Chamber of Commerce, tourism entrepreneurs in the districts, journalists and civil society members were present during the program. <br />
	<br />
	Mim Hamal, team leader of the GHTDP, presented the Humla brand and logo to district stakeholders. "The new GHT Humla brand and logo will be incremental in promoting the destination internationally and within Nepal and is thus an important tool for tourism development in the district", said Hamal. <br />
	<br />
	During the same event, Nepal Trust Humla in cooperation with the Durango Daybreak Rotary Club USA and GHTDP, distributed solar lamps to more than 165 small teashops and teahouses along the Humla section of the Great Himalaya Trail from Chankheli to Hilsa. The initiative is targeted towards helping small-scale entrepreneurs who survive on meagre capital and are facing difficulties due to the lack of electricity. Through alternative energy sources, dependency on wood is reduced, helping to decrease deforestation and pressure on the local ecosystem while at the same time alleviating health problems due to smoke from indoor&nbsp; fireplaces.</p>',
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